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


It’s Been An Honour …

After 7 years, today is my last day at Wieden+Kennedy.

Just as traumatic is that in 6 days, it will be my last day in China.

Or said another way, it will be my last day living in Asia-Pacific after 22 amazing years.

There’s honestly too much to say.

Too many memories to write about.

Too many people to thank and talk about.

So instead I’ll just say it has been the time of my life.

An amazing, spectacular, wonderful adventure both personally and professionally.

From marriage and babies to being part of work that defined World Cups and Olympics.

Wow.

It’s absolutely fair to say I will miss every bit of it but I’ll take the memories because it means I had the experience and for that I am truly grateful.

Now, because we’re in the middle of mad moving mode, this blog will be on a little hiatus for a few weeks.

Probably about a month. [Though we all know there’ll be the odd post here and there]

On the bright side, when it’s back – probably sometime in June, in time for my birthday [ha] – you’ll get to read posts that won’t just be about planning, but how I don’t understand how to make anything in America work.

I honestly think I’m going to find it harder to acclimatise to America than I ever did to China.

Hell, I can’t even order a cup of coffee without getting confused about their cup sizes.

So with that I want to sign off with a few little thank-you’s.

The reality is a huge amount of people made my time here amazing, however there’s some who had an even bigger influence and I want to call them out because the adventure I had – and am about to embark on – literally wouldn’t have been possible without them.

My wonderful planning team. Past and present. Every day was a genuine fucking honour. The awesome Kennedys. It was seriously the professional highlight of my last 12 months. Thank you. And that definitely includes you Juni. Kel Hook. For hiring me. You changed my life and I’ll never be able to thank you enough. Jason White. Thank you for supporting me even when I caused destruction. John Rowe. For being brilliant in every possible way and making my time at W+K Tokyo so good, I never wanted to leave. NIKE. I know that might sound corporate toady, but as I have nothing to gain from saying it, it means it is true. 99.7% of every person I met or worked with at Wieden+Kennedy worldwide … whether they are still here or long gone. Martin Weigel. You’re a cantankerous, warm hearted, brilliant man. Just propose to Mercedes and get on with it. Whiteside. Because you’re awesome and funny and humble and deserve so much and yet are happy with what you have. Clare Pickens. I love you. I literally fucking love you. [But stop cutting your hair because it makes you look shit] Sandi Hildreth. For being awesome and gorgeous and loving the same sort of rubbish music as me. Claudia Valderrama. For looking out for me even though you told me I was a “pain in the ass”. W&W, Azsa, Arlene and Max … for making sure I stay excited – and in awe – about the birth of amazing ideas. Gerber, for somehow – and I’m not sure how – influencing me to get tattoos. I came here with none, I leave with not enough. Simon Pestridge. Thank you for everything. In many ways, you changed my career and opportunities. You’re more than a great client, but a friend. Kim Papworth. For that talk that was totally worth the wait. Luhr. For being Luhr. Stech. For making your 6 months here, the most exciting 6 months for me full stop. David Terry and Paul Colman for trying really hard to be ‘alpha-males’ but actually being fucking sweethearts. Don’t worry, I won’t tell anyone. Joe Staples. He won’t understand why, which is why. MJ. No, not Micheal Jackson or Michal Jordan, but Matthew Jung … for being a phenomenal Nike and Converse client who backed us to do the best work we can do every-single-time. Karrelle. For pretending to still be British when he’s basically American. Steve Tsoi for still welcoming me to the table even though I never made life easy for you or your team. Scott Silverman. You had nothing to do with China, but if it wasn’t for you, I wouldn’t have had the chance to be here. Chris Jaques. You also had nothing to do with China, but if it wasn’t for you, I wouldn’t have had the platform to show others what I could do. What I could be. Dan Wieden. For not actually firing me even though you said, “You’re fired” every time you saw me. And starting a place that is so special amongst special companies. Xiaoli. For everything you have done for us, but most specifically for the love and care you have shown my son. China … for being so important to global business that you gave me access and exposure to the sort of senior leadership few in the World will ever get to experience. The amazing, warm, slightly crazy people of China. I will absolutely miss everything about your unique ways. Except the spitting and the plane delays. And finally – and most importantly – my beloved Jill, Otis and Rosie. Without you guys, none of this other stuff would have mattered.

OK, the Gwyneth Paltrow bollocks is over … and to prove it, have a look at this.

Do you know what it is?

That’s right, it’s one of the 600 stickers I have had made that I have spent the last 5 weeks hiding throughout the refurbished Wieden+Kennedy Shanghai office. And I mean ‘throughout’ … including various W+K hangouts, like Baker & Spice, Jamaica Blue and Little Catch.

That should make their life a pain in the ass for a few years.

It will be like I’ve never gone.

And with that, it’s time to go.

It’s been a lot of fun. Time for an adventure in LA. God help us all.



If You Think People In Advertising Get Paid For Nothing, You Should See Headhunters …

OK, so before I begin, not all headhunters are lazy fucks.

I have met a few who take a genuine interest in your career and offer advice – as well as guidance – in how you can, and should, move forward.

This involves taking a real interest in what makes you tick … some tough love … and a real desire to match your talents and quirks with an organisation who values the person as much as the job role.

But there’s not many of them.

Sadly, there are far more who are like this …

This is how I responded …

Then – realising their mistake – they tried to make amends, except they showed they completely missed the point …

To which I ended the conversation with this …

Seriously, what the fuck is going on with the recruitment industry.

Yes, I know this is the worst of it, but sadly there are far more of these lazy bastards than there are truly professional headhunters.

Why on earth would a company use them if they know they are paying for someone to randomly email folk on Linkedin.

Of course, the reason is because a lot of companies don’t really care about who they hire for their organisation as long as they sit down, shut up, do the job and can be replaced quickly.

There are some headhunters I would help.

Headhunters who I have got to know – and been helped by – for years.

Headhunters who see the person before the commission.

But to some random person from the internet who is too lazy to actually do their job properly … well, they can fuck off.

For all the talk of ‘talent being a companies most important asset’, it is increasingly obvious that speed is much more highly regarded, which is why I decided not to name and shame the person who sent me this, because ultimately they are simply a pawn in the whole seedy industry … an industry that seems to be doing an even better job than adland at turning itself into a commodity.



Part 2: You Can’t Move Forward When You’re Looking Through The Rear View Mirror …

NOTE: As you know, I tend to pre-write my posts quite a bit in advance. I say this because when I wrote this, I was told the article I am basing my perspective on, would have come out. It hasn’t.


With that in mind, I’ve had to make a few changes to how this post was originally written by removing the name of the person I am responding to because I do not believe it is fair to quote them when their words have not yet gone into the public domain. Sorry.
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So yesterday I talked about how a global CCO of a global network agency and I were asked to write about how the advertising industry can attract creative talent.

You can read their perspective here.

Anyway, after they wrote his response, I was asked for mine.

I must admit, I found it hard because ‘response’ means you should directly respond to the point of view of the person before you and I felt that was unfair because regardless what I think they are doing – or his agency as a whole – I have to say it’s good they’re doing something.

However – and, as usual, it’s a big however – I do think they are putting a plaster on the issue rather than dealing with the issue directly.

This is not meant as a criticism of their work or their actions, but more a counter way of how we should be looking at dealing with the situation if we are serious about maintaining our relevance in both attracting creative talent and offering something clients can’t get elsewhere.

Anyway, this is what my response was …

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Before I begin, I should point out there are still agencies and individuals who act as an inspiration for young creative talent to join our industry … however, it has been widely acknowledged that this is becoming harder to do, so this is my response to that challenge.

Advertising is the only industry that gives people business cards that labels the holder as ‘creative’. Musicians don’t call themselves that. Neither do authors. Or games designers. Why does adland feel it is necessary to say what someone is, rather than show what they do? Hell, why does adland think creativity only lives in those who work – or want to work – in the field of art and copy?

Of course there are many reasons for this – from remuneration to routine – however I also believe it’s because we’ve been slowly moving away from creativity to focusing on execution.

In other words, from thinking broadly to thinking narrow.

If people don’t fit into our tight definition of ‘what creativity is’, then we tend to view them as misfits … obstacles… people who block creative potential rather than have the skills to maybe bring original ways to solving clients problems.

Of course it’s not entirely adlands fault, clients have also contributed to this situation by placing ‘KPI’s’ on agencies that basically pushes them to hire people who will deliver exactly what they want, but the fact is that while I praise the CCO for what he is doing at his network – and acknowledge everything has to start somewhere – agency ‘programs’ will not fundamentally change the business until we do 2 things.

1. Change how we structure our remuneration because without that, the status quo will always beat committing to the new and different.

2. Change our attitude towards what ‘creativity’ actually is.

Is it any wonder young creative talent are questioning a career in advertising when the work they see us put out to the world hasn’t really evolved over the past 50 years?

That doesn’t mean the work we are doing is wrong – nor does it mean there has not been immense creativity, craft and purpose that has gone into it – but given so much of it doesn’t reflect the world young creative talent live and operate in, it’s hardly a surprise they aren’t inspired by it, compared to industries, like tech, fashion, music or a billion start-ups. [Who are perceived, probably rightly, to offer better money, potential, hours and glamour]

The fact is, creativity is not this narrow space we have pulled ourselves into and the fact we hold on to it so doggedly – both because a lot of clients ask for it and because it gives us a sense of control and security – is contributing to young creative talent turning their backs on a career in advertising.

So how do we change it?

Well, it’s easier said than done and – as I said – I applaud the CCO for what they are doing, but we need to change how we do what we do and how we charge for it.

In other words, blow the whole fucking thing up.

Sure, the industry can continue to make money doing what it’s doing, but whether it will be able to claim it is ‘creative’ is another thing altogether … and then we’ll be in an even worse situation.

I hate to say it, but we talk big but the reality is we often think quite small.

Worse, when we talk big, it’s often in terms of ‘ad’ ideas rather than ideas.

I still passionately believe ‘Square’ should have come from an agency. Or a bank.

Let’s face it, the situation it was addressing – small business finds cash flow difficult – was hardly some astounding revelation. But we didn’t, because it’s easier – and cheaper – to say we care rather than develop stuff that shows it … and then use communication to amplify our solution to the masses.

[I also acknowledge it could be because clients often don’t give us the chance to explore these possibilities, so it ends up being a chicken and egg situation]

For me, a great start for change would be if we got back to embracing broad, rather than narrow.

Open ourselves up to new thinking … change how we work … question our processes and systems … give people the time, support and encouragement to try stuff. Really try stuff. Not send them to some 2-day workshop but push them to push themselves. Help them invest in their own development and let them know they have a place where they are allowed to really try stuff. And fail.

I would personally stop our obsession with award entries and allocate some of that time – and resources – to developing mini businesses. Or new [commercially minded] products. Or anything that shows the best of our creative thinking, rather than the laziest.

Stuff that could generate awareness and prestige because they’re not focused just on the bubble of advertising, but culture.

I’ve always said that our biggest problem is thinking other agencies are our competitor.

They’re not.

We might not like to admit it, but Google, HBO and Facebook [to name a few] have impacted and influenced culture far more than we have.

We’ve absolutely helped with their success, but they’ve been the instigators of it … but it doesn’t have to be that way. Hell, it wasn’t always that way.

“But Rob …”, I hear you say, “… we’ve lost our seat at the boardroom table”.

Yes … but that’s not just because of clients, it’s also because of us.

The fact is we’ve often been more interested in talking about what we’re interested in doing, rather than what the client is interested in achieving – and while we’ve all started talking more openly about the need to impact business – this has seemingly resulted in some agencies behaving in a way that’s made them indistinguishable from the clients they represent.

Some think this is a good idea – that it helps clients take us seriously – but for me, I’ve always found the best clients like ‘intelligent outsiders’, because we offer them something they don’t already know, something they don’t already have, something that can fundamentally help their business in ways they never imagined.

As the CCO said, things won’t change overnight and I am certainly not suggesting the industry should blindly try and attract ‘young creatives’ to like us – there’s a lot of stuff we’re great at that people will find important and valuable to know and learn – however I feel if we change our attitude and process towards what creativity is, it will start to point our industry us in a new direction … a place where the sun hasn’t already set … a place that young creative talent [in the broad sense of the word] will want to explore and learn from.

A place that is infectious again.

Then it’s up to us.

Just like changing the remuneration system.

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I know … I know … but I told you yesterday these were going to be long posts.

Now I am in no way suggesting I have all the answers and I know the CCO isn’t either.

I also know there’s issues, as I touched on, like pay and working conditions that are also having a negative influence on attracting talent.

But what do you think?

What could work? What are we doing wrong?

Do you feel their view is more on the money or mine. Or neither of us.

Is anyone getting it right?

I don’t just mean attracting young talent, but actually doing something interesting and commercially valuable with them?

I’d love to hear your point of view, especially if you’re young and in advertising or young and anti-advertising, though I accept you probably haven’t even got to this point of the post because you fell asleep ages ago.

Bugger.



Part 1: You Can’t Move Forward When You’re Looking Through The Rear View Mirror …

NOTE: As you know, I tend to pre-write my posts quite a bit in advance. I say this because when I wrote this, I was told the article I am basing my perspective on, would have come out. It hasn’t.

With that in mind, I’ve had to make a few changes to this post – and the comments – to remove the name of the person I am responding to because it is not fair he is being quoted when his words have not yet gone into the public domain. Sorry.
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This is going to be a long post.

OK, I know all my posts are long, but this is going to be epically long.

It’s so long, I’m actually going to split it over 2 days. No, seriously.

Before you dismiss it, please read a little more, because I am hoping you’ll be a part of it … and I don’t mean in terms of just taking the piss out of me.

So a few months ago, I was asked to comment on a piece by a global Chief Creative Officer of a global network agency, on how the ad industry can attract young creative talent.

Today I’m going to post his perspective and tomorrow I’ll post my response.

It’s a serious and major issue so if you can find it in your hearts to actually respond to it seriously, I’d be grateful. Who am I kidding, since when has that ever made you do something?

OK, so this is how the CCO see’s the situation.

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On my first day at my first job, my boss asked me if I had read any of a list of literary masterpieces: Slaughterhouse 5, Catch 22 and a host of others. I hadn’t. And a few days later, he presented me with a gift for my ignorance: a stack of more than a dozen classic novels that I had not yet read.

A bit later in my career, I met Bob Isherwood, the first global creative director I ever really had access to as a young creative at Saatchi. From Bob, I witnessed firsthand how one bold and determined mind could influence a global network. His confidence, his willingness to take on risks and his ability to think without limitations still inspire my management and creative philosophies today.

These were some of the earliest instances I can point to in my career of the meaningful impact a seasoned creative’s guidance, wisdom and open arms, ears and door can have on a young creative’s journey.

There are so many people who have helped me throughout my career and now as a slightly more “experienced” creative, I have the honorable and gratifying opportunity to pay it forward and be for young creatives the kind of mentor and guide I had at their age. It’s a responsibility I’ve been proud to take on throughout my career.

But a lot has changed since my days as a fledgling creative. The young creatives of today are not the young creatives of my day.

Our responsibility, as advertisers and as creative leaders who value great work, is to make sure we get the great people to make that work, but in the past few years, there has been endless chatter about advertising’s talent crisis. The industry’s most popular publications have sounded off with theories dissecting why the ad world is no longer attracting and retaining the young talent it used to.

It’s clear that despite the importance we place on phenomenal work and despite the pressure we put on ourselves and our teams to make work that is innovative, boundary-breaking and reflective of the times, we do not pursue young creative talent with the same ferocity. We have not reworked our recruitment processes to accommodate and cater to the needs of the modern young creative. Our search for the young creative is not nearly as imaginative as the work we expect them to create.

And that is a serious mistake.

Young talent should be pursued like an all-agency brief. This next generation of CCOs, ECDs and Senior Art Directors are the future of advertising and failing to nurture, support and engage this group means we are opting out of an essential investment in advertising’s future and a vital opportunity to have a hand in the direction of creative work in the industry.

Every day young talent finds it way to the Facebooks and Googles of the world, and if we want to win them back; we have to work for it. How can our industry remain viable in the coming years if we do not invest in the creative minds of the future?

I am lucky to work for an agency that is aggressive, innovative and progressive in the ways it pursues young creative talent.

In 2014, we answered the long-heard call for more female creative leadership in the industry with the launch of a scholarship scheme. The scholarship, designed to support young, aspiring female creatives around the world, awards five individual annual scholarships and gives recipients paid internship placements at our offices.

This year, we launched another program, a global internship geared towards finding and nurturing talent in the next generation of creative minds, giving young professionals from Hong Kong to São Paulo the chance to work in an active agency setting, work on live briefs and collaborate with our network of experienced and talented teams.

Another of our internal programs, is an inclusive program that gives every office and every employee the opportunity to develop and share creative solutions for a live brief. These briefs are unique because they are formed under the assumption and, quite honestly, the new modern reality that great creative ideas don’t just come from the copywriter and art director. It forces us to undo our understanding of the traditional creative team and, ultimately, allows us to give a chance to the young account manager who might not have ever had the opportunity to stretch his creative legs. It pushes us to find creative gems under new rocks; to look beyond the creative department for the next generation’s creative minds.

The Millennials that make up today’s creative talent pool are drawn to culture and they’re keen on working for brands that have a social purpose that makes them feel like they’re making a difference. We need our agencies to build this kind of culture because our competitors are. And Millennials who feel the need to move from one place to another to build their careers, need this type of culture to stay long-term.

Beyond the theories and hypothesizing, I believe every advertiser needs to address the following questions to unlock the ever elusive but highly coveted young creative talent.

How are we stacking up against the ever-growing and ever-compelling tech industry in the eyes of young talent?

How are we making ourselves competitive in a marketplace that places the youth at the center of their crosshairs?

How have we shifted our understanding and engagement young talent to accommodate the new reality?

We won’t solve this issue overnight. But we can’t sleep until we do.

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What do you think?

Fair? Naive? Have you got any better suggestions?

Regardless, tomorrow you’ll see how I replied – whether you like it or not. Ha.