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


Losing Friends And Alienating People …

Many years ago, Toby Young wrote a book by the name of this post.

It was a journey through his bad decisions, bad timing and bad acts.

And while there was a lot of genuinely funny moments in it, you couldn’t help think he was a bit of a twat – which was confirmed with many of his later actions, decisions and behaviour.

I say this because recently I had a dalliance with someone who could best be described as Toby Young, without the humour.

Look, I work in advertising so I’m used to working with twats.

There’s actually a lot less of them than people like to think, but the ones who are there are generally stupendous at twatdom.

But this interaction was not someone I work with … it was someone on Linkedin.

Yes … Linkedin. The platform that is to community what Boris Johnson is to leadership.

Now even though this person and I are not ‘connected’, I do kind-of know him.

He was in Asia when I was there and had a reputation for grandiose statements that rarely could be backed up.

Anyway, I hadn’t heard about him or seen him for literally years, so I was surprised when a few weeks ago, he suddenly came into my life.

He did this by writing a comment under a Linkedin post I’d put up about one of the biggest mistakes a planner can make.

He asked:

What’s the difference between thinking and planning according to you? And is there a difference? And how do you see modern day account planning influencing business and corporate strategy which is really what CEO’s want to see – they’re not interested in ads or creativity unless its making them money?

I answered as best I could … saying I felt he was implying some planners didn’t care about the impact creativity had on the clients business, just their ego and if that’s the case, maybe he’s spending time with the wrong planners, clients and creatives.

In the blink of an eye, he responded with these 2 gems:

First this …

“I’m not implying anything- I’m asking a question. I be;lieve that’s valid on a social media platform. What I’ve foudn theough Experience s that sometimes it’s better to just answer instead of reading too much into it.”

[Spelling mistakes were his, not mine]

And then this …

“You really don’t get social, do you? You can’t be focused and social at the same time. I’ve been studying clinical psychology and the mind for 7 years. It’s two ends of the same frequency . Planners are focused (head) creatives are social (HEART). Open your heart my friend before a surgeon does the job for you. Good luck. You’re mucking around with someone with a lot of medical knowledge and experience.”

That second comment was bizarre.

Judgemental. Condescending. Patronising. Almost threatening.

I have to be honest, I was quite impressed. It’s been a long time since I’ve come across such a prick who can get so personal and so insulting so quickly.

But then it got weirder, because he then sent this:

Seriously, what the fuck?

From slagging me off to interrogating the most stupid shit [like my bloody camouflage background????] to then asking me to give him free information and advice so he can win a client and charge them money for his ‘help’.

I guess I shouldn’t be surprised because Linkedin is full of people who think they can just ask or say whatever they want as long as it benefits them. I’m sure we’ve all had headhunters contact us for names of people they should talk to – when they’re literally being paid by clients to know people who they should talk to.

But there’s something about this persons manner that pisses me off.

Maybe it’s the contradiction between acting superior but still wanting stuff.

I can’t help but feel he is someone who read Neil Strauss’, ‘The Game‘ [who also wrote Motley Crue’s, admittedly great, The Dirt … which tells you a lot] and saw it as a philosophy for how to live rather than the exploitative, manipulative and destructive book it actually was.

Part of me really wants to name and shame him.

If he’s doing that to me, what is he like to others.

Women. Or juniors. Or anyone to be honest.

But I won’t because who knows what he’s going through however – as I mentioned in my final response to him – for all his alleged expertise in clinical psychology and social platforms, he sure hasn’t got the faintest idea how to communicate with people.

So I’ll leave him be but if he does comes back [again] I’ll simply point him to this post and hope he understands the responsibility for clarity of communication is with the communicator, not the recipient. Something tells me, he wouldn’t.

But what all this shows is a mistake that companies, platforms and agencies continually make with the idea of community.

I get why it’s so interesting to them, but the problem is – what they think is a community, isn’t.

A community isn’t where you go to continually satisfy your own needs.

In essence, that’s the total opposite of a community.

What a real community is something built on shared beliefs and values … where you want to work together to help push or achieve a common goal. It absolutely isn’t about personal benefit at others expense, it’s about something much, much bigger.

And while it’s power and influence can be enormous …

Linkedin doesn’t get this.

Agencies flogging membership and community doesn’t get this.

And this ‘competitive strategist’ doesn’t get this.

Because the key rule for a real community is about adding to it, not just taking.



Stock Shot Schlock …

When Phil Spector died, I went down a rabbit hole of his life.

On that journey, I spent some time looking into the life of Lana Clarkson, the woman he murdered.

Which led me to this …

Find the perfect Lana Clarkson death photos!!!???

Seriously, what the fuck?!

I know they don’t mean to be so disrespectful.

I know it’s a standard Getty Image response to any image search – except I was looking for Lana Clarkson, not Lana Clarkson death photos – but this is what happens when you automate a process to maximise your profit potential.

And while I get Lana’s photos were topical given the death of Spector so many media outlets may be looking for them … it doesn’t make them look good. And god knows how it would make Lana’s family feel, if they saw it.

For all the talk about brand experience, it’s amazing how much bullshit is said.

Do I think experience is important? Absolutely.

Do I think experience is done well? Not that often.

For me, there is one overarching problem.

Brands would rather be OK at a lot of things than stellar at a couple.

Before people have a meltdown, let me just say this.

I am not questioning the value of experience.

Believe it or not, it is not a new concept … it has been practiced by great brands and strategists for decades.

However experience loses its impact when the goal is to be OK at everything rather than amazing at some things.

Oh I know what people are going to say …

“But every interaction should be an experience of the values of the brand”.

Yeah … maybe.

It’s great in theory but doesn’t seem to be realistic in practice.

I mean, how many brands really have achieved that?

Let me rephrase that.

How many brands that have a clear, desirable position in culture have really achieved that?

I would say it is a handful at most.

Now compare that to the brands who have focused on doing some things in a way that is exceptional and memorable?

I’ve written about the Virgin Atlantic Lounge before.

Imagine if Branson had said, “Create an experience that is commensurate with the values of the brand for the business class customer” versus, “Create a lounge people will want to miss their plane to stay in”.

Do you think they would have got to the same place?

Do you think the former would have helped drive the brands economic and repetitional success as well as the latter?

Don’t get me wrong, Virgin Atlantic have a lot to do to improve their experience.

Their booking and loyalty schemes are a fucking mess for a start. But while I appreciate I am biased, I would gladly sacrifice that for the lounge experience that makes me look forward to every trip.

An experience that is distinctively memorable, not just corporately comfortable.

The reality is there are more highly profitable, highly desirable brands who offer an inconsistent brand experience than those who offer a consistent one.

More than that, brands that offer a consistent brand experience across all touch points do not automatically become a brand people want to have in their lives.

Part of this is because their version of consistent tends to be using their name or colours or slogan everywhere.

Part of this is their version of ‘brand experience’ is the absolute opposite of what the word experience is supposed to mean.

[Seriously, can you imagine the sort of parties they would have?]

And part of this is because they want to talk to everyone which means their experience appeals to no one.

Because while it might not be fashionable, great brands are built on an idea.

Something they believe, stand for, fight for.

This is very different to ‘purpose’.

Purpose – at best – is why you do something.

Belief is how you do it.

The sacrifices you make. The choices you make. The people you focus on.

Don’t get me wrong, this doesn’t mean great brands shouldn’t want to ‘fill the gaps’ that reside in their experience eco-system, but it does mean it should only be done if each element can be done brilliantly and distinctively.

Anyone who has read the book ‘Why I Hate Flying’ will know the vast majority of brand values are basically the same – which means the vast majority of brand experience strategy ends up being predominantly the same.

However the brands who command the most consistently vibrant cultural interest and intrigue are the one’s who have a point of view on what they do and what they believe. They have a real understanding of who they’re talking to rather than a generalised view of them. They have values that step out of the convenient blandification that so many companies love to hide behind – where the goal is to look like you care without actually doing something that shows you care. And they absolutely know it’s better to do some things that will mean everything to someone rather than lots of things that mean little to everyone.

The obsession with 360 brand experience is as flawed as the 360 media approach from a while back.

Frankly conveying the same message everywhere felt more like brainwashing than engaging.

Experience is a very important part of the strategic and creative process.

Always has and always will be.

It can make a major difference to how people feel about a brand and interact with a brand.

But like anything strategic, sacrifice is a vital part of the process.

While in theory it is nice to think every interaction will be something special and valuable, the reality is that is almost an impossible goal.

Different audiences.
Different cultures.
Different needs.
Different times.
Different budgets.
Different technologies.
Different interactions.

So anyone who thinks experience should be executed ‘down to a level that allows for mass consistency’ rather than ‘up to a standard that allows key moments to be exceptional’ are creating another layer to get in the way of making their audience give a shit.

Or said another way, you’re adding to apathy rather than taking it away.

OK, I accept that for some categories unspectacular consistency can be valuable – hospitals for example – but the reality is in the main, audiences care less about consistent brand experience than brands and their agencies do.

That doesn’t mean you can’t make them care by doing something great – like Tesla did with their ‘dog and insane’ modes for example – but you need to understand you’re playing as much to your audience standards, as yours.

Now I appreciate I’ve gone off on one, given this post was originally about a search engine response to a murdered woman’s photograph rather than brand experience … but while they’re very different in many ways, there is one thing that is the same.

They’re all focused on satisfying an audience need … and while standardised processes can help ensure we are ‘dumbing up’ with our approaches to the challenge, when that manifests into a standardised experience, then you are dumbing down the value of who you are and who you can be.

For the record Getty, this is what Lana Clarkson looked like.

There’s no ‘perfect’ photos of her death.

But there’s plenty to signify the person she was.




Don’t Want Something So Much That You Do Something You Don’t Want …

When I was at cynic, I wasn’t allowed to talk money with clients.

The main reason for this is that while I like money, I like doing weird and wonderful things more … so I used to agree to terrible terms just because I wanted to make sure we didn’t miss out on doing something we were really excited by.

Now I get we like to think there’s some sort of logic to this approach, but as George kindly told me – while punching me in the head – what I was doing was undermining our position.

For a start, your relationship with the client is impacted. That doesn’t mean they don’t value you, but it means they don’t value you as much as they should. They see you as a ‘cheap problem solver’ rather than a valuable problem solver.

Then there’s the fact all your additional time and passion will never be rewarded to the level it deserves. The worst part is this is your own fault as you already set the precedent for how much you are worth by lowering your fee to such a great degree.

And then there’s the dilution of the projects importance.

In essence, when something is made much cheaper, the effect is its value goes the same way. Going from something significant to just another thing being done. From having a strong focus within the company management to being delegated to people who don’t really have the same decision making power.

Before you know it, clients start questioning other things you’re doing.

Asking why certain things need to be done. Challenging the time or expense on the elements that show the real craft.

Leaving the end result a lesser version of what it should have been.

Now this doesn’t happen all the time, but it happens a lot.

And while I get we are in a highly competitive time, where everyone is looking to save cash – the ease in which we undermine our own value is both astonishing and debilitating.

George’s brilliance was his ability to have us walk away.

I have to be honest, we had many arguments about this over the years … but in the main, he was right.

His point was ‘why would someone value us if we’re not valuing us?’.

It’s a pretty compelling argument.

This doesn’t mean we weren’t open to negotiation, but George’s position was ‘never forget we have something they want because we’ve shown them something they need’.

Another pretty compelling argument.

And while this approach helped us not only win all manner of great creative projects – but helped us be a profitable, sustainable company – I still found it hard to deal with.

Hell, on the occasion we didn’t win a project because somebody said they could do it for cheaper, I was a bloody nightmare. George used to say it was because I am an only child – which may be right – because I hated not getting what I really, really wanted.

And even then, George was the voice of reason.

“Why are you upset about losing a project with a client who wants to go down to a price point rather than up to a standard?”

ARGHHHHH!

What makes it worse is he meant it.

He, more than any of us, knew our value and wasn’t going to let us let go of something we had worked so hard to earn.

He’s right of course.

It’s the reason the best work comes from people who share the same goal.

To aim high, not cheap.

Sure, money comes into it … but the focus is always the quality of the output not just the price.

It’s why Cynic was so exciting.
It’s why Wieden+Kennedy are so special.
It’s why Metallica’s management are so influential.
It’s why all the work I’m doing right now is so fascinating.

George taught me so much.

While I appreciate I’m in a much more privileged position than many, nowadays I am totally comfortable with walking away from a project if I feel the vision, ambition and value for a project is not shared.

And what’s weird is that while that approach has resulted in me walking away from a lot of potentially interesting projects that were worth a lot of money to me – especially over the last 6 months – it has brought me a range of fascinating clients and projects [and cash] that most agencies would kill to have a chance to work on.

I’ve written about knowing the value of your value in the past.

I’ve talked about how that lets you play procurement at their own game.

And while it feels scary to stick to your standards when someone is threatening to take away something you really want, it also makes you feel alive.

Butterflies of excitement. A taste of power and control. Nervousness of being in the game.

And while it might not always come off and while you may be able to justify why it would be easier to just take whatever they want to give you … it’s a beautiful feeling to feel you matter. That your work matters. That the way you look at the world matters. That what you want to create matters. That you won’t allow yourself to do something simply because you’re the cheapest. Or allow a bad process to force a diluted version of what you were hired to do. Or let yourself be evaluated by someone who doesn’t care about what you’re creating, just that it’s done. That you matter enough to not allow others to negatively judge you for terrible conditions they put you in.

It can take time to come to terms with this.

It took me almost 20 years to really get it.

And while some may call you a pretentious or stubborn or commercially ignorant, the reality is dismissing the value of your value simply to make things commercially viable for everyone else is simply the most stupid thing you can do.

Because to paraphrase something Harrison Ford once said, when you devalue the value of something you’ve spent your whole life working at, you’re not just being irresponsible, you’re not valuing the value of the time, experience and expertise it has taken to get you to that point.

George knew this.

George helped me benefit from this.

George eventually got me to understand this.

And I’ll always be grateful for that gift.

________________________________________________________________________________

I’ve removed comments. Not just because I’m scared of the mountain of abuse the ex-cynic alumni who comment on here may/will give me. But because I’m even more frightened they may bathe George in even more praise and that would be too much for me to deal with.

Comments Off on Don’t Want Something So Much That You Do Something You Don’t Want …


Brand In 10 Words.

I am a massive fan of Rick Rubin.

Actually that’s not quite right.

I am a massive disciple of Rick Rubin.

I think he is incredible. His ability to help others express their most powerful creative voice is amazing.

So much of this is down to how he see’s his role.

Not as a music producer, but as a sophisticated fan.

Someone who wants the band he loves to be their shameless best.

Protecting them from ever feeling they have to compromise on who they are or what they want to say because he fiercely believes the greatest return comes when you express your honesty and authenticity rather than play to be liked.

It’s why the artists he’s worked with reads like a ‘who’s who’ of the most culturally significant artists of their time.

Those who either defined a genre or validated it.

LL Cool J
Run DMC
The Beastie Boys
Slayer
Red Hot Chili Peppers
Tom Petty and the Heartbreakers
Rage Against The Machine
The Black Crowes
The Dixie Chicks
Johnny Cash

Look at that list. Look at it.

Hip Hop. Rap. Rock. Metal. Thrash. Blues. Country. Funk.

No one should be able to be so successful with that range of genre and artist.

It’s hilarious and yet there are so many more artists I could mention because for almost 4 decades, Rubin has helped artists not only express their truth but recognise the economic power from doing so.

He has created icons.
He has revived icons.
He has shaped, pushed and provoked culture.
He has influenced, shaped and changed music forever.

When we hear agencies talk about ‘creating culture’, most haven’t come anywhere close to what he has helped create.

But what I love the most about Rubin is how he decides who he is going to work with.

Basically his entire decision making process is based on one simple process.

Taste.

If Rubin likes what he hears, then he’s up for it.

It doesn’t matter whether it has any connection to anything he’d done before, he see’s it less about the music and more about the artist needing help to express … find … or rediscover their voice.

Not their singing voice. Their soul.

It’s not that far off what we as an industry say we do for brands.

Except we’re increasingly forgetting what brand is because we sacrifice it time and time again for the quick win.

I get it, we’re fighting for our lives … but in our quest to show we have value, we’re destroying what makes us valuable.

Oh I know we won’t admit that.

We’ll point to words like purpose, experience and membership as proof ‘we get it’.

We’ll say they’re representative of modern brand building and all else is old.

We’ll show 1000 page decks that show how our unique processes ‘guarantee’ success.

And some clients will buy this, which means we can go away thinking we’ve got it all sorted out and we’re legends.

Except we haven’t and we aren’t.

Yes, all those elements play an important role in building a modern brand … however they’re never the lead, always a supporting actor because …

Sales without distinction doesn’t build a brand.

Purpose without sacrifice doesn’t build a brand.

Data without understanding doesn’t build a brand.

User journeys without nuance doesn’t build a brand.

Eco-systems without an idea doesn’t build a brand.

Personalisation without being personal doesn’t build a brand.

Wanting to be something to everyone rather than everything to someone doesn’t build a brand.

The harsh reality is we’re dangerously close to confusing commoditisation with brand building. Of course this is not all our fault, but continuing to perpetrate it, most definitely is.

While I appreciate Rick Rubin didn’t mean the photo/quote that appears at the top of this page to be interpreted this way … he pretty much sums up how to build truly distinctive and definitive, culturally resonant brands.

And he does it in 10 words.

TEN!!!

And that’s part of Rubin’s magic.

He understands how to get to the simplest expression of his viewpoint, because he knows the simpler it is, the less obstacles to deal with.

Simple lets truth speak and rise.

Simple lets possibilities flourish.

Simple lets distinctiveness be expressed.

Simple is unbelievable power.

Now the irony of simple is it’s not easy to pull off.

Simple is definitely not simplistic. To be simple requires a hard work, experience and confidence … and while as an industry we have known this and advocated this for decades, we seem to have recently decided the opposite – where we celebrate complexity.

What the hell?!

Maybe it’s because we’re making more money from this approach. Or just feel more important. But the endless playbooks, frameworks, processes, tools and strategies we’re producing aren’t building better brands, just bigger obstacles.

Again, there’s a place for them. But the way they’re being used – they’re more like hammers than brushes – forcing them into the process, competing with all around them and ultimately leaving people lost with what they’re following, what they’re building and what they’re actually doing this all for.

As someone recently said to me – someone hugely successful in business – when companies make the solution more complex than the problem, they’re just creating another problem.

Please don’t think this means you skimp on standards or rigour.

If anything, it’s the exact opposite … but because everyone knows what they’re working towards [rather than doing their version of what they think everyone should be working towards], it means they can be sharp and focused and that means your work can be expressed in ways that lift things up rather than bogs them down.

I get some people won’t like this.

I get some people won’t agree with this.

I get some clients would never sign off on this.

But apart from the fact I doubt any of them will have come close to influencing, shaping or creating culture in the same commercially infectious way Rubin has, if they really believe selling the complexity of intelligence is a smarter way to operate, I’ll leave you with something my dad – who was pretty good on this whole intelligence thing – used to say to his lawyers:

“If you have to show how clever you are, you aren’t that smart”.



Attitude Drives Output …

Once upon a time, Nottingham Forest had a manager called Sean O’Driscoll.

He was an excellent manager. Someone who understood the game and got his teams to play attractive football.

Everything was going well until our then owner – the insane Fawaz – decided to fire him, despite us being at the top end of the table and having just beaten Leeds 4-2.

The reason I mention this is that I recently read an interview with him about how Forest are playing now and in it, he says something that really impacted me.

This is the piece:

The bit that really hit me was when he said:

“Bournemouth expect to win, Forest hope to win”

He’s right. But his point is far bigger than being just about football teams.

A lot of people mistake confidence with arrogance.

I get it’s a fine line, but there is a big difference between the two.

One of the things I found really interesting when I was at Wieden was how many people viewed us as arrogant.

People who often had no experience of working with us in any way.

OK, so there was the odd one or two like that – probably me [hahahaha] – but the reality is/was, it’s a pretty humble place … filled with good, talented humans who love creativity.

But here’s the thing.

When we went into meetings, we generally expected to win.

Not because we thought we were better than everyone else, but because the work we put forward was always what we truly believed was the right thing to do.

We didn’t let politics get in the way.

We didn’t let egos get in the way.

We didn’t weigh the work down with things that sounded good but ultimately just got in the way.

The only thing that mattered was allowing creativity to solve the problem in the most interesting, intriguing and culturally provocative way possible.

Some people found that hard to deal with.

They found our confidence in the work confronting.

But the thing was, it wasn’t because we were big heads, it was because everything we presented was something we had sweated and pushed. Every detail was in there for a reason. That didn’t mean we weren’t open to discussion. Or opinion. It’s just we wanted it to be a discussion, not a dictation … because to throw something out just because someone didn’t like it or misunderstood it meant we were dealing in politics not creativity and that’s not something we subscribed to.

Some misunderstood this.

They interpreted the belief we had in what we were presenting as arrogance.

But arrogance is when you expect to win without putting in the effort.

And that was never the case with Wieden – or countless other places of repute.

The reason I like that O’Driscoll quote so much is he shone a light on the difference between belief and hope.

Hope is when you have worked hard.

Belief is when you have worked hard based on a philosophy.

Not a purpose, a philosophy.

Something that is more than effort or direction, but a distinctive way to play. A style you believes gets better results. A philosophy everyone believes in and is committed to. A standard you all want to reach to show respect to where you are.

If some people mistake that for arrogance, then so be it.

Because the work born from those who play a certain way to win, is far better than those who hope they don’t lose.

Thanks Mr O’Driscoll.