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Brendon Derr of Cella Consulting describes it as “the elephant in the room that nobody knows is there until it moves in the wrong direction.”
“A healthy corporate culture”, Derr explains, “can be one of the most, if not the most, valuable assets to a Creative Executive. The quantifiable outcomes of a healthy corporate culture can be tied to increased productivity, higher employee retention, accelerated learning, and more consistent innovation. If the culture is healthy and has been that way for a long period of time, you may never even realize how much you’re benefiting from it. However, when the cultural health of a creative organization goes south, you’ll quickly begin realizing its negative impact.”
Derr also points out that the creative industry has always had a problem with defining career paths, noting that “creatives tend to reach the highest rung of the corporate ladder much more quickly” then their counterparts in Human Resources, or Accounting, for example. This is something that I’ve experienced first hand; I was hired on at a company in 2005 as a Marketing Coordinator, and in about a year was promoted to Marketing Director. A promotion in title wasn’t possible, so it remained the same (but my salary grew) through my tenure there. To take Derr’s point a step further, when one is promoted quickly and has nowhere to go, one’s learning curve plateaus. Once this happens, morale drops (almost infectiously), and culture is negatively affected.
In Derr’s post, he chats with David Olson, President of Walton Consulting, Inc., who suggests,
“The key word is not ‘advancement’ but ‘contribution.’ Most companies from every industry under the sun have this problem. Intrinsically, employees want advancement so they can feel like they are growing and contributing. In an organization that is flat in the area of advancement, you need to engage the employees in other forms of growth, measure the contributions, and encourage them and reward them when their contributions grow.”
Furthermore, Olson explains that when a creative department is feeling isolated from the rest of the company, that fixing it is a leadership discussion.
“It is the leader’s job to show how each department plays a role toward helping the organization succeed, hit its goals, win the game, reach its vision, fulfill its mission, etc. It’s also important, when relevant, to show each department how they serve one another so they feel like they’re on the same team. Bottom line, leadership in any corporate function needs to define company and departmental objectives and then become evangelists in the effort to communicate it on a regular and consistent basis.”
Both men mention that keeping an eye on the culture of a team (and the organization as a whole) is something that should be done at all times.
Via the CreativeExecs Blog.
I’m pleased to announce that I just finished The Corporate Creative: Tips and Tactics for Thriving as an In-House Designer by Andy Epstein. I had the pleasure of attending two of Andy’s seminars at the 2009 HOW Design Conference in Austin, and it’s worth reporting that Andy is responsible for my current quest for knowledge on the intricacies of running (or being a part of) an in-house corporate design department.
I’ve described a few of Andy’s points that really hit home for me:
One of the most powerful actions you can take is to consistently forge strong personal relationships with your clients and upper management. Embrace the tenets of customer service! Your clients will be the biggest advocates for you (and your department) when you provide them with great service. Want some real-life proof? Here’s an excerpt from an e-mail my in-house team got yesterday:
“Hey marketing geniuses, our meeting with [name omitted] could not have gone any better! The book you all prepared for us made the meeting go incredibly smooth… It’s one thing to have a good program and talk about it, its another to back it up with the style and class you put forth… Thank you again! [Department name omitted] would still be in the dark ages if it weren’t for Marketing.”
Practice the Three-R’s: Retreat, Reflect, and Respond. Whatever that zinger is about to slip out, either mentally or physically withdraw from the situation, think about what result you’d like to have come out of that situation, and act appropriately to achieve that result. Us designers tend to wear our hearts on our sleeves… my current boss even told me once that I have no poker face. (This further explains why I don’t really care for poker.) Be professional, be polished, and be proactive.
If a client asks for something to be completed in an unworkably short period of time, don’t use the word unreasonable, which could be interpreted as your seemingly self-serving option. Use the word “unworkable” and explain why it’s unworkable. Technical constraints? Quality concerns? Need time for the creative process to happen? Tell the client, be specific about it, and over-communicate your progress!
Remember, it’s who you are that matters. Andy suggests remembering these four points:
1. It’s not enough just to be a good designer when working in-house.
2. It’s not enough to satisfy your creative muse through the practice of design.
3. It’s not enough to coast through your job.
4. And it’s definitely not enough to skirt the big issues regarding your career and blow off taking the time to really determine what you want in your professional life…As an in-house designer, you need skills that your peers in agencies and studios don’t.
As a designer, you are one of the “experts” of your brand. Andy advocates avoiding “brand blindness” by asking yourself these three questions:
1. Who buys our product?
2. Where is the first point of contact made?
3. Is the brand message clearly communicated in our design?
Focus! Interpret what the client is saying (ie. “Make the logo bigger!”) into something that will make the design better (“The client is telling me that our branding needs to be clearer to the end user… making the logo bigger may not be the best solution, but I’ll think of other ways to achieve this goal.”).
Define the problem before you offer any solutions! Whenever your client starts to art direct (and they will), move the conversation back to the marketing goals. As I mentioned in a previous post, ask questions… ask a ton of questions!
Don’t forget about quality: in your work, in your relationships, in your environment, and in your talent… if you don’t effectively advocate for quality in your companies, you and your team are destined to become mere order takers with fixed inputs and outputs, devoid of quality thought and design, that add no real value to your company.
Don’t give up! We all have our bad days, but remember to stay positive; your mood will be reflected IN your work, and in your performance AT work.
When your job beats you down, or your clients disrespect you, when you get little support from upper management, and all your peers are constantly complaining, it’s easy to throw in the towel and become just another apathetic disaffected in-house designer. If you’re unfortunate enough to get to that point, you should either quit (your job) or start taking positive action to improve your environment. Otherwise, you’ll end up far worse professionally, creatively, and personally.
Be a creative consultant; think differently than your nondesign peers and contribute perspectives and insights on nondesign problems that will be innovative and valuable. What else can be said? Make yourself available, and make yourself known as a knowledgeable and talented resource to your clients!
Andy’s book is full of very useful, and incredibly relevant information on all aspects of building, working in, and maintaining a successful, productive, and respected in-house design department. This book is so comprehensive that I can wholeheartedly recommend it to anyone: a current in-house designer, a designer switching over from an agency, a student, or perhaps most importantly, the Vice President of your company (who’s probably not exactly sure what the heck it is you do).
In the meantime, go buy Andy’s book at Amazon.com, or at MyDesignShop.com. While you wait for that to arrive, visit Andy’s blog, the InHOWse Designer Blog, which offers daily posts on in-house design.
“Often the identity of an organization that has many subsets can best be brought to life by the use of its supportive materials within the systems (promotion pieces, packaging, websites, signs, merchandising materials). This is an especially effective methodology because it can allow for a logo or identity system to gain resonance and recognition over time in connection to materials that are capable of being far more expressive than logos. For example the Nike logo, which has evolved over time into its current form, became a powerful symbol to the masses because of its effective use in advertising campaigns. The “cool” of the logo happened in connection to some brilliant campaigns by Wieden & Kennedy, and the effective positioning of the mark on merchandising materials. As pure form, if the “swoosh” appeared alone in a design school critique (or on a design blog) it would most likely have been dismissed as too thin, weak, and pointy, looking like a checkmark and not really conveying motion.”
Via Paula Scher’s article What they don’t teach you in design school, on IdentityWorks.com.
A lot of other sites have reviewed this movie far more eloquently than I could, and I’m sure I wouldn’t be adding much to the praise already given to this short film. Publisher of Adrants and film participant Steve Hall summarizes:
“Lemonade is a 40 minute documentary about how people changed their lives for the better after having been laid off. In the film 16 people, including yours truly, tell their individual stories. There’s the guy who got laid off and posed nude Burt Reynolds-style to find a new job. There’s the woman who lost her job and launched a yoga business. There’s the guy who went to an interview and ended up in a truth campaign commercial. There’s the guy who lost his job and decided to change his gender. And there’s the guy who lost his job, got colon cancer and started a little blog called Adrants.
Each story is unique. Each story is heart warming. Each story illustrates the fact there is life after the pink slip.”
Before we get to the movie links: if you’re a creative-type like me currently looking for work, be sure to check out Please Feed the Animals. You can create a profile, search job listings, and read a blog chock-full of useful information. Film (and PFTA) creator Eric Prolux points out some ways that you can support Lemonade.
Watch the trailer here:
Catch the full version on Hulu here (not sure how long it will be available).
The story is inspiring to anyone watching- if you’re currently employed, or recently-separated from your job, you’ll find something valuable to take away from the film.
Me? I made some posters based on some of the quotes in the film (after the jump):
Make lemonade out of those lemons.
In-house designers, believe it or not, have access to things that their counterparts in outside agencies will never have; namely the time to connect with their internal clients. Though, as AIGA.org columnist Michelle Taute points out, the in-house designer might feel like his/her fellow employees don’t even speak the same language at times.
Don’t forget: EPS might be the designer’s “Encapsulated PostScript”, but it will be “Earnings Per Share” to a chief officer.
Taute advises to mirror your client’s communication style and vocabulary. For example, here’s how she suggests to effectively communicate with these groups:
C-level executives:
“Making a succinct business case can help you engage a C-level audience because you’re highlighting what they care about most: the bottom line. Before meeting with a senior leader, practice what you’re going to say and eliminate unnecessary information. Also, be ready to swiftly move to the most essential information.”
“Most marketing and communications professionals have worked with creative staff members before, but that doesn’t mean communication is always smooth. Meet with your marketing peers to make sure everyone is on the same page with a project before you start the first comp. Outline specific goals and objectives that everyone can work toward. What do you want people to do or think when they receive the brochure? What’s most important to get across? How will you measure success?”
Other staff:
“Unlike marketing professionals who may commonly work with creative teams, staff-level professionals in other departments may have little or no experience collaborating with designers. Because of that, it’s useful to spend a little time educating them on the design process, without using jargon or becoming overly technical. A member of your sales team, for example, may have no idea that making changes to a brochure at blueline could result in cost overruns, for example.”
Finally, Taute shares some basic communication techniques for any client:
“1. Always take a team approach. Adopting an “us vs. them” mentality with a client will only make the project harder.
2. If you’re discussing visual styles, use samples to get on the same page rather than descriptors. “Simple” and “elegant” don’t mean the same thing to everyone.
3. Get to know the client and work on building the relationship. Ask about the biggest tasks and challenges they face, and remember to really listen to the answers.
4. Read the trades. If you frequently work with a particular department—for example, direct marketing—read trade magazines to get a sense of the latest developments and challenges in that industry.”
I might add at this point, that I think numbers 1 and 3 are of utmost importance. Don’t forget- as a designer, you are a problem solver and you are there to provide service to your client. Establishing a relationship and showing that you have just as much vested in a project as the client does shows them that you’re committed to a solution!
Via AIGA.org.
I can finally sleep at night; Pantone has announced their 2010 color of the year, and it looks like it may have been inspired from a leisure suit.
From Pantone:
“In many cultures, Turquoise occupies a very special position in the world of color,” explains Leatrice Eiseman, executive director of the Pantone Color Institute®. “It is believed to be a protective talisman, a color of deep compassion and healing, and a color of faith and truth, inspired by water and sky. Through years of color word-association studies, we also find that Turquoise represents an escape to many – taking them to a tropical paradise that is pleasant and inviting, even if only a fantasy.”
(2009 color of the year, Mimosa is not happy about the success of Turquoise.)
Scott Belsky from The99Percent.com shares some tips from leadership guru, Stephen Covey on how to not let your concerns get the better of you.
Whenever I get frustrated with something, my stepfather always tells me to “just worry about the closest alligator to the boat.” Truer advice has never been spoken. Covey’s theory, similarly, is that there is a circle of influence around you: assess which concerns you have control over, and fix them!
Belsky takes Covey’s advice and applies it to designers:
“As creative people, our passion for our work makes it more difficult to worry selectively. Why? The more passionate you are, the more protective and perfection-driven you become. Any concern becomes exaggerated just based on your beautiful vision being obstructed. Regardless of whether or not you have influence, you will want to tackle every problem as it emerges.
This tendency is dangerous. Your energy becomes fractured as you start to obsess over details and situations that are beyond your control. Ultimately, your ideas and projects suffer.”
In my current job search, the last thing I want is for my energy to become fractured by runaway worry. By identifying what I can control, I will be ensuring that I can do whatever I can do to get myself noticed above other job applicants (the assessment). My resumes, cover letters, and personal brand will all be in order (the preparation). Finally, I have to remember that my drive, my abilities, and my talents yielded success at a previous employer- and that they’ll do the same for me at my new employer, too (the focus).
With the proper assessment, preparation, and focus, runaway concerns can be a thing of the past!
Some brands communicate to their customers via e-mail, or traditionally through direct mail. Some opt for online message boards or social media. Still, some brands like Harpoon (Mass. Bay Brewing Company) take it all a step further.
“Doyle [Rich Doyle, founder] wanted to ship a European tradition here to New England: the communal spirit that he and his friends saw at local breweries on the other side of the Atlantic. The concept of the brewery as a local meeting place, while popular in countries such as Germany, had yet to be embraced here.”
With their tireless charitable involvement in the community (Boston, MA and Windsor, VT- respectively), Harpoon not only brews an excellent assortment of beers and sodas, but they bring people together. Several times a year, Harpoon organizes community-centric charity events throughout New England and hosts festivals at their two breweries to celebrate their seasonal brews. The folks at Harpoon hit on something back in 1990 (when they had downsized to five employees) that continues to bring their customers together and show them that brands can be (are comprised of) people, too.
“Perhaps no one event has played a bigger role in that effort than Harpoon’s Octoberfest. Doyle, the company’s CEO, recalls planning the first Octoberfest party in 1990, calling it a “Hail Mary pass” because of the risk involved…
Fortunately, Doyle’s growing customer base provided the response he needed – and the first event was a success. The festival, which is expected to draw as many as 14,000 people for its 20th anniversary on Oct. 2 and 3, helped generate some extra attention for the company at the time. Eventually, Harpoon added several other festivals to its annual lineup.”
So how can Harpoon’s success translate to your brand? Easy:
- Make sure your brand is cohesive. Know what your company/brand stands for, and stick by it. Live your mission statement, and abide by your company’s values.
- Identify your customers. Use tools like surveys, coupons, social media (ie. twitter, Facebook, MySpace, etc.), and customer database mining to see who is buying your product.
- Make it personal. Invite your customers for tours of your place of business/factory and show them how your product is assembled/cooked/brewed/produced. Introduce your staff; let your customers see who it is that makes your brand tick.
- Create a culture. Involve your customers in new product decisions/trials/samples, parties to celebrate your brand’s success, and charity events that bring your staff, your customers, and your community together.
- Keep your customers engaged in your brand. Create a buzz and keep your customers talking about your brand. If treated properly, they’ll do a better job advertising your brand than any planned campaign.
Via Mass. Market/ EnterpriseNews.com.
Since late 2007, I’ve been actively maintaining this blog. Though I don’t write every day, nor have a set schedule, I’d like to think that people are out there reading what I write. If something I’ve posted makes you laugh, sparks your interest, or gives you something to think about, I’ve done my job.
So if I have done my job, maybe you’ll come back again. Maybe you’ll add my RSS feed into your favorite feed reader. Maybe you’ll even be inspired to write something on your own. Maybe you’ll even think about hiring me.
Lance Haun of Your HR Guy.com explains, “The real value of blogging isn’t the content I create… The real value are the connections I make and the things I learn and apply to make myself better.”
Since I’ve started blogging (and tweeting), I feel as though I’ve learned a lot about myself, and about my trade (creative/marketing). Better yet, I’ve formed relationships with a lot of interesting and friendly people (yes, they are out there). Recently, some of these folks have even gone out of their way to re-tweet to their network of friends that I’m (currently) looking to relocate to the Boston area.
So why is this all important? Haun goes on to say,
“The principles that people use to get ahead are the same now as they have been for the last half century (if not longer). Sharing good ideas, helping people around you succeed, being a decent person and doing what you say you’ll do? That still works in social media and its impact is bigger than ever because the amount of people you can connect with is… well… a lot.”
Haun also mentions that these relationships just don’t happen overnight- you can’t just expect to start blogging on Monday and have the job offers pour in by Wednesday. Form relationships, cultivate them, and write about what you know; become an expert. Get out there and get involved- you might be surprised where your next job, customer, or friend will come from.
To my “virtual” friends who are out there spreading some good old-fashioned word-of-mouth niceness on my behalf, please know that I am deeply appreciative to have your support.
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