Stop Checking Boxes and Start Adding Value
I have a pretty bad habit when I get particularly busy at work. I describe the problem as ‘going into cruise control’. Or, more specifically, a mode of operating where I get very heads down for a long period of time – focusing only on getting work done quickly so that I can move on to the next thing.
Quickly checking items off of a to-do list probably doesn’t sound like much of a problem to you. But for me as a creative leader, it is imperative that I serve both a strategic and leadership function: setting the tone for future projects and tactics. However, when I focus on checking boxes, I can very easily move so quickly that I completely forget to give myself the space and time necessary to be strategic. Usually I realize that I’ve moved too quickly when I get the stink-face from my Executive Creative Director in a review. He looks at me with this eyes-bulging-out-of-head expression that tells me that I've not only spoken too fast, but in all likelihood also worked too fast and haven't yielded him an actionable idea.
So as I am coming down from a particularly brutal couple of weeks, I thought I would take stock of the best-practices that are so common sense but often overlooked when I go into 'cruise control'.
Most of these best-practices won't be anything new if you've been consulting or working at an agency for some time. The key for me, however, is to always apply these best practices no matter how small or large the task. I tend to get comfortable with small tasks and forget to do my diligence. That, however, is the challenge with always adding value: you have to consistently give yourself the space to apply these behaviors.
Don’t Fear the To-Do List
Many people, books, and blogs have told me otherwise, but I find that if I don’t write down every little thing that people ask me to do then many things will get forgotten. I have a great memory and great recall, but my environment moves too quickly and I am a point of contact for dozens of people. The reality of my situation is that every task, no matter how big or small, needs to get written down or I risk forgetting about it. I'm not saying that never leaving your desk without a stack of post-its is the solution for everyone, but I am suggesting that you find the right method for yourself. My father walks around with a notebook, my best friend uses his phone – there are numerous possibilities.
Free Your Focus for the Right Things
The beauty of putting everything in a list is that the list frees you to focus on the more meaningful work. Broadly speaking, when people ask me to respond to an email it doesn't have to happen immediately. But I usually do respond immediately anyways because otherwise (you guessed it) I'll forget. But this chain of reacting only further delays getting a start on the true priorities of the day. Don't distract yourself and your attention by doing things like email or scheduling meetings until you've moved the important creative work out of the way. Writing everything down allows you to prioritize your tasks and creativity accordingly.
Don’t be Afraid to Say No
I often equate saying no to failure. In reality, people are more disappointed by a poor quality or delayed product than they would be to you setting appropriate expectations. If you only have 10 hours to do 25 hours of work, you simply have to reset expectations with your team. I have never had an instance where properly setting expectations about timing or my availability has gotten me in trouble. The key to doing this effectively is to convey the right message: Focus on what you can do instead of what you can't. Rather than simply saying "I don't have time for this", focus on a less emotional and reactive approach. For example: "I can't do all 5 of these tasks today given my project load. But I can complete this 1 urgent item that has external impacts, and will have the greatest customer benefit."
Similarly, don't be afraid to delegate if at all possible. Be very objective about the priority of work and another person's potential to address it. Creatives tend to be very selfish and want to save all of the cool and interesting problems for themselves to solve. But if it can be delegated to another member of your team then you may need to suck up the ego and let someone else own it.
State Your Purpose for Every Task
Whether planning, scoping, designing, or putting together an executive presentation, I find it is always helpful for me to define the purpose of my task before doing anything else. The purpose statement should remind you of the 'ultimate question' that your work will answer and can also be used as your exit criteria (meaning that the work isn't done until you have addressed that purpose). Your purpose doesn't always have to be earth-shattering or take much time to generate. Frequently, the purpose of my work is to create executive awareness, create leadership alignment, etc. The bigger point in ensuring that your purpose is clear when you set out is that you can't effectively use your time without it. Once you have your purpose, all else should follow.
Know your audience
Understanding your audience and their triggers can provide you important context to get your work done right the first time. Again, this doesn't have to be anything majorly time-consuming, but if you can connect ideas or conversations together for your audience then you are much more likely to be successful.
Know Your Principles
As with all creative domains, there is never just one “right” solution. Because of this, it's very important to internalize your design principles and use them as a litmus test for all of your work. As you progress on your designs, ask yourself: does this solution meet my principles? I find this tactic is helpful on a regular basis to edit my own ideas.
Always Allow Time For Research
Never let this one drop. Ever. We creatives tend to run on instinct first and then use research for validation. But many of our business counterparts will work just the opposite. Other creatives may be able to align to your thinking very quickly, but business executives will need more of a case built, generally, for smaller decisions. Even if you are looking at something as small as a label change, just give yourself the 5 minutes to look externally: what terms are the media grabbing onto? Consumers? What is relevant for search? Being able to reference what you have seen while you present will greatly increase your ability to be persuasive and authoritative.
Set Yourself up for Success
Once I'm in the end zone with the creative process and ready to share with my audience, I always make sure to set the appropriate context for what they will see. Remember the expectation setting about your schedule? Well, you also need to set expectations about creative reviews: What has been done and with what purpose, what is the required outcome of the review, what are the next steps? All of these questions should be answered before actually delving into a review of the work itself.
