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Sometimes we spin wheels because we're trying to push creative and think about it in a completely new way, and although we stick to our brief, we also love to blow it up sometimes and do something completely different. I think that if you have a solid strategic brief to start with, then everyone has agreed one piece of the puzzle, and if you continually go back to that piece of the puzzle, then that starts the checklist.
Some clients we've worked with for a long time, and so we don't need to have that checklist as you're going through work, because you know what you're basing it on, you know what the essence is of that brand. In other cases where we're creating new brands that haven't existed before, it is more rigorous and we poke holes in work, and we question things. That's fine because it's actually very constructive if there's limited ego in it, it makes me feel better before I put something out into the world knowing that 100 different people have seen it, and had time to digest and process it, to make sure that it's appropriate, and it's on strategy. Especially when you're creating new and different work.
I don't take things personally, I think it's great when people get feedback on work and present ideas in different ways and approach problems differently. Everyone here is so smart and so collaborative and insightful that it's usually very constructive. Everyone knows it's not personal, it's not a personal attack, we've all struggled in different ways.
I think it's just through repetition of being supportive, collaborative, and knowing the feedback is constructive, and it's there with an intention, and a purpose of making the work great. That actually helps all of us sleep better at night.
Clients: Vancouver Airport AuthorityLululemonCanadian Media FundKoho