The funny side of social

I’ve always thought creativity shared a lot of common ground with comedy.

Comedians see things differently. They can reframe familiar things into something fresh.

They collide bits of the world together to create something new, be it absurd or profound.

Last night I was at an event, run by the lovely people at Twitter, that really brought this comparison home for me.

It was called #FurtherFaster. Four talks – three from social media practitioners at agencies, and one from a comedian, David Schneider.

Like so many other joke writers has found Twitter to be a fertile and receptive place for his humour.

It’s particularly good for topical comics – especially satirists. The accelerating pace of news and commentary creates a perfect zone for comics who can move fast enough.

As Schneider explained it: “the multiplier of topicality is what makes it really funny.”

There was a lot in all these talks about making the most of topicality.

Speakers majored on the value of proactive planning – being equipped for reactive improvisation. Most measures of success were about how well activity had found an audience.

But there was a different subtext for me.

This was really all about how important it is for a brand to find its voice.

The case studies that really worked (Paul McCrudden‘s Dorito’s story, and the Lynx dogging tale from Mark Carroll) worked because it felt like the brands had found their place in popular culture and knew how to articulate it.

This proved invaluable when they each sweated (sorry) over the right tone to adopt when responding to respective crises.

Now I know I may get into trouble for this, but the #DancePonyDance example didn’t work quite so well for me. At heart it’s an ad idea with some social bolted on. And an app.

It was a campaign planned to begin and end, and the interactions start to fall away just as the TV stops airing.

This is not a criticism. If anything it shows how difficult it is to generate genuinely sticky brand activity within social channels.

(As an aside, there was also a nice reminder that engagement social channels with TV programmes should be considered as part of the media planning process. Imagine if TV spots were evaluated in terms of their Twitter rating as well as BARB ratings – something I talked about a while back.)

But it’s a great reminder that brands are always up against real life. This is normally far more interesting and important for anyone we might glibly consider to be our ‘audience’.

And this is where the comedy lessons come in.

1. Timing is everything. 

Schneider sees joke-telling on Twitter as akin to surfing. You need to ride the topical wave and catch it at just the right time.

Too early and the audience isn’t ready; too late and it’s old news.

He writes jokes that need to be held back for just the right news item. That takes nerve and confidence. (I for one am looking forward to the moment that’s right for his one on Gove.)

Brands’ sense of timing is important too, and it has huge implications for agencies and their resource.

How quickly should Lynx have acknowledged the fact that a masked dogger in a Channel 4 documentary was blatantly using the product as part of his, er, night-time routine? How much approval did the Nando’s community management team have to go through in order to secure an extra 5 minutes opening time on the day of Alex Ferguson’s retirement?

For brands this is a question as much of judgement as it is of spontaneity.

Judicious scheduling doesn’t always mean reacting straight away.

The phrase ‘real-time’ planning essentially derives from ‘quicker than conventional ad production methods allow’.

Now we’ve adapted to the pace that people and platforms are setting for us, perhaps we should start talking less about ‘real-time’ planning and more about ‘right-time’ planning.

2. Don’t be afraid to up the ante.

Humour, I think, is inherently transgressive.

It plays with expectations. It mashes things together in surprising ways, that sometimes skirt the boundaries of acceptability or familiarity.

Now, no-one’s going to go out and get Frankie Boyle to live tweet their next signature event. But retaining some of the comedian’s remit to test, probe and cajole is going to be increasingly important.

Certain brands on Twitter live or die on the strength of their personality. Anything anodyne is death.

Personality is often the very thing that gets smoothed down as part of the approval process around advertising.

Being more playful and more experimental in social makes absolute sense. It’s what gets a reaction. It’s more likely to prompt another share, another +1.

It also allows a brand to create associations with a greater number of smaller things. TV is essentially utilitarian: the most motivating thing for the most number of people.

Jeremy Bullmore’s ‘bird’s nest’ theory of brands makes more sense. They’re made up of lots of tiny, interlocking associations. And social is tailor-made for creating new ones.

Paul McCrudden made the point when he talked about the times the Dorito’s team would stop and say, hang on, this is Dorito’s. How can we go further? How can we play with and exceed the expectations of the people who they’re interacting with.

I liked that.

3. Heckling is a gift

Hecklers give the performer the chance to prove itself. Is there a better win for a stand-up than when they deal confidently, smartly, unexpectedly and graciously with someone in the crowd?

In social it’s often the public setting the brief.

They provide the random stimulus that a brand should respond to.

When Ross Noble asked rhetorically on TV why Dorito’s had a Twitter account, and suggested people Twitter bomb them with ridiculous questions, he inadvertently gave the brand the material it needed to prove the value of it being on Twitter in the first place.

It allowed the brand to engage with culture, rather than (like 3) be forced to contrive it out of nothing.

Mark made the great point that in response to a crisis a brand has three tools: a community manager, 140 characters and someone else’s hashtag.

This kind of creative restriction should be a gift to any smart and engaged brand. It’s the kind of randomised lateral creativity that De Bono championed.

There’s something backs-to-the-wall about it. There simply isn’t the luxury of time, as there is with advertising, to over-think and second-guess what you should do. You just need to do it.

Perhaps it’s appropriate to end with a joke I once heard from a speaker.

He posited two scenarios.

In the first, a grenade is thrown into a room of 10 people with the pin pulled. The 10 people pull together, act in the moment and decide what they’re going to do.

In the second, a brick is thrown into the room. A note is attached, saying that in 1 hour a grenade will be thrown in, pin pulled.

The 1o people form a committee and spend 59 minutes arguing about what their strategy should be.

The lesson in all this?

Sometimes you just have to see the funny side.

Saving Johnny Marr

So, on Monday it was the 30th anniversary of this being released.

It’s the Smiths’ debut single, Hand In Glove.

It came out on May 13th 1983. Four years later the group had split up.

In between was as creative and intensive and prolific a lifespan as any band ever had.

Four ‘proper’ albums, ten non-album singles and a B-side quality control like no-one else.

Johnny Marr wrote all the music, played all the guitars, produced most of the records and did all this while obscenely young and having great hair.

Incredibly, for much of the band’s life, he also functioned as the band’s manager.

He took care of the admin. He booked TV appearances. He scheduled studio sessions.

He ran the whole thing.

He was 19 when Hand In Glove came out, 23 and burned out when he left the group.

And all this because Morrissey didn’t trust ‘outsiders’ who could have acted as managers.

There was a moment, before breaking point hit, where Morrissey momentarily relented.

But rather than hire a manager, what Morrissey actually did was recruit second guitarist.

To play alongside Johnny at gigs.

Clearly this wasn’t the problem that needed solving.

The one thing Johnny Marr doesn’t need any help with is playing the guitar.

But bringing in someone else to do what he did need help with might have saved the band.

I always feel sad when I think about this.

A young, voraciously creative guy, born to do what he loves and brilliant at it.

Asked to fit a mold he’s not built for, for the convenience of the set-up around him.

His talent gladly used by those around him, but little attention paid to what might make him happy, most productive or even better at what he does.

I feel sad because of the lost output, the broken relationship, the unfulfilled potential.

It’s been 30 years since the Smiths emerged.

I wonder how many Johnny Marrs agencies have let go since then?

It’s hard going if you care about it

“To take responsibility for everything…. That’s hard going. It doesn’t seem like it, of course, but it’s hard going if you care about it.

That’s what hard means. It’s an expression of how much you care about the result.”

- Hugh Laurie

An actor talking about how difficult his job can be isn’t always the most edifying experience.

As with advertising, ‘no-one died’ should be sufficient to puncture any self-importance.

But Hugh Laurie is the most awkwardly self-deprecating performer in the world  and there’s something about his definition of difficulty (from his experience working on House)  that rings true for our world as much it does his.

(Read the full interview at the Guardian here),

If anything starts to feel too easy in advertising it’s probably because either we’ve already done it loads of times, or because we’ve started to care a little less about the result.

Or perhaps both.  Maybe they are the same thing.

It’s often easy, too, to assume that someone else, somewhere, is caring about it more than you.

Or at least caring about their bit.

But that’s not always true.

I’ve found lately that the people I want to work with most are the ones who care about the stuff that’s nothing to do with them.

Because that’s not just busybody-ness.

That’s giving a shit.

It’s the mark of someone, I think, who has a vision.

A vision of the project, rather than just an understanding of their role within in it.

They have a sense of responsibility of how the whole thing should turn out, not just the constituent parts they’re directly responsible for.

This isn’t a function of seniority, or even how ‘central’ their discipline is deemed to be.

These are simply the people who make life hard for themselves because they care more than they have to.

They are people who represent the future of agencies.

Because the future of agencies is made of people who are more than excellent practitioners.

They are people who transcend disciplines such that they see projects as representative of something bigger.

They believe sufficiently in something to to see a project through its necessary resistance: conventional thinking, departmental interests, outdated measures.

Or just the fact that it hasn’t been done loads of times.

That can be hard going.

But the best people care more than most about the result because they know what the real result is.

Happy Endings

In Thinking, Fast And Slow Daniel Kahneman writes about the lessons about human memory and perception that we can learn from colonoscopy operations.

No matter how long or painful these operations are, patients’ memory of their experience is defined disproportionately by how it ended.

If it ended well, patients are more likely to remember the whole experience as a positive one.

I was reminded of this by a speaker at MEC’s conference last week.

Eric Whitacre is a composer, a conductor, and the man behind The Virtual Choir, an awesome crowd-sourced project that creates spellbinding choral pieces via YouTube.

The most recent piece is here.

Eric heard Daniel Kahneman speak at TED.

He was so taken with this insight about the ends of experiences that he started thinking differently about how his pieces might finish.

A play I saw on Saturday night played knowingly with this insight, too.

At the end of a one-man show, pre-loaded viewfinders (like these) were handed out.

The audience was asked to click in time with instructions. Each slide featured something related to the performance we’d just watched, ironically messing with what we’d seen.

The aim was to play with individuals’ recollection and make audience members knowingly complicit in the writer’s re-draft of our memory.

You know, like a play that billed itself as inspired by Marcel Proust and Charlie Kaufmann would. (It’s called Souvenir and it’s on this week.)

I don’t think we think enough in our world about how things end.

Even if the memory of a pitch lingers longer if you win it.

And the clues are everywhere.

Our conference was in Nice, and the protacted trek back, shuffling from coach to plane to shuttle to train to tube to home, reminded me how the emotional experience of travel can differ at either end, and affect the mood accordingly.

I was talking with Matt Locke recently about this too.

An advocate and practioner of digital storytelling, he’s interested in how good (or otherwise) we are at ending stories that are told online. By and large it’s a skill we haven’t really learned yet.

Perhaps if we did it well we’d benefit from what Kahneman noticed – the the psychological trick people play on themselves.

Matt’s background is in TV, of course.

In that world they’ve started to understand the ending insight.

What used to be called the ‘last episode in the series’ is now known as the ‘series finale’.

Pulling the plug can be an opportunity, not just something to shy away from.

I wonder when our own industry’s storytelling will become as unabashed as our own about finishing things off.

Firestarters 8 and Agency Innovation

Looking back on my notes from last night’s Firestarters I can see a faintly disquieting collection of home truths.

That, perhaps, as agencies we’re more comfortable talking about innovation than actually living it.

It’s a powerful idea for us, certainly. But not necessarily a state of being. Yet.

The insights and provocations came thick and fast.

That we are more comfortable with the how of innovation rather than the what.

That we find it easier to talk about it on our clients’ behalf than undertake it on our own.

That we find comfort in pretending to be so certain individually, because collectively we’re entirely uncertain about what the future holds.

That we allow ourselves to feel superior by gravitating towards what we think is significant, rather than what real people might find important.

That our own business model inhibits us from executing genuinely disruptive innovation within our own agencies.

That the only true way to disrupt our own business is by working from outside it.

And, most alarmingly, that disruption is inevitable; the only salient question is about who gets to it first and when.

Antony Mayfield shared my favourite quote of the evening, from Ted Sarandos, Netflix CEO (and MEC client, disclosure-fans).

Our strategy is to become HBO quicker than HBO become us.

That’s some strategy for the modern business.

It’s highly specific but incredibly ambitious. Convergence and disruption are assumed. It’s a very real deadline but it’s not something you can put in a calendar.

Substitute agencies for Netflix in that equation, though, and who’s the other party?

Antony reckoned it was McKinsey. He’s probably right.

But for last night demonstrated it could come from anywhere.

Luckily, for a planner, there was also bucketloads of great insight on what to do about it.

Pats broke down the characteristics of disruption, getting us thinking again about our clients’ business and the opportunity that exists in re-imagining an agency’s remit within it.

Glyn showed how agencies shouldn’t be built around skills or even disciplines, but by mindsets. Flexibility and perspective are the new art direction and copywriting.

Graeme contrasted the two natural laws that govern an agency’s world. Moore’s Law moves too fast for us to predict what’s coming – and yet it’s where we spend so much of our time. The glacial pace of Darwin’s Law gives us an opportunity to understand the stuff that doesn’t change – people and their motivation.

Phil reminded us to concentrate on ends not means – agencies should be the voice not just of the consumer but also of our clients’ commercial purpose. Big nods all round there.

Anjali articulated the role of innovation within an agency very nicely indeed – to harness technical developments and deliver stuff that’s useful with minimal wastage.

These were potent talks loaded with ‘ways in’ for people to grab hold of.

Huge thanks to Neil and all involved, as ever.

Critical and Creative Mindsets

Last night my wife started a creative writing course.

It reminded me of the time she booked a one-off session for me on ‘Persuasive Writing’.

The first exercise was the best ice-breaker I’ve ever experienced.

I thought I’d share it here in case anyone is looking for new ways to get people into an entirely different headspace for a workshop.

It worked brilliantly.

We were each handed a sheet of paper. On it were two written extracts.

One was from Raymond Chandler.

The other was from Mills & Boon.

We spent some time as a group analysing the texts.

How did they convey their information? What were the key characteristics of the language, the rhythms? What could we infer about the narrator from the way each was written?

And so on.

We then broke into pairs.

We each introduced ourselves to our new partners. Told our life stories. The big stuff, or at least the potted history.

We then had to write a mini-biography of the person we’d just met.

One of us wrote in the style of Raymond Chandler.

The other as Mills & Boon.

We then read out what we’d written to the wider group.

While the subject listened.

And that was how everyone found out who we were.

And how we each found out what we were there to do.

Enough analysis to understand what was needed.

But not so much that we became inhibited.

The perfect balance between a critical mindset and a creative one.

In planning we’re always shifting from one to the other.

And when you’re learning something new – or just trying to improve – it becomes even more important to deploy both.

Creative is doing. Dexterity at the thing itself. Practice. A bit of real-world risk. Look stupid. Get it wrong.

Construction.

Critical is fine-tuning our analytic faculties. Understanding what we’re trying to do. How it works. The component parts.

De-construction.

I hadn’t thought much about this particular connection between the course and my work until a friend tweeted a link to this piece from Times Higher Education.

It’s about the difference academia sees between ‘English’ and ‘creative writing’.

English is steeped in the tradition of critical thinking. It’s about historical context, biographical background, etc.

Creative Writing is seen as being about making things up. It is looked down on by the people involved in English.

It’s a distinction that’s so well-established that it can only be false.

Or at least unhelpful.

I think the two go together.

Sure, as individuals I imagine we probably favour one or the other.

And our instinct might be to stay in the realm where we know we’re good.

Certainly, each is easier without subjecting ourself to the other.

But we improve at a greater rate in each if we apply what we learn from both.

We write better if we read more.

We read better if we write more.

We need to develop our critical and creative faculties in tandem. They work better that way.

I am yet to use that ice-breaker exercise.

It worked because writing was the reason everyone was there.

A creative workshop for the agency might not be able to draw on the same self-identification from its participants.

But I have a renewed impulse to work out how to apply its principles the next time I run one.

Thanks to Lara for the THE link.

Learning on the job

Learning on the job is difficult.

But it can also be the best experience you ever get.

I’d never worked at an agency before I started at MEC.

I had no idea how to plan media.

I certainly didn’t know how to write a strategy.

Or uncover an insight.

Some of these things I think I can now do.

But now a large part of my job is making sure others can do it too.

Which means I’m helping others learn on the job.

Thinking about passing on what I know got me thinking about how I learned it in the first place.

I learned from others, obviously.

I’ve been very lucky in being able to watch a lot of very good people from very close up.

So I’ve learned a lot simply through copying.

But some things needed explaining.

To understand what to do, you needed to understand how to do it.

Or why it was important.

Or when to recognise you’d done it well.

Like uncovering an insight.

That takes patience and skill on the part of the person you’re learning from.

And not everyone can do it.

I have a friend who’s a lawyer.

In his spare time he’s learning how to coach football.

He’s being taught how to help others learn.

Recently one of the coaches shared a story.

It was about two former professional footballers who had learned to coach.

Dean Saunders and Gus Poyet.

Each had very different approaches to coaching.

One day they took turns coaching the same lesson.

The lesson was on executing a very particular move.

Standing on the edge of the opponent’s area, with your back to goal, receiving the ball in the air, turning 180 then volleying towards goal.

With a defender right behind you.

Dean Saunders demonstrated the move.

“Do this” he said, chesting the ball and swivelling.

“Then do this” he said, slamming the ball into the top right-hand corner.

He nailed it every single time.

Then Gus Poyet came up.

He edged slowly through the move.

He spent time breaking down each component part.

He did it over and over, describing every little thing.

He explained how you need to feel for the defender behind you, knowing where he is at all times.

He explained how to roll the defender, using just the right mix of pressure and flexibility.

When the ball arrives, he said, you need to know where you want the ball to be once you’ve turned.

It makes it easier to move it if you know where you want it to go.

He said to think about how your body will move the ball.

Your body needs to be a curtain, not a brick wall.

A curtain, not a brick wall.

All footballers can picture that comparison.

It helped them remember which to do, and why.

Be a curtain. Cushion the ball’s flight and gently allow gravity to take hold.

Then slam the ball into the top right-hand corner.

Saunders showed the players what it looked like.

Poyet told them how it felt.

When they tried it, they would be able to imagine what he had described, then feel whether what they were doing matched that description.

They would know why they were doing it.

They would know what decisions to make, and when to make them.

They would be able to recognise and moderate their own performance.

They could perform at their best during the spontaneous reality of a match day, not just the safety of a training session.

They were empowered to learn on the job.

Tortuous metaphor #287: four lessons planning can learn from building bridges

When the Millennium Bridge opened, it wobbled.

I remember it well. The media laughed.

This was before the days when we could deliver engineering constructions – and mass global sporting circuses – successfully, and on time.

I read the other day  that it wobbled because of something that wasn’t supposed to happen. (This was in a book review in the LRB – yes that edition).

Or to put it more accurately, because of something that happened but that the engineers hadn’t planned for.

It wasn’t the volume of the people.

It was what they did.

They fell into line.

They walked in synch: left, right, left.

This communal pattern did a funny thing to the way everyone’s weight was distributed through the fabric of the bridge.

It meant too much weight was being put on the bridge at one time, and was being done so in an unwitting rhythm.

So the bridge wobbled.

Turns out, this is something that bridge designers had used to guard against.

Bridges used to have signs advising people to walk out of step. It was that well known.

But apparently engineers have a habit of collectively forgetting lessons that were once very well known.

Technological advances mean that everyone looks forward, forgetting what their forbears learned through expensive failures.

The writer of the book being reviewed has calculated that this process of collective memory decay takes about 30 years, about the length of a professional career.

After this, new engineering cohorts will have to learn mistakes for themselves.

And this was one of them.

This habit – and the inevitable sense of responsibility the engineering profession feels for such mistakes – led to one fascinating corrective case study, in Canada.

Since the 1920s, Canadian engineers wear iron rings on the little finger of their writing hand.

The rings were fashioned from the remains of Quebec Bridge which collapsed in 1907. It’s supposed to remind each engineer that their hand could be the one that draws the wrong line and caused a collapse.

They’re made of steel now, but back then the iron was left to rust  and go sharp – an un-ignorable reminder.

The strange thing about all this (the mistakes, the forgetting, the sense of responsibility) is that, when a lot of these old bridges were built, no-one really understood how bridges and weight distribution really worked.

No-one knew for sure the actual paths through the constructions of steel and stone, taken by that individual loads as they transferred downwards.

The engineering maths didn’t exist then.

So engineers were working with factors they didn’t even fully understand.

So, what can we learn from all this?

1. As with the Millennium Bridge, people can’t help fitting into a social pattern. It’s just very difficult to predict when, where and why that will happen.

2. There are thousands of people in our industry who have experienced failures and mistakes. We have an awful lot to learn from people who did our job a long time ago, in supposedly simpler times – if we only bothered to listen.

3. Sometimes you need more than just an idea, or a memory, or a message, to communicate effectively. To change behaviour, in the right context, sometimes you need real-world objects that people can unconsciously carry with them.

4. People have designed things way more important than ad campaigns without understanding the factors at work. Sometimes we are allowed to accept that we simply don’t yet know what we don’t yet know. We can still create brilliant, effective, aesthetically pleasing constructions even if we don’t quite understand what’s happening.

Even if they wobble every now and again.

The bottom half of culture

“Complete assimilation really means complete acceptance. The immigrant who is completely assimilated has lost the faculty of adding whatever is special about himself to his country; for any artist, complete assimilation means the adoption of an aesthetic where no lines are drawn and no choices are made. That quality of selection, which is what is at stake when an artist comes across with his or her version of anything, is missing. When an artist gives an all-encompassing Yes to his audience, there is nothing more he can tell his audience, nothing he can really do for them, except maybe throw them a kiss. Only the man who says No is free.”

-          Greil Marcus, The Presliad, Mystery Train

I thought of Elvis last Wednesday, and what Greil Marcus wrote about him in the 1970s.

It was when I went to the Brits. I sat in a box with other people who also have nothing to do with the music industry, and watched the celebratory roll-call. I watched the haircuts and the clothes and the shoes and the wireless instruments that weren’t plugged in. I watched the endlessly moving lights and the stage that perpetually re-built itself.

Having spent the last 10 years easing backwards from the world of popular music – it’s not on the TV, I don’t listen to Radio 1 or commercial radio – I found myself almost laughably ill-informed about the events inside the O2. I’d never heard Emeli Sande sing. I’d no idea what Taylor Swift looked like. I didn’t even know the guy who won Best Male was.

When you’re this detached from the narrative unfolding in front of you, strange things happen. The performative aspect starts to strike you as weird. It’s like some big club that everyone knows the rules to except you. Without knowing the context or content, you realise you’re watching reputations rather than people. Performances not characters.

Robbie Williams seemed like he saw through the whole thing just as much as I did. Given his irony-drenched 90s, this phoned-in version comes off like an ironic take on irony. Irony eating itself.

His song seems to take an awfully long time.

Writing about the Elvis of the 70s, Greil Marcus noticed that, after losing himself in crap movies and a brief, energised comeback, the great man now “performs from a distance… singing as if there are no dangers or delights grand enough in the world to challenge him. There is great satisfaction in his performance, and great emptiness.” (This is from the same book as the excerpt quoted at the start of this post.)

This was what I was thinking of when I watched Robbie. But it spoke to the complacency that the entire shebang stands for. The breathless and incredulous acceptance speeches couldn’t mask the winners’ sense of entitlement. They knew they deserved to be there. They’d been fluffed for it. Any self-doubt is crushed beneath the self-worth that such a showy display bestows on them.

Somehow, an industry that is on its knees finds the time and the money to be this complacent, this indulgent. It’s like putting on a fireworks display as you re-arrange the deckchairs.

There’s no room at the Brits any more for the wayward, the anomalous, the unscripted stuff of life. Real people are shut out – both on and off the stage.

Strangely, they all accept the rules. To paraphrase Marcus, there’s a great deal of satisfaction at the Brits, and very little No; everyone says Yes. It’s also utterly empty.

I was thinking about all this when, on Friday, I attended The Story. It’s a conference, run by Matt Locke. It examines storytelling in all its forms. It shines a light on disciplines and people that are creating amazing experiences. You buy tickets through Eventbrite.

The Story is not the Brits. It isn’t empty. It’s positively brimming with ideas, with experiences, with life.

At lunchtime I was describing my Brits experience to a colleague. Afterwards she mentioned to me she’d thought of this exchange when the final speaker quoted John Updike. The quote is worth capturing in full.

Celebrity is a mask that eats into your face. As soon as one is aware of being somebody, to be watched and listened to with extra interest, input ceases, and the performer goes blind and deaf in his over animation. One can either see or be seen.”

This was Rob Manuel, co-founder of B3TA, GIF-celebrant and, at The Story at least, defender of “the bottom half of the internet.” He used the quote to remind us that the people who occupy the ‘top half’ of the internet can sometimes start to get a bit carried away. Media owners and opinion-formers are becoming very superior. Informally they sneer at the ‘commentards’; formally the media likes to demonise dissent as ‘trolling’.

This is a profoundly disheartening development. It’s elitist, anti-democratic. We know best, says the top.

It sounded a lot like the way I was made to feel at the Brits.

Let’s keep the inappropriate and the uncomfortable and the different at bay. Let’s maintain the ‘natural’ order of things.

It’s bad when it happens to music. It will be terrible if it’s allowed to happen to culture generally.

The Brits is what happens when an industry thinks it knows best, despite decades of evidence to the contrary. It’s what happens when young upstarts that don’t fit the conventional or current paradigm have to fight to get heard, before they inevitably prove the industry wrong, take over the world and eventually get co-opted by the very industry that tried to kill them off.

The Brits is what happens when complete assimilation creates an aesthetic where no lines are drawn, because there’s no artistic vision at stake, other than success.

The Brits is, it’s fair to say, the total antithesis of The Story.

What The Story served up was small victories, personal memoir, irrepressible creativity and the passion of real people.

Here was a collection of people who had said No, not Yes. They had refused to accept the rules. And as a result they were free.

It was exciting, vivid, strange, shambolic, and not always the full picture. Sometimes you had to work to interpret the meaning of what was being said. Sometimes it was apparent that having done great work doesn’t necessarily make you a great speaker.

But that was OK. Because asking an audience to work with you can be the most engaging storytelling of all.

This was proper lean-forward stuff. For once I didn’t take notes. I didn’t tweet. But no-one can tell me I didn’t participate fully.

I just listened and then talked about what I’d heard with my friends. The conversations, as much as the talks themselves, led to this post.

With the Brits there are no gaps to fill in, no narrative to be identified with, no insight to be passed on, or misunderstood.

But effective, combinatorial listening in Conway Hall meant you went away far richer than when you walked in.

The point was made indirectly by Rebecca O’Brien, Ken Loach’s producer, when she talked about the challenge of non-narrative documentary. An audience still needs structure even if the film resists a conventional authorial voice. The insight was a useful one. An audience needs just enough scaffolding that it supports what’s built around it, but make it too visible and the audience becomes too passive.

That it was followed by the one ‘bad powerpoint’ presentation – from LOCOG – was unfortunate, but appropriate. The Olympics was a story with plenty of emotion already invested in it by the audience. But the mundane stakeholder presentation behind it showed too much scaffolding. Exposition nearly killed the story dead.

Like the Brits, and 70s Elvis, and as Rob Manuel pointed out, our mass-scale storytelling is in trouble, and not fit for purpose. It’s full of people being seen, not seeing. It doesn’t so much celebrate the unconventional as assimilate it. By handing down to us the things we are supposed to be interested in, it becomes complacent, flabby, and stale with the fixed paradigms of entertainment constructs. It renders audiences passive. It treats people the way children’s media treats children – like someone else, somewhere else, knows best.

But the people in charge don’t always know best.

They’re just in charge.

The Story showed this loud and clear.

We heard about the economists who created the derivatives pricing equation, a self-fulfilling prophecy that led more than indirectly to the financial crisis.

We heard about the inhibition schooled into our children that prevented from then writing freely, from the storyteller making it her business to shake them up a bit.

We heard about the post-war moment when a socialist-minded electorate created modern Britain only to have the narrative wrested from them by future governments.

These stories demonstrated that we identify more with the small and the specific way more than we do with the general and prescriptive. Life, in all its messy, complicated ways, is made up not of media owner narratives but of the stories that emerge from specific individuals, objects, times and places.

Edwyn Collins, who recovered from his stroke and re-built his identity and memories from scratch, only did so because he refused to listen to the doctors who told him there was no point.

Both Rob Manuel and Laura Dockrill, a kid’s writer and the day’s best speaker by a country mile, talked about a more democratic approach to creative expression. Right now we suffer from a top-down sickness, whether it’s Manuel’s elitist media owners, or Alice Lee’s analysis of children’s media – media that tell us more about the adults who made it than the children it was supposedly made for.

‘Commentards’, children, Occupy activists, Paralympic vloggers – given the opportunity, fascinating stories can and should come from anyone.

Somewhere between the Conway Hall and the O2 I learned that, as Greil Marcus said, drawing lines still matters.

Going up against power structures, like the animator who worked with Cartoon Network did, or Ken Loach does, or Occupy, is necessary if you don’t want your view, your story, to become completely assimilated. If you want to retain the faculty of adding whatever is special about yourself to your story.

And, crucially, if you still want something more to tell your audience.

I’ve tried while writing this to come up with the usual, what-this-means-for-us-in-advertising, finishing flourish.

But I’m not sure I can. We’re a very long way from what the Story represents, at least institutionally even if not intentionally.

In advertising, to reach people and tell our stories, we use the very media owners and power structures that The Story asks us to guard against. We try to convince people – who we call consumers and probably think of as children – that we do know best. When we say we want to hear ‘their story’ we don’t really mean it, except in a few, moderated cases.

We can’t do small, messy, or authentic very well.

We sponsor the Brits. Or, as I did, accept hospitality invites. We support the media power structures.

We are the top half of the internet.

On the tube I saw, briefly, a bunch of advertising that, in comparison to what I’d just heard and seen during the day at Conway Hall, seemed superficial, thin, obvious and clichéd.

But this means there is hope.

Brands that do find a way to celebrate the different, the small, the uncomfortable, the specific, and maybe even the inappropriate might start to stand out.

They might start to have something of life about them, rather than the scripted simulacrum that most advertising becomes, despite itself.

Then perhaps we might genuinely add whatever is special about them to a story that feels genuine and real.

Trying too hard

save 6 music

Image courtesy forfolkssake.com

Imagine walking through  John Lewis and sensing something different. In place of the usual self-assured commitment to service, you sense a brand that’s trying too hard.

There are posters proclaiming the store’s commitment to customer service.

Radio ads are coming over the tannoy, telling you how many people they’ve helped this month.

In the lift there are video case studies of very satisfied customers. By the tills there are even staff profiles telling you how great it is to work there.

Everywhere, it seems, you’re assailed with self-proclamations of perfection.

It would be awful, wouldn’t it?.

Unnecessary, unseemly.

Somehow we feel with John Lewis that we not only don’t need to be told about their service brilliance, we don’t want to be either.

It would be overly self-referential, self-congratulatory even. And that would make us worry.

Was the the organisation somehow less confident in its reputation these days, or in its service? Why suddenly so overtly self-conscious? Protesting too much?

Somehow, I fear, it would break the spell.

Now, John Lewis is obviously fine. After Christmas and the January sales most shoppers remained convinced of what makes the brand great without recourse to such obvious tactics.

But elsewhere, another brand I respect (and maybe even love) is starting to behave with just this strain of self-consciousness.

6Music, over the last few weeks, has started to issue the very kind of self-proclamations John Lewis never would.

It occurred to me when Mary-Ann Hobbs started, at the beginning of January, on weekend mornings. I was looking forward to some much-needed ‘edge’ in that slot. Part of the station’s charm is the rough-hewn second careers it helps carve out for pop stars music journos like Hobbs, and Nemone sounds like she trained at radio school.

Instead Hobbs seems to fill every link with gushing statements about what an amazing station 6Music is, and how extraordinary it is to be working there.

I’m sure she’s right, but at that time in the week introducing me to some amazing music would be fine.

I’d put it down to her manner -she clearly loves her stuff – but she early on in January she had a kind of ‘pick of the week’ feature, sharing snippets of ‘stuff you might have missed’ from across the station output.

Very quickly she ran out of superlatives, so her delivery also quickly resorted to platitudes.

This too would be OK, but institutional self-regard seems to be seeping into other areas too. Mainly the station’s on-air advertising.

It features artists and the DJs attesting to what 6 does and how good it is at doing it.

As a listener I understand this already. After all, it’s why I’m there.

It all sounds a bit self-serving. You have to wonder what the creative brief was. Who exactly is the audience?

More recently the on-air cross-promotion is seeping out. On Radio 4 I’m hearing Lauren Laverne soberly explain what her show’s all about. It’s like the the new TV film minus all the exciting bits.

I’m not quite sure what’s jarring so much about all this for me. Perhaps it’s the fact that 6 is all about discovery, marshaled by knowledgeable souls and available in intimate corners of the station’s output.

So continually being pushed an institutional view feels like too much.

It means that what felt like a discovery, an exciting, ascendant community to join, now sounds triumphant, smug even.

It adds self-congratulation to that coming from everyone else.

I’m sure, having said all this, that there’s a role for the brand to assert itself more concretely. If potential advocates understand the bigger picture of the station then perhaps they listen more frequently, or pass the right message on.

I can also understand why the brand is feeling more full of itself than ever before. Its rescue was listener-led, after all – and is there any greater vote of confidence in the way you’re doing things? Maybe it is time to give the station and its listening community a more defined sense of identity.

But to these ears it doesn’t sound right. Not altogether wrong, just a smidgen too self-conscious.

And too focused on telling people what’s great about 6, when its strength lay is showing people.

It doesn’t feel assertive. In fact, it feels the opposite.

I still think 6Music being saved was the best thing that ever happened to it.

I just hope it doesn’t turn out to be the worst too.

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