Alessandro Bogliari, CEO and Co-Founder of The Influencer Marketing Factory, a global influencer marketing agency, talks with great guests about influencer marketing, social media, the creator economy, social commerce and much more.
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Charles Day에서 제공하는 콘텐츠입니다. 에피소드, 그래픽, 팟캐스트 설명을 포함한 모든 팟캐스트 콘텐츠는 Charles Day 또는 해당 팟캐스트 플랫폼 파트너가 직접 업로드하고 제공합니다. 누군가가 귀하의 허락 없이 귀하의 저작물을 사용하고 있다고 생각되는 경우 여기에 설명된 절차를 따르실 수 있습니다 https://ko.player.fm/legal.
Fearless Creative Leadership와 비슷한 콘텐츠
Welcome to the What’s Next! Podcast. I’ve met so many brilliant people as I traveled the globe and have had some fascinating conversations that I’ve wished had been recorded so I could share them with you - this podcast was a way for me to recreate those moments and let you in on some fantastic insights. My current conversations center around one objective: what's next for companies and individuals as they look to innovate and grow. I hope these conversations inspire you as much as they have ...
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Call them changemakers. Call them rule breakers. We call them Redefiners. And in this provocative podcast, we explore how daring leaders from across industries and around the globe are redefining their organizations—and themselves—to create extraordinary impact in today’s rapidly changing world. In each episode, Russell Reynolds Associates Leadership Advisor Hoda Tahoun and former CEO Clarke Murphy host engaging, purposeful conversations with leaders in and out of the business world who shar ...
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Some Goodness is hosted by Richard Ellis, a seasoned sales leader passionate about inviting top business minds to share their wisdom. Each episode is only 15-20 minutes, perfect for your commute or workout.
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Rachel Cooke is your guide to leadership and communication, helping you craft a workplace environment you can feel good about. She’ll share tips to help you balance your work and personal life, effectively invest your time, and be mindful about where you’re devoting your energy. Let Rachel help you navigate your path to success—however you define it.
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Wharton faculty and industry leaders discuss their latest research, books, and relevant business topics. Hosted on Acast. See acast.com/privacy for more information.
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The Self-Employed Life Podcast (formerly Creative Warriors) provides business and personal development strategies for self-employed business owners that create sustainable success. A community of self-employed and small business owners, entrepreneurs, innovators and ambitious individuals that need creative solutions in business. Being self-employed and a business Warrior is a mindset, a spirit and a challenge. We need a different way of doing business. This is business with a soul. We discus ...
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A top podcast for healthcare leaders, with over one million downloads, Radio Advisory is your weekly download on how to untangle the industry's most pressing challenges to help leaders like you make the best business decisions for your organization. From unpacking major trends in care delivery—like site-of-care shifts and the rise of high-cost drugs—to demystifying stakeholder dynamics, to shining a spotlight on priorities that may get overlooked, we're here to help. Our hosts and seasoned r ...
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The Village Global podcast takes you inside the world of venture capital and technology, featuring enlightening interviews with entrepreneurs, investors and tech industry leaders. Learn more at www.villageglobal.vc.
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The Dead Of Night
In this episode, we uncover the grim details of the Bag Murders, the systemic failures that allowed the killer to evade justice for years.
Fearless Creative Leadership
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Charles Day에서 제공하는 콘텐츠입니다. 에피소드, 그래픽, 팟캐스트 설명을 포함한 모든 팟캐스트 콘텐츠는 Charles Day 또는 해당 팟캐스트 플랫폼 파트너가 직접 업로드하고 제공합니다. 누군가가 귀하의 허락 없이 귀하의 저작물을 사용하고 있다고 생각되는 경우 여기에 설명된 절차를 따르실 수 있습니다 https://ko.player.fm/legal.
We talk to leaders of the world’s most disruptive companies about how they are jumping into the fire, crossing the chasm and blowing up the status quo. Leaders who’ve mastered the art of turning the impossible into the profitable.
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Charles Day에서 제공하는 콘텐츠입니다. 에피소드, 그래픽, 팟캐스트 설명을 포함한 모든 팟캐스트 콘텐츠는 Charles Day 또는 해당 팟캐스트 플랫폼 파트너가 직접 업로드하고 제공합니다. 누군가가 귀하의 허락 없이 귀하의 저작물을 사용하고 있다고 생각되는 경우 여기에 설명된 절차를 따르실 수 있습니다 https://ko.player.fm/legal.
We talk to leaders of the world’s most disruptive companies about how they are jumping into the fire, crossing the chasm and blowing up the status quo. Leaders who’ve mastered the art of turning the impossible into the profitable.
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516 에피소드
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1 Ep 281: Neil Waller of Whalar Group - "The 'This' Leader" 54:45
54:45 
나중에 재생 
나중에 재생 
리스트 
좋아요 
좋아요54:45
나중에 재생 나중에 재생 리스트 좋아요 좋아요What's the ‘this’ in your business? Neil Waller is the Co-Founder and Co-CEO of Whalar Group . They're a global creator company. Whalar have done as much as anyone, and more than most, to catalyze the creator economy. And as you'll hear, it was inspired by a conversation with and an unforgettable provocation from Sir John Hegarty. But behind their success lies a characteristic that I find is often underappreciated and therefore in short supply, among most creative leaders. Commitment. I've mentioned before on this podcast that we've developed a diagnostic tool that can tell, is your company deliberately unlocking creativity or just hoping that it shows up? One of the gaps that shows up over and over again is a leader's commitment to the company's goals. Companies and leaders say one thing and then often do another. But when you find leaders that are truly committed to building a business that delivers world class creative thinking and answers, then how fast they can do that suddenly becomes an incredibly valuable conversation To create is to learn. And the faster we can do both, the better your business and the world becomes. So what's the ‘this’ in your business? And how committed are you to making it happen?…
Jill Cress is the Chief Marketing and Experience Officer for H&R Block . She also serves on the board of the AdCouncil, and she's been recognized on Forbes’ list of the World's 50 Most Influential CMOs. Before H&R Block, Jill spent 20 years at MasterCard. Now, a leader who spends most of their professional life working in financial institutions could easily build their success around the study of data, but the foundations of Jill's leadership are based on the most valuable investments of all. Delivering results has always been table stakes when you're stepping into a leadership position, and money will and should sit squarely on that table as one essential definition of success. But enduring financial success is a consequence of your willingness to take your eyes off the financial prize and fix them squarely on your most valuable assets: The people that work for you. And what matters to them are two things. First, that they matter. And second, that what they're doing makes a difference. During our conversation, I talked to Jill about the creativity diagnostic tool that we've developed. It measures when leaders are creating the conditions that maximize the creativity of their people. One of the critical insights that shows up time and time again is that the very best leaders are fully invested in creating a culture that ensures that everyone feels seen and heard and respected. Now, this investment carries personal risk, because it can make you as the leader feel vulnerable, and it is time consuming. But the ROI is through the roof. So what are you investing in?…
When do you stop and take a breath? If you've listened to Luther Vandross or Tina Turner, or Sting, or Chaka Khan, or Teddy Pendergrass, or Roberta Flack, then you've heard Lisa Fischer sing. If you went to a Rolling Stones concert between 1989 and 2015, you saw Lisa as the band's lead female singer join Mick Jagger on stage. If you've seen her in person, as I've been fortunate to have done so twice, or if you've seen her on YouTube, take over the stage from Tina Turner during It’s Only Rock and Roll , or the clips of her on stage with Mick Jagger , you already understand the extraordinary talent that she is linked to. Both of those are in the show notes. And if you've watched 20 Feet from Stardom , then you already know that Lisa is one of the greatest background singers that the world has ever heard. For most of us, those 20 feet might as well be the length of a trip to Mars. For Lisa, who won a Grammy in 1991 and then decided not to take center stage, those 20 feet were a choice. A choice that brings her joy. Lisa is a rare spirit who's had enormous influence and impact. If you see her perform, you're left with a belief that she has a direct connection with your soul. In those moments, she is alive in ways that stretch our understanding of what the word means. Leadership at its heart is the ability to unlock the potential of others, to make them feel more connected. The very best leaders do that by helping us to understand ourselves better, by helping us feel what we had never felt before. Lisa is proof that you don't have to stand center stage to do that. You just have to be honest with yourself about where you get your energy from, and then let that energy flow.…
Do you welcome the sounds of silence? Shu Hung is the Global Chief Creative Officer of AKQA . In a complicated world, Shu has learned that knowing who you are is the foundation on which leadership success is built. Please come as you are. There is such profound truth in that request, and such enormous challenge. We spend so much of our lives wondering if we measure up, if we're doing things the right way, if we have approval from the right people. And the energy that's required in all of that self doubt is not just exhausting, but it denies us access to the instincts, the consciousness, the confidence that creativity thrives on. Life is a journey that at the end will only be judged by the one person that matters, you. And the sooner we discover who we are, the sooner we can discover what we're capable of. Please come as you are. Words to live by.…
1 Ep 277: Nicole Parlapiano of Tubi - "The Open Communicator" 39:36
39:36 나중에 재생 나중에 재생 리스트 좋아요 좋아요39:36
나중에 재생 나중에 재생 리스트 좋아요 좋아요What should we expect from you? Nicole Parlapiano is the Chief Marketing Officer at Tubi . When she arrived two and a half years ago, Tubi was an eight year old business that had no brand recognition. Today, with the help of their ad agency, Mischief, the streaming service has 97 million active monthly users, up from 20 million in 2019. Leading a challenger brand works best when you're willing to move fast and break things. And if you want the people that work for you to act with the same confidence, then they have to know who you are. Reaching a senior leadership position takes a wide range of skills and talent. It requires managing down and up, reacting and adapting. And in the process, we learn a lot about ourselves and when we're at our best. That's information that will be helpful to others. And yet, for many reasons, I think, most leaders don't share it. So, take a moment, and write down three things that you expect of the people that work for you. Then write down three things that they can expect from you. Tomorrow morning, share them. You'll be surprised, I think, at the confidence it gives them, and you.…
Sir Andrew Strauss is the former Captain of the England cricket team which he led to become the number one team in the world for the first time in England's history. He then became England's Director of Cricket and he's recognized as the architect of the country's first ever one day World Cup victory. In 2019, he was knighted by Queen Elizabeth II for his services to charity, sport, and cricket. Being captain of a cricket team requires the same skills needed to run a business. Amplified. Managing world class talent while your work is being broadcast, and your success and failures, both personal and collective, are being recorded, analyzed and critiqued in real time, requires a range of rare skills and temperament. Unlocking the potential of others while taking responsibility for the outcome is at the heart of the attributes required for the job. Andrew and I met in London a few days ago, and as you'll hear, our conversation covered a lot of ground, both professional and the deeply personal. From his achievements to the loss of his wife. By the time Andrew Strauss turned 33, he'd achieved what every cricket fan in England grows up dreaming of. Captaining your country to victory in Australia. In my lifetime, it has only happened three times. Seven years later, he lost his wife to cancer. Most of us do not achieve so much so young. Nor lose so much so early. For Andrew, the combination has encouraged him to ask questions of himself earlier in his life than most people do. Unlocking creativity in others means building trust with those around us. They want to know who we are and what matters to us. Fulfilling our own potential means answering those same questions. And in my experience, that happens when we ask ourselves this. What else do I want to know about myself? Most leaders strive for success relentlessly, head down, and only later do we take stock of the choices we've made. How will you judge if you've lived a good life or not? What else do you want to know about yourself?…
Who do you trust? Jim Stengel is the former CMO of P&G, and he's now a hugely successful author, speaker, coach, consultant, and advisor. He's also the host of the brilliant CMO Podcast. In our conversation, Jim and I started to lay the framework for how we think that leadership is going to have to evolve as the confidence in most institutions, including government, continues to deteriorate. Being creative on demand is perhaps one of the hardest things that we ask any human being to do. Because every act of creativity requires an emotional leap by its creator. That's why the best creative thinking usually comes when you have confidence in yourself and trust in the environment around you. Now, it's impossible for any of us to predict with any certainty what the next four years are going to look like. What's reasonable to expect is that they will not be “normal.” So in these circumstances, it's very likely that some of the people around you are going to feel a lot less safe than they have before. As leaders, creating an environment that people can trust, regardless of what's going on in the world, will be more critical than ever before. And that starts with giving people reasons to trust you. Establishing trust is a simple equation. Say what you mean, then do what you say, and do it consistently. So what do you stand for? And what will you stand for when the chips are down, and the pressure is on? Why should people trust you? Get that right, and I promise you, you'll change your corner of the world for everyone around you.…
Welcome to the first episode of 2025. A year that promises to be unlike any other on so many levels. This episode is designed as a provocation, an inspiration, and a roadmap for the leaders of businesses, for whom unlocking creative thinking is critical. Over the last four weeks, I've talked to 12 exceptional leaders from a diverse set of experiences and perspectives. I've asked them how the best leaders will lead in 2025. From those conversations, I've identified the three leadership practices that will be critical to leaders of creative businesses this year.…
1 Ep 273: Karl Lieberman of Wieden + Kennedy - "The Non-Conformer" 37:10
37:10 나중에 재생 나중에 재생 리스트 좋아요 좋아요37:10
나중에 재생 나중에 재생 리스트 좋아요 좋아요What does your company reject? Karl Lieberman is the Global Chief Creative Officer of Wieden + Kennedy . Wieden is a reference point among creative companies in many industries. For almost 45 years, they'd been impacting culture and driving business for their clients by unlocking the creativity of their people. . Creating the kind of environment in which people feel safe to put all their ideas on the table is the easiest thing to aspire to. And the hardest thing to do, in my experience. It means giving people a voice. It means being open, genuinely open to another way of looking at the world. And to the possibility that being criticized is much more desirable than being ignored. These criteria are at best challenging for most leaders to accept. Control and predict are much more natural. But predictability and conformity are creative kryptonite. To unlock creativity and unleash its power to maximum effect, you have to be willing to break the norms, to encourage the irrational and sometimes even the absurd. You have to reject predictability for possibility. And when you're yelled at, because no one has ever done it like that before, you have to be willing to shrug. You'll hear all that and more in my conversation with Karl.…
1 Ep 272: Lina Polimeni of Eli Lilly and Company - "The Big Dreams Leader" 45:53
45:53 나중에 재생 나중에 재생 리스트 좋아요 좋아요45:53
나중에 재생 나중에 재생 리스트 좋아요 좋아요What are you willing to compromise? Lina Polimeni is the Chief Corporate Brand Officer at Eli Lilly and Company . This is a business whose work is often the difference between life and death, where they are trying to cure cancer, and where the outcome is very personal. In the middle of that reality, your own leadership journey is fueled by a lot of food for thought. No one can lead effectively without compromise. But what we choose to compromise has a huge part to play in whether we’re successful. If what we end up sacrificing is a pathway to discovering that we are already enough… If what we end up sacrificing is a road to realizing that the best version of who we are can help others become the best version of themselves… If that is what we are compromising, then the cost of that will be the realization that we behaved as others wanted us to. And when they are a part of our past, remembered or forgotten, what we will be left with is a journey that is not the one we started out on. A destination that is not where we wanted to go. And a dream that is always around the corner. We can be what others want, or we can be who we want to be. We always have that choice.…
Edited highlights of our full length conversation. What are you willing to compromise? Lina Polimeni is the Chief Corporate Brand Officer at Eli Lilly and Company . This is a business whose work is often the difference between life and death, where they are trying to cure cancer, and where the outcome is very personal. In the middle of that reality, your own leadership journey is fueled by a lot of food for thought. No one can lead effectively without compromise. But what we choose to compromise has a huge part to play in whether we’re successful. If what we end up sacrificing is a pathway to discovering that we are already enough… If what we end up sacrificing is a road to realizing that the best version of who we are can help others become the best version of themselves… If that is what we are compromising, then the cost of that will be the realization that we behaved as others wanted us to. And when they are a part of our past, remembered or forgotten, what we will be left with is a journey that is not the one we started out on. A destination that is not where we wanted to go. And a dream that is always around the corner. We can be what others want, or we can be who we want to be. We always have that choice.…
1 Ep 271: Kerry Sulkowicz of Boswell Group - "The Psychoanalyst" 41:54
41:54 나중에 재생 나중에 재생 리스트 좋아요 좋아요41:54
나중에 재생 나중에 재생 리스트 좋아요 좋아요Are you centered? Kerry Sulkowicz is the Past-President of the American Psychoanalytic Association, and the Founder and Managing Principal of Boswell Group . They provide leadership advice to boards and CEOs. Kerry and I have been friends for a long time, and he has taught me much about the psychodynamic aspects of leadership. Whenever we talk, his advice strikes me as clear and straightforward, and always very human. Being centered doesn’t happen through accident, chance, or hope. It happens by intent. And that intent is driven by recognizing two obvious truths. Leadership is lonely. And leadership is stressful. Much, much more so than many are willing to admit publicly. The old-world view is that leadership demands that you project strength, certainty, invincibility. Even in the face of threats that can feel like they are existential - because these days, for many businesses, they might be. If some days that means you feel like you’re a leader in a fight for survival, well, that’s not surprising. Because that’s exactly how your brain responds to that set of circumstances. And under that kind of stress, the part of your brain that’s responsible for executive function, for risk assessment, and problem-solving, and for planning, suddenly starts to develop tunnel vision. And at the same time, our amygdala kicks in and suddenly survival gets added to the emotional maelstrom, and then finally comes the impulse to hurry up and do something. Anything. Being centered is the shelter in that storm. It’s held up by a strong sense of self, by awareness and honesty about how you respond under stress, and it’s helped by having a clear and multi-faceted definition of success. Those foundations, when combined with a willingness to take a little time to turn down the short term noise, and dilute the adrenaline fueled feelings of urgency, will give you the ability to lean on yourself and think things through. Leadership is sometimes about taking action and it is sometimes not. But it is always about being centered. So, how well do you know yourself?…
Edited highlights of our full length conversation. Are you centered? Kerry Sulkowicz is the Past-President of the American Psychoanalytic Association, and the Founder and Managing Principal of Boswell Group . They provide leadership advice to boards and CEOs. Kerry and I have been friends for a long time, and he has taught me much about the psychodynamic aspects of leadership. Whenever we talk, his advice strikes me as clear and straightforward, and always very human. Being centered doesn’t happen through accident, chance, or hope. It happens by intent. And that intent is driven by recognizing two obvious truths. Leadership is lonely. And leadership is stressful. Much, much more so than many are willing to admit publicly. The old-world view is that leadership demands that you project strength, certainty, invincibility. Even in the face of threats that can feel like they are existential - because these days, for many businesses, they might be. If some days that means you feel like you’re a leader in a fight for survival, well, that’s not surprising. Because that’s exactly how your brain responds to that set of circumstances. And under that kind of stress, the part of your brain that’s responsible for executive function, for risk assessment, and problem-solving, and for planning, suddenly starts to develop tunnel vision. And at the same time, our amygdala kicks in and suddenly survival gets added to the emotional maelstrom, and then finally comes the impulse to hurry up and do something. Anything. Being centered is the shelter in that storm. It’s held up by a strong sense of self, by awareness and honesty about how you respond under stress, and it’s helped by having a clear and multi-faceted definition of success. Those foundations, when combined with a willingness to take a little time to turn down the short term noise, and dilute the adrenaline fueled feelings of urgency, will give you the ability to lean on yourself and think things through. Leadership is sometimes about taking action and it is sometimes not. But it is always about being centered. So, how well do you know yourself?…
1 Ep 270: Taban Shoresh of The Lotus Flower - "The Refugee" 47:44
47:44 나중에 재생 나중에 재생 리스트 좋아요 좋아요47:44
나중에 재생 나중에 재생 리스트 좋아요 좋아요What is your pain for? Taban Shoresh is the Founder of The Lotus Flower , a UK-based charity that supports women and girls that have been displaced by conflict, and helps them to build sustainable futures. Since 2016, the charity's projects have impacted more than 60,000 women, girls, and community members. Every now and then, you meet someone whose story stops you in your tracks. Taban’s story starts with her being arrested in Iraq at the age of four. Three weeks later, she's ordered onto a bus that will take her to the place where she and other members of her family will be buried alive. At the end of 2021, before Russia invaded the Ukraine or the war in Gaza, the number of forcibly displaced people worldwide stood at 89.3 million. There were 27.1 million refugees globally, half of whom were aged under 18, which makes Taban's story one of millions and completely unique. She has experienced staggering trauma, she has known realities that I'm sure I would not have survived, and she has taken all of that pain and turned it into creative leadership of the most consequential kind. As you'll hear, for reasons both global and personal, she's in a hurry. All of us have suffered pain. What we use it for is a question that will stay with me for a long time after this conversation.…
Edited highlights of our full length conversation. What is your pain for? Taban Shoresh is the Founder of The Lotus Flower , a UK-based charity that supports women and girls that have been displaced by conflict, and helps them to build sustainable futures. Since 2016, the charity's projects have impacted more than 60,000 women, girls, and community members. Every now and then, you meet someone whose story stops you in your tracks. Taban’s story starts with her being arrested in Iraq at the age of four. Three weeks later, she's ordered onto a bus that will take her to the place where she and other members of her family will be buried alive. At the end of 2021, before Russia invaded the Ukraine or the war in Gaza, the number of forcibly displaced people worldwide stood at 89.3 million. There were 27.1 million refugees globally, half of whom were aged under 18, which makes Taban's story one of millions and completely unique. She has experienced staggering trauma, she has known realities that I'm sure I would not have survived, and she has taken all of that pain and turned it into creative leadership of the most consequential kind. As you'll hear, for reasons both global and personal, she's in a hurry. All of us have suffered pain. What we use it for is a question that will stay with me for a long time after this conversation.…
F
Fearless Creative Leadership
1 Ep 269: Heather Freeland of Adobe - "The 'Is That Good?' Leader" 49:01
49:01 나중에 재생 나중에 재생 리스트 좋아요 좋아요49:01
나중에 재생 나중에 재생 리스트 좋아요 좋아요Is that good? Heather Freeland is the Chief Brand Officer at Adobe , a business that, as Heather describes, is undergoing significant change to prepare itself for the future to come, and the one that is already here. In a company long known for providing powerful tools to creative people, the advent of Generative AI is both a threat and an opportunity. How human beings maintain our relevance sits at the very heart of that tension. Is that good? In the quest to become leaders that make a difference, there are many powerful questions to ask ourselves. What do I want to find out about myself? What is success? Both of these are intensely personal, and can be answered, albeit with some serious and honest reflection, from within. But, “Is that good?” usually stretches us out into the world. We are inclined to ask, through what lens? Against what criteria? Measured by what result? Based on whose experience? But at the end of that journey of data collection, consultation, and analysis, the answer to, “Is that good?” is still waiting for someone to decide. Michelangelo, when asked how he had created such perfection from a piece of rock said, “I simply removed everything that wasn’t the David.” If human beings are to create a dividing line that AI can not cross, the question, “Is that good?” may be the beating heart on which that barrier depends. “Is that good?” is heavy lifting. It requires clarity and confidence. Muscles we should probably start building today.…
F
Fearless Creative Leadership
Edited highlights of our full length conversation. Is that good? Heather Freeland is the Chief Brand Officer at Adobe , a business that, as Heather describes, is undergoing significant change to prepare itself for the future to come, and the one that is already here. In a company long known for providing powerful tools to creative people, the advent of Generative AI is both a threat and an opportunity. How human beings maintain our relevance sits at the very heart of that tension. Is that good? In the quest to become leaders that make a difference, there are many powerful questions to ask ourselves. What do I want to find out about myself? What is success? Both of these are intensely personal, and can be answered, albeit with some serious and honest reflection, from within. But, “Is that good?” usually stretches us out into the world. We are inclined to ask, through what lens? Against what criteria? Measured by what result? Based on whose experience? But at the end of that journey of data collection, consultation, and analysis, the answer to, “Is that good?” is still waiting for someone to decide. Michelangelo, when asked how he had created such perfection from a piece of rock said, “I simply removed everything that wasn’t the David.” If human beings are to create a dividing line that AI can not cross, the question, “Is that good?” may be the beating heart on which that barrier depends. “Is that good?” is heavy lifting. It requires clarity and confidence. Muscles we should probably start building today.…
F
Fearless Creative Leadership
1 Ep 268: Gabriel Schmitt of Grey - "The Rhyme and Reason Leader" 43:19
43:19 나중에 재생 나중에 재생 리스트 좋아요 좋아요43:19
나중에 재생 나중에 재생 리스트 좋아요 좋아요Why are you doing what you’re doing? Gabriel Schmitt has just celebrated his one year anniversary as the Global CCO of Grey . Grey’s proposition is that they have been coming up with famously effective ideas since 1917. Gabriel is somewhat younger than that, but over his career, has learned one of the most important leadership lessons that I think often gets overlooked. The importance of context. A few years ago, I wrote an article for Fast Company called The Four Weapons of Exceptional Creative Leaders . I got some pushback on using the word “weapons” in the context of creativity. My response was that if you’ve ever done battle with the status quo, then you already know that you need to bring some serious weapons to that fight. Context is the beginning and the end of the leadership journey. Without it, you have no ability to answer critical questions, like where are we on our journey? How much further do we have to go? Context is the reason why you are trying to make that wild idea. It is why you hire that person. It is why you invest in that technology. It is why you make that decision. It is why you come up with the answer. It is why people follow you. And without it… everything else is just a guess. So why are you doing what you’re doing? And are you sure?…
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Fearless Creative Leadership
Edited highlights of our full length conversation. Why are you doing what you’re doing? Gabriel Schmitt has just celebrated his one year anniversary as the Global CCO of Grey . Grey’s proposition is that they have been coming up with famously effective ideas since 1917. Gabriel is somewhat younger than that, but over his career, has learned one of the most important leadership lessons that I think often gets overlooked. The importance of context. A few years ago, I wrote an article for Fast Company called The Four Weapons of Exceptional Creative Leaders . I got some pushback on using the word “weapons” in the context of creativity. My response was that if you’ve ever done battle with the status quo, then you already know that you need to bring some serious weapons to that fight. Context is the beginning and the end of the leadership journey. Without it, you have no ability to answer critical questions, like where are we on our journey? How much further do we have to go? Context is the reason why you are trying to make that wild idea. It is why you hire that person. It is why you invest in that technology. It is why you make that decision. It is why you come up with the answer. It is why people follow you. And without it… everything else is just a guess. So why are you doing what you’re doing? And are you sure?…
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Fearless Creative Leadership
How well do you know yourself? Lisa Smith is the Global Executive Creative Director at JKR . Fast Company have called her a visionary designer, citing in particular her work for Burger King, the Victoria & Albert Museum in London, Chobani and the Metropolitan Museum of Art. They described her work as unique because “it has consistently changed the visual landscape, disrupted popular aesthetics, and started trends of its own.” When you meet Lisa, her energy is infectious. As you’ll hear in our conversation, she wants to make a difference. She also knows herself well enough to have learned that her energy sometimes needs an adapter. We are driven by instincts, starting with the genetic code that we must survive. Against that context, self awareness comes second and is usually filtered and diluted by other impulses. The ability to stand back and accurately reflect on the impact we are having in real time, is a lifelong quest for most of us. But when you meet someone who has learned to understand themselves multi-dimensionally, who sees themselves in mirrors that reflect all angles, the good and the works in progress, our trust in that person rises like the proverbial tide - predictably and visibly. That remains true even if, especially if, they show up as less than their best selves but can acknowledge or forewarn us that they can see, and feel and acknowledge that - sometimes preemptively. Lisa is not alone in her ambition sometimes turning her into a bulldozer. She is rare in her ability to see it happening before it happens and to warn those around her that her form of leadership encompasses all the elements of “lead, follow or get out of the way.”…
Edited highlights of our full length conversation. How well do you know yourself? Lisa Smith is the Global Executive Creative Director at JKR . Fast Company have called her a visionary designer, citing in particular her work for Burger King, the Victoria & Albert Museum in London, Chobani and the Metropolitan Museum of Art. They described her work as unique because “it has consistently changed the visual landscape, disrupted popular aesthetics, and started trends of its own.” When you meet Lisa, her energy is infectious. As you’ll hear in our conversation, she wants to make a difference. She also knows herself well enough to have learned that her energy sometimes needs an adapter. We are driven by instincts, starting with the genetic code that we must survive. Against that context, self awareness comes second and is usually filtered and diluted by other impulses. The ability to stand back and accurately reflect on the impact we are having in real time, is a lifelong quest for most of us. But when you meet someone who has learned to understand themselves multi-dimensionally, who sees themselves in mirrors that reflect all angles, the good and the works in progress, our trust in that person rises like the proverbial tide - predictably and visibly. That remains true even if, especially if, they show up as less than their best selves but can acknowledge or forewarn us that they can see, and feel and acknowledge that - sometimes preemptively. Lisa is not alone in her ambition sometimes turning her into a bulldozer. She is rare in her ability to see it happening before it happens and to warn those around her that her form of leadership encompasses all the elements of “lead, follow or get out of the way.”…
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Fearless Creative Leadership
1 Ep 266: Lucy Jameson, Natalie Graeme, Nils Leonard of Uncommon - "The Uncommon Founders" 47:51
47:51 나중에 재생 나중에 재생 리스트 좋아요 좋아요47:51
나중에 재생 나중에 재생 리스트 좋아요 좋아요Which direction are you going? Nils Leonard, one of the co-founders of Uncommon - the award winning global creative studio - has been a regular guest on this show since I started Fearless seven years ago. In all of that time, I’ve wondered abut his partnership with his two co-founders, Natalie Graeme and Lucy Jameson. Why did they decide to go into business together? How does it work and what might get in the way? And what makes the Uncommon partnership particularly worth understanding is the extraordinary consistency between what they said mattered to them when they started, and how they show up today. This conversation, on a wet, rainy Thursday morning, at an outdoor restaurant in Cannes, shows why this partnership has worked so successfully so far and raises some questions about how it will need to evolve to guide the company’s next stage of evolution.…
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Fearless Creative Leadership
1 Ep 266: Lucy Jameson, Natalie Graeme, Nils Leonard - In 24 24:49
24:49 나중에 재생 나중에 재생 리스트 좋아요 좋아요24:49
나중에 재생 나중에 재생 리스트 좋아요 좋아요Edited highlights of our full length conversation. Which direction are you going? Nils Leonard, one of the co-founders of Uncommon - the award winning global creative studio - has been a regular guest on this show since I started Fearless seven years ago. In all of that time, I’ve wondered abut his partnership with his two co-founders, Natalie Graeme and Lucy Jameson. Why did they decide to go into business together? How does it work and what might get in the way? And what makes the Uncommon partnership particularly worth understanding is the extraordinary consistency between what they said mattered to them when they started, and how they show up today. This conversation, on a wet, rainy Thursday morning, at an outdoor restaurant in Cannes, shows why this partnership has worked so successfully so far and raises some questions about how it will need to evolve to guide the company’s next stage of evolution.…
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Fearless Creative Leadership
What lessons have you learned? This episode features the return visit of Jon Cook, the Global CEO of VML . I interviewed Jon for the first time a year ago, eight months after he had died while going for a run in his neighborhood. Today, he is the CEO of the world's largest advertising agency. We covered a lot of topics during our latest conversation, from the qualities that he brings as a leader, to navigating mergers, to the impact of AI. We also talked about a simple but powerful truth that I think a lot of leaders have a hard time remembering when they're facing stressful situations - that we are already better than we think. Leadership is lonely. It's a cliche because it's true. Those feelings of isolation usually leave our doubts and insecurities to wander through the garden of our minds, unchaperoned. Given enough time and enough space, those insecurities can become a permanent part of our self-image and self-beliefs. Talking to someone who can help us to fully see ourselves is always helpful. Of course, I'd say that. I'm a leadership coach. But we have ways to help ourselves that can be powerful, too. One of the simplest is to look back and to see our past achievements for what they are. Achievements, experiences, skills, and wisdom. And if you take a few moments and you write that list of achievements down, you'll be better prepared, not only to meet this moment, but you'll also be able to quiet the part of you that thinks that nothing you do is ever good enough. Self-awareness is the most powerful asset that any leader can develop. So, make that list right now.…
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Fearless Creative Leadership
1 Ep 264: An AI Thesis - "The Creative Industries and AI - Wrap" 20:24
20:24 나중에 재생 나중에 재생 리스트 좋아요 좋아요20:24
나중에 재생 나중에 재생 리스트 좋아요 좋아요What will be the impact of AI on the creative industries, and how can we meet this moment? This is the final episode of my series of interviews over the last few weeks leading up to and through the Cannes Lions Festival of Creativity. It offers a map for the future based on those conversations, and observations of the speed of change. If you haven’t seen it, look up the Volvo ad that was just published on social media. It took one person, 24 hours to create. This ad could not have been made in May, when I started this series of interviews. Creativity and innovation are oxygen for the world's best businesses. Increase the flow and they soar. Limit the supply and they wither and ultimately die. That has been true for longer than anyone reading this has been alive. What is also true is that until now, that creativity, that ability to come up with original ideas that solve problems has been limited to human beings. With the arrival and advances in AI, will that still be true five years from now? Two? Tomorrow? Over the last few weeks, I've interviewed ten different leaders from across the creative industries. Brand leaders, agency founders, global agency heads, global client leads, production experts, creator community experts, consultants, and an advertising industry legend. And while I was at Cannes, I talked to two dozen more about where the creative industries are headed and what they need to do to ensure their future. These industries are a complex eco system of competing and contradictory forces built on what I believe is the worst business model in the world: selling original ideas based on how long it took to conceive and deliver them, and then giving up the ownership and the economic benefit of those ideas forever. It is the equivalent of pricing a Picasso based on how long it took him to paint it. It is selling every patentable idea based on the cost of the labor, while ignoring the impact on people's lives. According to some reports it takes 24 hours to build an iPhone. Imagine if Apple broke that down into a scope of work and then sold each iPhone for the cost of that scope and, with it, the ownership of the IP. For how long would they remain the most valuable business in the world? The daily advances of AI challenge every aspect of the creative industries. From defining and articulating the problem, to conceiving, creating and delivering solutions. Every part of the process is being radically changed. And the extent of that change is limitless. So what should we do about that?…
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Fearless Creative Leadership
1 Ep 263: David Rolfe of WPP - "The Creative Industries and AI - Part 10" 28:13
28:13 나중에 재생 나중에 재생 리스트 좋아요 좋아요28:13
나중에 재생 나중에 재생 리스트 좋아요 좋아요Where does ideation end and production begin? This episode is part of a series of conversations I've been having in partnership with the Cannes Lion Festival of Creativity. Over the last few weeks, I've been focusing my study of leadership through a single lens, the impact of Artificial Intelligence on the Creative Industries. This final interview is with David Rolfe, the Global Head of Production at WPP . Dave and I have known each other for more years than we care to acknowledge, and he is the most provocative and disruptive thinker about production that I know. As the week at Cannes unfolded, it became clear that this series wouldn't be complete without a conversation about production. So I asked Dave late in the week if he would sit down with me and talk about the impact of AI on production. As you may have heard in my interview with Adam Tucker, WPP has made a large investment in AI. That wasn't the reason I wanted to include Dave in this series, but it does, again, add a dimension to the conversation that helps to establish reference points as the industry navigates the disruption that AI is already bringing. I started the conversation with Dave from a simple premise. Is production dead? As you'll hear, it is most definitely not, but it will look very, very different in a very short space of time, and that change has already begun. So if any part of your future thinking about production is based on how production looked and worked a year ago, you probably need to challenge that perspective to make sure that it stands the test of time, which in today's world, we can probably define as somewhere between 12 and 24 months, I suspect. In the next episode, I'll sum up everything I've heard and seen since we started this series. In the meantime, thank you for listening.…
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Fearless Creative Leadership
1 Ep 262: Adam Tucker of WPP - "The Creative Industries and AI - Part 9" 29:44
29:44 나중에 재생 나중에 재생 리스트 좋아요 좋아요29:44
나중에 재생 나중에 재생 리스트 좋아요 좋아요Does your AI do what you need it to do? This episode is part of a series of conversations I've been having in partnership with the Cannes Lions Festival of Creativity. Over the last few weeks, I've been focusing my study of leadership through a single lens, the impact of Artificial Intelligence on the Creative Industries. I'd planned on ending the series with my interview of Sir John Hegarty, but I recorded two bonus episodes during Cannes that I felt were an important part of the conversation. Adam Tucker is the Global Account Lead at WPP for Mondelez , and he reached out to me after listening to the first few episodes in this series. He pointed out that while we were focusing on how AI will impact the process of how the creative industries work, we hadn't talked about how it is already changing the work itself. WPP has made a significant investment in AI. The press reports that it's spending about $318 million annually in WPP Open, a set of AI capabilities that are now available to its 35,000 employees around the world. Adam explained why from his perspective, this investment creates a competitive advantage. I'm not an AI expert, nor have I seen WPP Open firsthand, to pass any judgment on its capabilities, and whether it is in fact superior to other forms of AI that are publicly available. This conversation is not intended to convince you whether WPP has created a competitive advantage or not. What it does establish is one clearly differentiated benchmark in the ecosystem of AI that are now springing up across the creative industries, and therefore, it provides one measurement against which to evaluate your own relationship with artificial intelligence. I'll wrap this series this week with one more bonus episode and then a recap. In the meantime, thanks for listening.…
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Fearless Creative Leadership
1 Ep 261: John Hegarty of Bartle Bogle Hegarty - "The Creative Industries and AI - Part 8" 38:15
38:15 나중에 재생 나중에 재생 리스트 좋아요 좋아요38:15
나중에 재생 나중에 재생 리스트 좋아요 좋아요Are you willing to dare? This episode is the last in a series of conversations that I'm having in partnership with the Cannes Lion Festival of Creativity. For the weeks leading up to Cannes and during Cannes, we focused our study of leadership through a single lens. The impact of Artificial Intelligence on the Creative Industries. Are we moving fast enough? Are we going far enough? Is this an opportunity to fundamentally redesign the creative industries? Or should we adjust and iterate, slowly and carefully? There are opportunities and risks around every corner. This episode's guest is Sir John Hegarty. He's the Co-Founder of Bartle Bogle Hegarty and one of the most original thinkers of the last 40 plus years. Sir John is a reference point for an industry that has changed a lot, and also not very much over those four plus decades. The through lines that mattered, then still matter today. Confident, disruptive thinking. At a time when the future is waiting to be invented, like never before, Sir John's description of the atmosphere that leaders need to create is time tested. Only time will tell whether it is timeless. Next week, we'll have a couple of bonus episodes before I wrap up the series, and give you my thoughts on the impact of AI on the creative industries, based on the conversations that I've been having. In the meantime, thanks for listening.…
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Fearless Creative Leadership
Edited highlights of our full length conversation. Are you willing to dare? This episode is the last in a series of conversations that I'm having in partnership with the Cannes Lion Festival of Creativity. For the weeks leading up to Cannes and during Cannes, we focused our study of leadership through a single lens. The impact of Artificial Intelligence on the Creative Industries. Are we moving fast enough? Are we going far enough? Is this an opportunity to fundamentally redesign the creative industries? Or should we adjust and iterate, slowly and carefully? There are opportunities and risks around every corner. This episode's guest is Sir John Hegarty. He's the Co-Founder of Bartle Bogle Hegarty and one of the most original thinkers of the last 40 plus years. Sir John is a reference point for an industry that has changed a lot, and also not very much over those four plus decades. The through lines that mattered, then still matter today. Confident, disruptive thinking. At a time when the future is waiting to be invented, like never before, Sir John's description of the atmosphere that leaders need to create is time tested. Only time will tell whether it is timeless. Next week, we'll have a couple of bonus episodes before I wrap up the series, and give you my thoughts on the impact of AI on the creative industries, based on the conversations that I've been having. In the meantime, thanks for listening.…
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Fearless Creative Leadership
1 Ep 260: Tiffany Rolfe of R/GA - "The Creative Industries and AI - Part 7" 48:30
48:30 나중에 재생 나중에 재생 리스트 좋아요 좋아요48:30
나중에 재생 나중에 재생 리스트 좋아요 좋아요What is it? This episode is the seventh in a series of conversations that I'm having in partnership with the Cannes Lion Festival of Creativity. For the weeks leading up to Cannes, we're focusing our study of leadership through a single lens. The impact of Artificial Intelligence on the Creative Industries. Are we moving fast enough? Are we going far enough? Is this an opportunity to fundamentally redesign the creative industries? Or do we adjust and iterate, slowly and carefully? Do we follow the puck, or skate to where it's going? There are opportunities and risks around every corner. Before we jump into this conversation, a couple of programming notes. I had originally intended to finish this series of conversations with this episode, and then to do a wrap up episode on my takeaways from the series. But I've got a chance to interview an industry legend at Cannes, and so I'm going to extend the series by one more. You'll hear that conversation at the end of Cannes next week. And then, the week after, we'll wrap up the series. Tiffany Rolfe is a mother, as well as the Global Chair and Global Chief Creative Officer at R/GA . I asked Tiffany to come back on the show because she is, as you'll hear, a self described tech optimist. She's also one of the most original thinkers that I know. Her professional journey has taken her from Executive Creative Director at Crispin Porter + Bogusky, to Chief Content Officer and Partner at one of the first agency consultancy hybrids, Co:Collective, to her role at R/GA. If you haven't heard our earlier episode in which she talks about the challenges of combining a demanding career with being a mother, it's a really powerful listen. In this conversation, one of the first questions that came up was, how should we think about AI? Stay tuned next week for our final conversation in the series. And in the meantime, thanks for joining us.…
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Fearless Creative Leadership
Edited highlights of our full length conversation. What is it? This episode is the seventh in a series of conversations that I'm having in partnership with the Cannes Lion Festival of Creativity. For the weeks leading up to Cannes, we're focusing our study of leadership through a single lens. The impact of Artificial Intelligence on the Creative Industries. Are we moving fast enough? Are we going far enough? Is this an opportunity to fundamentally redesign the creative industries? Or do we adjust and iterate, slowly and carefully? Do we follow the puck, or skate to where it's going? There are opportunities and risks around every corner. Before we jump into this conversation, a couple of programming notes. I had originally intended to finish this series of conversations with this episode, and then to do a wrap up episode on my takeaways from the series. But I've got a chance to interview an industry legend at Cannes, and so I'm going to extend the series by one more. You'll hear that conversation at the end of Cannes next week. And then, the week after, we'll wrap up the series. Tiffany Rolfe is a mother, as well as the Global Chair and Global Chief Creative Officer at R/GA . I asked Tiffany to come back on the show because she is, as you'll hear, a self described tech optimist. She's also one of the most original thinkers that I know. Her professional journey has taken her from Executive Creative Director at Crispin Porter + Bogusky, to Chief Content Officer and Partner at one of the first agency consultancy hybrids, Co:Collective, to her role at R/GA. If you haven't heard our earlier episode in which she talks about the challenges of combining a demanding career with being a mother, it's a really powerful listen. In this conversation, one of the first questions that came up was, how should we think about AI? Stay tuned next week for our final conversation in the series. And in the meantime, thanks for joining us.…
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Fearless Creative Leadership
Edited highlights of our full length conversation. What is it? This episode is the seventh in a series of conversations that I'm having in partnership with the Cannes Lion Festival of Creativity. For the weeks leading up to Cannes, we're focusing our study of leadership through a single lens. The impact of Artificial Intelligence on the Creative Industries. Are we moving fast enough? Are we going far enough? Is this an opportunity to fundamentally redesign the creative industries? Or do we adjust and iterate, slowly and carefully? Do we follow the puck, or skate to where it's going? There are opportunities and risks around every corner. Before we jump into this conversation, a couple of programming notes. I had originally intended to finish this series of conversations with this episode, and then to do a wrap up episode on my takeaways from the series. But I've got a chance to interview an industry legend at Cannes, and so I'm going to extend the series by one more. You'll hear that conversation at the end of Cannes next week. And then, the week after, we'll wrap up the series. Tiffany Rolfe is a mother, as well as the Global Chair and Global Chief Creative Officer at R/GA . I asked Tiffany to come back on the show because she is, as you'll hear, a self described tech optimist. She's also one of the most original thinkers that I know. Her professional journey has taken her from Executive Creative Director at Crispin Porter + Bogusky, to Chief Content Officer and Partner at one of the first agency consultancy hybrids, Co:Collective, to her role at R/GA. If you haven't heard our earlier episode in which she talks about the challenges of combining a demanding career with being a mother, it's a really powerful listen. In this conversation, one of the first questions that came up was, how should we think about AI? Stay tuned next week for our final conversation in the series. And in the meantime, thanks for joining us.…
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Fearless Creative Leadership
1 Ep 259: Jamie Gutfreund of Creator Vision - "The Creative Industries and AI - Part 6" 39:13
39:13 나중에 재생 나중에 재생 리스트 좋아요 좋아요39:13
나중에 재생 나중에 재생 리스트 좋아요 좋아요What do the artists think? This episode is the sixth in a series of conversations that I'm having in partnership with the Cannes Lion Festival of Creativity. For the weeks leading up to Cannes, we're focusing our study of leadership through a single lens. The impact of Artificial Intelligence on the Creative Industries. Are we moving fast enough? Are we going far enough? Is this an opportunity to redesign the creative industries? Or should we adjust and iterate, slowly and carefully? There are opportunities and risks around every corner. Jamie Gutfreund has seen the creative industries from many vantage points. She's the former Global Chief Marketing Officer for Hasbro and MGA Entertainment. She was Chief Growth Officer at Whalar and has been recognized by Forbes as one of the 50 Most Entrepreneurial CMOs. Today, she's the Founder of Creator Vision , a company that she describes as helping brands bridge the gap between the practice and the promise of the creator economy. At a time when the future is coming towards us faster than perhaps at any period in human history, gaining some advanced warning about what will happen next, would be welcome. To put it mildly. Is it conceivable that AI itself might give us the clues to how AI is going to change the world as we know it? Jamie thinks it's possible, if we look at it through the right lens. The artists' lens. At the end of the series, I'll offer some thoughts on what we've heard and learned, and where we might go from here. In the meantime, thanks for joining us.…
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Fearless Creative Leadership
Edited highlights of our full length conversation. What do the artists think? This episode is the sixth in a series of conversations that I'm having in partnership with the Cannes Lion Festival of Creativity. For the weeks leading up to Cannes, we're focusing our study of leadership through a single lens. The impact of Artificial Intelligence on the Creative Industries. Are we moving fast enough? Are we going far enough? Is this an opportunity to redesign the creative industries? Or should we adjust and iterate, slowly and carefully? There are opportunities and risks around every corner. Jamie Gutfreund has seen the creative industries from many vantage points. She's the former Global Chief Marketing Officer for Hasbro and MGA Entertainment. She was Chief Growth Officer at Whalar and has been recognized by Forbes as one of the 50 Most Entrepreneurial CMOs. Today, she's the Founder of Creator Vision , a company that she describes as helping brands bridge the gap between the practice and the promise of the creator economy. At a time when the future is coming towards us faster than perhaps at any period in human history, gaining some advanced warning about what will happen next, would be welcome. To put it mildly. Is it conceivable that AI itself might give us the clues to how AI is going to change the world as we know it? Jamie thinks it's possible, if we look at it through the right lens. The artists' lens. At the end of the series, I'll offer some thoughts on what we've heard and learned, and where we might go from here. In the meantime, thanks for joining us.…
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Fearless Creative Leadership
Edited highlights of our full length conversation. What do the artists think? This episode is the sixth in a series of conversations that I'm having in partnership with the Cannes Lion Festival of Creativity. For the weeks leading up to Cannes, we're focusing our study of leadership through a single lens. The impact of Artificial Intelligence on the Creative Industries. Are we moving fast enough? Are we going far enough? Is this an opportunity to redesign the creative industries? Or should we adjust and iterate, slowly and carefully? There are opportunities and risks around every corner. Jamie Gutfreund has seen the creative industries from many vantage points. She's the former Global Chief Marketing Officer for Hasbro and MGA Entertainment. She was Chief Growth Officer at Whalar and has been recognized by Forbes as one of the 50 Most Entrepreneurial CMOs. Today, she's the Founder of Creator Vision , a company that she describes as helping brands bridge the gap between the practice and the promise of the creator economy. At a time when the future is coming towards us faster than perhaps at any period in human history, gaining some advanced warning about what will happen next, would be welcome. To put it mildly. Is it conceivable that AI itself might give us the clues to how AI is going to change the world as we know it? Jamie thinks it's possible, if we look at it through the right lens. The artists' lens. At the end of the series, I'll offer some thoughts on what we've heard and learned, and where we might go from here. In the meantime, thanks for joining us.…
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Fearless Creative Leadership
1 Ep 258: Nils Leonard of Uncommon - "The Creative Industries and AI - Part 5" 50:37
50:37 나중에 재생 나중에 재생 리스트 좋아요 좋아요50:37
나중에 재생 나중에 재생 리스트 좋아요 좋아요What are you fed by? This episode is the fifth in a series of conversations that I'm having in partnership with the Cannes Lion Festival of Creativity. For the weeks leading up to Cannes, we're focusing our study of leadership through a single lens. The impact of Artificial Intelligence on the Creative Industries. Are we moving fast enough? Are we going far enough? Is this an opportunity to fundamentally redesign the creative industries, or should we adjust and iterate, slowly and carefully? Do we follow the puck, or skate to where it's going? There are opportunities, and risks, around every corner. Nils Leonard is the Co-founder of Uncommon , a global creative studio based in New York, London, and Stockholm. I invited Nils into the series because I suspected he would have a strong point of view about what AI is, and isn't, when it comes to creativity. Nils has strong beliefs about many things, which is why I ask him back on the show regularly. One of those is the emotional leap of faith that every creative act demands. It's a deeply and uniquely human investment. At the end of the series, I'll offer some thoughts on what we've heard and learned, and where we might go from here. In the meantime, thanks for joining us.…
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Fearless Creative Leadership
Edited highlights of our full length conversation. What are you fed by? This episode is the fifth in a series of conversations that I'm having in partnership with the Cannes Lion Festival of Creativity. For the weeks leading up to Cannes, we're focusing our study of leadership through a single lens. The impact of Artificial Intelligence on the Creative Industries. Are we moving fast enough? Are we going far enough? Is this an opportunity to fundamentally redesign the creative industries, or should we adjust and iterate, slowly and carefully? Do we follow the puck, or skate to where it's going? There are opportunities, and risks, around every corner. Nils Leonard is the Co-founder of Uncommon , a global creative studio based in New York, London, and Stockholm. I invited Nils into the series because I suspected he would have a strong point of view about what AI is, and isn't, when it comes to creativity. Nils has strong beliefs about many things, which is why I ask him back on the show regularly. One of those is the emotional leap of faith that every creative act demands. It's a deeply and uniquely human investment. At the end of the series, I'll offer some thoughts on what we've heard and learned, and where we might go from here. In the meantime, thanks for joining us.…
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Fearless Creative Leadership
Edited highlights of our full length conversation. What are you fed by? This episode is the fifth in a series of conversations that I'm having in partnership with the Cannes Lion Festival of Creativity. For the weeks leading up to Cannes, we're focusing our study of leadership through a single lens. The impact of Artificial Intelligence on the Creative Industries. Are we moving fast enough? Are we going far enough? Is this an opportunity to fundamentally redesign the creative industries, or should we adjust and iterate, slowly and carefully? Do we follow the puck, or skate to where it's going? There are opportunities, and risks, around every corner. Nils Leonard is the Co-founder of Uncommon , a global creative studio based in New York, London, and Stockholm. I invited Nils into the series because I suspected he would have a strong point of view about what AI is, and isn't, when it comes to creativity. Nils has strong beliefs about many things, which is why I ask him back on the show regularly. One of those is the emotional leap of faith that every creative act demands. It's a deeply and uniquely human investment. At the end of the series, I'll offer some thoughts on what we've heard and learned, and where we might go from here. In the meantime, thanks for joining us.…
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Fearless Creative Leadership
1 Ep 257: Yasu Sasaki of Dentsu - "The Creative Industries and AI - Part 4" 36:18
36:18 나중에 재생 나중에 재생 리스트 좋아요 좋아요36:18
나중에 재생 나중에 재생 리스트 좋아요 좋아요Are you aiming high enough? This episode is the fourth in a series of conversations that I'm having in partnership with the Cannes Lions Festival of Creativity. For the weeks leading up to Cannes, we're focusing on a study of leadership through a single lens. The impact of Artificial Intelligence on the Creative Industries. Are we moving fast enough? Are we going far enough? Is this an opportunity to fundamentally redesign the creative industries? Or should we adjust and iterate slowly and carefully? Do we follow the puck or skate to where it's going? There are opportunities and risks around every corner. Yasu Sasaki is the Global Chief Creative Officer of Dentsu . His company has a presence in over 145 countries and regions, and they've been working with artificial intelligence, in one form or another, since 2011. One of the main questions facing the creative industries is which companies will see AI as an opportunity to stretch the boundaries of human creativity. To recognize that the limitations in our creativity are no longer practical, financial, or time-based, but are, in fact, our own confidence in our capacity to think originally. We can also use this opportunity to create greater efficiency, a worthy ambition in a world in which resources are scarce and a life in which the time available to us is finite. In theory and in practice, we can both raise the bar and lower cost. But we must be careful how we do it. At the end of the series, I'll offer some thoughts on what we've heard and learned and where we might go from here. In the meantime, thanks for joining us.…
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Fearless Creative Leadership
Edited highlights of our full length conversation. Are you aiming high enough? This episode is the fourth in a series of conversations that I'm having in partnership with the Cannes Lions Festival of Creativity. For the weeks leading up to Cannes, we're focusing on a study of leadership through a single lens. The impact of Artificial Intelligence on the Creative Industries. Are we moving fast enough? Are we going far enough? Is this an opportunity to fundamentally redesign the creative industries? Or should we adjust and iterate slowly and carefully? Do we follow the puck or skate to where it's going? There are opportunities and risks around every corner. Yasu Sasaki is the Global Chief Creative Officer of Dentsu . His company has a presence in over 145 countries and regions, and they've been working with artificial intelligence, in one form or another, since 2011. One of the main questions facing the creative industries is which companies will see AI as an opportunity to stretch the boundaries of human creativity. To recognize that the limitations in our creativity are no longer practical, financial, or time-based, but are, in fact, our own confidence in our capacity to think originally. We can also use this opportunity to create greater efficiency, a worthy ambition in a world in which resources are scarce and a life in which the time available to us is finite. In theory and in practice, we can both raise the bar and lower cost. But we must be careful how we do it. At the end of the series, I'll offer some thoughts on what we've heard and learned and where we might go from here. In the meantime, thanks for joining us.…
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Fearless Creative Leadership
Edited highlights of our full length conversation. Are you aiming high enough? This episode is the fourth in a series of conversations that I'm having in partnership with the Cannes Lions Festival of Creativity. For the weeks leading up to Cannes, we're focusing on a study of leadership through a single lens. The impact of Artificial Intelligence on the Creative Industries. Are we moving fast enough? Are we going far enough? Is this an opportunity to fundamentally redesign the creative industries? Or should we adjust and iterate slowly and carefully? Do we follow the puck or skate to where it's going? There are opportunities and risks around every corner. Yasu Sasaki is the Global Chief Creative Officer of Dentsu . His company has a presence in over 145 countries and regions, and they've been working with artificial intelligence, in one form or another, since 2011. One of the main questions facing the creative industries is which companies will see AI as an opportunity to stretch the boundaries of human creativity. To recognize that the limitations in our creativity are no longer practical, financial, or time-based, but are, in fact, our own confidence in our capacity to think originally. We can also use this opportunity to create greater efficiency, a worthy ambition in a world in which resources are scarce and a life in which the time available to us is finite. In theory and in practice, we can both raise the bar and lower cost. But we must be careful how we do it. At the end of the series, I'll offer some thoughts on what we've heard and learned and where we might go from here. In the meantime, thanks for joining us.…
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Fearless Creative Leadership
1 Ep 256: Asmita Dubey of L’Oréal - "The Creative Industries and AI - Part 3" 42:23
42:23 나중에 재생 나중에 재생 리스트 좋아요 좋아요42:23
나중에 재생 나중에 재생 리스트 좋아요 좋아요Are you seizing what is starting? This episode is the third in a series of conversations I’m having in partnership with the Cannes Lions Festival of Creativity. For the weeks leading up to Cannes, we’re focusing our study of leadership through a single lens. The impact of Artificial Intelligence on the Creative Industries. Are we moving fast enough? Are we going far enough? Is this an opportunity to fundamentally redesign the creative industries, or should we adjust and iterate, slowly and carefully? Do we follow the puck or skate to where it’s going? There are opportunities and risks around every corner. Asmita Dubey is the Chief Digital and Marketing Officer of L’Oréal . Her company is the fourth largest advertiser in the world. They are a 115-year old business that owns 37 brands. It’s easy to see the world presumptively. To presume that big companies always move more cautiously, that they are slower to see, to adopt, and to adapt to disruptions in the eco system around them. But if your company believes, as Asmita frames it, in seizing what is starting, if you operate from a foot forward perspective, if you are relentlessly curious and consistently committed to the belief that creativity and innovation are all that separates you from your competitors, then the size of your company does not matter. Big or small. Old or new. You can seize what is starting, and define the future on your terms. At the end of the series, I’ll offer some thoughts on what we’ve heard and learned, and where we might go from here. In the meantime, thanks for joining us.…
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Fearless Creative Leadership
Edited highlights of our full length conversation. Are you seizing what is starting? This episode is the third in a series of conversations I’m having in partnership with the Cannes Lions Festival of Creativity. For the weeks leading up to Cannes, we’re focusing our study of leadership through a single lens. The impact of Artificial Intelligence on the Creative Industries. Are we moving fast enough? Are we going far enough? Is this an opportunity to fundamentally redesign the creative industries, or should we adjust and iterate, slowly and carefully? Do we follow the puck or skate to where it’s going? There are opportunities and risks around every corner. Asmita Dubey is the Chief Digital and Marketing Officer of L’Oréal . Her company is the fourth largest advertiser in the world. They are a 115-year old business that owns 37 brands. It’s easy to see the world presumptively. To presume that big companies always move more cautiously, that they are slower to see, to adopt, and to adapt to disruptions in the eco system around them. But if your company believes, as Asmita frames it, in seizing what is starting, if you operate from a foot forward perspective, if you are relentlessly curious and consistently committed to the belief that creativity and innovation are all that separates you from your competitors, then the size of your company does not matter. Big or small. Old or new. You can seize what is starting, and define the future on your terms. At the end of the series, I’ll offer some thoughts on what we’ve heard and learned, and where we might go from here. In the meantime, thanks for joining us.…
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Fearless Creative Leadership
Edited highlights of our full length conversation. Are you seizing what is starting? This episode is the third in a series of conversations I’m having in partnership with the Cannes Lions Festival of Creativity. For the weeks leading up to Cannes, we’re focusing our study of leadership through a single lens. The impact of Artificial Intelligence on the Creative Industries. Are we moving fast enough? Are we going far enough? Is this an opportunity to fundamentally redesign the creative industries, or should we adjust and iterate, slowly and carefully? Do we follow the puck or skate to where it’s going? There are opportunities and risks around every corner. Asmita Dubey is the Chief Digital and Marketing Officer of L’Oréal . Her company is the fourth largest advertiser in the world. They are a 115-year old business that owns 37 brands. It’s easy to see the world presumptively. To presume that big companies always move more cautiously, that they are slower to see, to adopt, and to adapt to disruptions in the eco system around them. But if your company believes, as Asmita frames it, in seizing what is starting, if you operate from a foot forward perspective, if you are relentlessly curious and consistently committed to the belief that creativity and innovation are all that separates you from your competitors, then the size of your company does not matter. Big or small. Old or new. You can seize what is starting, and define the future on your terms. At the end of the series, I’ll offer some thoughts on what we’ve heard and learned, and where we might go from here. In the meantime, thanks for joining us.…
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Fearless Creative Leadership
1 Ep 255: PJ Pereira of Pereira O'Dell - "The Creative Industries and AI - Part 2" 51:37
51:37 나중에 재생 나중에 재생 리스트 좋아요 좋아요51:37
나중에 재생 나중에 재생 리스트 좋아요 좋아요Can you imagine? This episode is the second in a series of conversations I’m having in partnership with the Cannes Lions Festival of Creativity. For the weeks leading up to Cannes, we’re focusing our study of leadership through a single lens. The impact of Artificial Intelligence on the Creative Industries. Are we moving fast enough? Are we going far enough? Is this an opportunity to fundamentally redesign the creative industries? Do we follow the puck or skate to where it’s going? There are opportunities and risks around every corner. PJ Pereira is the Founder and Creative Chairman at Pereira O’Dell . PJ is also a published author and an artist in his own right. We talk about a piece of animation that he recently created for his latest novel in which he used AI, and and we’ve included a link in the show notes for this episode. One of the themes that’s emerging from the conversations and background research I’ve been doing, is one of those realizations that is both surprising while striking me immediately as unquestionably true. As a species, human beings are particularly bad at recognizing the speed, scale and impact of exponential growth. Let me share an example I heard on a New York Times podcast recently, that uses cases of COVID to illustrate this. If you start with a single case, and cases double every three days, then after 30 days, you have about a thousand cases. We can all wrap our heads around that. But then go 30 days longer. Now, you have a million. Wait another 30 days? Now, you have a billion. AI is moving with the speed of a virus, and we are struggling to recognize the implications in ways that we can relate to. We don’t have to go back too far to see how quickly our understanding of “normal” can change. On March 1st, 2020, society was operating pretty normally. Chris and I actually took a plane to Chicago on the 2nd, and we flew back to New York on the 5th. Five days later, five days, that idea was unimaginable, and it remained that way for a year. But speed of change is not the only measurement that we should be conscious of. The enormity of the gap between the normal, as we understand it today, and what we will demand as normal tomorrow, is usually beyond our imagination to see or to predict or to project. PJ brings those limitations of our imagination to life through a vivid and unforgettable example. At the end of the series, I’ll offer some thoughts on what we’ve heard and learned, and where we might go from here. In the meantime, thanks for joining us.…
Edited highlights of our full length conversation. Can you imagine? This episode is the second in a series of conversations I’m having in partnership with the Cannes Lions Festival of Creativity. For the weeks leading up to Cannes, we’re focusing our study of leadership through a single lens. The impact of Artificial Intelligence on the Creative Industries. Are we moving fast enough? Are we going far enough? Is this an opportunity to fundamentally redesign the creative industries? Do we follow the puck or skate to where it’s going? There are opportunities and risks around every corner. PJ Pereira is the Founder and Creative Chairman at Pereira O’Dell . PJ is also a published author and an artist in his own right. We talk about a piece of animation that he recently created for his latest novel in which he used AI, and and we’ve included a link in the show notes for this episode. One of the themes that’s emerging from the conversations and background research I’ve been doing, is one of those realizations that is both surprising while striking me immediately as unquestionably true. As a species, human beings are particularly bad at recognizing the speed, scale and impact of exponential growth. Let me share an example I heard on a New York Times podcast recently, that uses cases of COVID to illustrate this. If you start with a single case, and cases double every three days, then after 30 days, you have about a thousand cases. We can all wrap our heads around that. But then go 30 days longer. Now, you have a million. Wait another 30 days? Now, you have a billion. AI is moving with the speed of a virus, and we are struggling to recognize the implications in ways that we can relate to. We don’t have to go back too far to see how quickly our understanding of “normal” can change. On March 1st, 2020, society was operating pretty normally. Chris and I actually took a plane to Chicago on the 2nd, and we flew back to New York on the 5th. Five days later, five days, that idea was unimaginable, and it remained that way for a year. But speed of change is not the only measurement that we should be conscious of. The enormity of the gap between the normal, as we understand it today, and what we will demand as normal tomorrow, is usually beyond our imagination to see or to predict or to project. PJ brings those limitations of our imagination to life through a vivid and unforgettable example. At the end of the series, I’ll offer some thoughts on what we’ve heard and learned, and where we might go from here. In the meantime, thanks for joining us.…
Edited highlights of our full length conversation. Can you imagine? This episode is the second in a series of conversations I’m having in partnership with the Cannes Lions Festival of Creativity. For the weeks leading up to Cannes, we’re focusing our study of leadership through a single lens. The impact of Artificial Intelligence on the Creative Industries. Are we moving fast enough? Are we going far enough? Is this an opportunity to fundamentally redesign the creative industries? Do we follow the puck or skate to where it’s going? There are opportunities and risks around every corner. PJ Pereira is the Founder and Creative Chairman at Pereira O’Dell . PJ is also a published author and an artist in his own right. We talk about a piece of animation that he recently created for his latest novel in which he used AI, and and we’ve included a link in the show notes for this episode. One of the themes that’s emerging from the conversations and background research I’ve been doing, is one of those realizations that is both surprising while striking me immediately as unquestionably true. As a species, human beings are particularly bad at recognizing the speed, scale and impact of exponential growth. Let me share an example I heard on a New York Times podcast recently, that uses cases of COVID to illustrate this. If you start with a single case, and cases double every three days, then after 30 days, you have about a thousand cases. We can all wrap our heads around that. But then go 30 days longer. Now, you have a million. Wait another 30 days? Now, you have a billion. AI is moving with the speed of a virus, and we are struggling to recognize the implications in ways that we can relate to. We don’t have to go back too far to see how quickly our understanding of “normal” can change. On March 1st, 2020, society was operating pretty normally. Chris and I actually took a plane to Chicago on the 2nd, and we flew back to New York on the 5th. Five days later, five days, that idea was unimaginable, and it remained that way for a year. But speed of change is not the only measurement that we should be conscious of. The enormity of the gap between the normal, as we understand it today, and what we will demand as normal tomorrow, is usually beyond our imagination to see or to predict or to project. PJ brings those limitations of our imagination to life through a vivid and unforgettable example. At the end of the series, I’ll offer some thoughts on what we’ve heard and learned, and where we might go from here. In the meantime, thanks for joining us.…
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Fearless Creative Leadership
1 Ep 254: Nick Law of Accenture Song - "The Creative Industries and AI - Part 1" 49:10
49:10 나중에 재생 나중에 재생 리스트 좋아요 좋아요49:10
나중에 재생 나중에 재생 리스트 좋아요 좋아요Are you leading, following or getting out of the way? This episode is the first in a series of conversations that I’m having in partnership with the Cannes Lions Festival of Creativity . For the next five weeks leading up to Cannes, we’re going to focus our study of leadership through a single lens. The impact of Artificial Intelligence on the Creative Industries. Are we moving fast enough? Are we going far enough? Is this an opportunity to fundamentally redesign the creative industries, or should we adjust and iterate, slowly and carefully? Do we follow the puck, or skate to where it’s going? There are opportunities and risks around every corner. We start with a conversation with Nick Law, who is Creative Chairperson at Accenture Song . Nick has seen the creative industries from an array of extraordinary perspectives. He was Vice Chairman, Global Chief Creative Officer at R/GA, he served as Chief Creative Officer at Publicis Groupe, and was Vice President of Marcom Integration at Apple, where he co-led the global design and marketing group. On his Cannes speaker profile, Nick says that he believes all technology needs creativity to make it human, and all creativity needs technology to make it real. At the end of the series, I’ll offer some thoughts on what we’ve heard and learned, and where we might go from here. It promises to be an eye opening and thought provoking journey. Thanks for joining us.…
Edited highlights of our full length conversation. Are you leading, following or getting out of the way? This episode is the first in a series of conversations that I’m having in partnership with the Cannes Lions Festival of Creativity . For the next five weeks leading up to Cannes, we’re going to focus our study of leadership through a single lens. The impact of Artificial Intelligence on the Creative Industries. Are we moving fast enough? Are we going far enough? Is this an opportunity to fundamentally redesign the creative industries, or should we adjust and iterate, slowly and carefully? Do we follow the puck, or skate to where it’s going? There are opportunities and risks around every corner. We start with a conversation with Nick Law, who is Creative Chairperson at Accenture Song . Nick has seen the creative industries from an array of extraordinary perspectives. He was Vice Chairman, Global Chief Creative Officer at R/GA, he served as Chief Creative Officer at Publicis Groupe, and was Vice President of Marcom Integration at Apple, where he co-led the global design and marketing group. On his Cannes speaker profile, Nick says that he believes all technology needs creativity to make it human, and all creativity needs technology to make it real. At the end of the series, I’ll offer some thoughts on what we’ve heard and learned, and where we might go from here. It promises to be an eye opening and thought provoking journey. Thanks for joining us.…
Edited highlights of our full length conversation. Are you leading, following or getting out of the way? This episode is the first in a series of conversations that I’m having in partnership with the Cannes Lions Festival of Creativity . For the next five weeks leading up to Cannes, we’re going to focus our study of leadership through a single lens. The impact of Artificial Intelligence on the Creative Industries. Are we moving fast enough? Are we going far enough? Is this an opportunity to fundamentally redesign the creative industries, or should we adjust and iterate, slowly and carefully? Do we follow the puck, or skate to where it’s going? There are opportunities and risks around every corner. We start with a conversation with Nick Law, who is Creative Chairperson at Accenture Song . Nick has seen the creative industries from an array of extraordinary perspectives. He was Vice Chairman, Global Chief Creative Officer at R/GA, he served as Chief Creative Officer at Publicis Groupe, and was Vice President of Marcom Integration at Apple, where he co-led the global design and marketing group. On his Cannes speaker profile, Nick says that he believes all technology needs creativity to make it human, and all creativity needs technology to make it real. At the end of the series, I’ll offer some thoughts on what we’ve heard and learned, and where we might go from here. It promises to be an eye opening and thought provoking journey. Thanks for joining us.…
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Fearless Creative Leadership
1 Ep 253: Robbie Kaplan of Kaplan Hecker & Fink LLP - "The Justice Seeker" 49:37
49:37 나중에 재생 나중에 재생 리스트 좋아요 좋아요49:37
나중에 재생 나중에 재생 리스트 좋아요 좋아요Which two things are true at once? Robbie Kaplan is a lawyer and the founding partner at Kaplan Hecker & Fink LLP . Robbie is best known for successfully challenging a key provision of the Defense of Marriage Act. Today, gay marriage is legal in America because Robbie Kaplan stood in front of the Supreme Court and argued for it. Recently, she was E. Jean Carroll’s lawyer in both of her successful lawsuits against Donald Trump. And among Robbie's many awards is one from The Financial Times, which named her the “Most Innovative Lawyer of the Year”. People that know her, say about Robbie Kaplan, “she just sees things from a thousand different angles all at once, it’s hard to keep up with her thought processes. She’s not afraid, if she sees a problem, to go figure out some law that’s going to allow her to fix it.” Others say she is “a lawyer that you don’t want to see opposing you.” They say, “she’s brilliant, she’s unrelenting, she can’t be intimidated and she’s not going to back down. She eats bullies for lunch.” And the Washington Post has described Robbie as “a brash and original strategist, a crusader for underdogs who has won almost every legal accolade imaginable.” Which may make this admission surprising. Not everyone doubts themselves. But many people do. If you are one of those people, if sometimes feeling that you are an imposter is holding you back, is preventing you from unlocking the potential of the people around you, as in yourself, then let me offer you this. Two things can be true at once. You can feel like an imposter and achieve extraordinary things at the same time. You do have to be clear about the extraordinary things, and why they matter to you. But then that’s what leadership is all about.…
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Fearless Creative Leadership
Edited highlights of our full length conversation. Which two things are true at once? Robbie Kaplan is a lawyer and the founding partner at Kaplan Hecker & Fink LLP . Robbie is best known for successfully challenging a key provision of the Defense of Marriage Act. Today, gay marriage is legal in America because Robbie Kaplan stood in front of the Supreme Court and argued for it. Recently, she was E. Jean Carroll’s lawyer in both of her successful lawsuits against Donald Trump. And among Robbie's many awards is one from The Financial Times, which named her the “Most Innovative Lawyer of the Year”. People that know her, say about Robbie Kaplan, “she just sees things from a thousand different angles all at once, it’s hard to keep up with her thought processes. She’s not afraid, if she sees a problem, to go figure out some law that’s going to allow her to fix it.” Others say she is “a lawyer that you don’t want to see opposing you.” They say, “she’s brilliant, she’s unrelenting, she can’t be intimidated and she’s not going to back down. She eats bullies for lunch.” And the Washington Post has described Robbie as “a brash and original strategist, a crusader for underdogs who has won almost every legal accolade imaginable.” Which may make this admission surprising. Not everyone doubts themselves. But many people do. If you are one of those people, if sometimes feeling that you are an imposter is holding you back, is preventing you from unlocking the potential of the people around you, as in yourself, then let me offer you this. Two things can be true at once. You can feel like an imposter and achieve extraordinary things at the same time. You do have to be clear about the extraordinary things, and why they matter to you. But then that’s what leadership is all about.…
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Fearless Creative Leadership
Edited highlights of our full length conversation. Which two things are true at once? Robbie Kaplan is a lawyer and the founding partner at Kaplan Hecker & Fink LLP . Robbie is best known for successfully challenging a key provision of the Defense of Marriage Act. Today, gay marriage is legal in America because Robbie Kaplan stood in front of the Supreme Court and argued for it. Recently, she was E. Jean Carroll’s lawyer in both of her successful lawsuits against Donald Trump. And among Robbie's many awards is one from The Financial Times, which named her the “Most Innovative Lawyer of the Year”. People that know her, say about Robbie Kaplan, “she just sees things from a thousand different angles all at once, it’s hard to keep up with her thought processes. She’s not afraid, if she sees a problem, to go figure out some law that’s going to allow her to fix it.” Others say she is “a lawyer that you don’t want to see opposing you.” They say, “she’s brilliant, she’s unrelenting, she can’t be intimidated and she’s not going to back down. She eats bullies for lunch.” And the Washington Post has described Robbie as “a brash and original strategist, a crusader for underdogs who has won almost every legal accolade imaginable.” Which may make this admission surprising. Not everyone doubts themselves. But many people do. If you are one of those people, if sometimes feeling that you are an imposter is holding you back, is preventing you from unlocking the potential of the people around you, as in yourself, then let me offer you this. Two things can be true at once. You can feel like an imposter and achieve extraordinary things at the same time. You do have to be clear about the extraordinary things, and why they matter to you. But then that’s what leadership is all about.…
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Fearless Creative Leadership
What is your leadership for? Senator Kirsten Gillibrand is the Junior Senator from the State of New York. Running for public office places you in a spotlight that is white hot. Being clear why you’ve made the choice to run in the first place is table stakes for creating the life you want to live and the legacy you want to leave behind. In too many companies and for too many people, leadership is seen as the thing that comes next for those who are willing to stick around. The inevitability of rising up the org chart into a role that comes with more everything is too rarely challenged by company or individual. Leadership is a privilege. An opportunity to make the biggest difference for the most people, that most of us will ever have. Marty Baron of the Washington Post described it as a responsibility. Mark Thompson, when he was at the New York Times, described leadership as the act of running towards the gunfire. Cecile Richards, formerly of Planned Parenthood, described herself as blessed to have been one of the really privileged few that could do what she thought needed doing. In industries where awards, wins, and results are to the fore, and success is often measured by how many and how much, I’m hoping that some of these conversations will also stir thoughts of what. What do I want to make better? What do I want to change? What difference do I want to make for the people around me? Because, as my work continues to evolve and my understanding continues to deepen, what I increasingly know to be true is that the awards, the wins, and the results are directly connected to the whats. That the leaders who are clearest about what difference they want to make are the ones who have the most evidence of having made it. Literally and figuratively. So, what is your leadership for?…
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Fearless Creative Leadership
Edited highlights of our full length conversation. What is your leadership for? Senator Kirsten Gillibrand is the Junior Senator from the State of New York. Running for public office places you in a spotlight that is white hot. Being clear why you’ve made the choice to run in the first place is table stakes for creating the life you want to live and the legacy you want to leave behind. In too many companies and for too many people, leadership is seen as the thing that comes next for those who are willing to stick around. The inevitability of rising up the org chart into a role that comes with more everything is too rarely challenged by company or individual. Leadership is a privilege. An opportunity to make the biggest difference for the most people, that most of us will ever have. Marty Baron of the Washington Post described it as a responsibility. Mark Thompson, when he was at the New York Times, described leadership as the act of running towards the gunfire. Cecile Richards, formerly of Planned Parenthood, described herself as blessed to have been one of the really privileged few that could do what she thought needed doing. In industries where awards, wins, and results are to the fore, and success is often measured by how many and how much, I’m hoping that some of these conversations will also stir thoughts of what. What do I want to make better? What do I want to change? What difference do I want to make for the people around me? Because, as my work continues to evolve and my understanding continues to deepen, what I increasingly know to be true is that the awards, the wins, and the results are directly connected to the whats. That the leaders who are clearest about what difference they want to make are the ones who have the most evidence of having made it. Literally and figuratively. So, what is your leadership for?…
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Fearless Creative Leadership
Edited highlights of our full length conversation. What is your leadership for? Senator Kirsten Gillibrand is the Junior Senator from the State of New York. Running for public office places you in a spotlight that is white hot. Being clear why you’ve made the choice to run in the first place is table stakes for creating the life you want to live and the legacy you want to leave behind. In too many companies and for too many people, leadership is seen as the thing that comes next for those who are willing to stick around. The inevitability of rising up the org chart into a role that comes with more everything is too rarely challenged by company or individual. Leadership is a privilege. An opportunity to make the biggest difference for the most people, that most of us will ever have. Marty Baron of the Washington Post described it as a responsibility. Mark Thompson, when he was at the New York Times, described leadership as the act of running towards the gunfire. Cecile Richards, formerly of Planned Parenthood, described herself as blessed to have been one of the really privileged few that could do what she thought needed doing. In industries where awards, wins, and results are to the fore, and success is often measured by how many and how much, I’m hoping that some of these conversations will also stir thoughts of what. What do I want to make better? What do I want to change? What difference do I want to make for the people around me? Because, as my work continues to evolve and my understanding continues to deepen, what I increasingly know to be true is that the awards, the wins, and the results are directly connected to the whats. That the leaders who are clearest about what difference they want to make are the ones who have the most evidence of having made it. Literally and figuratively. So, what is your leadership for?…
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Fearless Creative Leadership
1 Ep 251: Tom O'Keefe & Jeff King of BarkleyOKRP - "The M&A Leaders" 38:21
38:21 나중에 재생 나중에 재생 리스트 좋아요 좋아요38:21
나중에 재생 나중에 재생 리스트 좋아요 좋아요What do you think and why? Tom O’Keefe and Jeff King are two of the four partners who have just merged their respective businesses, OKRP and Barkley . Mergers are a forcing function for open-mindedness. And for doing things differently. The ability to accept the need to do things differently, to truly change perspectives, is a never ending leadership challenge. In my experience, you have to be pretty clear about your own point of view in order to embrace new ones. Worry too much about providing strong leadership, and the temptation to stick to our beliefs — even in the face of evidence or views to the contrary — becomes almost like a drug. An addiction to being right or first or better. This is perhaps the most damaging characteristic that any leader can possess. And too much of it will ensure you’re not a leader of very many or very much for very long. When we are clear about why we think what we think, when we are free of insecurity or hubris or ego, then we can assess an alternative path with an open mind. Mergers provoke the need to lead through this lens. Tom’s outline for unleashing the creative potential of the newly formed business is filled with best practice. But regardless of external forcing functions — like mergers — being clear about why we think what we think is table stakes for the most fearless leaders. So what do you think? And what will it take for you to see things from a different perspective?…
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Fearless Creative Leadership
Edited highlights of our full length conversation. What do you think and why? Tom O’Keefe and Jeff King are two of the four partners who have just merged their respective businesses, OKRP and Barkley . Mergers are a forcing function for open-mindedness. And for doing things differently. The ability to accept the need to do things differently, to truly change perspectives, is a never ending leadership challenge. In my experience, you have to be pretty clear about your own point of view in order to embrace new ones. Worry too much about providing strong leadership, and the temptation to stick to our beliefs — even in the face of evidence or views to the contrary — becomes almost like a drug. An addiction to being right or first or better. This is perhaps the most damaging characteristic that any leader can possess. And too much of it will ensure you’re not a leader of very many or very much for very long. When we are clear about why we think what we think, when we are free of insecurity or hubris or ego, then we can assess an alternative path with an open mind. Mergers provoke the need to lead through this lens. Tom’s outline for unleashing the creative potential of the newly formed business is filled with best practice. But regardless of external forcing functions — like mergers — being clear about why we think what we think is table stakes for the most fearless leaders. So what do you think? And what will it take for you to see things from a different perspective?…
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Fearless Creative Leadership
Edited highlights of our full length conversation. What do you think and why? Tom O’Keefe and Jeff King are two of the four partners who have just merged their respective businesses, OKRP and Barkley . Mergers are a forcing function for open-mindedness. And for doing things differently. The ability to accept the need to do things differently, to truly change perspectives, is a never ending leadership challenge. In my experience, you have to be pretty clear about your own point of view in order to embrace new ones. Worry too much about providing strong leadership, and the temptation to stick to our beliefs — even in the face of evidence or views to the contrary — becomes almost like a drug. An addiction to being right or first or better. This is perhaps the most damaging characteristic that any leader can possess. And too much of it will ensure you’re not a leader of very many or very much for very long. When we are clear about why we think what we think, when we are free of insecurity or hubris or ego, then we can assess an alternative path with an open mind. Mergers provoke the need to lead through this lens. Tom’s outline for unleashing the creative potential of the newly formed business is filled with best practice. But regardless of external forcing functions — like mergers — being clear about why we think what we think is table stakes for the most fearless leaders. So what do you think? And what will it take for you to see things from a different perspective?…
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Fearless Creative Leadership
How vulnerable is too vulnerable? Anselmo Ramos is the Co-Founder and Creative Chairman of GUT , a global independent creative agency that’s headquartered in Miami, and with six other offices around the world. Months after being named the Independent Agency Network of the Year at last year’s Cannes Lions, GUT announced it was being acquired by the tech company Globant. GUT was recently named one of the most innovative companies in the world by Fast Company. For a company that is barely six years old, its story and success are remarkable. It’s also built on a very specific ethos. Businesses measure success by many metrics, and as a leader, you live with most of them every day. In most companies, seeing the leaders cry in public would be a strong indicator that things were heading in the wrong direction. Or worse. For many staff members, it would be traumatic to witness such a public display of human emotion from their leaders. This conversation with Anselmo has made me think hard about the humanity side of the leadership equation. How vulnerable is too vulnerable? The answer, of course, depends on the culture that you have created. If your culture is based on deep and enduring emotional trust, you give people the ability to show up as complex, multifaceted humans, to show up as whole beings. In a world in which Artificial Intelligence will soon be able to mimic — or more — much of what passes for ‘creative’ in inverted commas, our ability as a species to separate ourselves from the servers, will depend on whether we can unleash ‘human creativity’, that capacity which no technology can replace. Human creativity comes from the soul. And souls have feelings. How do you measure those?…
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Fearless Creative Leadership
Edited highlights of our full conversation. Can you hear yourself think? DeEtta Jones is the founder of one of the world’s leading EDI training and strategy consultancies. She’s seen leadership and leaders through many lenses. And she’s learned that the best of them are not necessarily the ones making the most noise. Leadership is changing in real time. I see evidence everywhere, every day. The beliefs we have grown up with about leadership - that it starts with standing in front of a group and selling them on a vision, that your success depends on your ability to put everyone else first and yourself second, that your confidence and certainty is the fuel on which the race to the future is run. There is still some truth in these. You still need to be a reference point, a compass, a constant. But if you try to do those things and be those things before you have done the quiet work of understanding who you are, before you are clear about what matters to you, before you can be honest about when (and why) you get in your own way, then you are building your leadership on quicksand. Knowing who you are and who you want to be are foundations strong enough to support not just your future, but that of anyone that matters to you.…
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Fearless Creative Leadership
Edited highlights of our full conversation. Can you hear yourself think? DeEtta Jones is the founder of one of the world’s leading EDI training and strategy consultancies. She’s seen leadership and leaders through many lenses. And she’s learned that the best of them are not necessarily the ones making the most noise. Leadership is changing in real time. I see evidence everywhere, every day. The beliefs we have grown up with about leadership - that it starts with standing in front of a group and selling them on a vision, that your success depends on your ability to put everyone else first and yourself second, that your confidence and certainty is the fuel on which the race to the future is run. There is still some truth in these. You still need to be a reference point, a compass, a constant. But if you try to do those things and be those things before you have done the quiet work of understanding who you are, before you are clear about what matters to you, before you can be honest about when (and why) you get in your own way, then you are building your leadership on quicksand. Knowing who you are and who you want to be are foundations strong enough to support not just your future, but that of anyone that matters to you.…
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Fearless Creative Leadership
1 Ep 241: Nancy Hill of Marcus Thomas - "The 'Take Care Of Yourself' Leader" 53:19
53:19 나중에 재생 나중에 재생 리스트 좋아요 좋아요53:19
나중에 재생 나중에 재생 리스트 좋아요 좋아요Are you taking care of yourself? Nancy Hill is the CEO of Marcus Thomas , and the former CEO of the 4As. She was named by Advertising Age as one of the ‘100 Most Influential Women in Advertising History’. Nancy recently wrote an article for AdAge. The link is in the show notes for this episode. In the piece, she describes discovering that she was suffering from Post Traumatic Stress Disorder. Leadership is lonely. I’m hoping that we can change that over the coming months and years but for now, it’s a truth. Have a plan, know the answers, don’t show weakness. All of these are the expectations when you agree to be the leader. And while it’s true these expectations are placed on you by others, they are even more emphatically placed on you by, well, you. The needs of everyone else become your greatest concern. If there’s time left over you’ll worry about yourself then. The only flaws in that thinking are that it doesn’t scale and it isn’t sustainable. What’s the alternative? How do you build a lasting foundation for your leadership that allows you to unlock your own potential and the potential of others? In 1870, global life expectancy was less than 30 years. 1870 was only 150 years ago. Today, we have reached the point that biologically, if we avoid serious disease and unhealthy lifestyle choices, our bodies are capable of lasting 150 years. Already, the life expectancy of a child born in the West means that they will live long into the 22nd century. By the time we reach the 22nd century, life expectancy will almost certainly take us well into the 23rd. That means children born today will have great grandchildren who will live in the era of Star Trek. Boldly going where no one has gone before. The future is coming at us faster and will last longer. A leadership style, philosophy, paradigm that places your own emotional and physical well being behind the needs of everyone else, may feel selfless in the moment, but is actually designed to minimize the depth and length of the impact you could have. Should have. The era of ‘get to 60 and stop’ is over. The era of ‘get to 60 and start’ - not just a new chapter but a new book - is already here. Will you be ready to meet it? Will you be able to? Physically? Emotionally? They say that every journey begins with a single step. For years, I believed that meant movement forward. But what I’ve learned is that the first step for any leader needs to be to stop. To pause. Because, if you want to make a difference, if you want to drive creative, innovative and economic success for your organization, if you want to unlock the full potential of the people and the business for which you are responsible, then step 1 is to understand what you need.…
Edited highlights of our full conversation. Are you taking care of yourself? Nancy Hill is the CEO of Marcus Thomas , and the former CEO of the 4As. She was named by Advertising Age as one of the ‘100 Most Influential Women in Advertising History’. Nancy recently wrote an article for AdAge. The link is in the show notes for this episode. In the piece, she describes discovering that she was suffering from Post Traumatic Stress Disorder. Leadership is lonely. I’m hoping that we can change that over the coming months and years but for now, it’s a truth. Have a plan, know the answers, don’t show weakness. All of these are the expectations when you agree to be the leader. And while it’s true these expectations are placed on you by others, they are even more emphatically placed on you by, well, you. The needs of everyone else become your greatest concern. If there’s time left over you’ll worry about yourself then. The only flaws in that thinking are that it doesn’t scale and it isn’t sustainable. What’s the alternative? How do you build a lasting foundation for your leadership that allows you to unlock your own potential and the potential of others? In 1870, global life expectancy was less than 30 years. 1870 was only 150 years ago. Today, we have reached the point that biologically, if we avoid serious disease and unhealthy lifestyle choices, our bodies are capable of lasting 150 years. Already, the life expectancy of a child born in the West means that they will live long into the 22nd century. By the time we reach the 22nd century, life expectancy will almost certainly take us well into the 23rd. That means children born today will have great grandchildren who will live in the era of Star Trek. Boldly going where no one has gone before. The future is coming at us faster and will last longer. A leadership style, philosophy, paradigm that places your own emotional and physical well being behind the needs of everyone else, may feel selfless in the moment, but is actually designed to minimize the depth and length of the impact you could have. Should have. The era of ‘get to 60 and stop’ is over. The era of ‘get to 60 and start’ - not just a new chapter but a new book - is already here. Will you be ready to meet it? Will you be able to? Physically? Emotionally? They say that every journey begins with a single step. For years, I believed that meant movement forward. But what I’ve learned is that the first step for any leader needs to be to stop. To pause. Because, if you want to make a difference, if you want to drive creative, innovative and economic success for your organization, if you want to unlock the full potential of the people and the business for which you are responsible, then step 1 is to understand what you need.…
Edited highlights of our full conversation. Are you taking care of yourself? Nancy Hill is the CEO of Marcus Thomas , and the former CEO of the 4As. She was named by Advertising Age as one of the ‘100 Most Influential Women in Advertising History’. Nancy recently wrote an article for AdAge. The link is in the show notes for this episode. In the piece, she describes discovering that she was suffering from Post Traumatic Stress Disorder. Leadership is lonely. I’m hoping that we can change that over the coming months and years but for now, it’s a truth. Have a plan, know the answers, don’t show weakness. All of these are the expectations when you agree to be the leader. And while it’s true these expectations are placed on you by others, they are even more emphatically placed on you by, well, you. The needs of everyone else become your greatest concern. If there’s time left over you’ll worry about yourself then. The only flaws in that thinking are that it doesn’t scale and it isn’t sustainable. What’s the alternative? How do you build a lasting foundation for your leadership that allows you to unlock your own potential and the potential of others? In 1870, global life expectancy was less than 30 years. 1870 was only 150 years ago. Today, we have reached the point that biologically, if we avoid serious disease and unhealthy lifestyle choices, our bodies are capable of lasting 150 years. Already, the life expectancy of a child born in the West means that they will live long into the 22nd century. By the time we reach the 22nd century, life expectancy will almost certainly take us well into the 23rd. That means children born today will have great grandchildren who will live in the era of Star Trek. Boldly going where no one has gone before. The future is coming at us faster and will last longer. A leadership style, philosophy, paradigm that places your own emotional and physical well being behind the needs of everyone else, may feel selfless in the moment, but is actually designed to minimize the depth and length of the impact you could have. Should have. The era of ‘get to 60 and stop’ is over. The era of ‘get to 60 and start’ - not just a new chapter but a new book - is already here. Will you be ready to meet it? Will you be able to? Physically? Emotionally? They say that every journey begins with a single step. For years, I believed that meant movement forward. But what I’ve learned is that the first step for any leader needs to be to stop. To pause. Because, if you want to make a difference, if you want to drive creative, innovative and economic success for your organization, if you want to unlock the full potential of the people and the business for which you are responsible, then step 1 is to understand what you need.…
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Fearless Creative Leadership
What triggers you? Kate Rouch is the Chief Marketing Officer at Coinbase . October was Mental Health Month. But the truth is, every month should be. And when you’re the leader, every month is. Leadership, at its best, is a selfless act. A desire to help others reach a future that is better than the present. Many, many things can get in the way. Most of them we know about before we start. A few others show up along the way. But the one that we all carry with us, often unrecognized or worse, ignored, is our mental health. We focus on the challenges and outcomes, the trials and the tasks, believing what we’ve been told, that anything is possible. If you want it badly enough, and work for it hard enough, you can will that future into existence, so the story goes. Except the story leaves out a crucial part - our neurobiology. The completely, utterly, entirely unique programming that makes us who we are. Why does that music make you cry? Why do these words make you angry? Why does that response scare you, intrigue you, excite you? What is making you afraid? The programming might come from this lifetime. A father that left, a sister that died, a dog that never left your side. Or, as the evidence increasingly suggests, it might have been passed down to you from generations before, hard-wired into your DNA before birth, created by events you did not experience and pain you did not know firsthand. And yet, we drive ourselves forward, determined to succeed, carrying baggage and burdens that would stun a herd of bison. Ignoring the fact that our programming controls us, causing our body to react and our mind to contract. During those few moments when we are triggered, we are out of control of our feelings. That’s not a lack of discipline or determination. It’s biology. So, try this instead. Acknowledge your feelings. Find comfort in the absolute truth that you are not broken or inadequate or alone. Find confidence in the knowledge that with the right help, we have the ability to rewire our brains, if we want to. So start to pay attention to what you feel and when. It’s the beginning of the journey that matters most. Self discovery. And from there, all things are possible.…
What triggers you? Kate Rouch is the Chief Marketing Officer at Coinbase . October was Mental Health Month. But the truth is, every month should be. And when you’re the leader, every month is. Leadership, at its best, is a selfless act. A desire to help others reach a future that is better than the present. Many, many things can get in the way. Most of them we know about before we start. A few others show up along the way. But the one that we all carry with us, often unrecognized or worse, ignored, is our mental health. We focus on the challenges and outcomes, the trials and the tasks, believing what we’ve been told, that anything is possible. If you want it badly enough, and work for it hard enough, you can will that future into existence, so the story goes. Except the story leaves out a crucial part - our neurobiology. The completely, utterly, entirely unique programming that makes us who we are. Why does that music make you cry? Why do these words make you angry? Why does that response scare you, intrigue you, excite you? What is making you afraid? The programming might come from this lifetime. A father that left, a sister that died, a dog that never left your side. Or, as the evidence increasingly suggests, it might have been passed down to you from generations before, hard-wired into your DNA before birth, created by events you did not experience and pain you did not know firsthand. And yet, we drive ourselves forward, determined to succeed, carrying baggage and burdens that would stun a herd of bison. Ignoring the fact that our programming controls us, causing our body to react and our mind to contract. During those few moments when we are triggered, we are out of control of our feelings. That’s not a lack of discipline or determination. It’s biology. So, try this instead. Acknowledge your feelings. Find comfort in the absolute truth that you are not broken or inadequate or alone. Find confidence in the knowledge that with the right help, we have the ability to rewire our brains, if we want to. So start to pay attention to what you feel and when. It’s the beginning of the journey that matters most. Self discovery. And from there, all things are possible.…
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Fearless Creative Leadership
This week, we’re re-airing a conversation I had with Tiffany Rolfe early in 2022. In the eighteen months since we published this episode, the world has grown even more complicated and uncertain. And the line between work and home even more blurred. Tiffany has added the responsibilities of Global Chair of R/GA to her Global Chief Creative Officer role. What we need from our leaders is increasing all the time. As Tiffany asks, “How do you make sure you’re taking care of yourself in all this too?” Here’s Tiffany Rolfe - re-loaded. Where does work end and life begin? Tiffany Rolfe is the Global Chief Creative Officer at R/GA , a job she took on in the early stages of the pandemic as part of a new leadership team. Two years ago, the Ad Age A List recognized R/GA as the Comeback Agency of the Year. This year, they are now ranked second among all agencies. Tiffany’s email signature reads, Mom and Global Chief Creative Officer. I speak for myself when I say that before we all withdrew into our homes in early 2020, I was aware only conceptually of how women who are parents juggle that with their careers. But two years of working via Zoom has given many of us insights into people’s lives that were previously unimaginable for their candor and vulnerability. This conversation is a living example of the challenges and gifts that have emerged from the last two years. The line between work and home has been blurred beyond any reasonable hope of recognition. No matter how powerful a microscope you apply, it is almost impossible to see the separation any more between leader and human being. The destruction of this separation can be liberating if you’re willing to create your own definition of the work-life balance. If you’re not, it will be very hard as you try in vain to keep up with a dangerously out of date view of where work ends and life begins. The day is not only for work. The day is for living. What that means is entirely for you to decide.…
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Fearless Creative Leadership
Edited highlights of our full conversation. This week, we’re re-airing a conversation I had with Tiffany Rolfe early in 2022. In the eighteen months since we published this episode, the world has grown even more complicated and uncertain. And the line between work and home even more blurred. Tiffany has added the responsibilities of Global Chair of R/GA to her Global Chief Creative Officer role. What we need from our leaders is increasing all the time. As Tiffany asks, “How do you make sure you’re taking care of yourself in all this too?” Here’s Tiffany Rolfe - re-loaded. Where does work end and life begin? Tiffany Rolfe is the Global Chief Creative Officer at R/GA , a job she took on in the early stages of the pandemic as part of a new leadership team. Two years ago, the Ad Age A List recognized R/GA as the Comeback Agency of the Year. This year, they are now ranked second among all agencies. Tiffany’s email signature reads, Mom and Global Chief Creative Officer. I speak for myself when I say that before we all withdrew into our homes in early 2020, I was aware only conceptually of how women who are parents juggle that with their careers. But two years of working via Zoom has given many of us insights into people’s lives that were previously unimaginable for their candor and vulnerability. This conversation is a living example of the challenges and gifts that have emerged from the last two years. The line between work and home has been blurred beyond any reasonable hope of recognition. No matter how powerful a microscope you apply, it is almost impossible to see the separation any more between leader and human being. The destruction of this separation can be liberating if you’re willing to create your own definition of the work-life balance. If you’re not, it will be very hard as you try in vain to keep up with a dangerously out of date view of where work ends and life begins. The day is not only for work. The day is for living. What that means is entirely for you to decide.…
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Fearless Creative Leadership
1 Ep 239: Rick Brim of adam&eveDDB - "The 'I Do Know' Leader" 46:47
46:47 나중에 재생 나중에 재생 리스트 좋아요 좋아요46:47
나중에 재생 나중에 재생 리스트 좋아요 좋아요What do you know about who you want to be? Rick Brim is the Global Chief Creative Officer at adam&eveDDB . Rick was on the podcast four and half years ago in early 2019. I called that episode, “The ‘I Don’t Know’ Leader”, to highlight Rick’s point that it’s okay for leaders not to know the answer every time. I suspect, if you asked him today, he’d feel the same way. As would I. Leaders are not supposed to have all the answers. But Rick has been changed by the last four years. The leadership journey is personal. And complicated, because it involves other people. And sometimes it’s overwhelming, because all the gaps in your leadership are filled with emotion. And a lot of that is the emotion that comes in the middle-of-the-night darkness that keeps us all awake. The last four years have brought most of us a hosepipe full of emotions. And every day the news adds more angst and anxiety and uncertainty to that drink. For some people, the answer is to meet that with a determination to focus on the task in front of them. To get back to work and to deliver results, come what may. That comes, inevitably and eventually, with a heavy price - for them and the people around them. But for others, the last four years and the maelstrom we live in today have given them the chance to learn about themselves. What matters and what else they are capable of. They have discovered, to use Rick’s words, a clearer perspective of the person they want to be. They know that. And that, I promise you from the bottom of my heart, is the beginning of everything. What do you know about who you want to be? What questions are you asking of yourself and about yourself?…
Edited highlights of our full conversation. What do you know about who you want to be? Rick Brim is the Global Chief Creative Officer at adam&eveDDB . Rick was on the podcast four and half years ago in early 2019. I called that episode, “The ‘I Don’t Know’ Leader”, to highlight Rick’s point that it’s okay for leaders not to know the answer every time. I suspect, if you asked him today, he’d feel the same way. As would I. Leaders are not supposed to have all the answers. But Rick has been changed by the last four years. The leadership journey is personal. And complicated, because it involves other people. And sometimes it’s overwhelming, because all the gaps in your leadership are filled with emotion. And a lot of that is the emotion that comes in the middle-of-the-night darkness that keeps us all awake. The last four years have brought most of us a hosepipe full of emotions. And every day the news adds more angst and anxiety and uncertainty to that drink. For some people, the answer is to meet that with a determination to focus on the task in front of them. To get back to work and to deliver results, come what may. That comes, inevitably and eventually, with a heavy price - for them and the people around them. But for others, the last four years and the maelstrom we live in today have given them the chance to learn about themselves. What matters and what else they are capable of. They have discovered, to use Rick’s words, a clearer perspective of the person they want to be. They know that. And that, I promise you from the bottom of my heart, is the beginning of everything. What do you know about who you want to be? What questions are you asking of yourself and about yourself?…
What do you know about who you want to be? Rick Brim is the Global Chief Creative Officer at adam&eveDDB . Rick was on the podcast four and half years ago in early 2019. I called that episode, “The ‘I Don’t Know’ Leader”, to highlight Rick’s point that it’s okay for leaders not to know the answer every time. I suspect, if you asked him today, he’d feel the same way. As would I. Leaders are not supposed to have all the answers. But Rick has been changed by the last four years. The leadership journey is personal. And complicated, because it involves other people. And sometimes it’s overwhelming, because all the gaps in your leadership are filled with emotion. And a lot of that is the emotion that comes in the middle-of-the-night darkness that keeps us all awake. The last four years have brought most of us a hosepipe full of emotions. And every day the news adds more angst and anxiety and uncertainty to that drink. For some people, the answer is to meet that with a determination to focus on the task in front of them. To get back to work and to deliver results, come what may. That comes, inevitably and eventually, with a heavy price - for them and the people around them. But for others, the last four years and the maelstrom we live in today have given them the chance to learn about themselves. What matters and what else they are capable of. They have discovered, to use Rick’s words, a clearer perspective of the person they want to be. They know that. And that, I promise you from the bottom of my heart, is the beginning of everything. What do you know about who you want to be? What questions are you asking of yourself and about yourself?…
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Fearless Creative Leadership
1 Ep 238: Robert Brunner of Ammunition - "The 'Good To Great' Leader" 41:50
41:50 나중에 재생 나중에 재생 리스트 좋아요 좋아요41:50
나중에 재생 나중에 재생 리스트 좋아요 좋아요What makes great happen? Robert Brunner was the Director of Industrial Design for Apple, a Partner at Pentagram and the Chief Designer of Beats by Dr. Dre, before becoming the Founder of Ammunition . They describe themselves as a design studio dedicated to bringing products and services that matter to market. He was named one of Fast Company’s “Most Creative People in Business,” and his work is included in the permanent collections of the Museum of Modern Art, Cooper Hewitt, Smithsonian Design Museum, and the San Francisco Museum of Modern Art. Design is the art and science of knowing what to start and when to stop. In that respect, it’s very much like leadership. There are best practices but no absolute rules. Imagining and re-imagining what’s possible is where it gets its fuel. Leadership is a position of staggering opportunity. And yet, I’m constantly reminded of how few people fully appreciate the potential of the position they hold. How restricted they seem in their imagination of what is possible. I’ve come to realize that this is not caused by a lack of ambition or interest. It is caused by a lack of awareness and understanding. Understanding of the power of leadership. Awareness of their own potential. And their impact. I’m fortunate to work in industries and with companies that are populated, almost exclusively with kind and thoughtful people. They don’t all, always act that way, but when they don’t it tends to be from insecurity or self doubt or personal trauma. These things can hold all of us back. I speak from deep experience. Both of others, and of myself. When you step into a leadership position, you have the power to change the world. Perhaps a small corner of it. Perhaps more than that. It is the part of your life in which you can make the biggest difference in the life of others and learn more about yourself than at any other time. Do not let that go by without self exploration. What do you want to do with this opportunity? What do you want to make of it and with it? What would great look like? And, crucially, what is stopping you from achieving all that? What do you think and feel about yourself that is going to get in the way. Imagine your future. Design it. Then go and lead it. I promise you one thing. You’re already better than you know.…
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Fearless Creative Leadership
Edited highlights of our full conversation. What makes great happen? Robert Brunner was the Director of Industrial Design for Apple, a Partner at Pentagram and the Chief Designer of Beats by Dr. Dre, before becoming the Founder of Ammunition . They describe themselves as a design studio dedicated to bringing products and services that matter to market. He was named one of Fast Company’s “Most Creative People in Business,” and his work is included in the permanent collections of the Museum of Modern Art, Cooper Hewitt, Smithsonian Design Museum, and the San Francisco Museum of Modern Art. Design is the art and science of knowing what to start and when to stop. In that respect, it’s very much like leadership. There are best practices but no absolute rules. Imagining and re-imagining what’s possible is where it gets its fuel. Leadership is a position of staggering opportunity. And yet, I’m constantly reminded of how few people fully appreciate the potential of the position they hold. How restricted they seem in their imagination of what is possible. I’ve come to realize that this is not caused by a lack of ambition or interest. It is caused by a lack of awareness and understanding. Understanding of the power of leadership. Awareness of their own potential. And their impact. I’m fortunate to work in industries and with companies that are populated, almost exclusively with kind and thoughtful people. They don’t all, always act that way, but when they don’t it tends to be from insecurity or self doubt or personal trauma. These things can hold all of us back. I speak from deep experience. Both of others, and of myself. When you step into a leadership position, you have the power to change the world. Perhaps a small corner of it. Perhaps more than that. It is the part of your life in which you can make the biggest difference in the life of others and learn more about yourself than at any other time. Do not let that go by without self exploration. What do you want to do with this opportunity? What do you want to make of it and with it? What would great look like? And, crucially, what is stopping you from achieving all that? What do you think and feel about yourself that is going to get in the way. Imagine your future. Design it. Then go and lead it. I promise you one thing. You’re already better than you know.…
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Fearless Creative Leadership
Edited highlights of our full conversation. What makes great happen? Robert Brunner was the Director of Industrial Design for Apple, a Partner at Pentagram and the Chief Designer of Beats by Dr. Dre, before becoming the Founder of Ammunition . They describe themselves as a design studio dedicated to bringing products and services that matter to market. He was named one of Fast Company’s “Most Creative People in Business,” and his work is included in the permanent collections of the Museum of Modern Art, Cooper Hewitt, Smithsonian Design Museum, and the San Francisco Museum of Modern Art. Design is the art and science of knowing what to start and when to stop. In that respect, it’s very much like leadership. There are best practices but no absolute rules. Imagining and re-imagining what’s possible is where it gets its fuel. Leadership is a position of staggering opportunity. And yet, I’m constantly reminded of how few people fully appreciate the potential of the position they hold. How restricted they seem in their imagination of what is possible. I’ve come to realize that this is not caused by a lack of ambition or interest. It is caused by a lack of awareness and understanding. Understanding of the power of leadership. Awareness of their own potential. And their impact. I’m fortunate to work in industries and with companies that are populated, almost exclusively with kind and thoughtful people. They don’t all, always act that way, but when they don’t it tends to be from insecurity or self doubt or personal trauma. These things can hold all of us back. I speak from deep experience. Both of others, and of myself. When you step into a leadership position, you have the power to change the world. Perhaps a small corner of it. Perhaps more than that. It is the part of your life in which you can make the biggest difference in the life of others and learn more about yourself than at any other time. Do not let that go by without self exploration. What do you want to do with this opportunity? What do you want to make of it and with it? What would great look like? And, crucially, what is stopping you from achieving all that? What do you think and feel about yourself that is going to get in the way. Imagine your future. Design it. Then go and lead it. I promise you one thing. You’re already better than you know.…
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Fearless Creative Leadership
1 Ep 237: Yves Briantais of Colgate-Palmolive - "The 'Here For You' Leader" 34:33
34:33 나중에 재생 나중에 재생 리스트 좋아요 좋아요34:33
나중에 재생 나중에 재생 리스트 좋아요 좋아요How do your people know you’re here for them? Yves Briantais is the VP of Marketing Asia-Pacific for Colgate-Palmolive . We recorded this interview at the end of a long week at the Cannes Lions Festival of Creativity. There are a number of areas that I could have focused on for this introduction. But the one I want to highlight is an issue that I hear about from so many leaders today. Where they lead from. For businesses that depend on unlocking creativity and innovation, the era of top down leadership is ending. And faster than many companies - most companies - realize. Servant leadership is the popular replacement. Popular in that many people talk about it, very few have fully understood it, and almost no one actually practices it. Quarterly financial targets have a habit of getting in the way of good intentions. Leading from behind is a thoughtful and honorable desire to get away from command and control leadership, and instead create a different kind of relationship with your team. One in which they know you’re there for them, while giving them room to grow. But it doesn’t quite go far enough - in my opinion. The challenge for leaders is that today, leadership requires so many different styles of relationship with your teams, depending on the situation. Collaboration. Subordination. Integration. Provocation. Expectation. And, when the heat is on, Protection. A friend and I are working on a new leadership paradigm, one designed from vast experience both inside and outside complex, highly creative and innovative businesses. One built for the reality of the world and society in which we live and for the people that we want to be. We’ll have much more on this over the next few weeks. In the meantime, this conversation is invaluable for Yves’ insights on empathy, intention, and co-creation.…
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Fearless Creative Leadership
Edited highlights of our full conversation. How do your people know you’re here for them? Yves Briantais is the VP of Marketing Asia-Pacific for Colgate-Palmolive . We recorded this interview at the end of a long week at the Cannes Lions Festival of Creativity. There are a number of areas that I could have focused on for this introduction. But the one I want to highlight is an issue that I hear about from so many leaders today. Where they lead from. For businesses that depend on unlocking creativity and innovation, the era of top down leadership is ending. And faster than many companies - most companies - realize. Servant leadership is the popular replacement. Popular in that many people talk about it, very few have fully understood it, and almost no one actually practices it. Quarterly financial targets have a habit of getting in the way of good intentions. Leading from behind is a thoughtful and honorable desire to get away from command and control leadership, and instead create a different kind of relationship with your team. One in which they know you’re there for them, while giving them room to grow. But it doesn’t quite go far enough - in my opinion. The challenge for leaders is that today, leadership requires so many different styles of relationship with your teams, depending on the situation. Collaboration. Subordination. Integration. Provocation. Expectation. And, when the heat is on, Protection. A friend and I are working on a new leadership paradigm, one designed from vast experience both inside and outside complex, highly creative and innovative businesses. One built for the reality of the world and society in which we live and for the people that we want to be. We’ll have much more on this over the next few weeks. In the meantime, this conversation is invaluable for Yves’ insights on empathy, intention, and co-creation.…
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Fearless Creative Leadership
1 Ep 236: DJ Jackson of EA Sports - "The 'In The Game' Leader" 47:54
47:54 나중에 재생 나중에 재생 리스트 좋아요 좋아요47:54
나중에 재생 나중에 재생 리스트 좋아요 좋아요How much of your real self are you showing? DJ Jackson is the Vice President of Brand at EA Sports . They’re a division of Electronic Arts and one of the world’s largest developers and publishers of sports video games. Their slogan, “If it’s in the game, it’s in the game,” has become a reference point for judging the authenticity of their games. Leading a business that exists in the digital world means straddling artificiality and reality. Information and emotion. Which is a lot like leadership. Leadership has gone through a generational shift in the least three years. Leadership as a performance, which worked for more than half a century, has been made extinct overnight. Human leadership is the complicated, contradictory path to success - both professionally and personally. That creates a challenge for most of us. How much of ourselves do we want to show the world? And how much do we want to keep behind the curtain? But even that has become complex. Because today’s world class talent aren’t willing to accept whatever you’re willing to give. They have their own needs and expectations, too. First among which is they want to work for fully formed human beings. People with feelings, who don’t always have all the answers. There’s a fine line balancing the confidence that all leaders need to project, with the vulnerability that comes from being a self-aware human. Where are you on that continuum? How much of your real self are you showing?…
Edited highlights of our full conversation. How much of your real self are you showing? DJ Jackson is the Vice President of Brand at EA Sports . They’re a division of Electronic Arts and one of the world’s largest developers and publishers of sports video games. Their slogan, “If it’s in the game, it’s in the game,” has become a reference point for judging the authenticity of their games. Leading a business that exists in the digital world means straddling artificiality and reality. Information and emotion. Which is a lot like leadership. Leadership has gone through a generational shift in the least three years. Leadership as a performance, which worked for more than half a century, has been made extinct overnight. Human leadership is the complicated, contradictory path to success - both professionally and personally. That creates a challenge for most of us. How much of ourselves do we want to show the world? And how much do we want to keep behind the curtain? But even that has become complex. Because today’s world class talent aren’t willing to accept whatever you’re willing to give. They have their own needs and expectations, too. First among which is they want to work for fully formed human beings. People with feelings, who don’t always have all the answers. There’s a fine line balancing the confidence that all leaders need to project, with the vulnerability that comes from being a self-aware human. Where are you on that continuum? How much of your real self are you showing?…
Edited highlights of our full conversation. How much of your real self are you showing? DJ Jackson is the Vice President of Brand at EA Sports . They’re a division of Electronic Arts and one of the world’s largest developers and publishers of sports video games. Their slogan, “If it’s in the game, it’s in the game,” has become a reference point for judging the authenticity of their games. Leading a business that exists in the digital world means straddling artificiality and reality. Information and emotion. Which is a lot like leadership. Leadership has gone through a generational shift in the least three years. Leadership as a performance, which worked for more than half a century, has been made extinct overnight. Human leadership is the complicated, contradictory path to success - both professionally and personally. That creates a challenge for most of us. How much of ourselves do we want to show the world? And how much do we want to keep behind the curtain? But even that has become complex. Because today’s world class talent aren’t willing to accept whatever you’re willing to give. They have their own needs and expectations, too. First among which is they want to work for fully formed human beings. People with feelings, who don’t always have all the answers. There’s a fine line balancing the confidence that all leaders need to project, with the vulnerability that comes from being a self-aware human. Where are you on that continuum? How much of your real self are you showing?…
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Fearless Creative Leadership
1 Ep 235: Liz Taylor of Ogilvy - "The 'Be Yourself' Leader" 55:37
55:37 나중에 재생 나중에 재생 리스트 좋아요 좋아요55:37
나중에 재생 나중에 재생 리스트 좋아요 좋아요Who is helping you be you? Liz Taylor is the Global Chief Creative Officer at Ogilvy . Everyone has a story. Liz’s story, as you’ll hear, has a traumatic beginning. She grew up with an abusive father in a home in which there was always a loaded gun. The police were called often. She and her mother and brother and sister would sometimes have to leave in the middle of the night. That kind of start to life leaves a mark. We are shaped by our past, consciously or unconsciously. Which means the person we become can be defined by circumstance. Or by choice. Sometimes these choices are informed by the presence of a powerful partner in our lives. For Liz, that partner, as you’ll hear, was her mother. Today, Liz's ability to so clearly and powerfully declare the kind of environment she is determined to provide as a leader, is influenced by the protection and the support that her mother provided her. But sometimes, the choice of who we want to be does not come from the example set by someone else. Sometimes, all we have to work with are circumstances in which we were left alone to figure it out for ourselves. Circumstances in which there was no one we could trust. That can be a lonely place. One in which it can be overwhelming to ask ourselves honestly, is this who I really want to be? But I know this to be true beyond a shadow of a doubt. There are people around you who care. People who want to support you on your journey. People who will help you find your better angels and hold on to them. Our past shapes us. But it need not define us. Only we do that. We just have to ask for help.…
Edited highlights of our full conversation. Who is helping you be you? Liz Taylor is the Global Chief Creative Officer at Ogilvy . Everyone has a story. Liz’s story, as you’ll hear, has a traumatic beginning. She grew up with an abusive father in a home in which there was always a loaded gun. The police were called often. She and her mother and brother and sister would sometimes have to leave in the middle of the night. That kind of start to life leaves a mark. We are shaped by our past, consciously or unconsciously. Which means the person we become can be defined by circumstance. Or by choice. Sometimes these choices are informed by the presence of a powerful partner in our lives. For Liz, that partner, as you’ll hear, was her mother. Today, Liz's ability to so clearly and powerfully declare the kind of environment she is determined to provide as a leader, is influenced by the protection and the support that her mother provided her. But sometimes, the choice of who we want to be does not come from the example set by someone else. Sometimes, all we have to work with are circumstances in which we were left alone to figure it out for ourselves. Circumstances in which there was no one we could trust. That can be a lonely place. One in which it can be overwhelming to ask ourselves honestly, is this who I really want to be? But I know this to be true beyond a shadow of a doubt. There are people around you who care. People who want to support you on your journey. People who will help you find your better angels and hold on to them. Our past shapes us. But it need not define us. Only we do that. We just have to ask for help.…
Edited highlights of our full conversation. Who is helping you be you? Liz Taylor is the Global Chief Creative Officer at Ogilvy . Everyone has a story. Liz’s story, as you’ll hear, has a traumatic beginning. She grew up with an abusive father in a home in which there was always a loaded gun. The police were called often. She and her mother and brother and sister would sometimes have to leave in the middle of the night. That kind of start to life leaves a mark. We are shaped by our past, consciously or unconsciously. Which means the person we become can be defined by circumstance. Or by choice. Sometimes these choices are informed by the presence of a powerful partner in our lives. For Liz, that partner, as you’ll hear, was her mother. Today, Liz's ability to so clearly and powerfully declare the kind of environment she is determined to provide as a leader, is influenced by the protection and the support that her mother provided her. But sometimes, the choice of who we want to be does not come from the example set by someone else. Sometimes, all we have to work with are circumstances in which we were left alone to figure it out for ourselves. Circumstances in which there was no one we could trust. That can be a lonely place. One in which it can be overwhelming to ask ourselves honestly, is this who I really want to be? But I know this to be true beyond a shadow of a doubt. There are people around you who care. People who want to support you on your journey. People who will help you find your better angels and hold on to them. Our past shapes us. But it need not define us. Only we do that. We just have to ask for help.…
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Fearless Creative Leadership
How does your leadership make people feel? Ajaz Ahmed is the Founder and CEO of AKQA . They describe themselves as an ideas and innovation company. AKQA employs 6,500 people around the world and receives about 80,000 job applications a year. The most creative and innovative companies in the world thrive when they build environments that their people trust and cultures that absorb new blood of every type, willingly and happily. Developing a truly diverse talent base has been the focus of a great many failed attempts by a great many companies. This is true even of companies otherwise acclaimed as the best of the best. For the amount of time, energy and talent devoted to the effort, diversity and inclusion is still too often a well-intentioned initiative rather than a lived reality. Ajaz’s definition is the first time that I’ve heard a description that made me understand what a truly inclusive company culture would feel like. And I think that matters. Leadership has always been measured by results - usually, the kind you can see on a spreadsheet. That will always be the case. Economics matter. And in the short term, you can move the economic needle of your business through sheer force of leadership will. Which is why we tend to judge our own leadership impact by analyzing what we can get people to do. But, for any company dependent on creativity and innovation for its success, sustained economic performance is the result of how people feel. This is a frightening idea to contemplate, I think. ‘How do I make you feel?’ is perhaps the most vulnerable of human enquiries. But it’s the one that moves the needle, both on your impact as a leader and as a soul on the planet. A win-win.…
Edited highlights of our full conversation. How does your leadership make people feel? Ajaz Ahmed is the Founder and CEO of AKQA . They describe themselves as an ideas and innovation company. AKQA employs 6,500 people around the world and receives about 80,000 job applications a year. The most creative and innovative companies in the world thrive when they build environments that their people trust and cultures that absorb new blood of every type, willingly and happily. Developing a truly diverse talent base has been the focus of a great many failed attempts by a great many companies. This is true even of companies otherwise acclaimed as the best of the best. For the amount of time, energy and talent devoted to the effort, diversity and inclusion is still too often a well-intentioned initiative rather than a lived reality. Ajaz’s definition is the first time that I’ve heard a description that made me understand what a truly inclusive company culture would feel like. And I think that matters. Leadership has always been measured by results - usually, the kind you can see on a spreadsheet. That will always be the case. Economics matter. And in the short term, you can move the economic needle of your business through sheer force of leadership will. Which is why we tend to judge our own leadership impact by analyzing what we can get people to do. But, for any company dependent on creativity and innovation for its success, sustained economic performance is the result of how people feel. This is a frightening idea to contemplate, I think. ‘How do I make you feel?’ is perhaps the most vulnerable of human enquiries. But it’s the one that moves the needle, both on your impact as a leader and as a soul on the planet. A win-win.…
Edited highlights of our full conversation. How does your leadership make people feel? Ajaz Ahmed is the Founder and CEO of AKQA . They describe themselves as an ideas and innovation company. AKQA employs 6,500 people around the world and receives about 80,000 job applications a year. The most creative and innovative companies in the world thrive when they build environments that their people trust and cultures that absorb new blood of every type, willingly and happily. Developing a truly diverse talent base has been the focus of a great many failed attempts by a great many companies. This is true even of companies otherwise acclaimed as the best of the best. For the amount of time, energy and talent devoted to the effort, diversity and inclusion is still too often a well-intentioned initiative rather than a lived reality. Ajaz’s definition is the first time that I’ve heard a description that made me understand what a truly inclusive company culture would feel like. And I think that matters. Leadership has always been measured by results - usually, the kind you can see on a spreadsheet. That will always be the case. Economics matter. And in the short term, you can move the economic needle of your business through sheer force of leadership will. Which is why we tend to judge our own leadership impact by analyzing what we can get people to do. But, for any company dependent on creativity and innovation for its success, sustained economic performance is the result of how people feel. This is a frightening idea to contemplate, I think. ‘How do I make you feel?’ is perhaps the most vulnerable of human enquiries. But it’s the one that moves the needle, both on your impact as a leader and as a soul on the planet. A win-win.…
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Fearless Creative Leadership
1 Ep 233: James Townsend of Assembly - "The Magpie Learner" 37:46
37:46 나중에 재생 나중에 재생 리스트 좋아요 좋아요37:46
나중에 재생 나중에 재생 리스트 좋아요 좋아요Do your weaknesses shape you or stop you? James Townsend is the Global CEO of Stagwell Brand X Performance Network and the Global CEO at Assembly . We recorded this conversation in the lobby of the Majestic Hotel during the Cannes Lions Festival. In a week known for its energy, James’s own energy stands out. So does his self awareness. The art of leadership is becoming more nuanced every day. There is no one-size-fits-all approach any more. What is true for one person is anathema to another. Knowing yourself, your strengths and your weaknesses, has never been more critical to your success and to your happiness. But it is also the issue that creates the biggest challenge for leaders today. Some leaders are terrified of their weaknesses and do everything they can to protect themselves from them. They focus on smaller vulnerabilities as a way to convince themselves that they’re self aware, while shoving the real issues into the darkest corners. Others create long lists of perceived weaknesses and much shorter lists of their strengths. Man or woman, they feel like imposters and the lists they create convince them that they are. It is rare, I find, for someone to have the kind of clarity about themselves that James describes. Most of the time, it takes working with a coach or a confidant for people to see themselves accurately and compassionately. Then they gain access to their full capacity for unleashing the potential of others. A client with rare talent once said to me, “I’m scared I might be wrong.” “You’re going to be wrong,” I replied. “But you’re going to be wrong much less often than anyone else.”…
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Fearless Creative Leadership
Edited highlights of our full conversation. Do your weaknesses shape you or stop you? James Townsend is the Global CEO of Stagwell Brand X Performance Network and the Global CEO at Assembly . We recorded this conversation in the lobby of the Majestic Hotel during the Cannes Lions Festival. In a week known for its energy, James’s own energy stands out. So does his self awareness. The art of leadership is becoming more nuanced every day. There is no one-size-fits-all approach any more. What is true for one person is anathema to another. Knowing yourself, your strengths and your weaknesses, has never been more critical to your success and to your happiness. But it is also the issue that creates the biggest challenge for leaders today. Some leaders are terrified of their weaknesses and do everything they can to protect themselves from them. They focus on smaller vulnerabilities as a way to convince themselves that they’re self aware, while shoving the real issues into the darkest corners. Others create long lists of perceived weaknesses and much shorter lists of their strengths. Man or woman, they feel like imposters and the lists they create convince them that they are. It is rare, I find, for someone to have the kind of clarity about themselves that James describes. Most of the time, it takes working with a coach or a confidant for people to see themselves accurately and compassionately. Then they gain access to their full capacity for unleashing the potential of others. A client with rare talent once said to me, “I’m scared I might be wrong.” “You’re going to be wrong,” I replied. “But you’re going to be wrong much less often than anyone else.”…
F
Fearless Creative Leadership
Edited highlights of our full conversation. Do your weaknesses shape you or stop you? James Townsend is the Global CEO of Stagwell Brand X Performance Network and the Global CEO at Assembly . We recorded this conversation in the lobby of the Majestic Hotel during the Cannes Lions Festival. In a week known for its energy, James’s own energy stands out. So does his self awareness. The art of leadership is becoming more nuanced every day. There is no one-size-fits-all approach any more. What is true for one person is anathema to another. Knowing yourself, your strengths and your weaknesses, has never been more critical to your success and to your happiness. But it is also the issue that creates the biggest challenge for leaders today. Some leaders are terrified of their weaknesses and do everything they can to protect themselves from them. They focus on smaller vulnerabilities as a way to convince themselves that they’re self aware, while shoving the real issues into the darkest corners. Others create long lists of perceived weaknesses and much shorter lists of their strengths. Man or woman, they feel like imposters and the lists they create convince them that they are. It is rare, I find, for someone to have the kind of clarity about themselves that James describes. Most of the time, it takes working with a coach or a confidant for people to see themselves accurately and compassionately. Then they gain access to their full capacity for unleashing the potential of others. A client with rare talent once said to me, “I’m scared I might be wrong.” “You’re going to be wrong,” I replied. “But you’re going to be wrong much less often than anyone else.”…
F
Fearless Creative Leadership
1 Ep 232: Sir Martin Sorrell - 'The Devil Is In The Details' Leader 42:14
42:14 나중에 재생 나중에 재생 리스트 좋아요 좋아요42:14
나중에 재생 나중에 재생 리스트 좋아요 좋아요What do you need to know and when do you need to know it? Sir Martin Sorrell first appeared on the show in 2019, and in that conversation, I was struck by his pride in building companies that provide the livelihoods for hundreds of thousands of people. Sir Martin is a polarizing figure. But he is, of course, much more human than his public persona has shown over the years. He is, also, I find, increasingly self-reflective. What do you need to know and when do you need to know it? Those questions sit at the heart of modern leadership. Knowledge is indeed power. Demand too much knowledge too soon, and you can restrict the curiosity and the exploration on which creativity and innovation depend. Ask too few questions and wait too long, and you can expose the business to unsustainable and perhaps even catastrophic risk. The best leaders, I find, have thought through the questions, ‘What do I need to know and when do I need to know it?’ and they put in place a clear set of expectations and practices that create clarity and consistency for the people around them. Sir Martin, famously, held very tight reins on his companies. Tighter than many liked. And perhaps his companies could have achieved even more if he had held those reins a little more loosely. But he has built companies that are undeniably creative and undeniably successful. Creativity requires room to breathe. But it does not require, nor does it expect, chaos in order to thrive. It needs simply a consistent set of conditions. If you are clear and consistent about how you create those conditions, your ability to unlock the potential of others goes up exponentially.…
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