If you're someone responsible for creative and strategic executions of marketing, advertising and communications to your specific audiences, you know how important it is to move productively from a strategic initiative to final creative product.
In my more than 25 years in the communications business, from roles as ad agency copy writer, creative services department manager, communications director, and now, free-lance communications provider, I've found that a healthy give-and-take approach makes the difference between an effective final product and one that feels cobbled together because of time lines and rigid thinking.
Easy to say, of course; much more difficult in the real world. So how do you make sure all teams involved are in sync? Recently, I found my notes for talk I used to give to internal audiences while I was Creative Services Director for University Communications at the University of Missouri-Kansas City. Sometimes, administrative units became entrenched in myopic thinking. They not only forgot about their target audience, they forgot about the university brand that added value to their own imperatives.
These "principles" are as true today -- and probably more so, as the complexity of communication channels continues to expand and the the pressure to quantify results increases.It's my hope you find these foundational truths helpful.
Get everyone involved in the life of the project. Executives, an "assign and forget" approach is deadly. So is micro-managing the process and being hyper-critical in the exploration phases of creative development. Creatives, understand the strategic goals, both short-term and long-term.
2. Be upfront at the first meeting.
Sounds obvious, but it's up to the executive teams and writers/designers to agree about what success will look like. This is why a written Creative Work Plan is a wise starting point. Check out "Creative Work Plan" Can Drive Ad Strategy."
3. Regular communication is key.
When your executive team partner or internal customer doesn't hear from you, he or she will presume all is well and anticipate prospective approaches. Check in regularly. Weigh reactions and adjust accordingly. These days, project management software allows easy, convenient review and feedback. For starters, check out the possibilities at Get Apps.
4. Learn to think from the other person's point of view.
Do this as a creative staffer, and the hundreds of creative executions possible in your mind will begin to narrow naturally. Do this as an executive and your view of the right approach will expand. Take a look at Socratic Listening.
5. Honesty works. Don't hedge on what you know for sure, and what you don't.This is critical for both sides. Creatives, insist on background information and research. Executives, if you have doubts about creative ideas, say so, but have reasons why you do. Discuss. Repeat.
6. Different perspectives are part of process. For those in the creative world, the way to an effective message is not linear and often intuitive. Conversely, executives are smart people, fully capable of great ideas. Weigh everything against stated objectives.You can learn how to do this better by studying Steven Covey, particularly with his recent work, The Third Alternative.
7. Meetings are not obstacles. Progress from strategy to end product is the goal. Find a way that allows review and feedback -- in person if you can, but options like Go to Meetings and shared collaborative software can work, too. At critical stages, re-state the obvious -- who's doing what, and what those things are.
For more information and help, get a subscription to Marketing Profs.com or the wealth of information at posts like "10 Tips for Managing Creative People."
In my more than 25 years in the communications business, from roles as ad agency copy writer, creative services department manager, communications director, and now, free-lance communications provider, I've found that a healthy give-and-take approach makes the difference between an effective final product and one that feels cobbled together because of time lines and rigid thinking.
Easy to say, of course; much more difficult in the real world. So how do you make sure all teams involved are in sync? Recently, I found my notes for talk I used to give to internal audiences while I was Creative Services Director for University Communications at the University of Missouri-Kansas City. Sometimes, administrative units became entrenched in myopic thinking. They not only forgot about their target audience, they forgot about the university brand that added value to their own imperatives.
These "principles" are as true today -- and probably more so, as the complexity of communication channels continues to expand and the the pressure to quantify results increases.It's my hope you find these foundational truths helpful.
"Creative Management: 7 Ways to Get a Collaborative Relationship Off to a Flying Start."
1. Insist on a partnership approach.
Get everyone involved in the life of the project. Executives, an "assign and forget" approach is deadly. So is micro-managing the process and being hyper-critical in the exploration phases of creative development. Creatives, understand the strategic goals, both short-term and long-term.
2. Be upfront at the first meeting.
Sounds obvious, but it's up to the executive teams and writers/designers to agree about what success will look like. This is why a written Creative Work Plan is a wise starting point. Check out "Creative Work Plan" Can Drive Ad Strategy."
3. Regular communication is key.
When your executive team partner or internal customer doesn't hear from you, he or she will presume all is well and anticipate prospective approaches. Check in regularly. Weigh reactions and adjust accordingly. These days, project management software allows easy, convenient review and feedback. For starters, check out the possibilities at Get Apps.
4. Learn to think from the other person's point of view.
Do this as a creative staffer, and the hundreds of creative executions possible in your mind will begin to narrow naturally. Do this as an executive and your view of the right approach will expand. Take a look at Socratic Listening.
5. Honesty works. Don't hedge on what you know for sure, and what you don't.This is critical for both sides. Creatives, insist on background information and research. Executives, if you have doubts about creative ideas, say so, but have reasons why you do. Discuss. Repeat.
6. Different perspectives are part of process. For those in the creative world, the way to an effective message is not linear and often intuitive. Conversely, executives are smart people, fully capable of great ideas. Weigh everything against stated objectives.You can learn how to do this better by studying Steven Covey, particularly with his recent work, The Third Alternative.
7. Meetings are not obstacles. Progress from strategy to end product is the goal. Find a way that allows review and feedback -- in person if you can, but options like Go to Meetings and shared collaborative software can work, too. At critical stages, re-state the obvious -- who's doing what, and what those things are.
For more information and help, get a subscription to Marketing Profs.com or the wealth of information at posts like "10 Tips for Managing Creative People."