“We are defining the boundaries of normality by tearing apart the people outside it.” “We see ourselves as nonconformist, but I think all of this is creating a more conformist, co…
“We are defining the boundaries of normality by tearing apart the people outside it.”
“We see ourselves as nonconformist, but I think all of this is creating a more conformist, conservative age.”
Jon Ronson, So You’ve Been Publicly Shamed.
The last couple of weeks I have struggled to write anything. I have even contemplated stopping this blog. I had this feeling of dread that all I was doing was contributing to the pollution. Yet one more fucking opinion. I have found myself with glazed eyes scrolling through the echo chamber that is Linkedin. Hundreds of posts where everybody has some new definition or answer. Jargon and 5 point plans that claim to be radical but are in fact the exact opposite. More than that though, there seems to be this overwhelming feeling of trying to get to some sort of collective consensus. A sea of sameness. We should conform. Nobody really steps out of the square. A hall of mirrors desperately trying to create a single, politically correct, inoffensive reflection.
Advertising seems to be trying to have one generally accepted opinion, rather than many. I have seen people online get smashed because they have a different opinion to the mob. This is dangerous for a business that needs to take calculated risks. Dangerous for a business that is built on having an opinion. Dangerous for a business that needs emotion, difference and that tricky thing called humour
I am pretty sure Communism had very few stand-up comedians that didn’t end up in Siberia.
While I was thinking about this I started reading a book by Jon Ronson. It’s called ‘So You’ve Been Publicly Shamed.’
It’s about how social media has destroyed people’s lives. It shows their mistakes and how in some cases their lives were destroyed by a giving their dumb opinion or making a stupid comment. Something none of us have ever done right? It is a very interesting read that humanises these people and makes you realise how the punishment often doesn’t fit the crime.
I thought about how this applied to advertising. I started to think about how this fits with advertising blogs. What kind of environment have we created to make creatives feel like they can take risks? I can tell you from personal experience, if you stick your neck out with an opinion or work that is perhaps controversial you can experience an advertising version of public shaming that can be pretty brutal. I know of some instances where people have left the industry or had breakdowns and, if you do a little research online, far worse.
As creatives, we should support each other far more than we do. Far more. And, by not doing it, are we slowly creating a virus that will create an industry where the work inch by inch gets worse? We always speak about having fun. We talk about playfulness and the importance of being able to make mistakes. But do we really believe that? Does our behaviour to each other show that?
Perhaps it’s just me but this all feels incongruous with the bravery and courage creativity needs. Now, I know critics and criticism have always been a part of any creative endeavour. However, as creatives we should be all for pushing the envelope and supporting those that try and fail. There are enough people to pull us back. We shouldn’t do it ourselves. We are often guilty of being the critics that create a kingdom of fear that we have to live in. Less time, less mistakes, less free thinking and more critics creates an environment where the opposite of creativity is created. Fear.
In my career, the people that have pushed me forward were mavericks. I am not sure there are many left. And I am not sure they are that wanted. The ones I learnt from were brave and had the courage of their convictions. They were people that had your back and you would follow into battle. They didn’t care what everybody thought. They cared about what they believed or could feel. If they believed or felt something they were passionate and persuasive about that point of view. They knew if they felt it, they could make others feel it too.
I have been in a room where one of the world’s most legendary creative directors listened to an entire room of senior people for an hour. All of them totally disagreed with him. He didn’t care, he stuck to what he believed and in the end he was right. He didn’t care if he was popular. He cared about the idea. And of course, that is the real secret.
It’s strange how out of date that paragraph sounds. It shouldn’t but it does. Today, many would call that Creative Director difficult and not a team player.
To quote G.K Chesterton. “I’ve searched all the parks in all the cities and found no statue of committees.”
Consensus and agreement are what happens at the end with many. Vision and belief happen at the beginning with very few.
Great work takes courage and bravery. It doesn’t just happen. If you think you just need lots of ideas you are in for a big surprise. Great work happens because somebody believes in it. The more we as a creative industry take away the conditions for belief by destroying each other, the more we end up with something vanilla and unremarkable. Our industry cannot afford to do this to itself right now.
If ever there was ever a time to celebrate and support the mavericks and real diversity of thought, it is now.
Strong, singular opinions won’t always give you the answer you’re looking for. But, they will often give you the answer you can’t find. And that, is often the answer you need the most.
If that isn’t valuable, I don’t know what is.
“There is a crack in everything. That’s how the light gets in.” Leonard Cohen A couple of years ago, I was lucky enough to be at a talk given by Ross Clarke-Jones in Cannes. This …
“There is a crack in everything. That’s how the light gets in.”
A couple of years ago, I was lucky enough to be at a talk given by Ross Clarke-Jones in Cannes. This is a man that gets into a boat that takes him a couple of kilometres off shore. He then gets into the water with a surfboard a little larger than him. He is then pulled by jet ski into the path of rolling, roaring terrifying 10 storey buildings. He then surfs on them. For a living.
To this day, I still remember watching the video at the talk of him going down a wave. There is a particular moment I remember. He is bouncing down the face of this wall. There is a ripple in the face of the wave. If I had to guess it must stretch 6 feet away from the wave. The board goes over the ripple and Ross Clarke-Jones free falls about 10 feet, lands and by some miracle keeps dancing down the side of the ocean’s version of the death star. You could tell the whole room was scared because as Mr Clarke-Jones was free falling we all crossed our legs at the same time. Ball tightening fear is an expression that comes to mind.
After his talk, somebody asked him what he did for living. How would he describe his job? His answer surprised me and stayed with me.
He said his job was to control his fear. He was in the business of fear management.
Fear. I’ve been thinking a lot about the idea of fear. What can it give us? What is the role of uncertainty? And, can creativity and anything original exist in a space with absolute certainty?
As luck would have it, I was about to get two very different answers to these questions.
William Trubridge is the world’s greatest free diver. This truly remarkable New Zealander has broken the world record 17 times.Think about that. Think about that slow descent to a line where uncertainty begins. Where, what you don’t know, starts. You are alone 102 metres under the water on a single breath. And, you are only halfway. There are no guarantees. This is something Trubridge learnt two years ago in dramatic fashion.
Our agency was lucky enough to be working with him on a campaign with one of our clients. He would try and break the world record and we would broadcast his attempt live on breakfast television. He would dive 102 metres. He reached the bottom and seemed like he was going to make it. About 20 metres from the surface he started to get into difficulty. The safety divers had to intervene. He had missed the record by 10 metres. He was interviewed afterwards. He was incredibly humble and upbeat but you could see how much this had hurt. He had prepared for this for years. He promised New Zealand he would come back and break the world record.
Last week, William Trubridge free dived to 102 metres. Just longer than Big Ben. The deepest any man has ever been. Not forgetting the 102 metres back up. He kept his promise. He had felt the fear and continued to swim towards uncertainty. And he did something no man had done before.
In stark contrast, this week I watched a fascinating documentary about a place called Gloriavale. This is a community in New Zealand that has strong religious beliefs and I suppose is reminiscent of the Amish. By all accounts, they are very happy living their life the way they do. They are certain about what is going to happen. There is no fear. There is no uncertainty. There is also no change, creativity or innovation. There is a system. You believe in the system. You follow the system. In a way it’s quite seductive. It is all so simple.
Certainty may remove fear but it also removes innovation and creativity. It removes the opportunity to do anything new or to change. That would break the system and the certainty.
You could not get two more different stories.
Advertising is a bit like this at the moment. Parts of our industry seem very enamoured with process and certainty. It has become a panacea for every affliction. There seems to be a craving of straight, flat lines. Things that are certain. Create a system. Follow the system and it will give us the answer.
Perhaps it will. And perhaps, it won’t. I hope that the pendulum swings again. It will begin to move when the linear and efficient process starts to give the same average answers to the same comfortable questions. When we create so much more disposable work that starts to all look the same. When questions start being asked about the value and quality of what is being made. When somebody starts talking about what, instead of how many and where.
When we all decide to get in the business of fear management, rather than risk elimination.
If Ross-Clarke Jones and William Trubridge teach us anything, it is that uncertainty, risk and fear are a part of pushing yourself beyond the mediocre. They are necessary ingredients when it comes to doing something great. They are what you have to harness if you are ever going to attempt to do something new. And those risks, today, are not great compared to the greatest risk of all.
Doing something average, that nobody noticed.
“Any fool can know. The point is to understand.” Albert Einstein Many years ago, I worked with a truly great global creative director. Let’s call him John. He was a mentor to me. …
“Any fool can know. The point is to understand.” Albert Einstein
Many years ago, I worked with a truly great global creative director. Let’s call him John. He was a mentor to me. We were working on a large global piece of business. The problem we faced was making the company, and by company, I mean a board of about 12 very conservative, risk averse people understand they had to change. We had to make them understand that the work they were doing wasn’t the path forward.
At the time I didn’t have a clue how to do this. I was young and a little out of my depth. The people I was dealing with were worried about their prostates and I was worried about getting a Playstation. That is a big difference in anyone’s language. The last thing these people wanted to do was take a risk. It is one of those situations where paralysis was the most likely outcome. This is always a problem because the speed an agency needs to move at is often way faster than the speed a large multi-national wants to proceed at.
The meeting began in the good boardroom. The boardroom that is used when they bring out the good biscuits. Wood panelling and tiny microphones for each chair. A horseshoe table full of corporate bonhomie. We stood up and we began the presentation. The first slide was a whole lot of print ads that belonged to this company and its competitors. John and I stood up. John looked at the gathering pointed to the screen and said who can tell me what is wrong with this slide. The board looked at it. Some squinted. A few looked at each other. They shrugged. Nobody knew.
John then simply said one sentence.
All the logo’s have been switched.
The board stared at the print ads and realised their competitors work had their logo on it and vice versa. Nobody on the board had noticed. The work in this sector was generic and violently boring. They realised they were looking at a sea of sameness. Everybody understood.
John then simply said that’s why you need to change. They all nodded. Essentially, it was a one slide presentation. We had broken all the rules of big meetings. It had also probably saved us 3 months in time. He had also taught me a valuable lesson. John had framed the problem so beautifully everybody understood they desperately needed a solution.
This meeting happened almost a decade ago but it has stayed with me. I think it has stayed with me because I feel lucky to have had a teacher. Somebody to show me. I think as agencies become leaner and leaner this will become a rare thing. It also showed me that creativity can do something that nothing else can. In the hands of the right person creativity doesn’t just tell you the truth, it makes you feel it.
That moment came back to me this week because of two things. I saw an international piece of work that wasn’t just bad, it was dangerous. Dangerous for the agency concerned. It said to me the people in the agency didn’t know what they were doing or were so stretched they had lost perspective. Or, perhaps no creatives were involved at all. It said there was no wise head in that agency or the client for that matter. There was no teacher. There was no mentor. Just deadlines, pressure and very little wisdom. I think this is going to become a problem in the next couple of years. We are going to see some real car crashes.
The other reason is an increasing belief I have about the current unsatisfying narrative in our industry. It is the idea that creativity can come from anywhere. We can all just become one big think tank. Until you make the work that is. Then often very young creatives have the heavy responsibility to make sense of all those magnificent suggestions. You see creativity can come from anywhere. But the work gets made by creatives. It is their job. It would seem many have forgotten that it is a skill and an actual job. It is a job with a lot of pressure. If you don’t believe me go and try it. It is a job where mentorship, support and experience could make a massive difference to the work and the people that make the work.
Many seem to think if everyone is a creative the work will improve. Quantity rather than quality. The more ideas, input and multitudes of collaborators the better. Actually, the opposite is true.
In fact, if you look at the work that is globally celebrated like Under Armour, John Lewis and just recently the new spot from Channel 4 for the Paralympics the one thing they have in common is quality, a simple idea, a couple of wise heads and great creatives working on it.
A very old formula.
I go back to that meeting where I saw what creativity and quality can do. Where I saw somebody with the experience and talent to change someone’s business in a single moment. Where somebody has taught me a lesson that will always stay with me. That is what great mentors do.
They give you things that are unaffected by time.
“One should use common words to say uncommon things” Arthur Schopenhauer There is a church in Cannes called Notre Dame Bon Voyage. It is a beautiful, quiet space. Eternal and Gothic. It is as far a…