Filed under: A Bit Of Inspiration, Advertising, Attitude & Aptitude, China, Chinese Culture, Wieden+Kennedy, Youth
I want to write about something I’ve been thinking a lot about recently.
I turn 54 this year and if truth be told, the life I have is more than I ever could have imagined.
While I’ve worked hard for it, I also accept that I’ve had more than my share of luck.
Right place, right time.
Meeting people I should never have met.
Having some disproportionally believe in me.
Mates who went on to become important in their job.
Basically, a bunch of stuff you can’t really plan for … though if I have any skill, it’s been to be able to run with it and invest in it rather than stop.
Which basically translates to working hard, staying in touch, always being interested in stuff and constantly looking or thinking for new ways to help them win better – even when they don’t want it – hahaha.
It’s a work ethic that frankly was driven by survival and ambition.
Survival … because I knew I couldn’t win on brains – especially having not gone to university – but I could compete on effort. And ambition … because I knew I wanted to see what was possible, even though I didn’t have a plan and didn’t have any idea what ‘the goal’ could be, would be or should be.
I say all this because recently I got asked what advice I would give to someone starting out who doesn’t know what to do and I realised I didn’t really have an answer. Part of it is because my context is about as different as it could be for someone starting out … but also because I wouldn’t want to give advice, I’d like to listen why they feel they don’t know what to do.
But that said, I think their attitude is kind-of brilliant.
Of course I appreciate they don’t feel that way – quite the opposite – but that’s more because of what society and social media has done to make them feel that if they don’t have a plan, then they’re lost … and not only is that shit, I think being open to stuff is the best way to approach life.
That’s not just because we no longer will have one career for our whole lives, but because if you’re open to everything, then anything can happen.
Frankly that last point is one of the driving forces behind everything I’ve done and hope to do … and while I appreciate there’s privilege in that approach and attitude, it is also about openness and comfort with a degree of uncomfortableness.
But I get it is scary.
It’s hard to think of things you may lose … but as I’ve said many times, the other way to look at it is in terms of what you will gain, and literally everything in my life – bar my relationship with Paul – is because of this.
That doesn’t mean it’s for everyone, but it might be for more people than who actually do it – but don’t because they are paralysed in this grip of feeling they should have certainty for their life when the real power is to embrace the lack of it.
I say all this because I was recently on a podcast about this subject called Work Without Borders.
It was a real thrill for me because it was founded by an old Wieden Shanghai colleague – Flora – and her friend, Calvin, which meant I got to talk about very special times in China and beyond.
Listening back to it, I realise how fortunate I have been.
From having parents and family who backed me and encouraged me, to companies being willing to take a chance on me … which is why I hope anyone who listens to it doesn’t think I am suggesting they should be like me, but to be be open to whatever the fuck speaks to them.
And while I appreciate some may be in situations where they have responsibilities that directly influences what they can/can’t do – which means what happens may be different to what they hoped it would be – I believe they will still end up with experiences and lessons they wouldn’t get if they simply followed what everyone had blindly – or meticulously – done before.
You may ask how I can say that … and it’s relatively simple.
Because what companies called ‘the great resignation’ was actually ‘the great reset‘.
Where millions realised the path they had been made to feel was the only path they could follow, was taking them to the exact same place as everyone else.
A place of conformity and pressure rather than curiosity and possibility.
And while there are no guarantees in life, fulfilment is born from openness, not closed mindedness which is why I will always love this quote by Peter Ustinov:
“People who reach the top of the tree are those who haven’t got the qualifications to detain them at the bottom”.
How good is that? God I love it.
Which is why if you’re worried because you don’t have a plan – remember this.
Some people have advantages.
Some people have a plan.
Some people have luck.
But we’re all making it up. Every single one of us.
So while clarity can be a powerful beast, not having it doesn’t also mean it’s bad.
In fact, if you embrace it, you may just find it can take you to even more amazing places.
Filed under: A Bit Of Inspiration, Advertising, Attitude & Aptitude, Authenticity, Brand, Cannes, China, Comment, Complicity, Context, Creative Brief, Creative Development, Creativity, Culture, Differentiation, Distinction, Effectiveness, Honesty, Imagination, Marketing, Martin Weigel, Metallica, Nike, Paula, Planners, Point Of View, Provocative, Succession, Uncorporated, Wieden+Kennedy
When Tiger and Nike recently ended their relationship after close on 3 decades, there was a lot written about why.
Hot takes.
Wild ideas.
Conspiracy theories.
But among them all was a post by Tom Bassett – a brilliant ex-Wieden strategist who was there when so much of what became Nike folklore was written.
The reason his voice stood out is because it wasn’t WHY the relationship ended, but why it started.
At the heart of his story was the brief Phil Knight gave for NIKE Golf.
He said: “Get NIKE to be #1 in golf or we get out the category all together”.
Having had the errrrm, pleasure(?) to meet and present to Mr Knight a few times, I can literally hear him saying/barking this … and what I love about it is the stubborn, blinkered ambition.
We seem to live in a world where the majority of conversation is around optimization … efficiency … brand assets … and basically how to get the most out of what you’ve got.
There’s nothing wrong with that, except it’s all about not being wrong than being as good as you can be.
Or said another way, being comfortable with what you’ve got as opposed to being impatient for what you want to have.
Get to #1 is a proper goal. One where the evaluation criteria is very fucking simple.
No hiding behind incremental growth or internal metrics … #1 is a criteria that dictates decisions and investment rather than the other way around.
Sure, there are ways #1 could be reframed in an attempt to look like you’re doing better than you are . Let’s face it, we see this sort of shit in the ad industry all the time, especially around award time … but Phil Knight wasn’t about skewing results but going right at them … which is why he didn’t place any additional burdens on how to achieve goal, other than demand it was true to the sport and how NIKE see’s the athlete.
Sounds easy, but it isn’t.
To do that takes a lot of confidence.
Confidence in who you are … confidence in your team … confidence in what your company stands for and confidence your company is full of people who know what that translates to in terms of behaviour, consideration and action.
And that’s why we often undermine the value of confidence and right it off as bravado.
Of course it can be that, but it is also about trust, experience, knowledge and openness.
As a chef once told me when we were doing Tobasco research at W+K, “the more confident the chef, the less ingredients they use”
And that’s why I love the clarity of Phil Knight’s objective.
He could have added a million mandatories, but he knew that would add a million reasons why his objective would then be almost impossible to achieve.
At least in a realistic timeline.
Which is why, as difficult as the objective was, he increased its chances of success by being clear as fuck and – to a certain degree – open as fuck. Enabling the team to not just tackle the project head on – rather than tap-dance around politics and restraint – but to also place responsibility back on the company in terms of what it needed them to do to help make it happen.
Not just in terms of money, but action and change.
It is one of the many reasons why I loved my time in China … why I loved Branson’s brief for the Virgin lounge … why I love working for Metallica and Mr Ji.
Sure, in China’s case, it was often more the ambition and scale than the clarity … but for the others, it is/was the single-minded, stubbornness of their objective, the trust they placed in the people they were asking to help them do it, the commitment of the whole organisation to give it the best chance of making it happen and the willingness to walk away rather than accept a poor substitute of what they wanted to change.
We need more of that.
Creative work would be more amazing for that.
Effectiveness would be more powerful for that.
But sadly we’re in a world where it’s all about hedging bets, outsourcing responsibility and managing internal politics rather than being focused, fierce and open on creating change.
Proper change.
Real change.
Massive change.
It all kind of ties in with the ‘Strategy Is Constipated, Imagination Is The Laxative’ talk Martin, Paula and I did in Cannes last year.
The obsession with playing to the process while being continually outsmarted by those who are focused on enabling the possibility.
And while some claimed we were being irresponsible, unrealistic and even unprofessional in what we were saying, the reality is we have – and are – in the incredibly fortunate position of working with brands/people who prove the most responsible way to create powerful and lasting change is not by hedging your bets, but being willing and open to fight for it all.
Filed under: A Bit Of Inspiration, Advertising, Agency Culture, Attitude & Aptitude, Audacious, BBH, Colenso, Colleagues, Comment, Confidence, Creative Development, Creativity, Culture, Management, Marketing, New Zealand, Provocative, Relevance, Resonance, Ridiculous, Wieden+Kennedy
I’ve always had a love/hate relationship with advertising awards.
Of course, it’s nice to have them … but for me, it’s always about who you are competing against and who the judges are who are deciding them.
Oh, and whether those who have won before, won with real work or ‘ultra-niche, ultra-limited edition’ one-offs.
Also known as scam.
You generally can tell when that shit happens because they tend to either:
1. Be a one-off from the clients normal approach to work.
2. Be a one-off from the normal output of the agency.
Fortunately, it is less than it used to be, but still more than it should.
That’s why the agencies who do it properly deserve more credit.
To win awards as a byproduct of the work you make rather than it be the focus of the work you make, is a noble cause.
There’s more of them than we often give credit for … and you can generally tell who they are by how long they’ve been able to play at that level.
A few years ago, I wrote about how W+K and BBH were brilliant examples of this.
How they proved the old adage ‘it’s easier to get to the top than to stay there’.
And it’s so true.
Because without wanting to take anything away from anyone who does well, being able to do it consistently is an even greater achievement.
I say this because I think Colenso is one of these places.
For over 50 years, we’ve consistently made work that has been recognised by the best in the world as some of the best in the world.
NZ has tended to do very well in this area … DDB, Saatchi, Special to name a few … but few have done it with the longevity and sustainability of Colenso.
And a big part of that is because of the culture it cultivates.
From our approach to the work we make to the people we hire to make it … at the heart of everything is a deep love and respect for the power of creativity.
Lots of people will say that.
Lots of agencies will say that.
But you find out who means it through the work that they consistently make.
And that is – like all the places who consistently do good stuff – one of the traits that reveal who we really are.
That doesn’t mean we’re the easiest place to work.
Because even though the place is full of good and talented creative people … it’s also a challenging, demanding, opinionated and provocative environment, because ultimately, we have 50+ years of standards and expectations to honour, live up to and try to push further.
As the picture at the top of this page – from 934843049 years ago – shows.
But what’s interesting is how we want those standards and expectations to manifest.
Because it’s not about playing to be accurate, it’s about doing the right thing in the most interesting, original and audacious ways.
Do we always get it right?
Nope.
But we always strive to get it right and that’s why we are consistently awarded at the highest level for work as varied [and effective] as turning beer into an alternative fuel for cars, creating a radio station for dogs, getting Rick and Morty to explain green energy to youth culture and making a radio campaign that doubled as an outdoor campaign that asked New Zealand to make a radio campaign … to name but a very few.
And while this post sounds unbelievably corporate toady … it’s my way of paying homage to my colleagues and, especially, my partners.
Now I could wax lyrical about Si – our CCO – because he’s not just horribly talented, he is possibly the nicest human I’ve ever worked with.
[Well, I say nice, but he has his moments of evil – but even then, he manages to deliver it with a niceness that makes every Disney character look like a bunch of pricks]
But the reality is, you’d expect the leader of Colenso to be brilliant … otherwise why the hell are they here.
Which is why who I really need to acknowledge is our MD – Ange – because she’s the Ringmaster of the whole Colenso circus.
It can’t be easy.
Not just because she has to deal with me – let alone sit next to me – she also has to work with a bunch of people thinking up ridiculous ideas that challenge and confront on every level.
Not just creatively … but in terms of time, simplicity and possibility.
Yet she manages it.
More than that, she would fight for the death to maintain it.
Which is why the thing that is often forgotten about the agencies who consistently make great work is not just the people behind it … but the people who make it possible.
The people who create the conditions for it to thrive.
From the MD’s and finance people to the IT and support staff.
But – and here is the critical thing – it’s more than them just doing their job well, it’s them doing their job through the lens of what the whole company is striving to do.
Because to paraphrase that famous story of the janitor who met President Kennedy …
They’re not working in a vacuum, immune from the needs and ambitions of everyone around them… they’re helping make the most audacious ideas get out the door.
Here’s to all of them. Every last fucking one of them.
With that, the first month of ’24 is done. And I can tell you, I’m as surprised as anyone that I decided to finish it in such an earnest, generous way.
Let’s hope February is less nice. Even I feel sick with it.
Filed under: A Bit Of Inspiration, Advertising, Attitude & Aptitude, Brand, Comment, Japan, Music, Relationships, Relevance, Resonance, Spotify, Wieden+Kennedy
Years ago, when I was helping launching Spotify in Japan at Wieden, we did a bunch of work on understanding what music fandom really meant.
Given this was in Japan – the land of extreme perfection – we knew it was going to be interesting, but after a short while, we realised we may have missed the point.
You see while we met a whole lot of people who had a deep relationship with music – including someone who had something like 74 different vinyl versions of Dolly Parton’s ‘Jolene’, not to mention a rather un-nerving 40 year old bloke who was obsessed with everything Japanese, female heavy metal band BabyMetal, did … the reality is they weren’t fans of music, they were fans of a song or an artist or a genre.
And when we realised that, that’s when we started to get real clarity on what a real music fan was and went down a road that led to work that helped Spotify enter Japan and take a leadership position … despite being late to a market where vinyl still was the dominant format and where there was a ton of streaming competitors who all offered more music – especially local music – than Spotify.
However, on our journey to this point, we interviewed a bunch of people who were fans of a particular band – or genre – and asked them what they thought were the characteristics that defined someone as a ‘hardcore fan’.
We got such a range of answers …
Some cliched. Some intriguing. All expressed with earnest authenticity.
My favourite group with the heavy metal/heavy rock fans.
Part of that is because I love that style of music and part of that is because it seems to actively want to disassociate itself from anything associated with popular, mainstream or universally accepted culture.
Hence we got lots of comments relating to dress … places to drink … where you stand at gigs … how many gigs you’ve been to … influences … deep cuts … history … a never ending set of criteria that apparently separated authenticity from wannabe.
I say all this because I recently saw something no one mentioned in our conversations. Something that – for me – defines a real metal fan.
It’s this …
Because it doesn’t matter how many tattoo’s, leather jackets, bottles of Jack Daniels or gigs you go to, nothing – NOTHING – is more metal than driving a Suzuki Swift with a ‘Slayer’ number plate. 🤘🏻
Filed under: A Bit Of Inspiration, Advertising, Attitude & Aptitude, Nike, Sport, Wieden+Kennedy
Back in 2016, I was invited to Paris to meet with Nike’s senior leadership and talk to them about where the brand is going.
Given I was the only person invited from Wieden to do this, I felt really honoured … so you can imagine the attendees surprise when I said they were in danger of becoming ‘the beast they were meant to slay’.
They took this pretty well.
Mainly because it was true.
We then spent the afternoon discussing where we’re making mistakes and where we should be doubling down.
And while it had a teensy bit about me – and a lot to do with Wieden – I feel there were a few years where they got shit together.
Then things changed …
Leadership.
Politics.
Chasing the cash.
Which may all explain this …
First you all they call people ‘consumers’ rather than athletes.
I mean, that’s bad enough … but to then go on about how they constantly evaluate the best way to serve their audience, before announcing they’re leaving NZ, is mind-bendingly mad.
Given a few weeks ago they chose not to make a retail version of West Bridgford born, Women’s England goalkeeper – and World Cup ‘Golden Glove’ winner – Mary Earps, I can’t help wondering what the hell Nike have against Nottingham, let alone NZ?
While back in 2016, they had made some decisions that led me to that presentation, I never imagined they could go this off-piste, and it breaks my heart because I love the brand and loved working with them.
But now?
Seems they misunderstood ‘dream crazy’ as act stupid.
But I’ll tell you something even worse …
Despite all this, they’re still better than most brands and that is terrifying.
I hope NIKE rediscover their love of the athlete and sport soon.
Not just for their sake … but for every little kid who needs to discover the power of sport to discover who they are and who they can become.