More on a Technique for Getting Ideas
I’ve had some great feedback on the previous post (unfortunately they didn’t come through comments on this blog)
I recently revisited Paul Ardens amazing book “It’s Not How Good You Are It’s How Good You Want to Be.” and it turns out this is where I first learned of “Technique”.
Arden’s book is a must read for anyone driven by originality.
Here is a quote from Arden on Young’s book.
“It doesn’t give you ideas, but it helps you sort out what you want to say and helps you arrive at an original and relevant solution.”
My first encounter with this quote led me to search out the book and create the previous post. (Here I thought I needed to improve my del.icio.us habits when in fact it is my old school bookmarking that failed me.)
Here is a great post from Shawn at Anecdote summarizing Young’s 5 steps. Amazon has the book as well. I’ve ordered a copy as I’m curious to see the differences between it and the PDF linked to in the previous post.
For CM readers, I'll be adding this book and Arden's to our company library.
In my mind this is the essence of creative process. Would you agree?
Wednesday, March 5, 2008
Wednesday, January 16, 2008
A Technique for Getting Ideas
In my post Creativity or Ideas Have Two Forms, I ask; "How do you manufacture ideas and concepts?" Well I found someone who is bold enough to answer and share the principles of his creative process. I'll be damned if I can recall where I found, James Wood Young (need to improve my del.icio.us habits), so I'm forced to introduce him somewhat out of context.
Suffice it to say he is an 1940's era "Ad Man".
Young wrote a text titled: "A Technique for Getting Ideas" and I'm going to share it with you, but first some encouragement, questions and affirmations,
Young's text is quirky and it took me sometime to relate to his voice, but he does an excellent job of delivering his 5 steps in a fun and unknowingly historic manner. I strongly encourage you to digest the whole thing by following the principle of his first step, disciplined gathering of specific material.
Young describes an individual approach to ideation.
As you review his methods ask yourself, "can we apply these principles in team or group environment?" Future posts will explore this further.
Young's text is affirming for me in many ways as he stresses the need to see relationships, constantly fill your mind and "submit ideas to the criticism of the judicious".
You can find a PDF of A Techique for Getting Ideas here.
Enjoy
Suffice it to say he is an 1940's era "Ad Man".
Young wrote a text titled: "A Technique for Getting Ideas" and I'm going to share it with you, but first some encouragement, questions and affirmations,
Young's text is quirky and it took me sometime to relate to his voice, but he does an excellent job of delivering his 5 steps in a fun and unknowingly historic manner. I strongly encourage you to digest the whole thing by following the principle of his first step, disciplined gathering of specific material.
Young describes an individual approach to ideation.
As you review his methods ask yourself, "can we apply these principles in team or group environment?" Future posts will explore this further.
Young's text is affirming for me in many ways as he stresses the need to see relationships, constantly fill your mind and "submit ideas to the criticism of the judicious".
You can find a PDF of A Techique for Getting Ideas here.
Enjoy
Wednesday, January 9, 2008
Fiscal Acumen
This post introduces the Fiscal Pillar and completes the foundation for this blog.
Creativity and Fiscal Acumen?
Contrary to first blush these are not mutually exclusive concepts.
We're talking commercial creativity, our clients pay us to help them increase returns and remove barriers to growing their businesses and organizations.
I have no problem stating fiscal ineptitude will rapidly decrease credibility and opportunity. This pillar permits some coaching, knowledge sharing and business POV's that are sometimes held hostage by the account, sales or finance masters in our midst.
Ultimately the creative leader is charged with the seemingly disparate goals of driving ROI to both their client and host organization. Competency here is entirely dependent on understanding business models, pricing structures, industry verticals, market influences, consumer behavior and competitive analysis.
Advanced strategic thinking and business comprehension will lead to selling the right work in turn connecting the Fiscal Pillar to the Client & Creativity Pillars.
Sounds like a formula for advancing your portfolio to me.
Practically, creative people are tasked with informing account plans, project plans, budgets, work orders and estimates. The effort can be dry as toast and distracting. Elevated fiscal competencies ensure accuracy and efficiency in developing these essential business records and permit a quick return to the more inspired aspects of creative roles.
Lets pry the lid off the Fiscal Pillar in more detail in future posts.
Creativity and Fiscal Acumen?
Contrary to first blush these are not mutually exclusive concepts.
We're talking commercial creativity, our clients pay us to help them increase returns and remove barriers to growing their businesses and organizations.
I have no problem stating fiscal ineptitude will rapidly decrease credibility and opportunity. This pillar permits some coaching, knowledge sharing and business POV's that are sometimes held hostage by the account, sales or finance masters in our midst.
Ultimately the creative leader is charged with the seemingly disparate goals of driving ROI to both their client and host organization. Competency here is entirely dependent on understanding business models, pricing structures, industry verticals, market influences, consumer behavior and competitive analysis.
Advanced strategic thinking and business comprehension will lead to selling the right work in turn connecting the Fiscal Pillar to the Client & Creativity Pillars.
Sounds like a formula for advancing your portfolio to me.
Practically, creative people are tasked with informing account plans, project plans, budgets, work orders and estimates. The effort can be dry as toast and distracting. Elevated fiscal competencies ensure accuracy and efficiency in developing these essential business records and permit a quick return to the more inspired aspects of creative roles.
Lets pry the lid off the Fiscal Pillar in more detail in future posts.
Monday, January 7, 2008
Team Leadership Pillar
In order to effectively lead a team one must need a team.
This post explores effective leadership characteristics and behaviors.
Natural & Appointed Leadership
Natural leaders readily create or accept more work than they're capable of producing themselves. The complexity, volume or time requirements of the work demand this person actively engage a team in order to meet stakeholder expectations.
These leaders ask for help and empathize with the help when they get it.
Appointed leaders are provided with a team or a previously established need for one. Appointments may assign leadership accountabilities but they do not make leaders. Some people are rewarded with team leadership positions due to their fiscal, client leadership or creative development abilities. These strengths are all encouraged and explored in the other Pillars of Success, however excellence in one pillar does not imply advanced competencies in another.
It is important for creative organizations to create a meritocracy that fosters and recognizes natural leadership, in turn appointing and sourcing proven people into formal leadership roles.
Pillar Parallels & Connections
When we bring a team into the scenario the interdependencies of the 4 Pillars reveal themselves. If this blog were for creative lone rangers it would be called 3 Pillars of Success.
This pillar is about leading people and teams through the idea and execution phases of the Creativity Pillar. It also provides the context for the internal client referred to in the Client Leadership Pillar. Another parallel is scope confirmation provided to the end client is often used to brief and engage team members.
The Leadership Gig
Creative leaders with a solid track record often choose to find the solution versus create it themselves. This approach requires them to effectively represent the problem to their team and engage them with brainstorming and ideation techniques proven to remove paradigms. With multiple minds applied to a problem this leader is more likely to find answers, which lead to new concepts.
Equally important to articulating the problem is articulating the chosen concept. Engaging a team in building out the concept and making it real is an art in itself. Senior leaders understand various development methods and the resulting team competency requirements. They can clearly delegate and evaluate task artifacts for fidelity to concept.
They critique the work not the person.
Progressive creative leaders advance through succession planning.
These leaders understand the need to bring new and entry-level personnel into all phases of the project in order to get to know them and not overlook their potential. Leaders seek and coach team members who display competencies in all 4 Pillars allowing their organization to scale while providing project diversity for themselves.
Checking the Ego
In my experience most people with overly high opinions of themselves don't build the best teams, nor do they create the best solutions. Generally I regard self-centered behavior as a destructive trait rather than a creative one. The leadership behaviors described here require a vision of excellence and a grace that encourages individual growth.
Have a look at your portfolio, my bet is the best work is associated with strong leadership, either your own or someone who effectively engaged you.
This post explores effective leadership characteristics and behaviors.
Natural & Appointed Leadership
Natural leaders readily create or accept more work than they're capable of producing themselves. The complexity, volume or time requirements of the work demand this person actively engage a team in order to meet stakeholder expectations.
These leaders ask for help and empathize with the help when they get it.
Appointed leaders are provided with a team or a previously established need for one. Appointments may assign leadership accountabilities but they do not make leaders. Some people are rewarded with team leadership positions due to their fiscal, client leadership or creative development abilities. These strengths are all encouraged and explored in the other Pillars of Success, however excellence in one pillar does not imply advanced competencies in another.
It is important for creative organizations to create a meritocracy that fosters and recognizes natural leadership, in turn appointing and sourcing proven people into formal leadership roles.
Pillar Parallels & Connections
When we bring a team into the scenario the interdependencies of the 4 Pillars reveal themselves. If this blog were for creative lone rangers it would be called 3 Pillars of Success.
This pillar is about leading people and teams through the idea and execution phases of the Creativity Pillar. It also provides the context for the internal client referred to in the Client Leadership Pillar. Another parallel is scope confirmation provided to the end client is often used to brief and engage team members.
The Leadership Gig
Creative leaders with a solid track record often choose to find the solution versus create it themselves. This approach requires them to effectively represent the problem to their team and engage them with brainstorming and ideation techniques proven to remove paradigms. With multiple minds applied to a problem this leader is more likely to find answers, which lead to new concepts.
Equally important to articulating the problem is articulating the chosen concept. Engaging a team in building out the concept and making it real is an art in itself. Senior leaders understand various development methods and the resulting team competency requirements. They can clearly delegate and evaluate task artifacts for fidelity to concept.
They critique the work not the person.
Progressive creative leaders advance through succession planning.
These leaders understand the need to bring new and entry-level personnel into all phases of the project in order to get to know them and not overlook their potential. Leaders seek and coach team members who display competencies in all 4 Pillars allowing their organization to scale while providing project diversity for themselves.
Checking the Ego
In my experience most people with overly high opinions of themselves don't build the best teams, nor do they create the best solutions. Generally I regard self-centered behavior as a destructive trait rather than a creative one. The leadership behaviors described here require a vision of excellence and a grace that encourages individual growth.
Have a look at your portfolio, my bet is the best work is associated with strong leadership, either your own or someone who effectively engaged you.
Wednesday, December 12, 2007
Client Leadership Pillar
This post introduces the Client Leadership Pillar.
A client is defined as an individual or organization that is engaging professional services to solve their problem(s). In the 4 Pillars model clients can be both internal and external to ones parent organization. The key to success in this pillar is to earn the trust and approval of the client stakeholder so the best work is fully considered and ultimately implemented.
Every elevator pitch in history has been to a known or prospective client.
Stakeholders defined.
Generally stakeholders are; the client, the client's customers (everyone serves) and the firm or agency hired to solve the agreed problems. Anyone who benefits from the solution is a stakeholder.
The right problem
One of the biggest obstacles to connecting with a client is fully understanding the right problem to solve. Client provided insight to their problems is often lacking in clarity.
A creative professional understands various methods of inquiry to ensure the scope of the problem is well understood in order to create innovative solutions that drive returns to all stakeholders. Creative professionals will research or seek information on the end customers needs and issues in order to fully understand their pain points and issues.
Market and competitive audits also serve to drive insights to potential solutions.
This information is often presented in project, creative and insight briefs, however the agency chooses to summarize and clarify scope and direction.
Persuade or sell, either way the client needs to be convinced.
Salesmanship, presentation and relationship skills are essential in order to build client rapport.
Agencies rarely decide for their client, they recommend.
A recommendations merit is often rationalized in relation to competitive, market and customer conditions, development methods, media strategies and material choices.
All creative professionals seeking to advance their portfolios or reputations face the need to persuade and sell their clients on the right solution.
In my experience the most successful creative professionals vest themselves in the work and see their projects through to completion. These leaders understand project success extends client relationships, sells new clients, builds portfolios and improves customer experiences.
This blog is not about prescribing a master how to, it is about exploring all aspects of a professional problem solvers career with the hope of sharing experiences, methods, successes, failures, results and ideas.
A client is defined as an individual or organization that is engaging professional services to solve their problem(s). In the 4 Pillars model clients can be both internal and external to ones parent organization. The key to success in this pillar is to earn the trust and approval of the client stakeholder so the best work is fully considered and ultimately implemented.
Every elevator pitch in history has been to a known or prospective client.
Stakeholders defined.
Generally stakeholders are; the client, the client's customers (everyone serves) and the firm or agency hired to solve the agreed problems. Anyone who benefits from the solution is a stakeholder.
The right problem
One of the biggest obstacles to connecting with a client is fully understanding the right problem to solve. Client provided insight to their problems is often lacking in clarity.
A creative professional understands various methods of inquiry to ensure the scope of the problem is well understood in order to create innovative solutions that drive returns to all stakeholders. Creative professionals will research or seek information on the end customers needs and issues in order to fully understand their pain points and issues.
Market and competitive audits also serve to drive insights to potential solutions.
This information is often presented in project, creative and insight briefs, however the agency chooses to summarize and clarify scope and direction.
Persuade or sell, either way the client needs to be convinced.
Salesmanship, presentation and relationship skills are essential in order to build client rapport.
Agencies rarely decide for their client, they recommend.
A recommendations merit is often rationalized in relation to competitive, market and customer conditions, development methods, media strategies and material choices.
All creative professionals seeking to advance their portfolios or reputations face the need to persuade and sell their clients on the right solution.
In my experience the most successful creative professionals vest themselves in the work and see their projects through to completion. These leaders understand project success extends client relationships, sells new clients, builds portfolios and improves customer experiences.
This blog is not about prescribing a master how to, it is about exploring all aspects of a professional problem solvers career with the hope of sharing experiences, methods, successes, failures, results and ideas.
Wednesday, December 5, 2007
Creativity or Ideas Have Two Forms
This pillar focuses on core competencies within a field or discipline applied to solve the problem and deliver the solution. Both the concept and the execution are established within this pillar. The Pareto (wikipedia) principle works well when describing the weight of effort required within the Creativity pillar. 20% of a project or individuals effort would be required to establish the idea or concept, with the remaining 80% used to assemble the manifest deliverables.
This recalls Edison’s famous quote, “Success is 10% inspiration and 90% perspiration”.
Idea form #1 _ the holy shit moment, or for some the "oh my blog" moment ;)
Ideas start out as intangible thought.
How do we manufacture ideas and concepts?
First off creative people don't accept things as they are, they identify problems and apply themselves to conceive possible solutions and improvements.
This fits with a fundamental tenet of human behaviour; people seek the path of least resistance. For some, thinking is resistance, for creative people, thinking is a proven means to a smoother path.
Creative professionals are called upon by their clients to generate ideas and innovations in a reliable manner.
This is no small feat and requires mastery of brainstorming and ideation techniques.
As ideas move from thought to material they are often expressed in words and or sketches. (Critical Mass is a digital shop, but we burn through sketchpads and post it notes).
Future posts will explore ideation methods and stories with the aim of sharing and inspiring.
How do you manufacture ideas and concepts?
Idea Form #2 _ the prototype and the product
Once the concept is established the next order of business is to do it justice through excellence in execution. Anyone who is producing work based on personal ideas can dive right in and get to work. The general problem with solo executions is the final work is limited to ones mastery of tools, formats, platforms and materials.
Engaging a team permits multiple experts to apply a host of disciplines to achieve excellence. The keys to effectively engaging a team of creative professionals to do their best work is communication and ownership.
One of the most effective communication tools is a prototype. Prototypes take many forms and strive to represent the concept well enough to solicit more refined contributions of form and function. Precison of final work is highly dependent on how well the concept is shared with and understood by the development team.
My point on ownership is simple. If a creative professional or team is truly vested in realizing the concept, they will fully apply themselves in solving all related development issues and deliver a portfolio worthy product.
In addition to prototypes what effective concept communication methods have you experienced?
The 4 Pillars themselves are a concept.
I have a solid understanding of them in my mind.
This blog is one of my tangible executions of the concept.
I look forward to continuing to express this concept; your thoughts and ideas are welcome.
This recalls Edison’s famous quote, “Success is 10% inspiration and 90% perspiration”.
Idea form #1 _ the holy shit moment, or for some the "oh my blog" moment ;)
Ideas start out as intangible thought.
How do we manufacture ideas and concepts?
First off creative people don't accept things as they are, they identify problems and apply themselves to conceive possible solutions and improvements.
This fits with a fundamental tenet of human behaviour; people seek the path of least resistance. For some, thinking is resistance, for creative people, thinking is a proven means to a smoother path.
Creative professionals are called upon by their clients to generate ideas and innovations in a reliable manner.
This is no small feat and requires mastery of brainstorming and ideation techniques.
As ideas move from thought to material they are often expressed in words and or sketches. (Critical Mass is a digital shop, but we burn through sketchpads and post it notes).
Future posts will explore ideation methods and stories with the aim of sharing and inspiring.
How do you manufacture ideas and concepts?
Idea Form #2 _ the prototype and the product
Once the concept is established the next order of business is to do it justice through excellence in execution. Anyone who is producing work based on personal ideas can dive right in and get to work. The general problem with solo executions is the final work is limited to ones mastery of tools, formats, platforms and materials.
Engaging a team permits multiple experts to apply a host of disciplines to achieve excellence. The keys to effectively engaging a team of creative professionals to do their best work is communication and ownership.
One of the most effective communication tools is a prototype. Prototypes take many forms and strive to represent the concept well enough to solicit more refined contributions of form and function. Precison of final work is highly dependent on how well the concept is shared with and understood by the development team.
My point on ownership is simple. If a creative professional or team is truly vested in realizing the concept, they will fully apply themselves in solving all related development issues and deliver a portfolio worthy product.
In addition to prototypes what effective concept communication methods have you experienced?
The 4 Pillars themselves are a concept.
I have a solid understanding of them in my mind.
This blog is one of my tangible executions of the concept.
I look forward to continuing to express this concept; your thoughts and ideas are welcome.
Wednesday, November 28, 2007
Portfolio - the 4 Pillars Narrative
Prior to diving into the 4 Pillars in more detail it is important to share a perspective on taking a portfolio approach to career management. While the 4 Pillars focus on core competencies, career experiences and goals, a portfolio aids us in retaining and expressing our career story.
This post provides an overview on portfolio content, forms and reasons to consider this strategic career tool.
A portfolio is a collection of stories about solutions and experiences.
Each story presents the problem or challenge, ideas, final execution and whenever possible, results. (quantifiable and qualifiable)
The story may also reveal tools, materials, roles, comps, drafts, schemas and methods used during ideation, execution and implementation phases of the project.
It is important to note portfolios take on many forms, some raw, some polished.
In my experience there are 3 primary forms.
These stories are first and foremost for yourself.
One of the most affirming aspects of a portfolio approach is revealing tacit (wikipedia) knowledge. As we learn new techniques, tools, styles and skills they become internalized as part of who we are. Looking back at past accomplishments (and the related struggles) we realize how much we have changed and developed.
If for no other reason than this, adopt a portfolio approach.
While many creative professionals are intimate with the merits of a portfolio I encourage all knowledge workers to adopt a portfolio approach in managing their careers.
I look forward to discussing your experiences with and ideas for portfolio use.
This post provides an overview on portfolio content, forms and reasons to consider this strategic career tool.
A portfolio is a collection of stories about solutions and experiences.
Each story presents the problem or challenge, ideas, final execution and whenever possible, results. (quantifiable and qualifiable)
The story may also reveal tools, materials, roles, comps, drafts, schemas and methods used during ideation, execution and implementation phases of the project.
It is important to note portfolios take on many forms, some raw, some polished.
In my experience there are 3 primary forms.
- the shoebox (add digital metaphor here). Take the time to secure all supporting details and elements of every unique experience while they're available. Consider polish later.
This takes diligence but is a relatively nimble way to retain the story for future reference. - the general public porfolio. This is the url or book you share openly. Preparing this portfolio requires careful consideration not to disclose the intellectual property of current or past clients and employers. This requirement sometimes creates somewhat shallow or generalized stories.
- the custom presentation. This portfolio is tailored to your prospective client or employer. For this presentation you pull relevant stories from 1 and 2 above and present them directly to your prospects interests.
These stories are first and foremost for yourself.
One of the most affirming aspects of a portfolio approach is revealing tacit (wikipedia) knowledge. As we learn new techniques, tools, styles and skills they become internalized as part of who we are. Looking back at past accomplishments (and the related struggles) we realize how much we have changed and developed.
If for no other reason than this, adopt a portfolio approach.
While many creative professionals are intimate with the merits of a portfolio I encourage all knowledge workers to adopt a portfolio approach in managing their careers.
I look forward to discussing your experiences with and ideas for portfolio use.
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