Over the holidays I finished off an old book that had been on my 'I really should read that' list for ages - Confessions of an Advertising Man by ad industry legend David Ogilvy. The 'Confessions', first issued in 1963, provide a little bit of a glimpse into the Mad Men world of advertising in the 50s and 60s.
Ogilvy's book is a little short on the dramatics and indulgence portrayed on Mad Men, but it is long on
practical, insightful, and simple advice for running a business, managing people, serving customers, and more. Since I love to share such nuggets of solid business advice, and I need to create a few more blog 'series' to help keep this little blog updated, this post will be the first in a semi-regular series called 'Lessons from an Ad Man.'
So with the too long setup out of the way, on to Lesson #1 - this one on what fourteen years of running his ad agency taught Ogilvy what his, as the 'top man' in the organization should consider his primary responsibility:
After fourteen years of it, I have come to the conclusion that the top man has one principle responsibility: to provide an atmosphere where creative mavericks can do useful work.
Like much of the insights in 'Confessions', Ogilvy doesn't really knock you out with how incredibly profound or ground-breaking his thinking on management was. But if you pause to consider that he was postulating about this idea of management as an enabler of creative accomplishment back in the early 60s then the observation seems a bit more meaningful.
Face it, 50 years later it is pretty easy to find any number of management and leadership gurus and though leaders advising the very same thing. Find the best, most creative and talented minds. Carefully construct an atmosphere where they can and will be motivated to work on what drives them. And finally, be brave and smart enough to stay (enough) out of their way.
A simple recipe for success, no?
Ogilvy had it figured out in 1960. How long do you think it will take the rest of us to catch on?
Have a great weekend!