Filed under: A Bit Of Inspiration, Advertising, Attitude & Aptitude, Authenticity, Creative Development, Creativity, Culture, Effectiveness, Empathy, Management, Marketing, Marketing Fail, Mediocrity, Planners, Relevance, Strategy
So the good news for you all is this is the last post for 2 weeks.
Yep, you’ve guessed it – I’m on a holiday, I mean a work trip.
Or should I say trips. Plural.
First to Europe. Then Australia. Then LA … I know, I know, I’m a prick.
Now given I pre-write my posts [for example today is the 25th Jan] I appreciate I could still cover this period, but let’s be honest – after 18 years, I’m running out of things to say so we could both do with the break from each other.
What that means is this is the last post until March 4.
MARCH!!!
How the fuck have we got there so soon? Oh, I suppose we haven’t yet have we … but anyway, March 4 is a Monday, so you get to have multiple weekends before I ruin your week again.
You’re welcome.
So now what do I do after writing that long-winded introduction?
Fuck knows.
But recently I saw a couple of things that I thought were particularly good and both revolve about intelligence in marketing rather than the egotistical commodification of it.
As I’ve written a few times before, I’m a bit fed up of the ‘hustle culture of commentary’ that our industry has got itself into. Where everyone seems to speak like they’re gods and gurus who have invented or reinvented the World.
That doesn’t mean they’re idiots – many say stuff that is genuinely interesting – but so much of it has an air of self-interest. Hijacking topicality for self-capitalisation.
Though the ones who claim they’ve got the answers to everything make me laugh – especially when they do nothing with it other than pedestal spouting. I mean, how stupid is that if they think it’s going to change the world. But maybe its because somewhere along the way, they’ve realised what they’re claiming is not ‘new’, just new to them and all they’re doing is reinforcing how little they know about their industries history or life outside their bubble.
That’s not wrong, we all do that to a degree, but it tends to lead to people changing their ways rather than doubling-down on their ego.
But even those people aren’t as annoying as the ones who claim some sort of ownership over something someone has actually done, because they spouted something vaguely associated with the topic on Twitter/X about 6 years earlier.
As I said a while back, it will only be a matter of time before someone makes a paper plane and claims they’ve invented flight.
Look, I’m all for thinking out loud – hell, I’ve been doing it on here for almost 2 decades – but when it’s conveyed with the confidence of a mediocre white man [copyright Chelsea] then that’s where the problems start. At least for me.
There are some brilliant people out there … genuinely brilliant. People who do stuff or try stuff with what they think and say. And a lot of them aren’t even on social media. But unfortunately there seems to be a lot more who are camped out on social platforms … churning out an endless stream of strategic myths, obviousness or bullshit … using a tone that suggests they’re innovators and anyone who dare challenge them, is a luddite.
It’s kind of the Trump strategy and sadly, like Trump, it works with many.
Which makes me wonder, ‘what if I’m wrong?’.
And you know what … I could be. And I’m open to be.
But popularity is not a sign of originality … or accuracy … or smarts … and I think those things are pretty important too.
That said, if we’re going down this imitation intelligence path, at least make people think rather than try to demand how they should think. And recently I saw two things that did just that.
The first was this:
Now I appreciate a strategist supporting a message of not getting lost in planning may sound a bit weird … but apart from everything else, it makes a welcome change from the overly complex schtick we seem to be celebrating and advocating for right now.
Of course thinking things through is important. But one thing we don’t seem to talk about a lot is the importance of knowing when to stop. So you can put things into motion rather than putting them into an endless loop of consideration.
I got given a piece of advice once I’ve held on to for a long time.
“Be rigorous as hell until you find something exciting …
… then stop and protect it at all costs.”
Now I appreciate the person who told me this was very successful so could afford to say that, but their point was that it was this approach that had got their position. In essence, they advocated for planning to show them the way not obscure it.
I like this view.
When I was starting out, strategy was valued when it was powerful simple … delivering a path to the bigger, better places with sharpness, potency and focus.
But now it seems we’re not like that.
The general narrative appears to be ‘we live in different times with different considerations’ and so we need a completely different approach to the work we do.
And while they’re not wrong about a lot of that … we’re forgetting what strategy is for so now we’re at this weird place where it appears the value is in the complexity rather than the potent, fierce, simplicity.
Please note I say simplicity, not simplistic – which is another thing some people do in an attempt to look like Einstein, when all they’ve done is reduce Liquid Death’s success to “a can that looks different to all other water cans”.
But I digress …
The reality is strategy that is all about complexity is harder to execute, easier for people to hide and more focused on what is done rather than why we’re doing it in the first place.
And that’s why I liked the clip above … because it was a reminder we need to protect what we want to do rather than only care about where the process will lead us.
Which is why I also liked this:
Sure, I get it’s a retrospective, observational view … but it’s interesting and simple.
And funny.
Plus if it was true, it would be a piece of fucking amazing reframing strategy.
Not that people would say that or see that.
Or at least not as simply as the originator articulated.
Which reminds me of the image we used in our Cannes Strategy Is Constipated, Imagination Is The Laxative talk with the image of all the different strategic frameworks that say the same thing in ever more complicated ways.
My Dad once said that people who want to show how smart they are, aren’t that smart.
That their need to demonstrate their brain is a demonstration of their insecurity.
I wonder what he’s say if he was alive today and saw how a lot of my industry was behaving.
Because I think he’d have a different view.
That their talk is not about insecurity, but distraction.
It’s why I loathe when I hear people say ‘we’ve done all the work so you don’t have to’.
Oh my fucking god.
But I appreciate this post is getting so long that I’ll be back by the time you’ve finished reading it. That is if anyone did read this, so I’ll just leave you with this …
There is no ‘secret’ to being good.
Even the most talented people work hard at developing it.
In a world promoting hustle, we need to give more value to graft.
I get that’s not a popular thing to say, but that doesn’t mean it’s wrong.
So stay open to different views but be cautious of definitive claims.
Especially from people who can’t point to what they’ve done beyond how many people follow them. Because you just might find they value speed over substance and you don’t want their ego to be at the expense of your growth.
Huge apologies for the epic rant, a bit like old time – ha.
See you in March.
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, Agency Culture, Attitude & Aptitude, Colenso, Colleagues, Comment, Communication Strategy, Complicity, Creative Brief, Creative Development, Creativity, Culture, Emotion, Empathy, Honesty, Leadership, Loyalty, Management, Marketing, New Zealand, OnStrategy, Perspective, Planning, Point Of View, Positioning, Relationships, Relevance, Reputation, Research, Resonance, Social Media
Late last year, the silver-tongued man with the honey voice – that’s Fergus of OnStrategy fame, if you were wondering – asked if we could do a podcast about our work with our latest client, Delivereasy.
I’ve always steered away from talking about work I’m a part of because – for all my ego – I don’t like the idea one person becomes the spokesperson for it. Especially a strategist. However on this occasion, I changed my mind … not just because it was Fergus doing the asking – and no one can say no to him, including Putin, probably – but the story behind how we ended up working together is funny and definitely about me.
Or said another way, about my inability to be professional.
And while the work we’re doing together has only just started … it’s already setting the foundation and tone for something special.
From the new logo we designed that had 17 members of the company tattoo it on themselves [Including one of the founders who had 1.5 million people watch it on TikTok resulting in him sitting next to someone on a plane from China, who recognised him because of it]
To promising the coach of the All Blacks a curry and naan bread every week if he brought back the Rugby World Cup to New Zealand./ [Which we downgraded to just a curry because he failed, ahem!]
To a bunch of ridiculous ads like the one above …
But better yet, there is sooooo much coming.
Mad, ridiculous and brilliant stuff.
And while I would say that, the reality is that with our situation, we know the only way we can win is to outsmart the competition rather than outspend them.
But what’s interesting is that while this approach is founded on a strategically sound argument, it can only happen when your client understands it as well as the implications of it.
And in this case, they do.
Not just strategically. But also in terms of the ambition we have for each other and what we want/need the work to be to help us get there.
Truth over harmony.
Transparency over power.
Trust over control.
The reason I’m telling you this is because you can hear what a great client sounds like by listening to the podcast.
Sure you’ll have to put up with me, but in the case of listening to Jean … you’ll definitely leave with a better taste in your mouth.
Have a great weekend and happy invasion, I mean Australia Day.
Filed under: A Bit Of Inspiration, Advertising, Attitude & Aptitude, Authenticity, Comment, Communication Strategy, Context, Creativity, Culture, Emotion, Empathy, Environment, Marketing, Relevance, Resonance, Respect
Hello. I’m back again.
And I think I’m back for a few weeks now … you must be so happy.
Cue: Evil laugh.
OK, let’s get on with it shall we?
So one of the things I’ve loved about getting healthier, is walking around my neighbourhood.
Going down random streets.
Seeing at new shops.
Just getting a better sense and connection to the place I currently call home.
And on my travels, I came across this.
I have to say, I love it.
People may see it as an old piece of paper stuck on their window, but I don’t see it like that.
I see pride.
Pride in where they come from.
Pride in what Pita created.
Pride in Pita’s craft and skills.
Pride in what Bob – and Charlie – continue to do.
Pride in how they approach their work.
Pride in their community.
Pride in their longevity.
Pride in their role.
I have no idea how long that piece of paper has been up – and given how faded it is, it would suggest a while – but at a time where so many people and companies are ‘bigging themselves up’ based on the most superficial of reasons, it’s lovely to see someone honour their experience in service of their community, rather than adopt the attitude that people should be grateful they exist and acknowledge them.
Given all the talk our industry spouts about communities, fandom and membership … this may be one of the key areas many forget to highlight or recognise. Possibly because in their desperation to look like a ‘Linkedin leader’, they spend their time ‘codifying’ how they think communities operate, rather than recognise the emotional conditions that explain why it does.