The Musings Of An Opinionated Sod [Help Me Grow!]


The Problem Vs The Real Problem …

A while back I wrote a post about the best bit of advice I’d ever had regarding solving problems.

Or should I say, on how to present how you are going to solve a problem.

But this is dependent on knowing what is the right problem to solve … and quite often, it ends up being the problem we want to solve versus the problem that needs solving.

Now of course, we can only solve the problem that relates to our particular discipline.

For example, as much as adland likes to claim it can solve everything, we can’t build a car.

[Trust me, I’ve tried]

But that’s not what I want to talk about.

Too often, when there is a huge piece of business on the table, our goal is to get all of it.

Every last piece.

Doesn’t matter if it’s not our core expertise.

Doesn’t matter if the work won’t be interesting.

We. Want. It. All.

Now there’s many reasons for this – mostly around money – but what it often ends up doing is destroying everything we’ve spent decades trying to build up.

It burns out staff.
It undermines the creativity of the agency.
It forces quick fix solutions rather than ideas that create sustainable change.
It creates a relationship based on money. rather than creativity.
It positions the agency more as a supplier than a partner.

Now don’t get me wrong, money is important, but when you let that be the only focus – it is the beginning of the end.

Before you know it, the money becomes the driving factor of all decisions and – because you have had to scale-up to manage the huge business you’ve just won – you end up looking for similar sized clients to ensure the whole agency is being utilised rather than chase the business that can elevate your creative reputation.

Oh agency heads will deny this.

They’ll say they still value creative, regardless of the size of client they work on.

And maybe I’m utterly wrong.

But as I wrote a while back, we had a [small scale version] of this situation when we had cynic … and while we were making more money than we had ever earned, it had made us more miserable than we’d ever been.

Thank god we noticed in time, because we were in danger of seeing more economic value in the processes we were creating for the client than the work and then that would be it.

People would leave.
Our reputation would be damaged.
We’d have to pay more to bring people in to deal with the situation.
The profit margin money we were making from the client would be impacted.
Soon we would be doing work we didn’t like without even the excuse of making tons of cash.
The client would call a pitch.
We would have to do it because we were so dependent on them financially.
They’d pick someone who would do things cheaper.
We’d crash and burn.
We would hate ourselves.

OK … OK … that is a particularly bleak possible version of events and I know there’s a lot of big agencies that have found a way to manage doing work for big clients while marrying it with maintaining their creative credentials [but not as many as they would like to admit] but I am surprised how few agencies say which part of a big job they want to do.

I get why, because there’s fear the client will write you off because they want a simple solution rather than a complex.

But if you’re really good at something, then you have the power to change that mindset from complexity to effectiveness.

Of course, to pull that off, you have to be exceptional.

A proven track record of being brilliant at something few others can pull off.

Which means I’m not talking about process or procedures … but work.

Actual, creativity.

In my entire career, there’s only been 3 agencies I’ve worked at – and one of those I started – who have told clients they only want a slice of the pie rather than the whole thing.

More than that, they also told the client how they believed the problem should be handled rather than simply agreeing to whatever the client wanted in a bid to ‘win favour’. Of course, the slice they focused on was not only their core area of brilliance, but also the most influential in terms of positioning the entirety of the brand – the strategic positioning and the voice of the brand – so what it led to was a situation where the benefits for the agency far exceeded just an increase in revenue.

They had the relationship with the c-suite.
They set the agenda everyone else had to follow.
They were paid for quality rather than volume.
They made work that enhanced their reputation rather than drag them down.
They were more immune from the procurement departments actions.

All in all, they ended up having a positive relationship rather than a destructive one.

Now, I am not denying that in all 3 cases, the relationship lasted less time than those who were willing to take everything on. In many cases, once the initial strategy and voice work was done, many companies felt we were no longer needed. Not all, but a few.

And while many will read this and say my suggestion to choose the part of the work you want rather than take it all on is flawed … my counter is not only did all 3 agencies enjoy a reputation, relationship and remuneration level that was in excess of all the other agencies they worked with – and often delivered in a fraction of the time – but they ended up in a position where they attracted new business rather than had to constantly chase it.

In all business, reputation is everything.

Don’t make yours simply about the blinkered pursuit of money.



New Decade, New Career?

So now my life has hit a major age milestone – and I apparently become an official fucking dinosaur for adland – I’m guessing this is why I received this random correspondence on Linkedin recently …

Now I appreciate I really, really, really love my cat … but I have to say, I don’t know if I have all the skills or qualities required to become a professional vet recruiter.

Quite frankly, I don’t think anyone who loves their pet wants me to become a professional vet recruiter.

Though I have asked for more details … hahahaha.

[Still haven’t heard back from him yet though]

That said, with Leonel’s lateral thinking approach to his job, maybe he would be better suited to working in adland than pet-care-by-proxy. He’s certainly more qualified than I am … probably – and sadly – in either job.

I don’t know about you but I’m impressed.

And very, very scared.

🐈🐕🥼



Art Writes New Rules …

One of the things I love about this industry is our way of re-writing rules.

I don’t mean that in terms of post-rationalisation.

I don’t mean that in terms of rebellion.

I mean it in terms of letting creativity take us to new places.

That said, I think a lot of people forget this.

Clients and colleagues.

Specifically the one’s who encourage work to go where others have gone before.

Or where the brand has previously been.

Or just killing ideas before they’ve had a chance to start to evolve.

Of course I appreciate what we do has a lot of implications on our clients business.

That to get it wrong has serious ramifications.

But – and it’s a big but – doing the same thing over and over again doesn’t move you forward.

The opposite in fact.

They know this.

We know this.

And yet I hear words like ‘optimisation’ far more than I do ‘creativity’ these days.

Now I get it, you want to get every bit of value from something that you can, but our obsession with models and processes just limits our ability to invent and move forward.

Please don’t think I’m discounting the value of experience.

There’s a lot to be said for it.

But basing the future purely on what has happened in the past – specifically your individual past – is not experience, it’s blinkered.

Case in point.

Mouldy Whopper.

Here was a campaign that was attempting to do something differently. But rather than be curious about how it would be received, industry people – the same folks who are supposed to be pushing for creativity – were violently writing it off from the beginning. And when I pointed out that no one really knew what the campaign was trying to achieve – I copped it too.

Hell, I didn’t even like it very much, but I appreciated they were doing something different and evidence showed it was getting people to talk about preservatives in food – which was a positive for BK – so at the very least there were something positive in that. But then a senior industry person challenged me – said it was only people in the bubble of adland doing that – so when I proved he was wrong, he just disappeared. Happy to throw out personal opinion but not happy to be shown it was just his personal opinion. And that was my issue, we didn’t know how it would go. We had thoughts, we had opinions but we didn’t give it the time to see how it played out and apparently, it did pretty well by a whole range of metrics.

Of course, the great irony is that when you do have a brand that believes creativity can move things forward in unexpected ways, then you get accused of your job being easy.

I can’t tell you the amount of times people said to me, “it can’t be hard working on NIKE, they love being creative”.

Of course, the people who say this have never worked on NIKE and tend to be the first to criticise anything they think is ‘too creative’.

My god, when Da Da Ding came out, the wave of, “I don’t get it”, “it’s indulgent” was amazing.

But not as amazing as the fact that a lot of the abuse came from white men not based in India.

But I digress.

I love creativity.

I use that word specifically as I see it as being much bigger than advertising.

At least in terms of where the inspiration can come from and how it can be applied.

I am in awe when I see ideas taking shape. Things I never imagined coming together in the aim of changing something rather than just communicating it.

One of my greatest joys was running The Kennedys, because I saw that in possible its purest form.

From making takeaway coffee cups into dog frisbees to re=programming Street Fighter to represent the lessons they’d learnt over the previous year … was epic.

Sure, sometimes it was scary, frustrating and painful.

Sure, there were arguments, walk-outs and moods.

But as I wrote before, great work leaves scars and while that doesn’t mean it can’t be an exciting journey to be going on, it will have many twists and turns.

Or it will if you are pushing things enough.

And that’s what this post is about, because recently I read a story about John Kosh.

John was the creative director of Apple.

Not the tech company, but The Beatles.

John Lennon loved him and at 23, he found himself art directing the cover of their iconic album, Abbey Road.

What many people fail to realise is the band name was no where on the cover.

And while John had logic behind that decision, many in the industry thought differently.

Especially at their record company, EMI.

In fact, the only reason it ended up happening is that timing was so tight that it was allowed to slip through before anyone else could stop it.

Another example of chaos creating what order can’t.

What a story eh?

And before anyone starts saying I’m wrong …

I’m not saying the decision to remove the bands name from the cover made the album successful. This was The Beatles after all – the biggest, most successful band of all time – so it was always going to sell by the bucketload. However I am saying the decision to remove the bands name from the album cover helped make it iconic … which arguably, helped make it even more successful.

Not to mention make the zebra crossing on Abbey Road one of the busiest in the World.



Lucky 13 …

So today, Rosie is 13.

THIRTEEN!!

Yes, she’s slower than she was.
And definitely more bad tempered.
But overall, she’s in pretty awesome nick for someone who was once a Singaporean street cat.

Of course, part of this wellbeing is she got the best adoption ever.

Her life, since that day we got her back in 2007 has all been first class.

Not just in terms of the life she has gets to enjoy – which has seen us do all manner of things, from building her penthouses for the home to importing her favourite snacks – but also in the fact that she has lived in 5 countries and has entered each one in pampered luxury.

Hell, I even did freelance jobs just to ensure she moved to countries in more style than any other pet could dream of.

And you know what? I don’t begrudge a second of it.

Since the moment we got her, she’s given us nothing but joy.

OK, there have been a few headaches …

When she almost strangled herself to death with an elastic toy.

When she was so dehydrated they thought she might die.

When I turned down an amazing job in New Zealand because immigration wouldn’t let us bring her due to being based in China.

And when she broke my lamp and my X-Box all at the same time and I wanted to kill her.

But overall, she has been nothing but an absolute joy … which is pretty amazing when you remember she’s a cat.

Let’s be honest, cats are assholes.

They are the masters of manipulation.

They can become the cuddliest bundle of fluff when they want something and can be the coldest fuck when they don’t.

And yet you come back for more because you want their acknowledgement … which only encourages them more.

Which is why they end up thinking they can sit wherever they want because they think everywhere is theirs.

They’re not our pets, we’re there’s … and I hope we have many more years of being her servant because while many may regard her as an animal, I see her as family.

So happy, happy birthday my dearest Rosie … and to sign off I thought I’d show you a video I made when I was running The Kennedys.

I had given everyone an assignment to ‘make a video on their smartphones about a family member and their dirty little secret’.

I could have done one about Jill.

I could have done one about Otis … even if he was months old.

But no, I did it about you. THAT’S how much I love you.



Just Because You’re Talking Doesn’t Mean You’re Communicating …

I’m writing this post on the 28th May, so who the hell knows what’s happening a month from now. Actually I’m lying, as I have a pretty good suspicion about a few things, at least to do with me, so it will be interesting to see how wrong or right I am.

But I digress.

This is about the British Government’s communication strategy, specifically when they went to phase 2 of their COVID-19 strategy and launched these guidelines to help the British public deal with the pandemic.

As we all know by now, there was a lot of debate.

Some said they were clear.

Some said they were ambiguous.

And so rather than help the nation as a whole understand their situation and what was needed to help us move forward, they ended up igniting the nation in debate about wording, leaving people to interpret what the hell they wanted.

A conspiracy theorist may suggest this was done to stop people looking at the huge death toll that had happened due to Boris Johnson’s shambolic handling of COVID. A theory only made compelling by the way Johnson suddenly announced the UK was ‘re-opening’ mere hours after he had publicly backed his advisor, Dominic Cummings, for breaking the rules he had helped force upon the entire British public in an obvious attempt to distract the public’s attention. Made even worse by the fact Johnson had apparently almost died with COVID, so he knew first hand how dangerous it was and as such, should not back anyone who had the symptoms and then knowingly broke the rules. And as a final insult, the way he backed Cummings – suggesting it was what ‘all parents would do’ literally pissed on the faces of the parents and children who went through incredible hardship [from not seeing loved ones, to not attending loved ones funerals] to obey what was asked of them. An utter, disgusting way to behave.

But I digress. Again.

The point I want to make is that while all this argument was going on – specially around what ‘Stay Alert’ meant in practical terms, Vic Polkinghorne, @vicpolky on twitter, wrote a tweet that put the debate to rest.

They wrote:
____________________________________________________________________________________

Note on clear/unclear communication (one area I do have some experience)

If some people find it unclear, it’s unclear.

If you find it clear and some people find it unclear, it’s unclear.

The responsibility for clarity of comms is with the communicator, not the recipient.
____________________________________________________________________________________

That’s a good lesson for anyone in the communication industry.

An even better one for the British Government.

Now if only they were open to constructive criticism or gave a shit about anyone outside of their chummy little privileged gang.