Monthly Archives: January 2023

Quotes and Quotes

Each month I feature a variety of quotes from different personalities on different subjects. However, they all center around one topic: Creativity. Enjoy!

 

Creativity requires the courage to let go of certainties. – Erich Fromm

There is nothing like a dream to create the future. – Victor Hugo

A good ad should be like a good sermon: It must not only comfort the afflicted, it also must afflict the comfortable. — Bernice Fitz-Gibbon, member, Advertising Hall of Fame

Horace Mann said, ‘Be ashamed to die until you have won some victory for humanity.’ Let’s paraphrase that tonight. Let us be ashamed to LIVE without that victory. — Rod Serling “A Most Non-Political Speech” May 31st 1964, Delivered by Dick Van Dyke/ Los Angeles Memorial Coliseum

Time is what we want most and what we use worst. – William Penn

Like the musical score, a mission statement is only as good as the performance it inspires. — Keith Reinhard, member, Advertising Hall of Fame

The heart of creativity is discipline. — William Bernbach, member, Advertising Hall of Fame

Let’s gear our advertising to sell goods, but let’s recognize also that advertising has a broad social responsibility. — Leo Burnett, member, Advertising Hall of Fame

Why do musicians compose symphonies and poets write poems? They do it because life wouldn’t have any meaning for them if they didn’t. That’s why I draw cartoons. It’s my life.⁠ —Charles M. Schulz⁠

Good advertising is written from one person to another. When it is aimed at millions, it rarely moves anyone. — Fairfax M. Cone, member, Advertising Hall of Fame

 

Hopefully making a ruckus, one blog post at a time!

Be sure to check out my other blog, Joe’s Journey, for personal insights on life and its detours.

 

Special Post – Beyond the Majestic: The Final Chapter

This is the third and final installment in the Majestic Trilogy. After several months of waiting for the next developments in the story line of the original “Stopover at The Majestic“, and its sequel, “Beyond the Majestic: The Evil Doer“, comes the Final Chapter. This special blog post highlights this last installment.

Majestic Hotel, Lake Charles, LA, circa unknown

Previously at The Majestic

As we were about to leave the last part of the Evil Doer sequel, the lobby was a scene of chaos. Mr. Curtis, still somewhat dazed, began to slowly move around and see to the cop. It would be a few minutes before emergency personnel would appear on the scene. In the midst of all this, Mr. Curtis wondered if the explosion were merely coincidental or if it was a plan by the GM to help him get away and remain on the Galaxy’s Most Wanted List.

That would have to be a question left for another day. Why was the GM/Time Traveler doing all this? Why did he want the Majestic transported to another time? Why be so reckless? Too many questions. Too few answers, thought Mr. Curtis. Now what?

As he tried to make his way around the immediate chaos where the cop lay, Mr. Curtis felt unsure of himself. He got more woozy and unsteady. Then as he got to the cop, Mr. Curtis suddenly fell to the floor, unconscious. Their search for answers would have to wait.

 

And Now, The Final Chapter

“Get that damn light out of my face!,” exclaimed Mr. Curtis. “Relax sir,” intoned the stranger. “Just checking your reflexes and your cornea.”

“Who are you and where am I?,” asked Mr. Curtis. “You’re in the hospital. I’m Dr. Zooski. You’re doing just fine, all things considered,” he said.

“Whaddaya mean?,” retorted Mr. Curtis.

“You’ve suffered a concussion and been in a coma, sir,” explained the good doctor.

“How long have I been out?,” inquired Mr. Curtis.

“Three months, fourteen days, seven hours and some assorted minutes,” said Dr. Zooski.

“Three months!,” exclaimed Mr. Curtis. “I’ve gotta get outta here! Wait, how’s the officer who was injured nearby? I need to talk to him. I need to find the GM of the Majestic, find out where he went,” explained Mr. Curtis.

“Hold on, sir. You’re not going anywhere for awhile. You just woke up from a three-month coma and we want to make sure you’re okay,” said the doc. “As for your officer friend, I’m sorry to say he didn’t make it. His internal injuries were more than he could overcome. And I have no idea about the Majestic GM,” said the doctor.

Mr. Curtis then realized that now he was on his own if he wanted to get to the bottom of the GM’s involvement with the explosion and the status of the Majestic. But where would he go and what would he do? These questions naturally troubled Mr. Curtis and also made his headache worse. No matter, he obviously wasn’t going anywhere for some time and now had more time to think and consider possibilities.

 

******

 

It has been several weeks since Mr. Curtis awakened from his coma and he was feeling much more like his old self. He thought in order to start gathering some clarification on the explosion, he’d return to the scene of the crime, the Majestic. He would talk to management and find out what, if anything, they knew. Maybe a few clues would emerge.

What he learned was that the explosion was no accident, it was arson. Evidence on the scene indicated that the former GM had indeed played a part if not planned and executed the whole thing. Question is: Where is he now? And why did he do it?

Mr. Curtis found himself wondering if other, additional sites have been targeted by this fellow and if they would alter the Space-Time Continuum. Curtis had to find out and subsequently stop him.

If the GM had been set on “moving” the Majestic into the future for whatever the reason, Mr. Curtis thought, wouldn’t it make sense for him to set himself up as general manager of the futuristic Majestic and have it serve as his HQ for more evil doing?

With this in mind, Curtis set out to locate him and confront him, and, hopefully, put a stop to the madness. So, with his time-traveling cane, Mr. Curtis set off to the future, the 24th Century to be exact. This is where he felt the GM had settled with the new Majestic.

Upon reappearing inside this futuristic Majestic, Mr. Curtis wasted no time in searching for the GM. In a matter of minutes, he found him. Not ever knowing the man’s name, Curtis opted for an introduction of himself and immediately knew the GM recognized him. After a few moments of surprise, the GM collected himself and introduced his person to Mr. Curtis. However, the look of surprise and concern were still evident on the GM’s face.

Nevertheless, the GM did not try to run away. Instead, he remained calm and in conversation with Mr. Curtis. He even acknowledged he was aware of what happened to the old Majestic and felt bad about the explosion in the historic landmark. He was not aware, however, that the officer at the scene had died. He also never admitted responsibility.

Mr. Curtis laid it out clearly for him who he was and his mission: Making the GM pay for his crimes. The GM seemed unflappable and unmoved by the possible repercussions. As such, he turned away from Mr. Curtis, answering no more questions, and proceeded to walk away.

Just then, Mr. Curtis picked up his walking stick and adjusted the very top where the indicator light showed “stun.” Pointing it toward the back of the GM, Mr. Curtis activated the setting and in a flash the GM crumbled to the marble floor unconscious.

Because a crowd had begun to gather around the two men, Mr. Curtis flashed his badge-like credentials and assured the gathering that all was under control. After a few minutes, Mr. Curtis had the GM moved to a private room where he could question him more and, if needed, to transport him back in time to the old Majestic or, possibly, even to the Space-Time Continuum Enforcement Council for trial.

Upon the GM regaining consciousness, Mr. Curtis continued with his interrogation. During questioning, he learned that the GM had indeed been responsible for the Majestic arson explosion in order to give himself a diversion for escape into the future. He had also rigged it so that he would in effect take the Majestic with him into a future setting so that he could reestablish his headquarters.

When pressed, Curtis also learned that the GM apparently acted alone in this evil deed but the GM never admitted it. Mr. Curtis thought that even if the GM acted alone, it was not beyond the realm of possibility that there were others who had been influenced by the GM and would follow him to other sites for more destruction and damage to the timeline.

Having received the information needed, Mr. Curtis decided it was time to move on and take the GM with him. He would transport him to the Enforcement Council for trial and processing. Holding up his walking stick, he merely stated, “Space-Time Continuum Enforcement Council, two to transport.” Then, poof, they were gone in an instant.

The evil GM was turned over to authorities, tried and convicted. Mr. Curtis had repaired the Space-Time Continuum and, for the moment, all was back to a rather normal state. Unfortunately for the Majestic, it would be torn down in the early 1960s for a parking lot. Thus, the Majestic of the 24th Century would cease to exist.

After the trial, Mr. Curtis returned to the Majestic of the Sixties before its demolition and was rummaging around the evil GM’s office when he came upon an oddly shaped locket. It had a ruby red crystal in the middle which was obviously designed to be pressed into some form of action. Upon closer examination, Mr. Curtis discovered that it was already set to activate and, not only that, but was currently set to emit a beacon of sorts. 

Mr. Curtis felt a deep, unsettling tenseness in his gut when he realized the beacon was “live” and transmitting. Was this some sort of homing mechanism and to whom was this signal being sent? In the pit of his soul, he didn’t really want to know but he feared it was already too late.

~

Creativity Predictions for 2023

Well, a new year is upon us, for better or worse. What will happen, nobody knows for sure. I came upon a recent article that provides some insight as to what may occur. These predictions come from a variety of sources, all tied into the world of creativity in some form or fashion.

I concur with the author of this article when he indicates that the beginning of this new year doesn’t feel so exciting or filled with promise. We’ve had three especially tough years, dominated by the pandemic, collapsing supply chains, a war in Europe, an energy crisis, political chaos, and recession. What fun!

Tom May of the UK publication Creative Boom has gathered the best predictions for what will happen to the creative industry in 2023 from some leading voices. While this is UK focused, it no doubt has resonance with US counterparts. This may be considered a lengthy read but well worth it.

1. The economy will contract

There’s no way of sugar-coating it: we are in for hard economic times. Jesse Reed, co-founder of Order is among those predicting that 2023 will see a continuing contraction in marketing spend globally, as spending power is sucked out of the economy. And unfortunately, that means that creatives will have to work even harder to secure business. But it’s not all bad news, he believes.

“Smarter brands don’t see marketing spend as discretionary and will know that in a downturn, their creative marketing can help them to take up a bigger spot in the shop window,” says Jesse. “So in many ways, it’s a positive opportunity for creatives to maximize the impact of their work in grabbing a bigger market share for their clients’ brands.”

And it’s not like there isn’t room for improvement. “The last few years have been characterized by brands throwing spend at digital advertising, which has become less effective every year as platforms become saturated, customers wise up or simply struggle to differentiate,” says Jesse. “Good creatives with an empathic understanding of their audience and a talent for taking ideas where their client’s competitors fear to tread should have no fear of 2023. They’ll be in high demand.”

Above all, then, it’s about being flexible and ready to react to a fast-changing world: not just now, but for the foreseeable future. “2022 will be defined as the year everyone realized 2020 wasn’t a blip,” says Jesse. “We’re now in the epoch of the perma-crisis. For brands and the creative industries that serve them, it’s highlighted the importance of continuously being agile in calibrating tone and messaging in their creative campaigns and advertising. Brands need to understand what’s prominent in their customers’ minds and what’s leading their decision-making – something that is in constant flux at the moment.”

2. Prompt invoicing will prove crucial

While there may be opportunities in a spiraling economy, that doesn’t mean there won’t be multiple dangers lurking. And Geoff Bretherick, creative director at Fablr, offers a cautionary tale from the last 12 months.

“2022 was a year of witnessing major shifts within our clients’ industries,” he says. “A lot of ups, but a few downs. Everyone’s been reshaping from the pandemic, and from what we’ve seen, taking more risks with bigger opportunities. In theory… great! That said, we had an unfortunate experience with a couple of partners that started as major contracts, and then suddenly, the organization lost their CEO, CMO, and over 50% of staff. Where does this leave graphic designers? Not in a great spot!”

The lesson Fablr has learned is the importance of keeping your output in sync with invoices. “In one case, we had let three months of invoicing go unpaid because we thought there was mutual trust in our partnership,” Geoff explains. “Indeed, maybe it began as so. But when C-suite personnel start dropping, their ‘word’ means very little. To that end, we still highly recommend, if you don’t already, billing at a consistent monthly rate, as opposed to the percentage of work done to date. Because right now, ‘We’re good for it’ means peanuts.”

3. There’ll be a tight focus on costs

John Ramskill, executive creative director at BrandOpus, echoes many agency leaders in thinking that the bottom line will be all-important in 2023, both for studios and the clients they serve.

“Increased costs have resulted in our clients wanting more for less – even more so than previous years,” he points out. “This has meant that we are getting better at focusing our thinking sooner and aligning our teams so as not to waste time and money.

“Fast and fluid lines of communication have been made easier by being back in the studio and having quick conversations on the fly, rather than having to schedule calls over teams. Being more efficient AND effective allows us to meet the needs of our clients while still delivering the high quality of work that BrandOpus has always produced.”

Jo Barnard, founder and creative director at industrial design consultancy Morrama, has also been feeling the strain. “The brief feeling of relief seeing the back of Covid at the beginning of the year was short-lived,” she recalls. “2022 has been another challenging year with cuts in creative spending as businesses look hesitantly towards an unpredictable 2023.

“This pressure can quickly translate into exhaustion and burn-out as we fight to keep the pipeline of work flowing and hit our own growth targets,” she continues. “So in 2023, we will instead be seeing creatives focus on growth in other ways: working on internal projects, deepening their education and building a culture of support and well-being both within their teams and their network.”

4. Retaining talent will be a real challenge

On that last point, studio heads must strike a careful balance: motivating creatives to do more and better without driving them away. Because as Abb-d Taiyo, co-founder of design and impact agency Driftime, says: “The great resignation is real! It has become increasingly harder to find great talent, let alone keep them fulfilled in the team and company dynamic.

“In the UK, a fifth of workers are expected to leave their roles according to a study by accountancy firm PwC,” he adds. “Although there are many reasons, two of the primary ones are purpose and balance. When we look to invest in our people, it’s going beyond the obvious of ‘increased pay’ and starting an open conversation with your team on what they want.”

For Driftime, this investment has been actioned in the form of complete autonomy, four-day work weeks, unlimited paid holidays, well-being perks, and incentives for each employee towards the cost of living crisis.

5. Employees will get more power

Is one way to retain talent giving it more power and influence within the agency? Rachel Cook, managing director at Thompson, believes so. “This year, tired of everyone agreeing with each other, we disbanded our non-executive board, binned off our leadership forum, and introduced an employee board,” she says. “The aim was to introduce a healthy challenge, diversify the voices in the room, and give the whole team a chance to decide how we do things. And it’s been a roller coaster, with learnings at every turn.

“2022 taught me if you ask for honesty, you’ll get it, and you need to be ready for that,” she continues. “The first meeting was about employee benefits, and the team turned up with a ten-page printed, stapled document of feedback, asking for loads more holiday, flexible working and heaps of other great ideas. I admit I wasn’t quite ready for it, but the feedback was great, and I’m so glad they took it seriously. We needed to hear it.”

Rachel has also learned that it pays to act fast. “We’ve stayed true to our promise to action something from every Employee Board within six weeks of the meeting; within a couple of weeks, we rolled out an extra three days of holiday per year. The positive repercussions weren’t just because of the free days off, but because it helped build the trust and confidence of the team that we weren’t just smiling and nodding, but actually acting.

“Finally, I’ve learned that the benefits of doing good stuff are bigger than you might imagine. The Employee Board told us that they thought the forum would be good for them to get insight into how business works, give them confidence, look good on their CV, and be a great recruitment message, too. And I love hearing the team telling potential recruits or clients about the employee board: they took a small idea I had in the shower and made it much more awesome.”

6. The creative profession will redefine itself

Typically, in a recession, big companies see design and other creative services as an easy cost to cut, to help balance their budgets. So Max Ottignon, co-founder of Ragged Edge, believes the industry must counter this by reframing itself. “We need to change the perception of creativity from a luxury to a necessity,” he argues.

“In 2022, we’ve all had to get pretty good at thriving in adversity,” he continues. “2023 doesn’t look like it’s going to offer much respite, so the onus is on us all to demonstrate that creativity can give businesses a vital edge when times are tough. It’s time to prove how valuable our skills are. That starts with asking the right questions in the first place. It means digging deep into the underlying business challenges and genuinely solving those issues in ways that feel tangible and devoid of marketing bullshit.”

Max believes this is in our power to do so, as long as we strike the right attitude. “This is a time for clarity, rigor and a healthy dose of pragmatism,” he says. “But it’s also a time when creativity can be the difference between success and failure. And if we can prove we’re irreplaceable when times are tight, just imagine the possibilities when things pick up.”

All that, of course, is easy to say, difficult to do. But Kirsty Minns, executive creative director at Mother Design, offers some advice on a personal level. “We entered 2022 with such uncertainty after the pandemic and have since navigated even more global challenges, from economic unrest to the climate crisis,” she explains. “And a lesson I used this year is to adopt a beginner’s mind.

“A client of mine was obsessed with this idea called shoshin, which originates from Japanese Zen Buddhism,” she explains. “It refers to the idea that the more you know about a subject, the more likely you are to close your mind to further learning. My interpretation of this was to challenge how things were done before, embrace unorthodox ideas and test new ways of working. New working models in the office were tested, new methods of coming up with ideas were embraced, and new ways of inspiring the team were implemented.”

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