We Need More Art Students

In Short
Art students* are taught to explore multiple solutions, present their work, be critiqued and critique their peers. This experience more closely resembles today’s workplace than any liberal arts education.

In-depth
We need more individuals comfortable with not getting it right. Who will toil over the solution, trying multiple paths while driven by a desire to use their creation to penetrate the hearts and minds of their audience.

We need more people who are not afraid to push on the walls of the box. Who will step just over the line seeking the best possible solution, even if it does not conform.

We need those that are determined to refine and iterate. Being comfortable with that feeling that arises when it’s not quite finished, but you put it up on the wall anyhow because it’s time to share your work with the world.

We need thick skins and open, broad minds. These are the people who are able to hear feedback, sift through the awkward communication of humans to identify what’s working and what’s not.

We need teammates that are able to provide constructive feedback. Not personal preferences but thoughtful analysis of how well the solution achieved the objective. Being able to describe how it made them think or feel and what triggered those thoughts or emotions.

We need people working diligently at mastering their craft. Honing in on their unique talents, cultivating a distinct perspective on the world and the problem at hand, and then working diligently to become better.

We need individuals who understand their career is a string of projects that will wind and weave through different periods of life, with each phase clearly imprinted in their work. People who can trust there is a through-line that will reveal itself over time but only comes from putting one foot in front of the other each day.

We need a collective of artists, each proud enough of their work to sign their name at the bottom, putting a little bit of themselves into everything they do and sending it off into the world.

In my humble opinion, it is artists that create powerful brands. We need more artists.

 

*Full disclosure, I was an art student. I became a photographer. I use what I learned in school and in the field, every day, even though I haven’t made a living from clicking a shutter in over a decade.

 

In The Present

“Learn from the past. Live in the present. Plan for the future.”
– Anonymous Special Operations Sniper

What worked last year, or at our last job, may not work here.

Here, today, in this moment, we have a unique set of challenges and opportunities. We are working with a different team. We have a different starting point and different objectives. We have different tools at our disposal. We might even have a different title or role to play.

The human brain looks for patterns, using the past to predict the future. It’s how we survived for thousands of years finding food, water, shelter, warmth when it was cold and cool air when it was hot. But today we live and work in a rapidly changing world.

Taking a product to market looks completely different today than it did just a few years ago. Whole markets now transform in less than a decade. More than ever we now need to approach the present as a unique instance. We can’t simply repeat past actions.

Yes, we must learn from the past. Yes, we must apply universal principles. Yes, we must plan for the future to set a clear course of action. However, more important than looking back or looking forward is being present.

How often do we simply sit still, with no screen, just being in the present moment? How often do we take time to step back and just observe what’s going on in our lives, in our office, in our market, in our own head?

Learning from the past and planning for the future are only useful if that knowledge and vision is put into action. We can only act in the present moment. So let’s be present, right here, right now, to take right action.

 

Groundswell Change

We find resistance to change is contagious. Fortunately, we find change is also contagious.

Few welcome change, because change is hard and scary. For organizations, change is especially scary when it’s instigated from the outside. It is viewed as a threat to the tribe, with the resistance hardwired into their collective psyche; they are not us, therefore, they do not understand us or know what is good for us.

Change from the top down is also met with resistance if there is not a deep level of trust. Because top down change is being pushed on the organization, it requires buy-in from the start, skillful change-management along the way and sustained effort to avoid regression before new pathways are created and grooves worn into place. Few leadership teams are experienced in change or have the bandwidth to sustain such an effort.

Groundswell change on the other hand, starts with a few individuals peppered throughout the organization, slowly moving through teams, building momentum as it travels–occurring gradually and then suddenly.

Groundswell change is triggered by leaders in the organization (not to be confused with leadership which is determined by titles). Leaders are the individuals that people go to when there is a problem because they have proven to navigate the organization to resolve issues, guide colleagues towards solutions or be a sympathetic ear.

These leaders exist in every organization, at every level, and influence across teams. They are lighthouses in the fog of war and cheerleaders through the daily grind. These leaders, too, will start off resistant to change as they protect their tribe and the brand as a whole. However, as trusted leaders, they are also keenly aware of problems in the organization and their systemic nature.

The first step in building trust in leaders is to listen. The team members need to know the change-maker understands the problem–– not just the symptoms, but the problems at the root of the symptoms.

Leaders then need a vision for a better future. How are these issues going to be resolved and how will the organization look, feel and act? They need a clear and honest picture of the future to buy into. They are not looking for rainbows and unicorns. Leaders want to understand the reality of the path forward, the good, the bad and the ugly.

At this point, no trust has been built -only the soil prepared for trust to grow. Trust comes from delivering. Leaders need to see issues resolved. They need to experience improvement–– for themselves and their colleagues. Even better is if they themselves are empowered to resolve the issues.

That’s when the groundswell begins. That’s when people turn their heads to see what’s happening over there. Word spreads about lives improving. The results start to show in ways others can see, experience, or hear about. Actual change, however small, stirs a desire to join.

As momentum builds, larger more difficult challenges can be taken on as the will to power through the dip and the energy to sustain the effort start teeming through every level of the organization.

Change is hard and scary. Fortunately, the feeling of empowerment that comes from shaping the destiny of a brand, organization or our life as a whole is one of the most rewarding human experiences.

 

Our Strategy Is Worthless

Our brand strategy, our business strategy, our go-to-market strategy, our social media strategy, it’s all worthless. All that time contemplating, debating and refining, it’s all worthless. Unless… the organization can execute tactically.

The success of the brand, will be determined by the organizations ability to embody its unique principles and values in all that it does; and to continue to do so as the business scales.

The success of the business will be determined by the organizations ability to understand and execute the business plan; while dealing with market challenges outside of its control and the growing pains faced as the businesses scale.

The success of the marketing will be determined by the organizations ability to align its efforts across multiple teams, internal and external, to put the energy of the entire organization behind the tip of the messaging and experiential spear.

At the end of the day, the success of a business comes down to the success of people. The ability of individuals to execute, and do so as a collective in lock step with their peers.

We spend little time developing talent. We financially penalize those that stick around and reward the new person with that prestigious college and big brand on their resume. We spend little time building leaders and furthering education. Once a year we align the troops on a plan, then send them off to a year-long battle that never unfolds as designed.

Strategy is necessary. Planning is critical. Execution, by individual people, in the trenches, trying to balance work and life and emotions and desires, that is what determines if we live, die or thrive as an organization.

What are we going to do about that? How can we best ensure success? Maybe we should start by dedicating a bit more of our time to our people, instead of our spreadsheets.

The Wisdom of Voltron

Preface: This is not a geeky sci-fi deep-dive.

In the mid-80’s the Japanimation inspired sci-fi cartoon Voltron burst onto our five-channel TV scene (that’s including PBS) to become the number one children’s show. Looking back, the story is pretty ridiculous, five astronauts each piloting a cat-like spacecraft that together form into a mega-sized futuristic knight robot to fight alien robot invaders, using a sword in one hand and a cat mouth as it’s other hand.

Yet me and my brothers were glued to the TV, and not just because of our channel deficiency. Voltron made a comeback on Netflix in 2015 and is currently in its third new season, competing in today’s crowded content field. Voltron is unique in its storyline, standing apart even today.

Most superhero’s act alone. At times, they come together to fight evil, but they are all individuals. Many cartoons and children’s programming will involve teamwork; individuals taking on challenges with help from another. Only Voltron relied on all five characters, each unique in their strengths and weaknesses, coming together to form one powerful unit.

Voltron is the model for organizations today. As our culture moves towards individual sports, the individual as the brand, the individual dominating as the storyline; it’s the team of individuals working as one entity that has always been the key to success, and is only made more critical in today’s complex and rapidly changing business landscape. The challenge for many businesses is that this mindset runs counter to the American culture, creating a vacuum of true leaders and “the whole is greater than the sum of its parts” like thinking.

As our sense of community has crumbled, as our culture idolizes the individual, our work environment is now the dominant vehicle for cultivating leadership and the ability to work as one. It’s up to organizations to instill this wisdom and experience in individuals. If an organization isn’t trying to build an army of Voltrons, it’s success will be short lived.

“The trouble is…”

“The trouble is, you think you have time.”
― Jack Kornfield, Buddha’s Little Instruction Book

This isn’t a call for acting with reckless abandon. This is a call for intentional prioritization; for doing what matters most given the limited time we have on this earth and the fragility of our bodies. For some, this means quitting a job, dropping everything and traveling the world, touring the country in a van or living off the grid. I often admire, through Instagram’s small window, those on that path as they heed Jack’s words. But that is not our path right now.

For those of us on the path of service, the call is to do work that matters most, to us and to the world. No matter where we are in our career, this is a call to take on our daily tasks like today may be our last. If we had one day left, what work would matter most? What could we leave behind for our employees, colleagues or clients so that they can continue to do work that matters most?

This is a call to take on our work from a place of purpose –with focus, discipline and passion– while enjoying the ride with all its ups downs and spinning around– because it may be our last. This is a call to take the time to admire this awe-inspiring world and our ability to create something from nothing, like gods, and watch that creation take flight. Or watch that creation crash and burn, learning valuable life lessons that help to illuminate foundational principles on how this mind-blowing universe works. And while today may be our last, this is a call to always take time to sharpen the saw so the next day may be as purposeful, productive and rewarding if we are lucky enough to have the opportunity again.

Tactically Speaking
At the tactical level this is creating the habits and rituals that structure our days, weeks, months and years. This can be applied personally to design our lifestyle or, organizationally, to design our company culture. The wisest that have ever lived speak of our lives like water: They can take many different shapes and paths. The vessel we put them in is what defines the form and behavior.

So, we must design the structure that best serves us, the individual or collective-organizational us. What is our morning ritual? What gets done first when we sit down to work? How are Mondays different from Wednesdays, or are they the same? Do we have daily scrums or weekly touch-base meetings or both? What do we do at the end of months, or on birthdays, or in the summer?

P.S. This is a message to myself, I’m just sharing it with you.

 

Are we building a boat or a house?

Boats
Boats move and turn- big ones slowly, small ones quickly; but they all turn. If we have a direction in mind, a crew that can communicate and a rudder to steer, we can control its course and speed. The speed and agility of the boat is dependent on the boat design and the capabilities of the crew.

IBM is a boat. Berkshire Hathaway is a boat. Amazon is an Armada.

Houses
Houses are affixed to the ground. The surrounding land is surveyed to select the right site. Then the house is designed and built to fit that site, to be sturdy and never move. Change comes from painting the outside, redoing the interior design, or putting on an addition. The aesthetics, experience and quality of construction come from the team that designed and built the house and is maintained by the homeowner or occupant.

Sears is a house. Toys R’ Us is a house. So is Red Bull, Prada and Whole Foods.

Are we building a house or a boat? Are we developing a specific solution to a specific problem (a house), or are we pursuing a purpose (a boat) no matter where it takes us?

 

It’s A Scavenger Hunt

The breadcrumbs are everywhere.
It’s a game we’re all playing.
There is no end to the game.
The breadcrumbs just lead us to “Where next?”
If we pay attention, whether we keep moving or stand still, there will be another breadcrumb.
There’s always another breadcrumb.
The better we get at the game, the more obvious these breadcrumbs become.

Breadcrumbs can be a carrot or a stick.
That high ROI long-tail keyword – a carrot.
Or that pain in my shoulder and crunching sound in my knee – sticks.
If we ignore the carrots, they often bounce in front of our face to catch our eye repeatedly.
Eventually carrots move on or are eaten by someone else.
If we ignore the sticks, they swing harder, inflicting more pain (physical, mental, financial, etc.)
Sticks only stop when we do something about them or when the game is over.

To win the game, we first need to be looking for those breadcrumbs.
We need to be curious, open-minded and broadminded.
We also need to decipher breadcrumbs from trash.
The only way to know for sure which is which, is to test and measure.
Is it a great tasting carrot?
Is there less pain?

Little by little, breadcrumb by breadcrumb, we find our way.

 

Agency Rules

We thought we’d share some rules for hiring and working with agencies (us included) that we’ve developed over years from seeing some truly dysfunctional agency relationships.

  1. Task few with thinking and many with doing.
  2. Manage agencies directly, never letting an agency get between you and an agency.
  3. Take the time to get clear; the clearer the input, the more efficient and effective the output.
  4. Make measurable performance metrics and review those metrics regularly. (See rule 23)
  5. If you are going to choose not to listen to them, then don’t bother hiring them.
  6. When it no longer works, move on. Agencies are not marriage material.
  7. Be of high value to the agency’s image or bottom line, or be fun and interesting to work with.
  8. Make sure you are getting the nerds, geeks and weirdos; the “cool kids” are just for show.
  9. Don’t pay double or triple or quadruple for entry-level talent, hire your own 23-year-old and have the agency tell them what to do.
  10. Get your own references, not the ones they send you.
  11. A worthy agency will push you to the edge of your comfort zone and show you the results of their recommendations, the good, bad and ugly.
  12. If they treat their team like commodity labor, you will not get great work. You will get done work.
  13. If it’s a lifestyle agency, designed for employment while playing in the mountains or ocean, you will never be their priority.
  14. Provide them with challenges they need to solve, not solutions to execute.
  15. Ask lots of questions in order to learn to fish, if not tactically then strategically.
  16. They need to understand your business model (how you make and spend money) and how you operate.
  17. You need to understand their business model (how they make and spend money) and how they operate.
  18. The bigger, nicer and more prestigious their office, the less work you receive for every dollar you spend.
  19. Don’t hire an agency when a good freelancer can do the work just as good, cheaper, and with better customer service (because you mean more to their reputation and bottom line).
  20. Communicate as needed, not just weekly and at a set time.
  21. Play devil’s advocate, -red team blue team- to understand solutions from all sides.
  22. If they are doing work you and your team don’t understand, you need to get educated or get a second opinion to gain that understanding.
  23. Good work is not just pretty work; it’s effective work. (see rule 4, but be careful what you measure)

 

The Power of “I Don’t Know”

When was the last time you heard, “I don’t know” in a meeting? Or, “Let me do some research and get back to you on that.” Instead, what we typically are encountering is the opinions of others.

Opinions spur debate because they are based on our own limited experience of the world. When we try to influence from the point of opinion, we are assuming everyone else in the room shares our same life experience or has the capacity to relate to it. They don’t.

Not only are these opinion-based debates ineffective, they are corrosive and time-consuming, eroding trust between team members and fragmenting the brand platform into personal interpretations.

Saying, “I don’t know” short circuits these debates. It creates a void, nothing to push against. It creates this space by stating anyone in the room might be right, but we don’t have enough clarity to make a decision. “I don’t know” calls into question the equation being used, without directly questioning the individual’s math. In this temporary opinion ceasefire, we can take a step back from promoting our answer and discuss how best to find an answer.

“I don’t know” does not end debate but creates a more constructive one by shifting the team away from evaluating the answer and towards evaluating how one came to an answer and why that’s the right approach.

“I don’t know” is so rarely said during these debates because not knowing puts us in a vulnerable place. After all, our job is to know, right? Wrong. Our job is to figure it out. Let that sink in for a moment.

Your job –at every level, in every department–is to figure it out. Your job is to gather, test, learn, discover, unearth and see what happens. The more experience we have, the better we get at this process and the better we get at figuring it out. The reason the beginner’s mind is so powerful isn’t because of beginner’s luck but because the novice comes to the problem knowing they don’t know, and this forces them to figure it out. The only path forward is to gather, test, learn, discover, and unearth, constantly scanning the environment for clues.

“I don’t know” lets everyone in the room off the hook from having to be a wise, all-knowing sage on the mountain top. It frees us to be scientists, questioning the world and conducting experiments to find answers to those questions – sometimes falling on our faces in the process, but sometimes discovering a breakthrough.

“I don’t know” has the power to transform the culture of organizations, exchanging the massive amount of time once spent debating, for time spent researching. That research shifts teams from designing experiences for themselves to designing experiences for their customers

“I don’t know” has the power to build more cohesive teams by steering individuals towards the pursuit of answers that are aligned with the brand’s principles and values, not their own.

The “I Don’t Know” Process.

  1. Listen
    The first step is not to state that we don’t know; the first step is to let the fly. Again, these opinions are insights into the speaker’s perspective, born from their life experience. So let the team put their answers on the table. Ask questions to understand how they came to those conclusions to better comprehend their point of view and approach.
  2. I Don’t Know.
    State in some form, “I don’t know the right answer” or, “I’m unclear about how to evaluate the answer.” Making yourself vulnerable creates permission for others to be vulnerable. But you can’t leave that vulnerability hanging out there, or the opinions will devour this opening to promote their answer.
  3. Zoom Out.
    Disagreement on an answer is a sign of a lack of a clarity further upstream. Either the team is not clear on the objective, the strategy being used to achieve that objective, how tactics are best utilized or the context in which these are being applied. Quickly pull the conversation back from the “answers” and discuss these clarifying elements; the objective, the strategy, the tactics, the context. Again, be vulnerable by saying, “I need to make sure I’m understanding the project (or decision).” Then you can shift the conversation into clarification further upstream.
  4. Design The Path.
    With clarity regarding where the disagreement or confusion lies, the team can then focus on identifying the best path to finding the best answer possible (the right equation). Note, this isn’t determining the perfect answer. This is figuring it out as best you can given the resources available. Unless decisions need to be made immediately, this usually involves research and reporting back to the team with analyses and findings.
  5. Regroup, Informed.
    Information and data is reported to the team and reviewed prior to regrouping to make a decision. With everyone on the same page, working on the same equation, using the same data, a constructive discussion can be had to determine the best answer.

P.S. This post is most definitely a note to myself

Brand Loyalty

A customer’s dedication to repeatedly purchase the same products or service now and in the future from the same brand, regardless of a competitor’s actions or changes in the environment.

Trust It, Or Fix It

 

Trust the Vision. Trust the Plan. Trust the people. Trust the process. Trust the system. Or fix it.

In building a high-functioning organization, there is no in-between when it comes to trust. You’re either focused on doing your job, trusting others will do theirs, moving forward in lock-step on a clear path towards a shared vision, or you’re not. Organizations that lack trust have an innate level of dysfunction at their core. This dysfunction acts as an anchor dragging on the power, speed and agility of the organization. So growth slows, talent leaves for more fertile ground, competitors begin to catch up or pass by. And if the rising tide of a growing market begins to ebb, the organization begins to collapse.

Trust is the glue and the grease. It’s what creates the bonds between individuals and teams and can often last a career. And trust is the grease that moves information through the organization. It enables that lock-step action, concentrating the full energy of the organization behind the tip of the spear while remaining agile enough to learn and adapt.

The Warning Signs
When trust is lost, our instinct is to centralize control. This is a clear sign of broken processes, systems or relationships. This clamping down constricts the flow of information, either by design or as a byproduct of natural bottlenecks.

Information empowers individuals to decide, act and collaborate. When the flow of information is slowed- or altogether stopped, individuals become disempowered and unable to influence or make decisions. Or, at best, they will lack clarity, often leading to poor decisions and further degrading trust.

To avoid being disempowered, or as an immediate fix to a failing process, system or relationship, our instinct is to grab some control ourselves. While sometimes well-intentioned, this triggers the cycle to repeat, creating silos and fiefdoms of control.

How Trust Is Cultivated & Lost
As Steven Covey described it, building trust is like putting deposits in an emotional bank account. It grows slowly over time, action by action. However, withdrawals happen quickly, with a single act able to undo months or years of deposits.

Because trust is built slowly and lost so quickly, it’s critical for leaders to create fertile ground for trust to grow and reduce the emotional volatility that leads to large withdrawals. When leaders sow seeds of distrust or ignore clear signs of its presence, the rate and size of withdrawals increase exponentially as it spreads to the entire team. This is why the saying “a fish rots from the head down” still rings true hundreds of years after its inception.

When “the fish” is alive, the head initiates all action throughout the body. Likewise, leaders must be hypervigilant in cultivating and monitoring the level of trust in the organization. Again, back to Covey, in his research studying leaders that build trust, he identified thirteen key behaviors:

  1. Talk Straight
    2. Demonstrate Respect
    3. Create Transparency
    4. Right Wrongs
    5. Show Loyalty
    6. Deliver Results
    7. Get Better
    8. Confront Reality
    9. Clarify Expectation
    10. Practice Accountability
    11. Listen First
    12. Keep Commitments
    13. Extend Trust

It’s important to note that it’s the combination of these thirteen behaviors that builds trust. For example, talk straight, but do so with respect and after you have taken the time to listen (#11).

The Process of Building Trust
There is no quick path to building or restoring trust. It is a way of being, a practice. As Covey defined it, “Trust is confidence born of two dimensions: character and competence.” What is the process for developing character or any aspect of ourselves? That is a topic for another day. However, the first step is always the same, START!

Identify trust as a problem. Make it our focus. Become a student: Read about it. Observe it. Measure it. But most of all, let’s act to correct it. We can’t let distrust sit and fester as we work on our character. If there is a process that is creating a lack of trust, let’s make it a priority to fix it. If a leader is cultivating a lack of trust, let’s bring them into our process or remove them. If a system is causing issues, leading to a lack of trust among the team or with the customer, let’s fix it.

A few places to getting started
The 7 Habits of Highly
The Speed of Trust by Stephen Covey
The Advantage