There's an old saying in boxing:
"A round is not a round, and not all miles are created equal."
There's a huge difference between merely going through the motions of your workout, versus attacking your workout as if you're life depended on it. Two people can do the exact same workout, but the amount of blood, sweat, and tears they put into it can be entirely different. It's simply a matter of intensity. A mile is as hard as you make it.
The same is true of your day-to-day work. The amount of effort you put into it is directly proportional to the end result. You can't expect to become an exceptional designer/writer/programmer without exerting exceptional effort. Sadly, there are no shortcuts. The road to success is paved with intense, focused, hard work over an extended period of time.
Exceptional people make exceptional effort. It's rarely about talent; it's almost always about intensity.
The heart of creativity is discipline.
- Bill Bernbach
Misconceptions concerning creativity abound, but one of the most widespread and harmful is that there's some magical vein of creative thought lurking in the mysterious reaches of our minds. The myth is, those of us who aren't creative types will either never be privy to these lofty thoughts or should jump through a series of quirky, "outside the box" hoops to attain them: brainstorming, creativity training, and hipster culture to name a few.
The reality is, creativity is an applied utility. Bill Bernbach, one of the creative giants of advertising history, once said, "Is creativity some obscure, esoteric art form? Not on your life. It's the most practical thing a businessman can employ." Being creative in some intangible, general way isn't an asset; applying creativity to your work, whether it's "artsy" or not, is.
It's true, illustrators, designers, and art directors are regularly expected to be creative, but so are strategists, developers, and a slew of other individuals in the interactive space. What creative individuals have in common is a certain level of mastery, a sufficient understanding of the fundamentals to be able to bend them appropriately, combined with the discipline to pursue new ways of doing things.
The root of creativity then, in fact, has nothing to do with living a creative lifestyle or being a creative type, and everything to do with practice, the art of perfecting your skills so that you can use them in new, innovative ways. I know this probably isn't the most exciting or easy advice to read, but it's the truth. The old cliche "practice makes perfect" might as well be "practice makes creative."
Most companies look for certain qualities in the interview process. Technical skills. Achievements. Past jobs. But one that often goes under-valued or completely missed is the ability to provide quality feedback.
How do you know if someone will be any good at giving feedback? It's actually quite simple, and it starts with experience.
One of the most valuable things that experience provides is a vocabulary for explaining shortcomings and successes. An experienced writer can function as his own editor; he can review his work, find a flaw, and say to himself, "That semicolon shouldn't be there. That's not the kind of statement I want to make. That's not the type of pause I want the reader to take."
The inexperienced writer goes back and says, "I know something isn't right, but I'm not sure what." Telling the difference between good writing and bad writing, or good design and bad design, isn't difficult -- what's difficult is turning that knowledge into actionable feedback.
Based off this knowledge, evaluating someone's ability to provide feedback should be straightforward. If they're going to be overseeing some of your employees, show them those employees' work, then get their feedback. If their feedback is clear and detailed, bingo! You've got a ringer. If their feedback is vague and imprecise, you might want to reconsider. If they can't give actionable feedback, then they're going to be ineffective.
Today, and for every foreseeable day to come, the world of consumers will grow more complex. The media space will become more crowded. Information will come more frequently. Industry will continue to complicate.
Now more than ever, it's the marketer's job to cut through all that with a simple, clear message. Without a passion for clarity, great marketing doesn't exist. Consider some of these iconic ads: Avis, Reagan, Tommy Hillfiger, Apple. The message is always crystal clear.
And while creating a message that speaks simply to the heart of a customer may seem daunting (the company is too complicated, the customer is too distracted), it shouldn't be. It's what makes our work exciting.
The philosopher Robert Wolffe has an exemplary attitude. Of his experiences in psychotherapy he recollects:
One day, however, I started talking about my work. I tried to explain to Dr. Boling that in all of my writing, whether it was on Kant's First Critique or Hume's Treatise or Das Kapital, my goal always was to plumb the depths of the author's central idea and recast it in a form so simple, so clear, so transparent that I could hold it before my students or my readers and show them its beauty. As I said these words, tears started to well up in me, and I finally had to stop talking because I could not finish. It was the only time in twenty years of psychotherapy that I cried openly in a session.
As marketers, we should aspire to the kind of passion that Wolffe has for clarity, for making even the most obfuscated ideas (and trust me, philosophers know how to muddle it up) transparent. Anything less is bound for mediocrity.
Over the last three weeks, I've noticed a decrease in my productivity. Instead of accomplishing two big tasks off of my to-do list and multiple small tasks each day, I've only been averaging a single large task each day. As I mapped back my performance to my calendar, I noticed an immediate correlation between my productivity and the number of meetings I participated in that day. Any day with more than one meeting resulted in a decrease of my productivity by more than half. Even if it was only two meetings, my productivity plummeted.
Now, we've never been a meeting-centric organization, but I do end up getting pulled into a lot of unnecessary meetings. So moving forward, I'm implementing a new rule for myself. I'll only participate in one scheduled meeting per day (not including lunch).
Is it possible to be President of a company and not get stuck in non-stop meetings every day? I guess we'll just have to find out. I'll let you know how it goes.