“Hey, Chris! I have a great new project for your creative team! My product group is going to have a major presence at an upcoming virtual event. We’re all in to make a splash with our latest innovation!”
“Awesome! We love designing for events.”
“We’re going to need Zoom backgrounds, collateral, social media and presentations.”
“Right! I’ll send you a creative brief questionnaire.”
(SFX: Record scratch)
“Uh … wait, what?”
“We need a creative brief. You know, telling the creative team things like who your audience is, the impact you want to have, what this show is all about, so we can hit the mark.”
“You need me to give you that?”
“I need you take a first pass at answering these questions. Don’t worry, it’s not as hard as it sounds! It just takes a little thought. If you like we can get on a call, go through these questions, and have something we can all agree to work against.”
“Can’t you just start designing some cool stuff that I can show my boss?”
“Yeah, we could do that. But we can’t show your boss something that’s actually going to work until we know what we’re aiming at. There’s a fine line between pretty and persuasive. And we want both.”
The above is a composite of countless conversations I’ve had as a creative director over the years. It’s wonderful when people get excited about creative work, but not when work goes off the rails because the team didn’t think through what they actually needed.
When it goes right, creative design starts with a clear objective in mind. We’re here to change perceptions, feelings and behaviors. We’re here to drive business outcomes, not just create irresistible experiences (though I won’t lie—making things irresistible is also fun). Any project that wants to have an impact on business must start with a creative brief.
I’m on the agency side once more, working with my friends and colleagues at Rob Roy Consulting. We pride ourselves on putting together actionable and meaningful creative briefs with our clients. We know what goes into them. Our CEO and Founder, Josh Reynolds, recently discussed his creation of the AIM Method—finding the Audience, Impact andMessage to develop strategies for persuasive storytelling. I recently wrote about the application of agreed-upon Design Principles to keep a team aligned and on-message during the challenges of a campaign rollout. And the two of us realized a while back that AIM + Design Principles = Creative Brief.
How does the formula work?
Writing a good creative brief demands that you and your client tackling some occasionally difficult questions. This is the only way to uncover any unaddressed strategic issues and unanswered questions within the organization. A good creative brief takes communication, effort and multiple drafts. They don’t get dashed off in one sitting, and they require a commitment from the higher-ups—a digital signature, an actual signature, an acknowledgement by email that it’s been read. Without the buy-in from the executive decider, a creative brief won’t hold up in a crisis.
And speaking of crises, they will happen. Senior leaders will get cold feet, the competition will spread FUD ahead of an event, and development deadlines will be blown. Having a solid creative brief that everyone has agreed to can keep you proactive instead of reactive, and ready to pivot on a dime. If anybody questions whether it’s worth the time and trouble to develop one, just remind them how painful it will be when you realize your creative execution is off-strategy. To use an old adage, an ounce of prevention is worth a pound of cure. And AIM + DesignPrinciples is that prevention. When your brief affirms your audience, your impact, your message (AIM) and the standards by which you will tell it (DesignPrinciples), you can move forward when life tries to knock your project down.
The best part is this: leading the development of a good creative brief gives you an opportunity to step up and be a trusted advisor. You don’t have to be at the highest levels of a marketing or creative organization to do it. You just need to show that there’s a process, and communicate to all levels how it will lead to a better campaign or messaging exercise. Once you accomplish it, any colleagues who were initially reluctant to go through this process will be much more likely to actually insist on a creative brief the next time. It’s that valuable.
You need a simple set of open-ended questions to begin process of crafting an actionable brief. Work it into your process so that your skittish colleagues cannot simply drop a project in your lap without answering these elemental questions, which stem directly from our formula:
Four questions, that’s it. But these four questions can open the door to vital, engaging and collaborative conversations that are the only way to find agreement on strategy and goals. In short, you need to ask before you can assert—and a creative brief is the personification of strategic assertion.
Good creative briefs and the process of building them have enabled Rob Roy and our clients to adapt to some challenging situations—instances when panic is beginning to set in, and people are on the brink of going into fight or flight mode. We’re not naming names, but we’re sure these examples might sound like something you’ve experienced:
Rob Roy believes passionately that the best way we can enable our customers is through our role as trusted advisors. One of the surest ways to gain someone’s trust is to make them re-think their approach to a problem. So we invite our fellow creatives and marketeers to use the AIM +Design Principles equation, and see how it helps you be a trusted advisor to your own clients and execs.
It’s tough. We know. You have to ask questions and stand your ground, and demand answers and collaboration before you can move forward. From this you gain a solid creative brief, with buy-in from leadership, that the best messaging campaigns require. You gain respect, earn trust, and people will be happy to collaborate with you in the future.
AIM + Design Principles = Creative Brief.