The gifts you bring: Your ROI

- I don't really care if you're a superstar designer, developer, copywriter, or videographer. I don't care that you have an awesome portfolio. I don't care that you've won awards, graduated from a top tier university, or interned at a really cool cutting edge boutique agency. And the clients, managers, and your peers working in other departments at your company, they don't care either. Your functional expertise is a given. It's the baseline. The lowest bar you have to get over. It's assumed that you're an expert in your discipline. In the corporate environment, that's going to be the easiest part of your job and hopefully the part that brings you the most joy, because I'm pretty sure you didn't get into this business for the money. I've worked in, led, and built internal creative teams for over 30 years, and one thing I'm dead sure of is that we in-house creatives need a whole other set of skills, aptitudes, and acumen, and a level of resilience that our host companies are demanding we possess to succeed. I'm also certain that we did not in any way, shape, or form get schooled up in those skills, aptitudes, and acumen as students. Now that I've set the stage, let's dig into what you and your coworkers should care about. Your ROI, or return on investment. You are a germ, an infection, a virus. Your company, unless it's one of the few truly design and innovation centric outliers, decided before you even walked in through the security turnstyle that you are different and, at best, are to be tolerated and, at worse, are not to be trusted. It can be very easy after those heady days in school or at a design firm or ad agency where you were valued and celebrated, to either run for cover, or get really upset when landing in a corporate environment. Please don't do that, or stop doing that. It's time to jump off the porch and start runnin' with the big dogs. So let's use the military method for this course and build you up before I tear you down, and then, of course, build you up again. Almost everything that makes you great at what you do will be perceived as a threat or failing by your companies. Let's list them with bullet points, of course, we are working in corporations now, and embrace them. Here's the My ROI Return on Investment Matrix, otherwise known as the Why I'm So Frickin' Great Grid. I provided this grid for you as a downloadable PDF for your reference. For now, I'd like to focus on a few key points. Attribute number one. You're emotionally intelligent and empathetic. How can I make such a broad statement with such certainty? Because you need those skills to be able to execute on your projects. You need to be able to get into the heads of your intended audience before you can art direct that ad, write copy for that brochure, or design the user interface for that website. So chances are, you possess these qualities. Along with the benefits that being empathetic and emotionally intelligent bring to our performance, can be the tendency to be self-expressive and authentic. In a corporate environment that prizes conformity, and often frowns on touchy feely displays of emotion, we can be perceived as subjective and even weak. If you encounter negative responses to your behavior, go over in your head how your emotional sensitivity is a professional strength, and if appropriate, respectfully point that out to the doubters. Embrace the fact that E.Q., which is shorthand for emotional intelligence, empowers you to execute on your creative responsibilities, and that also contributes to your ability to work on teams and powerfully influence others. Attribute number two. Creative professionals are coolhunters and early adopters. Come on, admit it, you're always on the lookout for that gadget, app, pair of shoes, or new band that is cutting edge. Heck, I'm 60 and I still get jazzed when I see or hear something out of the ordinary and new. This trait basically turns us into a cultural and marketing antenna that not only allows us to add cultural relevancy to our projects, but also contribute to the organizational marketing strategy in ways our less adventurous peers can't. Unfortunately, our gift of cool can be misinterpreted as us being frivolous, trendy, and shallow. Ignore the doubters. Or better yet, let them know how this trait benefits the company you all work for. Attribute number three. We are design thinkers. Hopefully, you've adopted on some level the design thinking mindset and methodology. This user-centric objective problem-solving practice affords you the ability to untangle complex problems and imply an iterative process to prototyping, and then launching new products and services. While few would argue the benefits of this process, in the I need it yesterday world of business, our thoughtful adherence to the methodology can make us look as if we're oppositional obstructionists. With all the articles and books out in the business-thought leadership ether, it shouldn't be too hard to get your colleagues to take a chill pill and jump on the design thinking bandwagon. Attribute number four. Creatives hate corporate politics. I haven't met many creatives who are out to create their own little fiefdoms within their organizations. We're just not wired that way. And like empathy and E.Q., given our disciplines require a high level of collaboration, we can't afford to be anything but nonpolitical team players. I doubt there will be too many folks who would openly criticize you for being nonterritorial, but they might secretly view you as naive and a pushover and try to bully you. Stay focused on your job, staying firm in your beliefs and behaviors, and take the high road. Attribute number five. We're too tactical and not strategic. It's pretty clear that being tactical and executional can be drivers of our success when we're developing creative deliverables. But they can also become our Achilles heel. I've seen talented strategic creatives fall into the trap of coming up with a solution before the problem has even been fully defined, or the strategy fleshed out. This can make us look superficial and nonstrategic, which at times may be true. The trick is to avoid the just get it done mentality and be sure to advertise to our coworkers that we're the folks who make the magic happen and get stuff done. Attribute number six. We are creative and innovative. Like design thinking, which has been getting a lot of positive airplay in the business circles, creativity and innovation are getting good press too. We should certainly ride that wave, but also be prepared for pushback that as creatives we just play all day or are just trying to be different. Play has now finally been embraced by the business world as essential to innovation, and being different, well, in a world where companies have to struggle to differentiate themselves in a global economy, different is not just good, it's an imperative. So let's put a bow on this. It can be really easy to get brainwashed by your coworkers' negative take on what you know deep down are the attributes, practices, and ways of being that make you great at what you do. Hang tough, and operate out of the belief that they're all like your fourth grade teacher who yelled at you for doodling during class, but who eventually realized you are an awesome student. They don't understand how you operate, and they don't yet understand the value you bring. Maybe, just maybe, they're a little bit intimidated by the fact that you're happier, more self-expressed, and dare we say, more efficient and effective than they are. Don't make yourself a victim when you're criticized or taunted. And also, don't make the doubters out to be jerks or the enemy. Be true to yourself and also be respectful of those that challenge you by explaining how who you are benefits your organization by focusing on your ROI.