Hello from the other side

As an identity design practice, we hold a privileged position. Peaking behind the curtain to glimpse the operational, and cultural, behaviours of many types of organisations. With the nature of our work, one could argue, that we get to experience more businesses than even the most seasoned of CEO’s or leaders. Certainly, over a wider gamut of sectors and scales.

We learn a lot! Yet we’re still surprised (sometimes completely shocked) with each new organisation we encounter. We fly in. Interrogate the inner workings. Shape, optimise, and reinvigorate their sense of brand to form strong identity.

Disclaimer: when we claim to be experienced experts, there’s one humongous caveat… we have no fiscal or director responsibility. No shareholders to satisfy. No market pressures to overcome. No PR, HR or IT drama. The fact that we can just swan in, willy-nilly, bringing all our other experiences, and focus solely on shaping the brand without any governance or operational distractions, is exactly what makes us effective.

To see from the other side. Instigate change. See the big shift.

Sounds great right! So, what’s the problem?

My hunch is, that this is also the very reason that many leaders either dismiss, de-prioritise, or generally switch-off to outside voices. At best, we find there’ll be a begrudging acceptance of external recommendations.

I’m generalising. There are those that get it. Those that welcome outside thought. Who ponder freely and openly collaborate. But those leaders are quite rare – like gold plated, ambidextrous unicorns, rolled in four-leaf clovers.

We’re lucky to have found quite a few in our time. Perhaps because we come with no ego or prejudgement of the challenge. We’ve learnt that there is a direct correlation between the leadership openness and the quality of creative outcome.

My bet would be if you ask any agency, consultant, fractional player, NED, investor – any form of outside influencer – you’d find they would probably agree that it’s the openness of the organisation leadership to invite thought, and pursue better, that creates the most meaningful change and growth.

Perhaps it’s worth considering the leadership culture within your organisation. Are they truly open to listen to the outside?

Full disclosure – this thought came about from a game I like to play… at the beginning of every project, I imagine myself as the leader of the organisation – what would I see? What would I be better at? What would I stop? Would I be any good if I was in the hot seat? … the answer is always that I’d be completely pants! Shown the door within hours. I’d swan around ignoring the operations and never dirtying myself with the commercials. However, I think I would listen to ideas. Be open for change.

But in the spirit of being open to different perspectives… have I got it right here? What is the other side perspective that I’m missing?