Quiet please I'm thinking

I have been reading the book 'Quiet' by Susan Cain who raises the question how did we go from Character to Personality without realising we had sacrificed something meaningful along the way.

That 'something meaningful' where space is provided to process, create and be productive. Where quiet reflection is valued as highly as group interaction.

That 'something meaningful' where thoughts can be internal for a time before they are shared. Where group thinking and consensus does not allow the opinion of a few to dominate.

That 'something meaningful' where shouting is not required to be heard. Where deep thought is as important as making a statement. Where diversity includes room for introversion as well as extroversion.

In the noise that exists in work and life, through shared experiences, group activities and team connectedness, there is limited attention given to the need for 'quiet.' Solitude and thinking independently are not negative behaviours. An intense focus on a problem can deliver creative solutions. We need to find ways to enable this and not take away from the contribution of those who need to break away from the group noise to find their own thoughts.

One thing is for sure, there is more noise than ever before. A no other time has self expression been more accepted or encouraged. As pointed out in 'Quiet', the on-line space has created an even playing field for introverts to promote and share their ideas, without the restrictions or difficulties they would encounter in group situations.

The book 'Quiet'  is a voice for introverts, more importantly it challenges the popular views on how we should interact and work together. It is true that extroversion is admired and has become the default preference for how we operate. Extroversion can be trying when there is too much of it, and even demoralising if you find it difficult to speak up.

Finding the balance is key for break through thinking, work satisfaction and personal development.

A Dynamic Approach to Structuring Marketing Teams

Consumer behaviour and how we communicate has changed. In response, business leaders are reshaping marketing teams. In this period of adjustment, ambiguity around the role of marketing is growing as various structural models are being trialled.

"People shop and learn in a whole new way compared to just a few years ago, so marketers need to adapt or risk extinction." 

Quote Brian Halligan, CEO Hubspot.

There are various views and expectations around how marketing teams should operate and what they are responsible for. The mix of competencies required and structural fit is up for debate. 

Emerging areas of expertise, big data analytics and socialisation of communications requires new competencies. While marketing effectiveness becomes more and more interwoven with technology, the structural frameworks are still evolving.

Consider just a few areas of thought impacting the structural design of a marketing team. Considerations such as:

- Should digital and social media expertise be integrated into existing roles or defined as a specialised skill set?

- Do the skill sets sit in an area of marketing excellence or in other functional areas within the business?
- Are marketing services shared or divisionalised?

- Where does expertise for communications, marketing technology and creative services sit?

- What does the term Marketing mean within the business relative to Sales and Corporate functions?

There is clearly a need to adapt quickly and be flexible in determining the most effective structure. The challenge being to ensure that the rest of the business is clear about the model 'in play.'

Roles are emerging within marketing with newly created titles and areas of focus. These roles come and go, and are distinct from the expected disciplines. The result is  that marketing is perceived as an area of unrest, always chasing the latest fade rather then making a proven contribution. A real problem for positioning the area in the short term. 

Also, within organisations the need for effective communications and design is required by a range of departments. Skill sets that were once the exclusive domain of marketing are in high demand across organisations. This can lead to resources being distracted from an external focus and being over stretched. Diluting the effectiveness and single minded focus of marketing teams.

Initiatives such as employee branding, talent acquisition campaigns, corporate issue management via social channels, internal social network building, influencer blogging, on-line content generation - all require talents that traditionally sit in marketing areas. Structural considerations need to recognise this trend and dynamic.

Marketing leaders must be quick adaptors and comfortable with structural 'trial and error' to achieve optimal team performance. Bringing other parts of the organisation into the loop as the group reinvents itself is necessary to overcome the ambiguity created by change.

Marketing skills are needed more than ever across business disciplines to improve communications and implement creative solutions. This high internal demand requires a structural model that enables a balance between creative service expertise and 'go to market' initiative.

This all results in the credibility of marketing being under question - adapt or become extinct. Marketing leaders therefore need to focus on clearly articulating their vision,  what they do and don't do, and how this will deliver on the business plan.

Marketing groups that can not adjust, reinvent themselves with a clear vision of success, and structure with a purpose (even if this changes often) will lose organisational effectiveness. 

It seems crazy to be asking ourselves What is Marketing? 

What's your biggest challenge in building credibility for the marketing function? 

What lessons have you learnt in trialling new structural models?

Campaign or Content Brief

There are two ways to look at a communications brief:

1) Develop a campaign concept 
2) Create 'campaign-able' content

A campaign approach is single minded and targeted. All materials produced fit together under a theme, style and narrative. Reinforcing key messages in a relevant conceptual framework. This is how most communications briefs are approached. 

Here's the thing about always approaching communication briefs as a campaign - content repurposing is often limited by the boundaries set in a campaign approach. So while it is recognised that a lot of content exists within organisations it is hard to stretch across media channels. A lot of one-off communications pieces exist that could be utilised 'if only'. 

In a multi-media age, a fresh approach to communications briefing where campaign-able rather than campaign is the 'big idea', can generate content with a purpose to repurpose.
This requires a flexible approach to production and creative thinking to dial up messaging for a specific audiences.

As corporate messaging becomes more responsive, I feel that communicators need to shift their thinking to be more like direct marketers in many ways.  This is a big mindset change. Direct marketers trial audience response and use these learnings to tweak content to optimise impact by media, segment and behaviour. They also publish the same or similar content pieces more than once to reach a wider audience, as they recognise that an audience base grows and timing impacts our responsiveness.

This is where a 'campaign-able' content approach comes into play. Content can be integrated into communications programs, it can be re-run with a new context, it can be shared, commented on, and reworked to increase cut through over time. It becomes content rather than campaign materials, and is therefore an asset that can be leveraged over time.

Here are some suggested asks to place into an internal or external communication brief to generate a content approach:

• Demonstrate how the content could work in various media layouts, events and publication styles
• Allow for customised changes in the creative production that can be done in a timely and cost effective way
• Consider what format the concept would take if peer to peer sharing was an objective
• Explain how the content produced could be repurposed? Which audiences, where and how?

Content may be king, however you don't want it to have a short rule in a small closed off kingdom.

The Pursuit of Marketing Excellence

The pursuit of marketing excellence is a journey of discovery, territory expeditions, and sharing experiences. Like all great adventures, it is the twists in the tale that capture our imagination and stick in our memory. We learn as much from the chase as we do from the conquest.

A marketing culture that champions excellence has evidence of robust processes and information exchanges; all done under the umbrella of an aspirational internal positioning of marketing pursuits. 

What evidence of excellence would exist?

- details on ROI (return on investment) and/or ROO (return on objectives) are identified upfront

- is insight driven when formulating approaches

- NPD (new product development) has the customer in mind

- openly shares strategy and campaign development

- documents execution and performance

- trials and tests, learns quickly

- is flexible about changing direction based on test data

- keeps pace with new media, distribution and technology impacts

- actively exchanges ideas and best practice across brands and markets

- keeps watch on the external environment

- invests in training and access to experts 

- recognises and rewards excellence 

- builds informal marketing networks that lead to collaborative solutions 

What can really ignite Marketing Excellence is positioning it right. After all the words marketing and excellence together are powerful. Like any impactful campaign the 'call to action' must cut though and be memorable. 

Reflecting the desired marketing qualities in messaging, events and programs reinforces what the pursuit of excellence is all about for marketers. It will bring them on the journey. Marketers can be a tough audience to engage because they know all the gimmicks. 

The principles that I work too for engaging a marketing audience are:

- celebrate all things marketing - that is give it the spotlight (obvious maybe, but often not done)

- surprise and delight (don't do the obvious eg. Show the viral campaign that everyone has seen)

- always have  a theme for marketing excellence (shake it up every year)

- create energy and fun (not funny, marketing is a serious pursuit, it important not too make fun of it)

- champion the marketers and their campaigns 

- bring an external voice and/or perspective

- create some challenges and competition

- create a way of sharing learning, approaches and success stories 

- start an internal word of mouth campaign to build awareness and interest

- peer to peer is powerful

- bring the 'rational', bring the 'emotive'

- marketers respect clever creativity and messaging

In the pursuit of marketing excellence realise that there is always a new way forward to explore and test. The destination may not always be clear, however the experience is always worth the journey.

Confessions from client side

Having managed the creative design process on client side for a number of years the reality is that visual work is viewed and commented on by many inside an organisation. Compare this to many other functions where work outputs are mostly shared with one or two others at the most who are usually subject matter experts. This means that working in a corporate role with creative responsibilities is exciting and confronting all at once.

Earlier in the year I came across a fun post on designtaxi.com. It showed a set of posters developed by a London designer called Anneke Short which portrayed the frustrations and realities that designers often face. A frank and comical insight into the challenges for a designer in the creative process when it comes to briefing expectations and perceptions.

I thought it would be fun to show the client side perspective. So here it is - Confessions of a Corporate Professional, what really goes on in a Brand Managers Mind.

Designer

Client

Yes, as clients we need and love to see the corporate or product logo. We are obsessed with it. Deal with it. It gives us reassurance that the design concept will work and we can show it to senior execs. I have seen so many great ideas for packaging and/or advertising get thrown out just because the logo was not visible or treated with care.

Designer

Client

Clients are paying for concepts and ideas. We are hoping that you can come up with them fast so we can get a quick idea of whether one of them is 'on track'  to move forward for approval. After all, we have a lot of stakeholder expectations to manage. A lot of the time our internal colleagues don't know what they want or how to articulate what they need creatively.

Clients are often not open about their motivations when they make a request like this. They do not want to admit they do not know what they or their internal stakeholders are wanting.  A good client requests this when they are trying to get an understanding of what their internal clients want and will share this information up front with the agency. This leads to the point that often clients and agencies enter into the full creative process when really it would be better to explore ideas ...rarely this happens.

Designer

Client

A lot of clients are not experts in creative techniques, production, the concept of studio management or creative software. They have no idea how long something takes to do or how hard it may be. If you then take into account that this is multiplied by the fact that there are internal clients requesting creative work with even less knowledge of these considerations, expectations of efficiency and timings become clouded.

While clients often want 'what they ask for, when they want it',  it is still worth spending the time to explain or identify the process up front. Assisting clients to manage expectations with their internal stakeholders and educating them to be confident to talk about the process helps them be a good mediator when necessary. It will also help them to positively position the design expertise and convey processes.

Designer

Client

Most clients have little choice about the technology platforms they use. In fact in large corporations 'fitting in' rather than 'standing out' is expected to a degree. The ability to put business success first rather than personal agendas.

Believe me, creative people from agencies are often intimidating to clients because they are perceived to be cool trend setters.

We know what agency professionals think of us corporate clients .... we are like PC from the famous MAC and PC campaign. You see us as uptight predicable conformists. This makes us feel slightly awkward around you, because we need to be restrained and considered in our thinking, even if we want to be more daring.

Designer

Client

This would be very frustrating for a designer. You would be amazed at how many clients secretly think they are creative because they have software at hand. Good clients know what their role is in the creative process which revolves around project management, relationship building, influence and professional credibility.

Seriously would a client ever say 'I know my way around a spreadsheet, so send me the budget and I'll play around with it.' It is assumed that there is financial expertise and planning inputs which have been utilised to derive the final version. Yet we often devalue creative work by playing around the edges and losing sight of the discipline needed to produce outcomes.

Designer

Client

Again this perception would be frustrating for a designer. Here's where it comes from.  Clients and their internal stakeholders do not think conceptually or in creative terms most of the time. We spend our days talking about business and industry activities and challenges. So when a designer talks in creative cliches with little business language the perception is they have little understanding of professional realities.


Thank you to Anneke Short for putting these thoughts toghether. They made me smile as I have had the similar thoughts when dealing with internal stakeholders trying to brief me on their needs on client side.  I hope this helps put some perspective on client thinking.

Entrepreneurs and Innovators Need Only Apply

There is high demand for entrepreneurs and innovators right now. The race for growth and 'break out' innovation is on as businesses look to future proof offers and grow income streams.

It's a great time for creativity and 'go getting.' New ideas need to prevail despite organisational barriers. Taking a 'leap of faith' into a brave new world is the only option for some organisations with technology changing the playing field.

The future is here now, and the talent gap is widening. Companies are fast-tracking cultural change programs to stay ahead of competitors. The 'shout out' for entrepreneurs and innovators is deafening. It seems to be implied in every job advertisement - our company needs individuals that will help us evolve and grow - Entrepreneurs and Innovators need only apply. 

Establishing a workplace that supports process discipline, entrepreneurial tenacity and innovative creative thinking is a challenging construct. A major leadership engineering task. 

New resources acquired to boldly instigate change coupled with established process enforcers makes for an interesting work dynamic. Motivating individuals and establishing interaction rules needs considered attention. Fostering internal partnerships that collaborate effectively to develop solutions requires progressive management thinking.

Below are some thoughts of management style principles to accommodate the entrepreneurs and innovators that every business is chasing:

• Champion inquisitive and flexible project management practices
• Embrace diversity
• Value and reward contribution 
• Avoid curbing enthusiasm, direct it towards an outcome
• Respect areas of expertise and opposing professional strengths
• Encourage exploring leads/ideas to come to 'own' conclusions
• Be a behaviour moderator - not conformist 
• Check robustness of ideas and set clear decision frameworks
• Navigate cross functional politics and decision hierarchies
• Be a gatekeeper of ideas that do not lead anywhere - allow quirky thoughts and unstructured processes 
• Maintain an external focus on the customer
• Be willing to try new approaches 
• Make process checks pit stops rather than long endurance races
• Manage risk, set a tolerance for failure
• Do not over commit - ensure checks and balances are in place

The call is out for entrepreneurs and innovators.....who answers and who listens will determine future success or failures.

Creating Internal Respect for the Brand Signature

The brand mark is like your signature. Would you sign your signature to a statement, idea or representation that does not reflect your values? The answer would inevitably be NO.  

This simple analogy can be applied to business and personal branding. It is relatable way to engage others in making ‘on brand’ judgements in their day to day roles. Too often brand strategy is presented in an abstract way, where others can’t see the relevance to them or their roles.

Social networking has resulted in a focus on personal branding. Job offers, social community acceptance and even friendships can be influenced by an individual’s on-line image and values. Your personal branding can have an impact without knowledge or warning. Thinking that an objectionable on-line persona is immune to a wider audience is misguided.

The idea of ‘living the brand’ through thinking and acting in alignment with core values builds an image over time. In organisations with many employees and customer interactions it is the ultimate positioning tool. The challenge becomes engaging internal audiences to understand this and consistently align their actions to reflect brand values. 

There are organisations attempting to control brand image and manage risk through having access to employee social media sites. While this highlights the importance of consistent brand representation and associations, education and engagement is a more effective long term strategy. 

Every interaction internally or externally creates an impression of the brand. Individual actions will stand out as the exception rather than the rule for brands with strong equity. Building a collective set of positive experiences and associations over time, rather than micro managing negative ones results in increased stakeholder loyalty.

The following is a guide on ways to create internal engagement for the brand strategy.

·       Accessible brand messages:   Branding theory and language can come across as abstract and detached. Drawing analogies to real life examples builds a compelling rationale and makes it relevant. The growth in personal branding has by default heightened the interest and applicability of ‘values’ based decision making, actions and communications.

·       Everyone can recite the brand values: Every employee must be able to recite the brand values and understand what they mean. Providing tools and easy reference points is critical. Find examples of work or interactions that are ‘on brand’ and ‘offbrand’ to clearly demonstrate.

·       Integrate into performance standards and protocols: A way to make brand values accessible in every day work roles in to integrate into existing performance standards and/or protocols for customer and internal decision making, interactions and service standards.

·      Be specific about how ‘inside actions and choices impact ‘outside' perceptions. State this clearly and where possible discuss examples relating to other companies.

Keep posing the question – Would you place your signature here?