Project Mayhem

One of the Best uses of creativity ever.  EVER!

Before I start my rant, let me check something first . Okay, I’m back, just making sure we don’t have these guys as a client …

Hey, United, I got your friendly skies right here - you suck! In fact, all major domestic airlines suck. (Unless, of course, you happen to be reading this and you’re a CMO for a major domestic airline. In that case, all domestic airlines suck, except yours. You need PR, though, and we can help you.)

Here I am sitting at San Francisco airport. It’s 9:45 p.m. United flight 249 was supposed to leave at 7 p.m. It’s been delayed three times. No worries, though, the United Customer Service desk was well equipped to handle the crush of 40 tired, bedraggled and desperate passengers (from five delayed flights) who scrambled to catch connecting flights or simply tried to get a flight - any flight - out of SFO. Yes, United Customer Service was all over it, man, they were prepared. This was their moment to shine and they were ready to rock. They had everything in complete combat ready. They had all the necessary communication tools at their disposal. They had . Anthony. Yes, Anthony, one meager, none-too-concerned customer service guy handling all of us.

After an hour wait, I finally reached Anthony. “One question,” I snapped, sarcastically. “Is flight 249 going to leave here by Saturday?” (It was Thursday.) He didn’t miss a beat. “Oh, definitely,” he said, with a degree of cuteness. “Good,” I said. “Now, is it going to leave tonight?” He studied me for a moment, gauging my willingness to play, “Darn,” he deadpanned, “The questions tonight just keep on getting tougher.” His gauge was clearly off. It wasn’t funny. I didn’t laugh. I didn’t respond. I stared. My jaw clenched. Perhaps he was picking up on the conversation going on in my head - the one that involved me weighing the consequences of leaping, Ninja-style, over the counter and crushing his windpipe with a wicked strike to the throat - he quickly recovered. “I’ll put you on the 9 o’clock, sir. It’s definitely leaving on time,” he said, professionally, tapping away at the computer keys. “That’s what you said about the 7 o’clock . and the 8 o’clock,” I shot back. “It’ll leave at 9,” he said, presenting me my new ticket and pointing, “Gate 78, sir.”

I reached gate 78 where the screen above the counter declared boldly: “Flight 805: Boarding in 17 Minutes.” So far, so good. I waited and watched as the screen continued to change: “Boarding in 15 minutes,” “Boarding in 10 minutes,” and so on. Then, at “Boarding in five minutes,” I decided to take a peak outside the window - know what I saw? C’mon, guess… Wait for it . waaiiittt for it . I saw … nothing. There wasn’t even a plane at the gate. United Airlines was playing bluff poker with 250 passengers and all of us had gone all-in and lost.

Okay, so, as I was told, the weather is always a problem when flying out of SFO; okay, flights get backed up; okay mechanical problems are unfortunate but a reality; and . Fine. I get it. I don’t like it, but I get it. So, here’s a novel idea: At an airport (and with an airline) where delayed flights are as common as bacteria, come up with something to help passengers past the time while they wait. Here are just a few I came up with while I waited . for two more hours:

· Instead of the screen above the desk simply flashing the name of the destination city and the departure time (which, as this story illustrates, never leaves on time anyway), why not flash Keno numbers? Then, instead of reporting to friends that, “I was stranded at San Francisco Airport for four hours last night and it was a disaster,” you could be saying, “I was stranded at San Francisco Airport for four hours last night, but I won $300!”

· Or, how about a partnership with e-harmony? That’s right, up on the screen comes the photo and pithy bio of a woman who’s stranded at the same gate as you. She likes long walks in the park, Italian food and horror movies. Her email address is provided and anyone can ping her right there and go chat with her while you both wait. Then, when you report to friends, you say, “I was stranded at San Francisco Airport for four hours last night, but I met somebody pretty cool.” (I haven’t figured out how to handle the creepy guy with a comb-over issue, but give me a break, I’m brainstorming here.)

· Or, what about passengers who have an expertise in an interesting field - a top chef, a renowned fitness expert, a Nobel Peace Prize winner (don’t laugh, there was one on my flight). They could sign up to give mini-seminars in a section of the airport while people wait. Maybe they get a discount or something whenever they are required to conduct the class.

The point is, there are a million things airlines could do to make waiting a little more bearable for A.D.D.-stricken passengers like me. They just aren’t applying the creative energy to figure it out. And that’s why friendly skies aren’t so friendly anymore.

Now, don’t get all uppity on me.  I hate negativity in a brainstorm as much as the next guy.

No, I’m talking about ideas steeped in the “negative.”  Let me explain…

A few years ago, Odor Eaters did a contest to find the smelliest sneaker in America.  Pure genius.  Put that one in the pile of “things I wish I thought of.”  But, I betcha someone in a meeting said,

“That’s too negative.  We’re all about making sneakers smell nice and fresh.  Wouldn’t it be better to find the BEST smelling sneaker in America?”

No, that would have been idiotic, Mr. Imaginary Marketing Person.  Why? Because smelliest is irreverent, fun, and – most of all – compelling!  Honestly, isn’t the negative more interesting?  Isn’t the best part of American Idol seeing the car accidents during the try-out period?  Don’t we want to watch the carnage?  Of course we do.  Happy endings are nice… but nice don’t feed the bulldog.

(I have no idea what that last part meant, but I’ll assume you get my drift.)

The lesson is this – don’t be so down on negativity.  Embrace it!  Now, keep in mind that it should be relevant to the brand, acceptable by the audience and there needs to be a product-centric solution to whatever you’re finding.  Put the worst sleeper in America in a Hilton Hotel!  Find the worst driver in America, and let Ford teach them how to drive!  Find the worst creative director in the business and give him a job at Cohn & Wolfe!

You see where I’m headed, right?  Don’t be so negative about negativity.  I’m positive you’ll like the results.

xoxo
Marc

So, here’s my advice to you: If you ever have the honor of sharing a meal with Annie Longsworth, head of the San Francisco office, make sure you arrive in your Prius, wearing hemp from head-to-toe, and ordering something macrobiotic, for God’s sake.  Because if you don’t, you’ll feel incredibly guilty. 

(As a point of reference, I drive an SUV, wore a leather jacket and ordered the veal.  THE VEEEEEEEEEEEEEEEEEEEEEAL!)

See, Annie isn’t only the head honcho in SF, she’s the standard-bearer for our Sustainability Practice in the U.S.  And she’ll scare the crap out of you with all the things you’re doing to kill the planet.  But Annie’s also a realist, and understands that fear-based PR strategies will only take us so far before audiences start to tune-out and revert to their non-solar-powered ways.

So, what can us creative folks teach the tree-huggers?  A few things come to mind:

1. Tell stories.  Most green news/programming is built around action items the consumer needs to do – or, as discussed, scaring the crap out of them.  Frame meaningful stories that the consumer can wrap their heads around.  Make it relevant to them at this moment in time – make it meaningful.

2. Focus on changing minds.  This may seem counter-intuitive to our goals, but make the programming less about changing behavior and more about changing attitudes.  Free your mind, your ass will follow.  Stop with the lists of things to do.  Start imbuing more emotion into your communications.

3. Don’t take yourself so damn seriously!  Listen, unlike those of us in other PR disciplines, people who work on environmental/sustainability communications are directly impacted by the issue.  I mean, most people who work on a new HIV drug don’t have HIV, but green communicators are affected by their jobs.  It’s their world they’re trying to save, too.  Well, exercise a little emotional detachment from the issues at hand, and try to have a little fun with your jobs.  I mean, that’s what we like about our jobs, right?  I’m not asking you to stop caring, I’m asking you to RELAX.

And what can the hippies teach us?  Well, my lunch with Annie did make me more aware of my surroundings.  I’m not trading in my Volvo, but I’ll issue this challenge to the network: STOP USING PAPER CUPS FOR COFFEE.  A very, very simple thing:  use a mug.  Simple, right?  In fact, here’s my promise: If any Wolfie in the New York office would like to change their evil ways, I will personally bring you a mug to use in the office.  For keeps.   Cool?  Coooool.

Now, if you’ll excuse me, I have to call my neighbors and ask them to turn up the heat in my house.  I mean, I’ll be home in 9 or 10 hours…

xoxo
Marc 

HOLY F$%KING SH$T!!!!!!!!!!!!!!!!

Marc

Believe it or not, this week marks my third anniversary at Cohn & Wolfe.  And after three incredibly successful years (oh for Christ sakes, would it kill you to humor me just this once???), one story still haunts me:  the dreaded puppy story.   I’m sick of telling it.  I’m sick of being asked about it. 

(And I’m sick of people who say “irony” when they mean “coincidence.”)

So, for the very last time, here it is:

I’m a guy that enjoys and embraces change – but I hate upheaval.  So when I arrived at CW, I was uncomfortable, and was looking for a way to make friends and get to know some folks. And what better way to do that than by using my incredible sense of humor? (Again, just stay with me).

So on my third day, I get an office-wide email that someone is giving away puppies.  And, JUST TRYING TO MAKE A JOKE, I respond – to ALL – “and I have some great recipes.”

Harmless, right?

WRONG.

(I feel I have to point out that I actually love dogs. I had three dogs growing up and would never do anything to harm a cute little puppy. OK, moving on).

I get some great responses:  “You’re crazy!” “Funny!”  “LOL!”  “ROFLOL!”  “JSYEALSHIACTDOMSBLMC-MKTH!” (just saw your email and laughed so hard I almost choked to death on my salad but luckily my cube-mate knows the Heimlich).  At least three dozen emails celebrating my joke.

And I get one more:

“As an animal lover, I’m incredibly offended by this email.”

Not only was this sent from an EVP (who shall remain, “Patty Leitch”) but it was sent to the entire office.  And, it was sent from a Blackberry. A highly overt act.  Basically, she wanted to embarrass me in front of the entire office.  And she did.

So I ran her over with my car. 

(I kid)

I apologized and I moved on. But I had to swear to my boss to never send another reply- all email again, and I learned an important lesson: 

Puppy recipes should only be posted on a blog.

And that’s the last time I’ll be discussing that.

xoxo

Marc

In its first two weeks of release, the Bucket List has grossed nearly $40 million.  (A little background – the film is about two men with terminal illnesses who meet in a hospital and decide to live out their fantasies spelled out in their respective “bucket lists” – the list of things you want to accomplish before you… ummm… “kick the BUCKET.”  In their case, we’re talking about race car driving and other “laugh-in-the-face-of-death” acts of bravery.)

Now, I’m not casting aspersions on two of our nations’ finest thespians, but I’m guessing something’s resonating with moviegoers beyond the somewhat perverse thrill of watching two geriatrics skydive. 

Namely, the notion, “what would you do if you knew there were no consequences?”  Or, put a slightly different way, “what would you try if you knew failure didn’t matter?”  Or, taking this thought to its logical conclusion, “what would you do if you knew you couldn’t fail?”

That’s precisely the attitude we need more of when it comes to our creative ideation.  We don’t need a bucket list.  We need a F%&K IT LIST. 

Coming up with ideas that push the envelope and the client’s comfort zone is the easy part (ok, the somewhat difficult but usually get it done part).  The REALLY hard part is having the balls to actually share those ideas with the client.  Come up with a running list of ideas that you (and your client) would consider the edgiest of edgy. Then, at some point, in a casual setting, sit the client down and run through the list.  (“I know you’ll think these are a little out-there, but…”)

Smart clients will not only appreciate the creative firepower you have at your disposal, but respect your trust in them to share these ideas in a non-threatening manner.

And if they don’t respond positively?

F%&K it.

As creative director, I truly believe this:  if you’re a client (current or prospective) and my ideas aren’t making you just a wee bit uncomfortable, I’m probably not doing my job.  (By the way, this is different than me making most of the people around me and almost all small children uncomfortable, but that’s another post entirely).

I bring this up today because on Monday, I mentioned this vision in a new business pitch and there was some head nodding, but a whole lot of nervous laughter. At first I chalked this up to the normal, expected response, but I got to thinking about it a little more, and it started to trouble me.

No, not the reaction – the premise.

Why?  If everyone values creativity, why should it make people uncomfortable?  Recognizing that of course, there are some things clients would never do. And yes, I tailor creativity so it’s client- and audience-appropriate. And no, I’m not suggesting a porn-star spokesperson in EVERY program. So why?

Fear. That’s why.

Fear of the unknown. The untried. The untested. Fact of the matter is (and as a former client, something I can attest to), most of our clients are paid to not sink the ship. Rare is the organization that embraces, let alone rewards creative risk taking. They’re encouraged to maintain the status quo.  So clients are far more apt to take the safe route. After all, it’s their head on the chopping block. Better to go with the known. The familiar.

So, how do we begin to alleviate fear for the client? 

By changing their perception of what “safe” means though consistent, timely delivery of the right creative solutions.  Just like consumers, our clients can’t hear great creative just once. They need multiple touchpoints for behavioral change. Even if they don’t buy off on the ideas for the first assignment. Or the second. Or the 15th. The only way you’ll lead them into game-changing creative programming is by going after them again and again.  And again.

Don’t get discouraged.  Don’t feel defeated.  And NEVER say “the client would never buy that idea.”  Keep going back to the well. Eventually, they’ll overcome their fear of the new, and when they allow us to execute the programs we want, we’ll make them look like heroes.  And as O’Brien would say, “They’ll want more of that.”

xoxo
Marc

Happy new year, kids. As promised in my last post, here are some ideas for fostering that creative spark:

1. Odd Couples
As Jeremy’s Emergenetics training has demonstrated, there are analytical thinkers and conceptual thinkers (and structural, & social). But Emergenetics is not a measure of creativity. It’s an illustration of communications preferences. So analytical thinkers aren’t less creative. They just create differently.   So foster little creative dynamic duos.  Pair different thinkers to solve creative conundrums.  Allow them to work together and develop a groove.  You’ll be surprised at the results.

2. It’s a Team Sport.
Too many brainstorms are waaaayyyy too top-heavy. Everyone can – and should –  play a role. When was the last time we had a brainstorm with fewer VPs than AEs?  Give everyone a chance to participate!  But when you do…

3. Make It Safe.
Junior staff need to understand that all creative sessions — not just brainstorms — are safe environments. The won’t be judged, ridiculed or evaluated on their performance. Make them feel safe, and the ideas will flow. “There’s no bad ideas in a brainstorm” can’t be hollow words. We need to live them. And if they still don’t speak…

4. If At First They Don’t Speak…
Keep inviting them back. Invite them again, and again, and again. Some people take longer to come out of their shells in unfamiliar settings. It doesn’t mean they don’t have anything to contribute. Don’t let first (or second or third ) impressions label someone as non-creative.  Keep inviting them until they get to a point when they’re ready to contribute to the group.

5. The Honor System.
This can be a difficult one to keep in mind on a consistent basis, but its a critical one. Nothing can kill a creative spark like a headshake or a chuckle. Take every idea seriously. Give people every opportunity to express ideas, and honor their contributions. Consider everything, and set aside time to walk through ideas with staff.  Obviously, not every idea is a good one, and you won’t act on most. But make sure they understand that their input is valuable and their ideas have merit.

6. I hear, and I Forget. I see, and I Remember. I do, and I Understand.
Nothing gets creative juices flowing like an actual assignment. Give junior staff a first crack at coming up with ideas/solutions to assignments (keeping number 5 in mind). Let ‘em show you what they’ve got. Assign a supervisor to guide the process, but let the staff do the work and come up with the ideas.

7. Mentoring.
This is one we talk about a lot in PR, but it has special meaning for creativity. Creativity breeds creativity. Jeremy and I and Michael and I feed off each other. Have the most creative staff “adopt” junior staff outside their immediate sphere of influence and let them participate in creative ideation together.

8.  Game time
We all understand the issues with time in our business. And at the end of the day, the client and their assignments come first. But in order to foster creativity, you need to provide time for minds to stretch. Host brainteaser lunches once a month. Play word games at an after-hours happy hour. Jeremy, Carol and I would be thrilled to facilitate these sessions. Just ask.

I hope these ideas help. But I this list is by no means all-encompassing. Feel free to email me or post your suggestions, and we’ll share with the rest of the staff.

xoxo
Marc
 

Ongoing news stories about the shaky economy continue to surface. Former Fed Chairman Greenspan even played Grinch at Christmas, explaining that, in his opinion, there is a 50/50 chance the U.S. will fall into recession.

Along with the threat of a weakened economy comes a more hidden, but no less crippling, corporate condition. It’s what psychologists call neophobia: the fear of new things. As the economy gets tighter, so do marketing budgets; ergo so do the level of risks clients are willing to take or new programs they are willing to introduce. It’s the complete opposite of what any company looking to make gains on its competitors should be doing, of course. When competitors are pulling in their marketing talons, that’s the moment savvy companies extend theirs.

Picasso said, “Every child is born an artist. The problem is to remain an artist once one grows up.” The same goes for our desire to overcome our fear of new things, regardless of the environment in which we happen to be. As young children, we’re taught to stand up despite our fear of the pending, or perhaps, inevitable, fall. We’re taught not to run and hide behind our parents when introduced to someone new, but rather, smile and offer a pleasant greeting. Many of the things we’re taught at an early age are designed to make us better human beings and better able to excel socially. Apply that same simple lesson to marketing/PR. If companies are always too timid, shy or averse to standing up for fear of falling or failing during difficult economic times, how do they ever hope to excel?

Many companies could take a page from Mario Andretti’s philosophy, a man considered by many to be the greatest race car driver in history. Andretti described his winning style this way, ‘If you’re in control, you’re not driving fast enough.”

Companies willing to push the gas while others are hitting the breaks in 2008, will snag the checkered flag … and the money that goes along with it.