Are you good enough if you don’t make everyone else better?
Two legends, Bill Russell and Red Auerbach
Basketball legend Bill Russell has a new book out, Red and Me. In it, Russell tells the story of his amazing partnership with Red Auerbach, one in which the coach learned as much from the player as vice versa. Russell unarguably holds claim to the greatest team player in all of sports, known especially for his ability to make everyone else around him better, including his coach.
In a review of the book in last Sunday’s NY Times, Bill Bradley (former All-American, New York Knick, and US Senator) related a memorable quote from Oscar Robertson, the former perennial All-Star guard for the Cincinnati Royals. When asked if Michael Jordan, after his third year in the NBA, was a great player, Robertson replied, “Not yet. He still hasn’t learned to make the worst player on his team look good.” Eventually MJ, like Russell, mastered that all-important, but sometimes elusive, leadership skill.
In a team sport, that is the definition of greatness.
Interestingly, it appears there’s a parallel to any creative business as well. We live and work in an era when creativity has become more the output of a group of people; writers, art directors, animators, flash developers, programmers, and UX specialists all have to work together seamlessly to create something remarkable. It’s no longer just an art director and a copywriter who own creativity, if in fact that were ever the case.
As a result, the ability to elevate everyone else’s idea or contribution is the new ultimate skill. It’s less about collaboration (working better with other people) and more about amplification (making the work of other people better.)
Here’s some of the things we’re doing at Mullen to try and turn collaboration into amplification.
1. We’ve redefined the definition of the creative team
It used to be a writer and art director, the typical advertising team. Now that team includes a developer, a UX specialist, a connection strategist, a social influencer, et. al. By working together from the outset of a project, there’s an increased respect and trust for everyone’s contribution.
2. We look at work in an unfinished state
There’s a tendency on the part of many creative people to conceal an idea until it’s fully baked. We don’t do that. There’s one big wall where early ideas and work in progress get posted. Everyone can see it and anyone can comment. The creative director gets to make the ultimate call, but everyone’s free to offer an opinion.
3. We focus on the idea, not the individual
Yes everyone wants credit for the ideas he or she generates, along with the pats on the back, accolades from peers and eventual awards. But if you put aside individual glory for a moment and focus on the idea, the work, and the details that matter (regardless of who else lends a hand or gets his name on the project) the better the outcome might be.
4. We encourage anyone to talk to anyone
Everyone claims to hate politics and hierarchy, but in a lot of companies people get pretty upset when others don’t go through proper channels. I say screw the proper channels. When anyone at any level can make a suggestion, share an idea, or express an opinion you have an environment that fosters amplification.
Collaboration is good. Amplification is better. Do you work in an environment that fosters and rewards it? Do the leaders and key contributors in your company simply collaborate, or do they amplify?
Comments
Edward: I should have added some context to my comment. I didn't mean to imply you thought credit shouldn't be shared. I was referring to what I see as an all-too-common problem in most of corporate America: Credit" is too often hijacked via "titles."
I agree creating an environment in which everyone contributes is ideal. And Michelle is correct in that being able to amplify comes with confidence or being comfortable in your skin.
But we are human, and people want spotlight sometimes individually. So a leader who can amplify must also balance the ideal environment with human's desire to be recognized for individual accomplishments. I don't think there is anything wrong with that. It just needs to be balanced.
Great post. Reminiscent of the video you posted of Randy Nelson.
I empathize with 2 points that you specifically address:
1. Individual glory. I think ego in this industry is a pandemic - no, epidemic. The culture has been bred that way. Praise, accolades, credit. It's overrated, because at the end of the day, you represent an entity greater than yourself, and I think even at the new, unbound Mullen, there are those who need to adopt this mantra of focusing on the idea and not the individual.
2. Encouraging anyone to talk to anyone. In my short time as a Mullenite, I've learned that speaking up is the best way to be heard. This is a common sense industry, and regardless of experience or IQ, anyone who's lived a day of life can provide meaningful, personal insight. It's qualitative, not quantitative. And as a result, we all learn to work smarter, not harder.
Thanks for the inspiration.
EKimu00e2u0080u0099s last blog post..Via #mullenunbound
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Ask Michael Jordan how he won in the 1991 Finals. This is the answer. Kobe Bryant is still trying to wrap his head around this "teamwork" concept. As an agency or company you need to embrace this.
Politics get in the way of actual work and innovation. Results should be the only thing that are measured/respected. If you are constantly undermining others and trying to claim all the glory for yourself? Enjoy mediocrity.
Innovation and brilliance comes from an absence of b.s. not from it.
Stuart Fosteru00e2u0080u0099s last blog post..Niching Yourself Into a Corner
Nothing original but I always, always think companies would do well to apply lessons learned on sporting fields to corporate culture.
As you said, amplification of others is what being a team player is all about.
Also, hard work/practice pay off. Same in a company, you work hard, you get more PT.
Different teammates are crucial at different points in the game. Realizing strengths of different individuals and being able to step back when you realize it's the goalie's ball or conversely taking the open shot when it's yours.
And confidence is everything.
I totally agree. You have to let go of possession of an idea and let it be what it will be, let it grow. Although at some point everything that's been gained in the amplification process has to be evaluated against strategy, objectives, and long-term brand integrity.
And when it comes to sorting through the suggestions, everyone participating in the amplification needs to ultimately appreciate that sometimes good ideas and suggestions are fabulously creative but aren't in line with the brand essence or won't effectively achieve objectives. The JC Penney "Speed Dressing" spot is a good example. Awesome concept, no doubt a great execution, but the spot is so off-brand it's a wonder it ever saw the light of day!
Amplification is powerful as long as there's a strategic resolution for every great concept that the entire team understands and fully supports.
Michelle Tripp (@michelletripp)u00e2u0080u0099s last blog post..Old Media Falling Into The "Digeration Gap"
Seems to me that you just offered a definition/framework for the term "unbound." What a great way to work!
Leo Bottaryu00e2u0080u0099s last blog post..Focus On The Customer
L:
I've found that the best way to try and create that environment is simply get people to see the world from other perspectives. We often have blinders on. Even when everyone gets in the room together they push their agenda or pov. When everyone learns to see how their area of expertise can amplify what someone else is trying to do you end up with a better outcome.
Michelle:
True that it's not easy. And one person may still have the "big" idea. But if you believe it can get better at every step of the way, from the IA to the consumer interaction, to the possibility of it turning into something entirely different because the media guys have a more interesting way to connect with the consumer, then you do have to embrace it.
A structure like this only works when there is mutual respect for other team members and the presumption that anyone around you can add value. Also, the self-confidence to know that you can always make your ideas better. Kudos if you've created such an environment.
By the way, amplification is a great rule for life, not just advertising. In improv it's called "Yes, and..." Good mantra to have in your head.
L Gumbinneru00e2u0080u0099s last blog post..Eating well? Well...
Awesome post, Edward!!
Having the ability to amplify the ideas and talents of colleagues is something I believe is the result of confidence.
When you're confident in your own talents, have outgrown the need for the unwavering spotlight, and truly have passion for the client, the brand, and growth... you become excited when people around you are growing. You realize it's not a zero sum game.
As a competitive, idea-centric creative I have to say this isn't something that comes quickly or easily! But once you get to that place, it frees you to fall in love with and champion other people's ideas, not just your own. It's amazingly liberating and has an impact on more areas of your life than just work. It's great that Mullen fosters this. It's life-changing for the people who get it and live it.
Michelle Tripp (@michelletripp)u00e2u0080u0099s last blog post..Old Media Falling Into The "Digeration Gap"
ATT:
Never meant to imply that one person should ever take the credit, just the opposite in fact. But if you can create the right environment, everyone will be happier because the outcome will be more rewarding and ideally the opportunities more frequent.
All good points. But any leader and organization must be careful to share or spread the credit for idea-generation. If not,they risk creating resentment among staffers if the person getting the "credit" for shared ideas is always the same.
The real challenge for this next generation of future leadership is learning how to "amplify." Most people do not know how to; many will not want to; and some may never know how.
Michelle's comment indirectly touches upon a thought that came to mind when I read #2 - We look at work at an unfinished state. "...let it be what it will be, let it grow." That point (although in a different context in her comment) is what watching Jon Sarkin paint has meant to me. While he's shown us all unfinished work for 2 weeks, no one has "killed" any of his ideas, he's had the chance to do it himself. (all the while asking and receiving input without ego)
Do you ever worry that a potentially great idea is killed before it is given a chance to grow and become what it will be when it is exposed to critique prematurely? Do we run the risk of stifling creativity when there is a constant rush to IR (and tack on the wall) with the ever-growing, expanded team? Perhaps the idea shouldn't live on, but what if it was given time to morph before it was shown?
From the perspective of a studio artist, I can often sense how a pitch will go based on the interactions I've witnessed (and often frustrations of art directors!). I believe one of our biggest challenges (and need for leadership) lies in striking the balance between letting an idea have time to bake and yet not firming up.
(btw - I do love seeing the work on the wall even in light of my questions)
On another note, I agree with ATT. This human/esp American inclination is heightened by the current economic climate. While fear can make people step up to the challenge and play their A game (I've started learning Flash and more web stuff for example), it also amplifies the human desire to be credited and seen as indispensable. Just look at yahoo.com's home page. Every other day is about making yourself noticed by your boss. It's hard to ignore.
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