The pressure on a quarterback in an American football game is hard to imagine. They alone are responsible for passing the ball by throwing it long distances across the field. And the longer they wait before making a pass, the greater the chance they’ll be tackled to the ground. But they don’t face this responsibility alone. Inside every NFL quarterback’s helmet is an earpiece so they can receive instructions from their coach. It’s the coach’s responsibility to call the plays, deciding what the quarterback and offensive team will do on each down.
The coach may call for some some long and difficult passes, and if the quarterback fails to complete a few, he might start to panic. Perhaps the negative self-talk sets in, as the defence starts to undermine his self confidence. Typically in this situation, a coach will give his quarterback a couple of easy passes to calm him down.
If you’re not a quarterback, you probably don’t wear an earpiece for your coach to whisper instructions to you as you work. But perhaps you should.
A good creative professional needs to be both the quarterback and the coach. Throwing a beautiful pass is a bit like coming up with a great new idea, or solving a particularly difficult creative problem. The more challenging the task, the higher the risk of failure.
If you’ve spent a lot of time on a creative problem, and you haven’t come up with any great solutions what would your coach tell you to do? He’d give you a couple of easy tasks to do, so you can get your confidence back. In other words, he’d want you to put that difficult brief to one side for a while and have some fun.
It’s easy to get into patterns of failure, and it’s equally easy to get back into patterns of success, once we become aware of what’s happening. When a quarterback throws a series of incomplete passes, his confidence is undermined, and he get’s into a pattern of failure where his performance suffers. By getting him to throw some easy passes instead, the pattern of failure is broken and a new pattern of success is established. Then it’s time to attempt more challenging passes.
Whether creative professionals are working in groups or as individuals, these same patterns emerge. Often accompanied by negative self talk. In a group, you can actually hear the negative talk set in, as people start to focus on the problem state, rationalising why they can’t solve the brief, and in the process demotivating each other and limiting the group’s potential for success.
The solution is always to put the task to one side, do something easier, and come back to the original task when you’re back in a pattern of success. It often helps to “sleep on it” and come back to the brief with a fresh mind the following morning. Or to approach it from a different context, when you’re in a more relaxed mindset. (I often find that I do some of my best creative thinking in the shower).
But what if there isn’t time?
Managing a creative agency, an issue I frequently encounter is the expectation that if we have quoted 2 days for a team to work on a creative brief, then the client can expect the job to be turned around in 2 days. I would usually insist on at least a week. Clients often don’t like this because they imagine that their work is being held in a queue and not prioritised. But the truth is quite the opposite.
If you agree to turn around two days of creative work in two days, then you haven’t given yourself any time to put the brief to one side and work on something easier. And you’re potentially compromising the quality of your creative response as a result.
The answer is to share some of this with your client. Explain your creative process to them. And if they still won’t give you the turnaround time that you need, you should seriously consider finding smarter clients to work for.
After all, it’s a question of how good you want to be. Do you want to be known for “quick and dirty” jobs, where you churn through average work at high speed, or do you want to be known for creative excellence, that clients are willing to wait for and pay more for?