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Shell

S

Interviewee

8 Creative Director

Team Advantages

Team Disadvantages

Project Outcome

Control

Industry

Transportation

Location

London

Team Risk Tolerance

High

Team Dynamics

TeamDynamics_FunandProductive

Company

Shell


Yeah, I did. Yeah and I was disappointed, afraid. Had chips been better than that. But there you go. But the client who loathes me was kind enough to let me off half the dinner to let me go to a sports bar and watch it. [870]
So, yeah and here it's good. Everyone's taking a similar degree of risk. The client's have been good. Stumped up the money, trusted us. It's the usual roller coaster ride leading up to it but I'm pretty pleased where we've ended up. It's quite a tricky brief. [856],[855]
So, one to play for and we fought hard on it and we're really, really trying to be consistent in getting the quality of the Shell creative work in all media. Up, up, up. I'm really pleased with the progress we've made in the last 14 months. It will be difficult to make as much progress in the next 14 but that is our goal. So we will push and push and push, there will be pain, and squawking and difficulty along the way, as ever there is. But it'll be worth it. You know even if we get 75% of what we've had in the last 10 months, it'll still be a really big step forward and so you know, that's what we're up to. [859],[857],[858]
Yeah, and we must've put a few good points in the trust equity. And again you know the secret with that is you have to do it for a reason. It's no good being a fat banker sitting at the table surrounded by chips, you occasionally have to go up and cash it in at the desk for something good. So you know, really pleased with everyone's performance all around there, we pushed and we got. It is not nothing for clients to increase their risk quotient. They are also so risking things. So credit works just good. [861],[860]
Optimistic. [871]
It's a bit like kind of building a tiny insignificant version of a kind of space program. It's that you're bringing in lots of different skillsets to build different parts of it. And so you know, I mean you can have commonalities there like we all really want to make something good together, would be a big piece of glue. But what we do and who we are could be incredibly diverse and eclectic in nature, and often is. So the key thing I'm telling you, is the objective, that's the unifier right there. [872],[873]
It's a bit like kind of building a tiny insignificant version of a kind of space program. It's that you're bringing in lots of different skillsets to build different parts of it. And so you know, I mean you can have commonalities there like we all really want to make something good together, would be a big piece of glue. But what we do and who we are could be incredibly diverse and eclectic in nature, and often is. So the key thing I'm telling you, is the objective, that's the unifier right there. Everything else, being eclectic, it's like that because it's desirable, it's like that because it's just like that. It's a good thing, it's not a bad thing. But there is you know, there is that. [862]
Well inside Richard's head I mean is what's the answer. I mean they told me their idea pretty much like I told you it. You know I probably got a bigger preset thing of what are the equities and what are we trying to do here. But I saw four or five different ideas on that, and that one just stood out to me as a good fusion of movement and scale and interest and originality and further and I mean, it's really ... if you're judging stuff, someones reading something that's going in here and then your projector comes on and you're looking at something. [874]
And you know just like anything that you look at that's projected. You have a point of view and a feeling about it and a response to it and I could see it, they came in, they were excited, they could see it. And you know difficulties, if I can't see it, then I can't approve it. It's just like, guys I know you're jazzed but everyone who comes in to see it is pretty jazzed. Your job is to decide whether or not that's justified. [863],[864]
Well we kind of got away with one. So we wrote one and then that was developed and then everybody considered that to be the favorite. So there wasn't a need for a stalking horse to come into the picture. [865]
Well we kind of got away with one. So we wrote one and then that was developed and then everybody considered that to be the favorite. So there wasn't a need for a stalking horse to come into the picture. So it can sometimes go like that and then some lunatic kills it at the end and then we need another one. Other times we have a choice of three and a recommendation, and maybe the recommendation goes through. [866]
Pretty much. Well, one guy because that was a joint thing between corporate and fuels. This is just fuels. And so this is the regular two ladies. And you know, no complaints really. Yeah, no complaints on this occasion BAHU, unusually for me. [867]
A bit of hodgy podgy but it's normal. As I say, it's a combative system. Your priority is x, you guys are there, yours is y, hello z guys. Okay get together and make everything great. There's push and pull and heads get knocked together and stuff. It's not for super sensitive types to be honest. [875],[877],[876],[879],[878],[868]
Good, very good at. First time I've really worked with this team and the classic senior team. Very experienced, clear, very reasonable to do business with, strong, good guys. Very good, pleasure dealing with them. They're great. If I had a team like that every time I'd be delighted. Very, very good team. [869]
Reference Tags
[870] Pessimism bias,[856] Risk compensation,[855] Trust,[859] Believes one has a hopeful path,[857] Effort justification,[858] Organizing effectively,[861] Communicating ideas across domains,[860] Trust,[871] Optimism,[872] Appropriate resources,[873] Organizing effectively,[862] Organizing effectively,[874] Creative Confidence,[863] Decisive leadership,[864] Subjective validation,[865] Decisive leadership,[866] Subjective validation,[867] Communicating ideas across domains,[875] Alignment,[877] Communication issues,[876] Lack of organizational encouragement,[879] Lack of resources,[878] Lack of trust,[868] Win-win conflict about ideas,[869] Trust

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