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The perfect sentence

Yesterday I experienced one of those rare moments when everything clicks into place and you realize you’ve created something perfect. One simple sentence capturing the essence of brand vision — it has personality and heart without being cutesy, and clarity without being tactical. It is, dare I say it, pithy!

We’ve been exploring brand strategy and key messaging for months, but until now we didn’t have the expression quite right. Considering I’m wrapping up the project this week, my perfect sentence is a timely capstone on a wonderful project!

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Taproot Foundation

Since 2004 I’ve been a volunteer for the fantastic Taproot Foundation, which supports non-profits by providing them with pro bono teams of consultants they couldn’t otherwise afford. Originally their service grants covered basics like logo design and website development, but have expanded to cover everything from databases to board training. I’m ready for a new challenge and have put myself back on the active list.

For my last project I was the strategy lead on a brand strategy and messaging grant for Building Futures with Women and Children. The heart and soul of Building Futures is supporting underserved women and their children who are facing homelessness due to domestic violence. Their mission had been challenged by continuing shifts in funding and they requested help finding a flexible, purposeful path through uncertainty. More urgently, they wanted messaging that would better reflect their remarkable success and how their services have changed over 25 years. During the 6 month project we delivered a comprehensive package of stakeholder insights from interviews, position options to help them explore their future, brand identity and strategy guidance, and messaging options to serve everything from press release footers to fundraising mailers. They were a joy to work with, and I hope our work helps them move forward confidently.

The work is incredibly rewarding, and I look forward to taking on a new project soon!

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Brand Workshop

gc_workshopAs part of my current project at Kaiser Permanente, I recently facilitated a workshop to explore identity and vision for two KP innovation groups.

As a solo facilitator leading a packed half-day session, I was grateful for participants who weren’t intimidated by abstract, visual exercises – they comfortably and confidently set about imagining metaphors, placing dots, and drawing pictures. (Note to self: People like crayons!) The drawings were a highlight – in only 5 minutes, they created an amazing range of pictures and diagrams that distilled a nebulous concept into tangible forms.

I am incredibly lucky to be working with such enthusiastic partners in the service of a great mission, innovation in healthcare.

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Brand of Me

During a conversation at a conference, I mentioned I had created a brand strategy for myself as a job candidate. When asked, “Did you do stakeholder interviews?” I nodded, thrilled by his intuition, before realizing he was kidding. Almost before his words were out he grasped his misperception and we agreed that while it sounds odd on the surface, of course I would gather feedback from colleagues. Why wouldn’t I? That’s an important part of the brand audit process, no matter who it’s for.

Developing a brand is the more or less the same whether you are a Fortune 500 company, small business, entrepreneur, or job seeker. To be successful you have to know your core identity, competitors, audience, and value proposition, among other things, and then have a plan for how to communicate that consistently and compellingly. Each situation will have different angles and challenges, but the basic framework always applies.

My project was part of the Brand Strategy course taken in my final semester. The assignment was to perform a brand audit, starting with assessing the market, getting feedback about existing brand image, and then articulating a differentiated brand identity, personality, and position. We were encouraged to use a real-world project or even ourselves as the brand to make it immediately relevant and useful.

I chose the “Brand of Me” option which, admittedly, felt like a bit of a lark at first. But soon I realized how valuable it would be to apply a rigorous audit and strategy process to my career planning as I prepared to be among the first DMBA graduates. With a hybrid set of skills and a unique MBA, being able to clearly define my target markets, strengths, messages, and experiences would be critical. And, as many of us expect to have to create our own positions, having a long-term career strategy would be equally important.

In two years I had collected a mountain of frameworks, and I enthusiastically applied every tool I had to this exploration. For me, the key is not knowing what a tool might add to the process but doing it anyway to find out if it will reveal something new. Taking the time to explore seemingly redundant tools for mapping the transition from “here to there” helped me identify common threads, triangulate missing information, and find the most effective visualization. I relied heavily on visualizations in an effort to align the tools with the subject, since a key part of my value proposition is the ability to synthesize and visualize information.

The most valuable learning came in the process itself. Not every tool was useful and some had to be altered or even invented, but continuing to iterate and sketch led me to insights in unexpected places. Some tools took me down blind alleys — all versions of mind maps and ecosystems, normally some of my favorites, did not produce new information. The greatest insights came from a timeline, which I originally intended simply as a graphic about my career rather than as a strategy tool. However, the process of mapping my past positions, activities, and learning revealed the future as well. The timeline gave me a structure to plot out interim and end goals, plus the adjustments needed in activities and learning to reach them. The effect was similar to a ERRC (Eliminate, Raise, Reduce, Create) grid, but with a chronological dimension added.

Observing the varying audits presented by my classmates illustrated that while all brand strategies share a framework, there are not “5 easy tools” that will provide optimal insights for every brand. It takes diligence and a curious mind to adapt the process to each unique situation, but brand strategy can be applied to any professional endeavor, even career planning.

 

Article originally published in the DMBA 2010 student annual

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West Coast Green Coverage

This year I wrote about West Coast Green for Triple Pundit, a site devoted to green business news and ideas. Links to my posts:

“Green” Marketing Lessons from the eBay Box

Backstory about the development of the reusable eBay Box, tips from an intrapreneur involved in the project, and the importance of community engagement.

Madrone League: Open Source Sustainability Education

Hunter Lovins’ vision for affordable sustainability education that would be global, participant-driven, and collaborative.

A Look at Women’s Leadership in Sustainability

Wrap-up of a panel exploring how women lead and how that leadership style can benefit sustainability.

The Social Entrepreneurship Era of Burning Man

The Burning Man community’s values and innovation are generating social ventures that have potential to address global problems.

The Valuation Trap: How ROI Can Undermine the Case for Sustainability

While measuring outcomes helps sell sustainability initiatives, emphasis on quantitative proof can have unintended consequences.

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On Being Unreasonable

Friday I gave a brief speech at a Designers Accord town hall event “Design Change, Change Design” hosted at California College of the Arts and organized by Design Strategy MBA students Ahmed Riaz, Elysa Soffer, and Mike Funk.

My talk was geared at designers who want to work towards social good but aren’t sure how, and it was inspired by The Power of Unreasonable People by John Elkington and Pamela Hartigan. A fellow speaker also brought the Unreasonable Institute to my attention, which is based on the same idea.

A short version of my speech follows.

My goal in life is to be an unreasonable person.

It’s true most of the time people need to be more reasonable, not less — but reasonable people don’t change the world.  A quote from George Bernard Shaw:

“The reasonable man adapts himself to the world around him, where the unreasonable man persists in trying to adapt the world to himself. Therefore, all progress depends on the unreasonable man.”

To make a change in the world, we have to be unreasonable — we have to believe in things that most people think are pointless, or crazy, or impossible. At an event about “design for social good” it’s safe to assume many of you are already pretty good at this. But for those just getting started, here are 5 ways designers can be unreasonable:

1) Push back

The first step to being unreasonable is challenging the design parameters you are given. Even if they were written by a boss, client, or someone you think is smarter than you are doesn’t mean they’re right. Designers have a pivotal role as the gatekeepers to “stuff” — messages, products, processes — and they can use this to influence what is produced.

Ask basic questions: Is this the right solution, or even the right problem? Does it have to be done with this material or process? If you can, add your voice and improve the outcome. And even if you can’t, sneak in improvements. I had a client who didn’t like the idea of recycled paper even though he couldn’t tell the difference, so I simply didn’t tell him the paper he approved was recycled. Problem solved.

2) Just say No

Once you’re used to pushing back, stop working with clients or projects that are harmful. Tell your boss you won’t work on certain accounts, or turn down projects or clients if you have that power. Yes, it’s scary and risky. That’s why it’s unreasonable.

3) Believe you are the only one who will solve the problem

Reasonable people think others — people, governments, corporations — are working on the world’s problems. You may even be thinking that you aren’t business savvy, smart, or qualified enough to make a difference. But designers are, by definition, trained to solve problems. You’re exactly the right person to identify a need and find a way to meet it. Keep in mind you don’t have to have a big idea yet. Just keep your eyes open and needs will appear in your own backyard.

4) Find profit where others think there is none

Once you found your opportunity, become a social entrepreneur. Social entrepreneurs are the very definition of unreasonable, bucking common wisdom by finding creative ways to create economic gain alongside social good and refusing to accept they have to choose between doing good and making a good living. Just because no one else has figured out how to solve a particular problem and make money at the same time doesn’t mean you can’t. Figure it out!

5) Sell out

As a social entrepreneur you may have formed an entire community of unreasonable people working outside the system, and all of these ideas start seeming…very reasonable. In this group, perhaps the most unreasonable thing you can do is go back inside the belly of the beast and become a social intrapreneur instead. Going back to point #3, believe you are the person who can change  a mega-corp like Monsanto from the inside. I’ve taken a few potshots at Adam Werbach for working with Walmart and selling his agency to a media conglomerate, but he’s right that a micron of change by Walmart can create a larger measurable result than everything else combined.

For more about social entrepreneurship and what it means to be unreasonable, I highly recommend reading The Power of Unreasonable People.

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Fun with Visualizations

The image above is a detail from a poster I have been working on for my Mythology pinball project. I was having such a good time learning about the visual language of pinball that I got a little carried away on this poster — this is the kind all-consuming project that makes it hard to get any other work done!

Something I’ve discovered in the MBA program is how much I love creating process diagrams and visualizations. I spent many years as visual designer, but my experience was largely designing identities and content rather than ideas and processes. Getting more experience with this kind of visual documentation has given me a larger set of tools for sorting information and finding relationships between ideas. Plus, it’s fun!

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Play That Silver Ball

For my elective class this semester I chose Mythology, Meaning, and Design, an exploration of myths, archetypes, and symbols and how they continue to play out today in modern storytelling such as media and branding. So far it’s a very demanding class — more than an elective is worth, probably — but I’m having fun with it.

For our second module I’m investigating of the experience of pinball: why people love the game and why there has been a small recent revival. Conveniently, the Pacific Pinball Expo just took place, and in Alameda there is a local pinball palace/museum, Lucky JuJu, so I have been able to observe players in their natural habitat.

The most surprising discovery has been the charming art of pinball. Before licensed themes became dominant (the era I played in as a child) there were decades of beautiful graphic art exploring every pop culture theme from science fiction to sports to the Old West. (Hmm, see any myths there?) Rows of seemingly endless machines displayed an incredible collection of this unique but endangered American art form

So far in this project I’ve created an epic pinball infographic that think may be portfolio  material. Next, for the branding portion of the project I’m considering designing a beer company with the pinball art as a centerpiece. Can’t wait!

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Leadership by Design(ers)

We’ve finished our first year on the Design Strategy MBA program! It’s hard to believe. In December I wrote a post for Triple Pundit making the case for how thinking like a designer has a lot in common with being a good leader. It seems like a fitting end to the school year to re-post it here.

The business world has started to recognize something I’ve thought for a long time — designers have exactly what it takes to be great leaders. Here’s why:

We turn vision into reality.

Arguably the most powerful design skill (and the most underestimated, even by designers) is the ability to take abstract concepts and express them tangibly through visuals, messages, and models. We’re innovative at heart, and we bring the new and unusual to life in inspiring ways and show people things they couldn’t have imagined themselves.

We play well with others.

Designers work well independently, yet we also have the emotional intelligence and curiosity it takes to thrive in collaborative groups. We welcome input from those who will show us different perspectives, give us inspiration when we are stuck, criticize us when we can no longer see clearly, and push us to improve our work in ways we cannot achieve alone.

We see the big picture.

The best designers have a broad understanding of history, culture, and people, which gives us the perspective needed to see the long-range vision and give it context. We explore connections between unlikely things and weave those threads together into compelling stories that resonate.

We sweat the details.

I’ve never met a good designer who wasn’t obsessed with details! That level of attention can seem over-the-top, but consistent details are what provide the depth necessary to build up an idea and turn it into a rich, seamless experience.

We take work personally.

Regardless of what people say it’s rarely “just business”, especially when your business is creation. We are passionate about ideas, and the emotional investment we have in our work drives us to improve and learn constantly.

We are committed to sustainability.

Designers are on the front lines of the green revolution, perhaps because we have designed, built, and packaged so many wasteful things. Through communities like the Designers Accord, we are using our unique position to make a positive impact on the world.

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Do the Right Thing

I believe in supporting companies that make a commitment to doing good, both as a designer and a customer. Whether or not they always succeed, understanding that business should also be socially and environmentally responsible is a big step towards where we need to be. Although the real trick is you have to mean it.

For the past two weeks, I’ve been working on a great project for Levi Strauss & Co. While I have always avoided retail fashion, especially the mass-market kind, I’m pleased to be working with a company that embraces values. The photo above is from their lobby, and it is great to see what they stand for plastered up, bigger than life.

I was also very impressed at their attitude towards their customers; we discussed how important it was to talk to and about all of their customers in a respectful and positive way. It’s easy in this business to look down on those who are unfashionable, poor, or overweight, and I appreciate their desire to be inclusive.

As I look to move up in brand management (the purpose of getting the MBA), it would benefit me to work for larger organizations for a few years to gain credibility and learn more about the challenges of a large, multi-national company. However, I still want to work for a company I can believe. Levi’s is just the kind of company that could fit both bills, and now I’m motivated to push aside my assumptions and look more closely for other opportunities I might be overlooking.