Where Do You Draw the Line?

Admirable work only results when creatives draw the line, Seth Godin says in his recent post, "Milton Glaser's Rule:"

"There are few illustrators who have a more recognizable look (and a longer productive career) than Milton Glaser," Godin says. 

"Here's the thing: When he started out, he wasn't THE Milton Glaser. He was some guy hoping for work.

"The rule, then, is that you can't give the client what he wants. You have to give the client work that you want your name on. Work that's part of the arc. Work that reflects your vision, your contribution and your hand.

"That makes it really difficult at first. Almost impossible. But if you ignore this rule because the pressure is on, it will never get easier."

Agency exec Bill Kircher (my former boss) used to spout similar adages when the pressure was on. I'll sum them up in a rule I'll call "Kircher's Law:"

Whenever an agency bows to a client's creative direction, the probability of later incrimination approaches 100%.

Although creatives are quick to cite their duty to themselves, the truth is, every professional shares the right to draw the line.

Remember the film The King's Speech? 

Early in the story, the therapist draws the line with a haughty Queen Elizabeth: "Sorry, this is my game, played on my turf, by my rules."

But with prerogative comes accountability. You can't have your kingly cake and eat it, too. 

Do you:

• Respect everyone, coworkers and clients alike?
• Arrive on site ready to work?
• Tackle chores that need to be done to stay in business?
• Avoid short cuts and excuses?
• Learn from mistakes?
• Consider how your decisions affect the company, not just your department or career?
• Speak truthfully and with the passion of an owner?

Do you—where do you—draw the line?

Pandemonium? Blame the Media.

Presidential politics rides a wayward bus.

It's named Media.

Media revolutions drive voters away from party élites, as historian Jill Lepore says in her article about populism in The New Yorker.

Lepore looks back at party upheavals of the early 19th century.

Although slavery was the big issue, the rise of populism was driven by revolutions in media:

• In the 1830s, advances in printing brought down the cost of a newspaper to a penny;

• In the 1840s, newspapers began to get news by telegraph;

• In the 1850s, newspapers began to include illustrations based on photographs.

"For a while, party élites lost control, until the system reached equilibrium in the form of a relatively stable contest between Democrats and a new party, the Republicans," Lepore says.

Then came the 1890s, when occurred another populist revolt, "which took place during another acceleration in the speed of communication, brought about by the telephone, the Linotype, and halftone printing, technologies that allowed daily newspapers and illustrated magazines, in particular, to carry political news faster, and to more readers, than ever before."

In the same decade, color printing appeared, which gave rise a nationwide "poster craze." Campaign posters papered every wall of every building, in every city; and every candidate "ran as an outsider."

Oddly enough, the 20th century was saner. 

Although voters saw the introduction of phonograph records, radio, weekly magazines, movies and TV, media's power to propel populists waned. 

"Despite the upheavals of the Depression, the Second World War, the Cold War, and Vietnam, the era of national newsmagazines, newsreels, and network broadcasting was a period of remarkable party stability."

But with the advent of mobile phones and the Internet, populism is again heating up.

"The American party system is not only a creation of the press; it is dependent on it," Lepore says. 

"It is currently fashionable, indispensable, even, to malign the press, whether liberal or conservative. But when the press is in the throes of change, so is the party system. And the national weal had better watch out. 

"It’s unlikely, but not impossible, that the accelerating and atomizing forces of this latest communications revolution will bring about the end of the party system and the beginning of a new and wobblier political institution. 

"With our phones in our hands and our eyes on our phones, each of us is a reporter, each a photographer, unedited and ill judged, chatting, snapping, tweeting, and posting, yikking and yakking. 

"At some point, does each of us become a party of one?"

Content Marketing and the Agony of Defeat

We have met the enemy and he is us.

Digital agency Sticky Content asked 283 marketers what's defeating their content efforts.

Their answers are no surprise:

• 37% said they have no strategy

• 33% said management dings content

• 46% said demands change after content has been created

• 66% said their organizations waste a quarter of all content; 15% said, half

Is your organization lumbering toward self-defeat? If so, ask:

• Is management serious, or not, about content? Are they merely entranced by this year's "shiny object?" If they're in earnest, then what's our strategy?

• Do reviewers understand what to approve? Message? Accuracy? Style? The reason the content exists? What are the ground-rules?

• Does management trust the content creators? If not, why not? Do they rewrite the lawyers' briefs and the developers' code, too?

• Does management care about waste? One way to boost marketing's ROI isn't to create more content, but to publish and promote what's been created.

• Can I improve things? Or is our situation impossible? (Remember what Napoleon said: "Impossible is a word found only in the dictionary of fools.")

Do You Chase Butterflies?

Remember the sunny feeling you had as a child when you chased butterflies?

If you do that in business, you're begging for trouble.

In a recent blog post, event-design guru Jeff Hurt laments the fact that most workers sacrifice impact for busyness.

"I’ve seen way too many professionals addicted to cleaning out all the emails or making progress on their list of tasks instead of spending time doing the right thing," Hurt says.

"We’ve got to retrain our brains that strategic thinking first is more important than a check mark. We’ve got to rewire our brains to realize that strategy leads to more success than our busyness."

I've witnessed another, equally toxic habit that plagues many professionals, particularly senior executives, marketers and sales managers.

That habit is chasing butterflies, the mindless pursuit of fugitive opportunities; an addiction to chasing every papery grail of growth that happens to flutter by (usually far off the path of the core business or audience).

Like busyness, chasing butterflies feels good.

Focus, its opposite, doesn't—especially when there are so many lovely distractions about.

Focus isn't easy. 

Focus isn't fun.

But it's a habit you have to adopt, if you want to have impact.

Just ask Marissa Mayer.

Adaptability is Our Secret

Kimberley Hardcastle-Geddes contributed today's post. She is president of San Diego-based mdg, a marketing agency that currently serves 10 of the Trade Show Executive Gold 100.

Given the pace at which the media landscape continues to evolve, it’s impossible to say (with any degree of certainty) what mdg will look like in five years. 

That’s precisely why, when evaluating new candidates for employment, we look less at their current skill set and more at their proven ability to learn new skills. My business partner, Vinnie Polito, and I make it our mission to hire the right people, have in place the right processes, and create the right culture to allow us to adapt to meet the ever-changing demands of the clients we serve.

Most recently, we’ve met these changing demands by enhancing our offerings in specialty areas and hiring more professionals skilled in digital marketing, coding, video production, international marketing, database marketing and public relations. Our clients’ needs in these areas are becoming more significant, yet they don’t have the corresponding internal resources (nor the desire and budgets to develop them internally), which enables us to efficiently and effectively fill gaps. Over the next five years, we’ll continue operating under the same general philosophy, developing new business units that align with evolving demand.

We’ll also stay focused on delivering results. While we believe in the power of a strong brand, we know that our clients hire mdg based on the agency’s proven ability to increase attendance, grow membership, enhance the bottom line or achieve whatever objective happens to be at the forefront of their marketing plans. 

mdg has built a reputation over the past 39 years for an ability to effect real change, and will continue reinforcing that reputation over the next five.