Filed under: A Bit Of Inspiration, Advertising, Agency Culture, Attitude & Aptitude, Comment, Communication Strategy, Creative Development, Creativity, Culture, Equality, Honesty, Management, Meetings, Nike, Relevance, Resonance, Wieden+Kennedy
A while back I was interviewed by Bloomberg Business Week.
I know … what the fuck eh?
And more amazingly, it’s not the first time.
OK, so it has taken them 5 years to forget what a stupid mistake they made the first time, but they asked me what I felt was wrong with modern marketing.
I thought about it for a while.
Let’s be honest, there’s many things I could say … but after a while, I felt I had it worked out.
It’s the image at the top of this post.
Too many clients saying no to good ideas and too many agencies saying yes to bad ones.
There are many reasons for this but underpinning them all is a lack of trust and a blind belief in formats and processes.
Or said another way: Ego and confidence.
Either too much of it or not enough.
Of course, people will say adland have got what they deserved.
That they were indulgent and never cared about their clients business.
Which is – frankly – bullshit.
Not just because that abdicates any responsibility of the clients who hired the agency … gave the brief … and approved the work, but also because I’ve never known an agency who do not give a shit about their clients achieving success.
However somewhere along the line, things have changed 180 degrees and now we’re in this weird situation where everything is upside down … with the great irony being in this new world order of marketing, we’re making less work that is impacting cultures attitudes and behaviour and building fewer brands people give a shit about.
And yet despite this, both parties are carrying on, reframing the situation so they can both feel they’re doing the right thing.
It’s a bit like this scene in Spinal Tap where the bands manager attempts to reframe why they’re playing to 1500 seat theatres when on their previous tour, they were playing to 15,000 people in arenas.
Now please don’t mistake this as a ‘poor agency’ post.
Nor a ‘clients are evil’ bitchfest.
All I am saying is the best work and results always come from parties who trust each other, are open and honest with each other and want/value the same thing.
It’s truly that simple.
It’s why, for example, the Wieden and Nike relationship has not only stood the test of time, but has also consistently made great work.
That doesn’t mean there’s not debate, discussion and, at times, bloody arguments [for example the 3+ years I took the same idea into the same client every month to try and get them to say yes because I thought they were missing a massive opportunity] … but it does mean the conversations are about how to make the best work, not the easiest.
And while that is a rare relationship with a rare body of work, the principles of getting to that position are not that difficult.
However today, we seem to be seeing more and more clients choosing agencies on complicity rather than creativity. Dictating what they want and how they want it rather than identifying problems they want their agency to solve in interesting ways.
They may not realise they’re doing that, they may not want to do that … but they’re doing that, reinforced by countless ‘guru’ dot-to-dot strategies that seem designed to build the guru’s business than the clients who follow it.
What this has resulted in is an attitude where some clients think any agency who has a different – but informed – point of view is out to rip them off, which is hilarious given thinking differently is literally why you hire an agency.
The whole situation is horrible.
No one wins
No relationships gets built.
Instead we have clients using processes and procurement to dictate and control what they want and we get agencies fighting for the chance to do it, because they’ve sold the value of creativity so far down the river, that the only thing they can offer is speed.
What a waste of opportunity, potential and talent on all sides.
Thank god not everyone is like this.
Thank god there’s people, companies and agency relationships who demonstrate what you can achieve together when you trust each other. When you want the best for each other. When you are transparent and honest with each other.
Enough to say yes when it’s easier to say no.
And no, when it’s easier to say yes.
Filed under: A Bit Of Inspiration, Advertising, Agency Culture, Apathy, Attitude & Aptitude, Comment, Confidence, Creative Development, Creativity, Culture, Differentiation, Effectiveness, Experience, Innovation, Insight, Perspective, Planners, Planning, Prejudice, Relevance, Resonance, Respect
For an industry that loves to talk about doing new things – chasing new things – it doesn’t half hate trying new things.
The moment someone dares suggest something different, more often than not, they are shouted down by people saying it’s wrong … it won’t work … it’s foolish.
Even before anything different has been tried.
Now I appreciate we live in a world where clients want effectiveness and so the margin for error is getting ever smaller, but no one who is suggesting something new has the objective of being less effective, literally the opposite.
But if we can’t explore then we can’t move forward and instead of blowing things up, it may be interesting if we started building things up.
I say all this because I recently read a quote from the Chairman of Crystal Palace football club.
This year they have adopted a totally new philosophy.
Not because the old one had failed – quite the opposite, in many ways it had exceeded expectation – but because context had changed [their long-term manager retired] and they thought this was the time to try something new.
And while some have immediately come out to say what they’re doing is utterly reckless to the stability of the club, their chairman – Steve Parish – countered it with this lovely perspective on the situation they have chosen to enter …
I love that. I love how he dismisses the validity of any criticism and simply focuses on the fact.
No one knows if Crystal Palace’s new approach is better or worse than what has gone before – at least not yet, and maybe not for a significant period of time – the only thing people do know is the approach is different.
Different.
Not better. Not worse.
A simple change to the usual approach.
A change that will reveal, in time, how effective it was. And even then, it is still only an indicator as there are so many external influences that may affect it.
But for a moment, imagine if it works.
Imagine if Crystal Palace do better than they ever have.
That they consistently elevate their standing and success?
It could happen. It stands as much chance as the opposite right now … and yet people are so quick to jump on the ‘disaster’ bandwagon.
Adland is exactly the same.
We like the idea of different but not the reality.
We choose to hide behind certainty and history, even if we didn’t have anything to do with the work we use to assert our argument. We grasp at learnings from other industries despite their context being vastly different. Or we state the fucking obvious but pretend it is an act of genius.
Maybe if stopped having the need to loudly proclaim something is right or wrong and just embrace the fact someone is doing somthing different, we may be more positive about change as an industry.
And maybe … just maybe … if more people focused on building things up rather than tearing them down, we may end up creating possibilities that encourages clients to embrace different rather than see it as an act of commercial defiance.
Filed under: A Bit Of Inspiration, Advertising, Agency Culture, Attitude & Aptitude, Authenticity, Brand, Comment, Confidence, Content, Context, Creative Development, Creativity, Culture, Distinction, Emotion, Empathy, Imagination, Innocence, Innovation, Insight, Management, Marketing, Marketing Fail, Planners, Planning, Prejudice, Relevance, Resonance, Respect, Standards, Wieden+Kennedy
Once upon a time, Dan Wieden was giving a presentation to a bunch of executives from one of Wieden’s big, global clients.
Dan was talking about the power of failing and asked if anyone in the audience had ever been fired from their job.
Nothing.
Not one person raised their hands.
Dan surveyed the scene for a moment before leaning into the microphone and saying:
“Cowards!”
There was a nervous ripple in the audience before some people laughed … but Dan wasn’t saying it to be nasty – or to be funny – he was saying it because he truly believes in the mantra of ‘fail harder’ and the positive impact it can have for both creativity and commerce.
Fail harder is not about seeing how bad you can do something.
Fail harder is about …
+ the quest to push yourself.
+ the desire to challenge limits.
+ the goal to provoke change through complete openness.
And while many people get the concept of it … even agree with it … not everyone can bring themselves to participate in it.
Now that’s totally fine until you start criticising or judge others who are doing it.
Especially if the only reason you’re criticising or judging them is because they’re doing something you didn’t do.
Then that’s a dick move. An insecure, dick move.
I say this because lately there seems to be a lot of people doing exactly that … especially on twitter and especially in the planning/marketing groups.
Judging … dismissing and insulting people who are trying different stuff.
Not because they think it’s wrong.
Not because they think it isn’t valid.
Not even because they don’t think it’s clever.
But because they’re cowards.
Sure, some will have valid reasons for it.
Family.
Mortgage.
Others relying on them.
But what is disappointing is – like the people in that conference – many of these people throwing shade are seasoned, senior individuals.
People who have the experience to push boundaries.
People who have the smarts to challenge the status quo.
People who have the knowledge to be more than capable.
People who have the voice to champion change.
And while it is absolutely their prerogative to not do it, sending our snide comments or subtweets about those who are, is pretty pathetic.
Ridiculing the way someone talks about their colleagues.
Questioning the ability to be taken seriously by clients.
Looking down on what they’re trying to do and what they’ve done.
Hell, some of these people have actually started their own company, so you’d expect them to be a cheerleader for the new … but instead it seems they see them as a more interesting competitive threat, so keep throwing out their barbs.
Oh they probably think they’re being so clever.
That the people can’t see what they’re doing.
But it’s so transparent you could grow plants in it.
However here is where it all goes wrong …
Because not only are many of these people pioneering a great business out of what they’re doing … everyone can see these insults are simply a way to distract thems from the fact they didn’t do what someone else has had the courage to try. That someone is trying to create their own story rather than simply follow someone else’s.
Personally, I think that is an incredible thing to do.
And thank fuck we have people willing to do that.
Not just because the old way isn’t working that well, but because the definition of ‘Fail Harder’ is the realisation that even if you fail in your attempt to do something audacious, you’re already further ahead than those who simply have followed the path of ‘achieving safely’.
There’s a few people I know who are victims of this.
They say it doesn’t bother them, but it obviously does.
Of course it does … it’s shit … especially when coming from people in the industry who are supposed to be ‘senior voices’.
So fuck those guys [and it is nearly always men]
Make them cry tears of regret, because regardless what happens next, you’ve already gone further them most of them could reach.
Filed under: A Bit Of Inspiration, Advertising, Agency Culture, Attitude & Aptitude, Authenticity, Chris Jaques, Comment, Confidence, Context, Creativity, Culture, Diversity, Education, Effectiveness, Emotion, Empathy, Environment, Experience, Fulfillment, Insight, Legend, Loyalty, Management, Perspective, Planning, Point Of View, Relevance, Resonance, Respect, Standards, Teamwork, Wieden+Kennedy
A while back I wrote about how some companies offer incentives and bonuses to their staff to try and boost morale when the reality is all the employees actually want is the company to act in ways they can be proud of and believe in.
Values.
Standards.
Behaviours.
Ambitions.
The most depressing part of this is that in many cases, the companies know this but just think it’s easier to try and ‘buy staff off’, than to change how they act.
But if you think that’s bad, there’s some who are even worse.
The ones who believe their staff will be inspired and impressed by any gesture the companies shows towards them … even if it is an act that shows how little they really think of them.
Acts like this …
Or this …
Seriously, what on earth were they thinking???
Even if they were giving away a bunch of bananas rather than a single one, it would still be bad … but a postage paid envelope, that reiterates this is a ONE TIME act of generosity.
Either the people behind these ‘gifts’ are evil or utterly delusional … which is why the best leaders I’ve ever worked for have been the ones who are transparent and honest, whether for good news or bad.
There’s something really reassuring of knowing where you stand. Where there is constant dialogue with where you’re at and where things are. That even in bad times, you know what is going on, what needs to change and some suggestions how to do it … because the person telling you genuinely wants you to succeed. Not simply to make their life easier, but to help make yours bigger.
While there are a lot of benefits to management, it can’t be denied it’s a tough gig.
You’re dealing with a bunch of moving parts all at the same time.
Egos.
Colleagues.
Team development.
Individual growth.
Client satisfaction.
New business requirements.
Company reputation and profit.
And then your own, personal satisfaction and growth.
In some ways, each of these moving parts can act as a barrier to the other being successful … and that’s when a manager can get into real trouble, because pressure means they can end up choosing what ultimately makes their life easier rather than what makes everything better.
Now I am not saying I am a great manager.
While I think I am OK, I definitely have my failings.
However over the years – and with some excellent mentors and role models – I’ve definitely learnt there are some ‘rules’ that I believe can help companies ensure managers create an environment where good things happen can happen, for the work … the clients … the individuals … the team … and the company as a whole.
1. Stop promoting people simply because that’s the only way to give them a pay rise.
This is more than just about managing staff cost ratios – or keeping salary bands in line – it’s the reality that some people are just much better at doing their specific job than managing other people doing their specific jobs. Often they know this, but feel they have to accept the promotion ‘opportunity’ to get the money they want. The great irony of this approach is it ends up costing everyone more in the long term. Because the promoted person ends up stopping doing the work that made them – and the company – stand out and other talented people leave, because they are being badly managed. Until the day the company realises their mistake and lets the person go who didn’t really want the job in the first place, but did it as it was the only way to get fairly valued for their talent and experience.
2. Stop thinking being good at the job means you are naturally good at managing
Being good at a job doesn’t automatically mean you are going to be good at managing others doing it. Not only that, being good at your job doesn’t mean your approach will – or should – translate to how the entire department operates. Sadly, too many companies don’t think this way. Instead they promote without consideration to the ways of the individual or the needs of the department and company. Of course, sometimes the reason for that is because it’s a way to ‘keep’ talent from going to another company or because doing it makes things more ‘convenient’ for the company when someone has resigned. What makes that approach even worse is they then place huge expectations and judgement on people so that when things don’t go exactly as planned, they start adding additional stress and barriers. The reality is you don’t make good managers through a title, you do it by giving them training and time.
3. Every level needs training
It doesn’t have to be formal. It doesn’t have to be academic. But it does have to happen.
Not just in terms of learning the company processes and org charts … but in terms of learning how to actually manage. What to look out for … how to engage … how to encourage and motivate. Not from a book. Not from an online course. But proper training with people who have done it very well rather than people who just hold the title. There are so many great managers who never got to realise that simply because they were thrown in the deep end and then kicked out because they weren’t given the support and time to train for their new position.
However I know the things I’ve suggested won’t be common, because too many companies see personal training as an expense and judge success as getting stuff done, regardless of the cost. Which is why after all the years I’ve had doing it, I still rely on 4 huge lessons I learnt from Dan Wieden and Chris Jaques.
+ When your focus is the work, every decision becomes easier.
+ Brilliant work sorts out almost every problem,.
+ Honesty and transparency is the greatest gift you can give someone.
+ The best way to stop complicity is to create an environment of openness and debate.
Sure, none of these are as easy as giving a banana or even a paid-return envelope … but I guarantee the positive effect will last a hell of a lot longer.
Filed under: 11.11 @ 11.11, Anniversary, Attitude & Aptitude, China, Chinese Culture, Comment, Creativity, Culture, Effectiveness, Entertainment, Marketing, Perspective, Planners, Planning, Point Of View, Relevance, Resonance, Shanghai
As I’ve said many times, I miss China.
I miss everything about it. Except the pollution.
It was – and remains – an incredible important and special place in my life, personally and professionally, and I’m so grateful I get to still do work there.
That said, there’s days where I miss it more than most and today is one of those.
Singles day – because of the date 11.11 – has become the single biggest shopping day on the planet. Bigger than the global Black Friday and New Years Day sales put together.
I have had individual clients sell US$100 million+ of product on that single day … and as huge as that is, it’s nothing compared to some other brands. You see, for all the talk of Singles Day being the luxury brand bonanza, the reality is it’s the more mundane things that sell in far bigger quantities.
There’s lots of reasons for that, of which money is only a small part.
That aside, the whole thing has become an extravaganza … even featuring international celebs [before they were in disrepute] in the lead-up … and yet, while it has finally been ‘discovered’ by many in the West, it still blows my mind at how little they really know, or care, about what started it, what drives it and what it represents to millions in the Middle Kingdom.
Of course I shouldn’t be surprised, because where China is concerned, the West still prefers to be deliberately ignorant to the goings on there … preferring instead to either ignore anything until is comes to the West, or just repeating what they’ve read somewhere without delving more into the culture or the history.
And that’s what I saw a lot there.
In fact, it’s a lot of what I saw wherever I lived, especially in Asia.
The preference for headlines rather than the details.
Easy wins instead of earning your rights.
Acceptance only when it was localised.
What scares me is this attitude seems to be extending beyond just knowing other cultures … but approaches to planning.
Answers rather than listening.
Comments rather than thinking.
Responses rather than considering.
Generalisations rather than nuance.
Complicity rather than a point of view.
I appreciate we live in a world where there is commercial benefit in speed. And while that doesn’t automatically mean it is wrong, it only works if you have people with the real experience and knowledge to be able to answer the problems properly.
There’s a massive difference between someone looking things up on Google and someone who appreciates the nuance and layers that goes behind opinion, beliefs and behaviour.
And yet too often these people don’t get valued by their companies.
Viewed as too costly … when the experience and knowledge they have is the difference between resonating with culture or shouting at people.
Or said another way, doing work that is for people rather than about them.
It blew my mind how little Western markets, and companies, valued my – and everyone else I know who spent considerable time in Asia – experience. I constantly felt a sense of distain from those who had never been there … as if the work and culture didn’t count for anything … despite the history, the economy, the culture and the technology.
Fuck, I had someone recently ask me if I knew TikTok was a Chinese company. A person who claims to be ‘an expert’ in digital. You should have seen their face when I told them that not only did I know that, but it had been around in China for years before it had come to the West.
This does not mean you have to live in another country to care about it. But generally, you do have to if you want to have any way of understanding it beyond the headlines and the superficial clickbait.
Which is why in the next few weeks if someone tries to present you a deck entitled, ‘Singles Day: all you need to know’ … just ask them what the premise is.
If they only talk about big numbers – and, god forbid – something to do with Confucius, run the other way. And if you think I’m joking, I can tell you about the time I was in Beijing and sat in a meeting full of CEO’s and the guest speaker started talking about his proprietary strategy for using Twitter, until it was pointed out that the government ban it there.
This guest was the head of strategy of a major ‘global’ digital agency.
Whether you like it or not, China is vital to your business.
Might be directly or indirectly, but it can’t be ignored, even if your ego has to take the hit.
The fact I have to write this in 2021 is mind-blowing, but here it goes:
Hire Chinese talent.
Value Chinese talent.
Learn from Chinese talent.
I promise you they’ll be able to help you and tell you stuff that is far more insightful and valuable that someone writing a presentation on Singles Day from information sourced via Twitter or the Daily Mail.
Love you China. Miss you.