It's bound to happen sooner or later. One day, out of the blue, the ECD at your company will quit or get fired. Suddenly all that time you spent proving yourself and establishing your reputation will be vaporized. All those privileges you enjoyed will disappear overnight.

The new ECD will naturally bring in his own people, as they always do. And those longtime employees (the “legacy” people) will become marginalized, no matter how talented they are. 

It’s interesting how different employees react in different ways. Some begin brown-nosing the new ECD right away. Some just walk around grumbling and complaining. Some get offended and submit complaints to HR. Some hide quietly in their cubes. And a few people simply quit. 

Everyone that stays must sit and watch the new hires come in and get the juicy projects and promotions. It’s an incredibly awkward and frustrating time, to say the least.

I'm pretty sure the same thing happened in Greek and Roman times. I can almost see the new general or senator coming to power, quickly bringing in his cronies while all the legacy people walk around in their togas, pissing and moaning. 

If you’ve been with a company for a long time, soldiering in the trenches and earning your keep, then suddenly this happens to you, what can you do? Well, you only have three options. Accept it, resist it or quit.

If you decide to accept it, you’ll likely be given the least interesting projects and you’ll probably become embittered. If you decide to resist it, you’ll have to work nights and weekends to prove yourself all over again to impress the new ECD. If you quit, you’ll have to search for a new job. So each of these options can be a strain.

Look at it this way: there will be times when you’re on the other side of the equation. You’ll get a call from a former boss who wants to hire you. So you’ll accept the offer and now you’re the crony. Personally, I’ve experienced both sides and it really gives you perspective. I’ve always tried to integrate into a new position as much as possible and make friends with the longtime employees. I hate being despised just because I’m new.

Occasionally, surprisingly, a new ECD will not bring in his own people. He’ll get to know the existing people and discover their individual strengths. Perhaps because he knows the problem is rarely with the employees, it’s with the leadership and vision. So changing the face of the entire creative department isn't always necessary. I'm always impressed by those ECD’s. The ones who make department speeches and learn people’s names.

Then again, sometimes an agency needs to clear some dead wood and bring in fresh blood. I’ve seen it transform the work for the better. 

The point is, it’s not worth crying over. Just deal with it, you’ll survive. Life’s a journey. Just chalk it up to experience.

A final word of caution to those who see themselves become marginalized: if you just take it, you’ll likely lose respect, whereas people who quit in protest (assuming they’re not in agreement with the new leadership) are likely to gain respect. Why? Because they refused to compromise and be relegated to second class citizens.

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Featured

9:09 AM

You’re the boss and you’re there for a reason. You worked your butt off, you won the acclaim and you earned the right be in charge. The only problem is, you’re a micromanager.

You’ll ruin it for yourself unless you learn to let go, because you’ll eventually be hated, no matter how nice you are. You’ll chase talented people away and news of your meddling will spread. In an increasingly connected world, you can’t afford that.

You might consider yourself a perfectionist and maybe that’s true, but great leaders don’t carry tweezers. They don’t hover. They don’t manipulate. They focus more on strategy and less on execution. They hire talented people and give them space to do their work. 

When you give people autonomy and room to grow, they flourish. And you reap the rewards. But when you second guess everything they do, you’re forcing them to spend their time trying to predict what you’ll want instead of using their own best judgment. 

The world is full of diverse points of view—the myriad pigments that make our world so colorful. So why are you trying to color everything with your one color? Do you really want everything to be monochromatic? I’d guess not. 

Perhaps you didn’t hire the right people after all. If you’re constantly overruling, dictating and mandating, perhaps you need different people. People you trust.

Or maybe now that you’re in charge of strategy, you really miss the execution part of the process. In which case, you’ve got a serious problem.

Here are some suggestions: 

Take a poll. Ask your direct reports if they feel you’re micromanaging. And be big enough to listen to criticism. Then do something about it.

Collaborate early not late. If you really can’t resist meddling, go ahead and involve yourself in the process. But do it in the early stages of idea development instead of changing everything to fit your personal tastes at the end of the process. 

Better yet, don’t meddle at all. If you feel inclined to re-write, re-design or re-think someone else’s work, stop. Stay at your 30,000 foot altitude instead of focusing on the weeds. Don’t suggest replacement language or alternate designs. Instead say, “This needs to be more authentic and colloquial.” Or “This needs to be more simple and iconic.” Then let your people execute from that feedback. Keep it in broad terms, otherwise you’re turning your people into puppets.

If you resist the urge to micromanage, you will effect massive change. You’ll get better work from your team. They’ll spend less time guessing and predicting, and more time using their brain. Plus, you’ll win their favor.

It’s a mindset. Leaders aren’t supposed to do the work, they’re supposed to lead and inspire those who do the work. Sure, it’s not easy to let go, but it’s best for everyone.

If it helps, think of it in these terms: You’re a museum director. Your job is to curate. Your job isn’t to re-paint or re-sculpt every painting or sculpture. Simply choose the work that speaks to you and fits your vision. This way, you’ll keep it diverse and interesting, and you’ll succeed in creating a surprising and amazing experience for your audience.

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Leadership

7:53 AM

For years, fictional storytelling reigned supreme in the advertising world. I was always envious of fantastical, big budget TV ads, such as those from Guinness beer and Levi’s jeans in the late 1990’s and early 2000’s. Tall tales and entertaining absurdity.

But we’ve really seen a significant shift in recent years. A lot of brands are taking a documentary approach to storytelling using real people interacting with their products. Or telling stories about product craftsmanship. All with incredible results.

Storytelling has always been a key to brand building, but more and more companies are discovering that telling true stories is more powerful. Perhaps because consumers have grown tired of fictional depictions. Or perhaps because true stories have always been more effective and we’re all just starting to realize it. Even in the film industry documentaries are surging in popularity.

GoPro has brilliantly exploited the real stories approach. One hundred percent of their marketing efforts are put toward finding authentic, consumer-generated videos shot with their cameras rather than make believe stories using actors and big production dollars.

A few years ago, Rob Walker and Joshua Glenn conducted an experiment. They called it, The Significant Objects Project. It’s an amazing testament to the power of product storytelling. They purchased objects for no more than a few dollars from thrift stores and garage sales. They enlisted writers and paired them with the objects. Those writers then wrote backstories inspired by the objects and they listed them on eBay. Incredibly, these unremarkable objects suddenly became “significant” objects with greater value.

They sold $128.74 worth of thrift-store junk for $3,612.51. A “Hawk” ashtray, purchased for $2.99, sold for $101. A Missouri shot glass, purchased for $1, sold for $76. A mallet, purchased for 33 cents, sold for $71. 

Their experiment taught them that, “Stories are such a powerful driver of emotional value that their effect on any given object’s subjective value can actually be measured objectively.”

A lot of advertising creatives turn up their noses when they get a brief to create a “product story.” They’re perceived as boring. Nobody wants to film a factory. But real product stories don’t have to be boring. When they’re done right they can set a brand apart. They can add enormous value and create an emotional connection.

Take Apple for example. They’ve done an amazing job telling stories by demonstrating their products in fun, interesting ways. They’ve even gone to extremes to create videos that romance the raw materials that go into their products. This shows their obsession with quality and makes us feel a stronger connection to them. 

The Man Who Walked Around The World is another example. It’s a long form video created a few years ago for Johnnie Walker. In it, a man describes the entire history of Johnnie Walker whiskey. Despite the fact it was somewhat lengthy and used a spokesperson with a strong accent, it seemed to resonate more than the fantastical TV spots that were previously created for the brand. 

In the car category, Lexus in the US and Honda in the UK are also great examples. Their advertising has been effective for years by talking about their design and engineering in cool, interesting ways. They’ve wanted to be known for their products and thinking, not just for entertaining ads.

If you want to build brand affinity and loyalty, telling interesting true stories about your product or service is essential. It even works for human beings. The more you know about a person, the more you are likely to feel an emotional investment and therefore a stronger connection. Unless they’re a jerk, in which case you might dislike them even more.

I doubt things will go back to the way they were. I think truth will dominate from here on. Sure, fiction can still capture attention, but it can’t keep the attention. That’s because without substance interest is fleeting. To keep attention, people need to know who you are and what you stand for.

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Creativity Perception

1:41 PM

Just by making a few small adjustments in your daily behavior, you can gain respect, admiration and inspire people to work harder for you. Follow these six principles and you’ll see your stock rise immediately.

1. Say hello. You would not believe how many creative directors walk around ignoring people. Some do it because they view themselves as royalty and don’t want to mingle with the commoners. But most do it because they are simply insecure. I’ve known many CD’s who never made eye contact or acknowledged your existence. It’s very dispiriting and belittling to a subordinate. If they only gave a friendly “hello” in the hallway or in the kitchen or wherever, on a consistent basis, they would change perceptions almost overnight.

2. Smile. A smile is incredibly powerful. It’s so powerful that the other person is literally compelled to smile back. Try it on the cashier at the supermarket or the highway toll collector or the TSA guy at the airport. People feel an instant connection with you. Around the office it works like magic.

3. Be interested. There are moments throughout every day when you, as a creative director, come into contact with a subordinate creative. It might be in the elevator or at the coffee machine or wherever. These are opportune moments to start a conversation. All you need to do is ask them about their project or their weekend or anything. Nothing serious, just small talk. Your interest in their life shows you care (even if you don’t, but you really should). It will release tension and reduce awkwardness. For both of you.

4. Be grateful. A simple thank you and warm hand shake after someone has worked hard for you goes a long way. When you’re appreciative, the long hours they put in feel worth it. Especially when you thank each person individually, not just as a group. Perhaps even bring beers or treats or whatever as a token of gratitude. You’ll be amazed how effective this can be.

5. Learn names. This is a difficult one, especially in larger creative departments. But even if you can’t remember a name, be honest and just tell that person that you forgot, then ask them for their name again. It’s a deeply personal gesture and they will be charmed.

6. Be kind. If a creative person is presenting to you and you really don’t like a particular idea, be honest. But be kind. Say, “I’m not loving it, but let’s move on and come back to it.” Or say, “I’m not sure I totally get it, but explain to me it again. Perhaps it’s going over my head.” Or even, “I’m not crazy about it, but you seem passionate about it, so tighten it up and bring it back later.” Don’t be wooden and emotionless. Nothing ruins the mood like a blank stare and complete silence.

Many CD’s believe they need to keep their distance from people or be drill sergeants in an effort to “toughen up” their creative department. They don't care if they're liked. Unfortunately, these are missed opportunities. Being liked has many benefits. 

Treating people as valued members of the team, not as cogs in the machine, breeds love and admiration. And remember, there are plenty of talented CD’s in the world that are just as good or better than you—who aren’t jerks. Be a leader who inspires, not a manager with a cold shoulder. You can still push people hard and have a high standard, just do it nicely and you will leave a lasting impact.

Leadership

2:06 PM

We all hold ourselves to a high standard. We want to produce the best work for our clients and be responsible brand stewards. But as we ascend the corporate ladder we tend to become more rigid and intolerant of “dumb” ideas. We perceive them as a reckless, like running with scissors.

There are many psychological forces that must be resisted over the lives of our careers and this is one of them.

We are not accountants or building contractors. Nobody will go to jail or die if we do something stupid. We are creatives in the idea business. An extremely crucial part of doing the best work is allowing ourselves to be stupid, trite and silly in the early stages of the idea process. We need permission to follow our inspiration, wherever it takes us. 

It’s a mindset. It’s how we approach creating. We can shackle our feet and be mature or we can let our selves run wild and think or say anything, no matter how stupid.

Here’s why: when you give permission to be stupid, better ideas happen. That’s because random, seemingly ridiculous ideas can trigger other ideas. Random words can inspire. Gobbledygook can evolve into pure genius. 

Most all innovations in the last few hundred years flew in the face of convention and “better judgment.” Personally, I don’t believe any of those ideas would have become a reality if people weren’t allowed to try stupid things.

Let’s free ourselves from the grown-up mindset of conformity. Let’s stop considering ourselves brand guardians, at least while in creative exploration. There’s a time and place for maturity. But until then, let’s not be afraid to run free and naked, like an unashamed 2-year-old just out of the bath.

[Thank you Tom for inspiring this blog post.]

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Creativity

10:28 AM

I consider myself a nice person. But as a nice person, I realize my shortcomings in business. For most of my career in advertising, I’ve hesitated to be tough, afraid of offending people. I assumed you only needed a better argument to sell something. Not so. 

People buy into arguments, but they also buy into attitude. The passion behind the argument. I’ve been keeping score for a number of years and it seems that the culture of nice is on the upswing. And the downside is, we’re being overrun by doves like me, who often lose arguments.

Doves can be too democratic. Too indecisive. Too easily manipulated. Too concerned about hurting someone’s feelings. Too prone to let problems fester. Sure, everyone seems to like them. But being liked is kind of empty if you fail to be effective.

Doves also suffer from poor leadership abilities. They try hard to please everyone because they don’t want to be hated. But you simply can’t please everyone, no matter how hard you try. Toes need to be stepped on once in a while to get stuff done. Maybe even steamrolled from time to time.

I’m not advocating that we all become jerks. But we need more bulldogs. Friendly but tough. Nice but pushy. Brass knuckles in bubble wrap. 

If only we could find a nice balance of temperaments. A lot more great projects would get made. A lot more naysayers would be defied. A lot more innovations would be born.

Of all the things I love about doves, it's their tendency to be humble. That’s important. Humility says, “I’m not perfect,” and “I don’t know it all.” It leads to self improvement and greater awareness. 

At the end of the day, people respect bulldogs. They might not like them, but they respect them. Without them I think we’d be in a world of hurt. And there seems to be fewer and fewer these days. Maybe we need a bulldog bootcamp for doves tired of being doves. That’d be good.

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Leadership

1:57 PM

[This is part three in a three-part series about the anatomy of an advertising creative’s mind.]

A moment of inspiration can be positively euphoric. It can erupt suddenly and unexpectedly in the mind. Like a spell or chemical high. We creatives spend our days in anticipation, hoping these moments will come. When they do, we bask in the glow as long as it lasts.

It’s one thing that separates creative people from noncreative people. Creatives dive headlong into a moment of inspiration, giving themselves entirely to it, pushing aside reason and doubt. Noncreatives tend to brush it off.

The big question is, how can we have more inspirational moments? Are we forced to just wait and hope that moment comes? Or can we trigger it? 

I believe it can be triggered by creating the right conditions. Every creative has their own technique but I'll share mine.

Creative people are inspired by stimulus. Some listen to music. Some are inspired by film. Some are inspired by nature. No matter what the source, it’s all a form of stimulus. Personally, I like to peruse art books and magazines for inspiration. I’m visual first. For me, a single image can trigger a thought or idea. Every page turn is a potential spark.

It’s difficult to ideate in a vacuum. Sitting in a room and staring at the wall rarely evokes anything of value. Yet, some creatives like peace, quiet and isolation. That’s what makes the creative mind so interesting. No two people are alike.

As an advertising veteran, I advise young art directors and copywriters to seek stimulus, in whatever form they choose. Ideas are born by association. Therefore words, pictures, and speech trigger ideas. Many creatives like to be in a room full of imagery and engage in open discussion. 

We can also inspire each other. Few things are as invigorating as an idea that takes shape when two creatives are concepting. There’s an initial thought which is built upon and evolves into a big idea. It’s an incredibly magical moment and it’s what we live for. That’s why talking more can be extremely productive. 

I can’t tell you how many times this has happened: my writer partner starts off by  explaining an idea in his head and my brain thinks he’s going somewhere else, so I'm sent off into another place. Often, two ideas come out of the experience—both born from the same kernel. But if he hadn’t said a word, neither of us would have benefitted. And it works both ways. Sometimes I start it off.

To those who struggle to get inspired, simply take a stack of photo books and/or magazines into a room with your creative partner, then encourage a lot of chatting. Words and pictures trigger ideas. The more the merrier. Then let ideas evolve naturally. 

Be careful to write everything down so you can move onto the next idea. We frequently get stuck trying to force an idea to work, when in fact it’s like chewing on a piece of gristle. It might be a dead end, so just write it down and move on to something else. Keep riffing. 

Often I’ve found that concepting in short sessions of 30-45 minutes is most profitable. A three hour brainstorming session can be exhausting and counterproductive and you end up floundering. So change the scenery. Take a break. Take a walk. Clear your head. Do whatever. Then come back to it later. 

We can’t predict when inspiration comes. We can only try to create the environment for it to flourish. Each of us has a different method. Some like noise and lots of stimulus. Some of us like total sensory deprivation. Do what works for you. But be open to trying different methods. 

Ultimately, the informed mind is the most prolific mind. Read, watch and discuss. Absorb everything you can. It will spark inspiration and generate ideas. You can't output without input.

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Creativity

10:01 AM

[This is part two in a three-part series about the anatomy of an advertising creative’s mind.]

Intuition is a powerful thing. It’s instinctive and immediate. It’s a creative person’s secret weapon. They let it guide them far more often than noncreative types.

Sure, there’s a place for calculated, rational thought. But only as a compliment to creative intuition. When it comes to brainstorming ideas that enable a brand to connect to an audience, intuition trumps rationality almost every time.

Intuition says, “Yes, that’s it!” Rationality says, “Wait and see.” 

Intuition says, “I’ve never seen that... let’s do it!” Rationality says, “It’s unknown and unprecedented... I’m afraid.”

Intuition leverages experience. Rationality leverages caution.

That’s not to say that intuition is always right. Sometimes we get excited about ideas that turn out to be duds. Or we become fixated on an image, phrase or song, that alone isn’t an actual idea. And sometimes rationality proves that our intuition is flawed, especially in a rapidly changing world. But intuition is right most of the time.

I view intuition as an emotional response. Consequently, the emotional part of our brain, the amygdala, is what humans use to make purchase decisions. So says science. Perhaps that’s what makes intuition such a powerful force in developing ideas that resonate with consumers. Creatives are simply tapping into an inherent pathway to connecting with other people.

But translating our emotional intuition into coherent language is challenging. A different part of the brain governs language. Which is why so many creatives fail to clearly articulate themselves. So they’re often perceived as idiots.

Creatives that develop their communication skills have a huge advantage. It makes them better salespeople, which is an immense asset. The key is making your argument simple and devoid of B.S.

They say the most effective creative leaders are usually not the most creative. I’ve found that to be true most of the time. Perhaps because they’ve better developed their language skills while the strongest creatives struggle to find the words.

The sweet spot for a creative person is a nice balance between a highly developed intuition and an ability to communicate. Chances are, you've got a strong intuition so here’s how to become a better communicator:

1. Talk. There’s no better way to learn to communicate than talking more. It’s not an easy thing for introverts, but absolutely necessary for true success. Join a speech club. Or start your own club. 

2. Read. The more non-fiction books you read, the more you absorb and adopt convincing language. And how to form concise, compelling arguments.

3. Write. Express yourself in writing. Start a blog. Or type out your arguments, privately, to practice the language of salesmanship.

4. Befriend. Find a person who excels at making convincing arguments and learn from them. Ingest. Emulate. Practice.

Because it’s so nebulous and enigmatic, we rarely talk about intuition. Especially in business, where science and data rules. But intuition is the guiding force behind the most successful brand initiatives. Without it, we’d merely be repeating formulas robotically and boringly. 

Develop your creative intuition. Expose yourself to more of the world. Art, music, photography, culture, history, and so on. Consume, consume, consume. Then, learn to articulate yourself in convincing ways. You’ll be paid back in spades. 

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Creativity

2:50 PM

[This is part one in a three-part series about the anatomy of an advertising creative’s brain.]

Creatives excel at dreaming up amazing ideas to help propel brands into the stratosphere. I guess that’s why hot talent is in great demand. But another amazing attribute only creatives seem to have is a very sensitive BS meter. That is, the simple ability to see the flaw in a strategy, brief or creative platform, and then speak up about it.

For years creatives have been accused of being overpaid prima donnas, and while that’s sometimes true, I believe the vast majority are underappreciated and underpaid. They work longer hours than anyone in the business, they resist the forces of mediocrity and they have the courage to speak up when something stinks. Especially when it comes to a terrible creative brief.

That’s why creatives should be brought into the process much earlier. They should attend the client briefings. They should attend the media planning discussions. They should attend every critical meeting very early in the process, so they can cry bullshit when something doesn’t add up, sparing clients from potential blunders.

Countless times I’ve held a new brief in my hands—one that had already passed through the hands of a lot of smart people—and thought to myself, “This is the worst brief ever! It’s a convoluted mess!”

The question is, why do creatives have such a finely tuned BS meter? I believe the answer is, creatives are first and foremost, problem solvers. We spend a lot time surveying landscapes and exploring paths—seeing things from different angles. So naturally, flaws become apparent. Sometimes instantly, sometimes within a few days. It’s this part of our job—before we even get to creating compelling solutions—that fine-tunes our BS meter.

But there’s another component. From youth, I aspired to be an artist. Since art is subjective and frequently criticized, the only way to persevere was to believe in my work even when nobody else did. So I developed a thick skin from constant rejection. This has helped eliminate my fear of nonconformity. And therefore there's no hesitation to speak up when my BS meter goes off.

It’s not to say that creatives are always right. Sometimes we're dead wrong. But our vocal skepticism calls attention to the issue and starts a conversation, which is almost always constructive.

So the next time a creative starts complaining about your brief, he’s not just being difficult. He (or she) may have a good point. And the earlier it can be brought to everyone’s attention, the less painful it will be to have to re-write the brief.

Or, if you prefer, simply look the other way as creatives rip up the brief and follow their gut instead (which happens more often than not).

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Creativity

8:32 AM

Here’s an astonishing fact: most multi-million dollar ad campaigns are riding on creative ideas that are only half baked. In most ad agencies, the creative development process is so clunky and inefficient that creative teams are forced to crank out ideas overnight to meet looming deadlines. 

It wasn’t always this way. There was a time when creatives were given more time for creative development, sometimes 2-3 weeks. And they executed from a well-crafted creative brief that was approved by the top client.

Now days, the process is a mess. Turnaround times are minuscule, communication is poor and creative briefs are poorly written (and rarely singleminded). The creative teams burn nights and weekends chasing a moving target until, eventually, the top client sees the work and declares it to be “off strategy.” Then comes the panicked scramble for a sellable idea which is hurriedly conceived. It’s not great, but everyone convinces themselves that it’s good enough.

What a pity. If only the CEO knew that tens of millions of media dollars were riding on just a few hours of thinking by exhausted, depleted creatives who are basically throwing spaghetti at the wall to see what sticks. This is not the recipe for great advertising. 

Furthermore, just think of the time and money put into the products actually being advertised. Sometimes many years worth of research and development, careful thinking and planning, and thousands of man-hours. All of that riding on mediocre advertising ideas that were pooped out at the last minute. I really hate to see money wasted like that. To top it off, ad executives seem indifferent about it.

If we really want effective ad campaigns that cut through the clutter and get talked about, then something has to change. And since deadlines apparently “can’t be pushed,” the change needs to come at the beginning of the process. 

Strategies and creative briefs must be approved through the highest levels, all the way to the CEO, if necessary. Same goes for the creative platform, upon which the creative ideas are built. This all needs to happen before creative development begins. Do this and you’ll see advertising that is worth the money spent. 

Until that day comes, those of us who care will just have to hope for the occasional silver lining: rushed timelines give decision makers less time to overthink creative ideas, which can enable something notable to make it through unscathed. 

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Creativity

10:25 AM