Fearless Creative Leadership

Edited highlights of our full conversation. How do you feel? Tim Mapes is the Chief Marketing and Communications Officer for Delta Airlines. Delta employs over 90,000 people and puts 4,000 flights into the air every day. As Tim points out, a Delta plane is in the air every second. It is a high-pressure, highly visible job. Behind that job, is a person. Early in our conversation, it became obvious that Tim is very willing to look at himself honestly and at his own behavior with self awareness. I asked him where that came from. And he said, simply, counseling. Invariably, in my experience, it ties back to an experience you had as a child that is being triggered by something in adult life, but it's evocative of a feeling that you either liked or didn't like or were scared of as a child. Leaders are human too. It's easy to forget that simple truth in a world in which leadership itself is too often deified. The more impressive the title, the more we imbue that person with mystical powers of knowledge and wisdom. Leaders need to earn the respect of the people that choose to work for them. And re-earn it on a regular basis. The problem is that over time, successful leaders often tend to create a one way mirror that shows them the world they want to see. And the people that work for those leaders quickly learn that challenging that image is a ticket to nowhere. The act of building that mirror is usually not one of arrogance or hubris. More often, much more often, it comes from a need to protect ourselves from a feeling that is too difficult to confront. The willingness to ask ourselves how we really feel, and the courage to explore that question honestly, is the beginning of a journey that replaces the mirror with a window into the lives and feelings of others. And from that beginning, anything is possible.

What terrifies you? This episode marks a couple of important moments. It's the first of a series that I recorded last week at the Cannes Lions festival of creativity. I have come to learn that Cannes is invaluable on two levels. First, for the people you meet and the relationships you build and develop. Many of the most important and meaningful relationships in my life have been forged and developed over the years at Cannes. And second, because Cannes, in my experience, is where the future first appears. Not on the main stages, but in the whispy smoke of quiet conversations and afterthoughts that happen away from the spotlight, and that, if you're paying attention, tell you that something is changing. In the months leading up to this years festival, in a series of conversations that I had with Simon Cook - the CEO of Cannes - he and I came to learn that there are two things we both want to change. We want to change the expectations and structure of modern leadership. And we both want to change ourselves. Simon is rare. A leader in a highly visible position, unafraid to show who he really is. Together, we agreed that this year, we would share a stage at Cannes to discuss our own, very personal journeys and why we think they are reflective of a still quiet but rapidly emerging new form of leadership. One in which vulnerability is an expectation. Here's a question. What terrifies you? Today's episode was recorded last week at Cannes in front of a group of 37 young creatives from 29 countries who had won places to the Roger Hatchuel Student Academy. It's the most intimate expression that Simon or I have ever shared publicly of who we are. Our hope is that this helps to catalyze a shift across the creative industries of how leadership is evaluated and what it is fair to expect of each other - and ourselves.

Keith Cartwright, Founder and CCO of CARTWRIGHT, discusses the importance of forward thinking and leadership in the creative industry. He shares his childhood passion for art and explores the connection between creativity and entrepreneurship. The podcast also delves into the challenges of branding in a changing world and the need for leading with love and demonstrating care.

Edited highlights of our full conversation. Are you looking backwards or forwards? Keith Cartwright is the Founder and CCO of CARTWRIGHT, an agency built on the principle of Creative Audacity. He is also Co-Founder of SATURDAY MORNING, an organization built on using creativity to shift negative perceptions in the African American community. Keith was named one the 50 Top Creatives in the Business by Adweek Magazine, and by Campaign Magazine as Top 10 Most Influential People in Advertising. The world is complicated. Perhaps more today than ever before. The journey to the future is not clear. What will be true when we get there? When our children get there? And who will we be when the future arrives? We are complex beings. Drawn to look forward. Built to dream. But influenced by our past more than we sometimes care to admit. And much more than we know. Leadership provides the light to the future for all of us. Creativity the fuel. The combination offers limitless potential. Unlocking that potential, unleashing our full impact during the time we are here, either in this job or in this life, happens when we can bring ourself - our whole self - to every moment. When we understand the journey and the influences that have brought us to this moment, when we know where we want to go, and we are clear and conscious about the obstacles and limitations and beliefs that we place in our own way, then we become a rare and powerful force. We become a Whole Leader. Where are you on that journey?

Edited highlights of our full conversation. Are you looking backwards or forwards? Keith Cartwright is the Founder and CCO of CARTWRIGHT, an agency built on the principle of Creative Audacity. He is also Co-Founder of SATURDAY MORNING, an organization built on using creativity to shift negative perceptions in the African American community. Keith was named one the 50 Top Creatives in the Business by Adweek Magazine, and by Campaign Magazine as Top 10 Most Influential People in Advertising. The world is complicated. Perhaps more today than ever before. The journey to the future is not clear. What will be true when we get there? When our children get there? And who will we be when the future arrives? We are complex beings. Drawn to look forward. Built to dream. But influenced by our past more than we sometimes care to admit. And much more than we know. Leadership provides the light to the future for all of us. Creativity the fuel. The combination offers limitless potential. Unlocking that potential, unleashing our full impact during the time we are here, either in this job or in this life, happens when we can bring ourself - our whole self - to every moment. When we understand the journey and the influences that have brought us to this moment, when we know where we want to go, and we are clear and conscious about the obstacles and limitations and beliefs that we place in our own way, then we become a rare and powerful force. We become a Whole Leader. Where are you on that journey?

Global CMO of McDonald's, Morgan Flatley, discusses the importance of creativity and innovation in the company. They reflect on their journey of discovering creativity and their competitive nature. The chapter explores how McDonald's brings their values to life and emphasizes the significance of servant leadership. Flatley reflects on career shifts and finding fulfillment in their current role. They discuss the evolution of leadership in the digital age and the importance of difficult conversations. The chapter also explores promoting a fun and supportive environment and the role of AI in unlocking creativity at scale.

Edited highlights of our full conversation. How creative are you? Morgan Flatley is the Global CMO of McDonald's. McDonald's is one of the most visible, valuable, and influential brands in the world. Since the company's birth, it's been powered by creative thinking and innovation. Today, that's more true than ever. Leadership is an awesome responsibility. Do it well or do it badly, you will change people's lives, either way. The creative industries have some exceptional leaders. At their heart lies a passion for creating an environment in which others can unlock their gifts. A passion, as Morgan describes it, for nurturing creative thinking, for protecting it and giving it a space to grow. In the middle of all that, it is sometimes easy to overlook everything that you bring to the table. To underestimate your own gifts. I was fortunate to spend a good part of 2006, 7 and 8 in the company of Sir Ken Robinson. His TED Talk, "Do School Kill Creativity?" has been watched 75 million times. I've included a link in the episode notes. His basic belief that we are all born creative, resonates so powerfully with people that whenever I was with him, he was stopped over and over again by strangers who told him that he had changed their lives. He died much too young and much too soon. My definition of creativity comes from him. Original thinking that has value. In my work, I have learned that most leaders don't fully recognize their own extraordinary abilities. And many of the very best leaders instinctively feel that they are not creative. I have lived that reality myself. Surrounded by world-class creative ideators and talent, it is easy to believe that we lack their gifts until someone helps us to see ourselves differently. I was fortunate to have someone do that for me. Today, helping leaders to see all of their strengths is one of the most rewarding parts of what I do. Creative thinking comes in many forms. And its value is unlocked exponentially when, as leaders, we gain the confidence to see ourselves as we truly are. Powerfully creative in our own right. This does not make creative leadership a competition. It makes it an equation focused on the people that work for us. An equation that says recognizing our own talent can make us even better at unlocking theirs.

Edited highlights of our full conversation. How creative are you? Morgan Flatley is the Global CMO of McDonald's. McDonald's is one of the most visible, valuable, and influential brands in the world. Since the company's birth, it's been powered by creative thinking and innovation. Today, that's more true than ever. Leadership is an awesome responsibility. Do it well or do it badly, you will change people's lives, either way. The creative industries have some exceptional leaders. At their heart lies a passion for creating an environment in which others can unlock their gifts. A passion, as Morgan describes it, for nurturing creative thinking, for protecting it and giving it a space to grow. In the middle of all that, it is sometimes easy to overlook everything that you bring to the table. To underestimate your own gifts. I was fortunate to spend a good part of 2006, 7 and 8 in the company of Sir Ken Robinson. His TED Talk, "Do School Kill Creativity?" has been watched 75 million times. I've included a link in the episode notes. His basic belief that we are all born creative, resonates so powerfully with people that whenever I was with him, he was stopped over and over again by strangers who told him that he had changed their lives. He died much too young and much too soon. My definition of creativity comes from him. Original thinking that has value. In my work, I have learned that most leaders don't fully recognize their own extraordinary abilities. And many of the very best leaders instinctively feel that they are not creative. I have lived that reality myself. Surrounded by world-class creative ideators and talent, it is easy to believe that we lack their gifts until someone helps us to see ourselves differently. I was fortunate to have someone do that for me. Today, helping leaders to see all of their strengths is one of the most rewarding parts of what I do. Creative thinking comes in many forms. And its value is unlocked exponentially when, as leaders, we gain the confidence to see ourselves as we truly are. Powerfully creative in our own right. This does not make creative leadership a competition. It makes it an equation focused on the people that work for us. An equation that says recognizing our own talent can make us even better at unlocking theirs.

How do you say goodbye? Brad Simms is the President and CEO of GALE Partners. They describe themselves as strategic storytellers. GALE was founded in 2014 with seven people in Canada. Today, the agency is 734 people across 11 offices. It was this year named #5 in the Ad Age A List, and as Adweek's Breakthrough Media Agency of the Year. GALE has above average talent retention rates. But over the course of nine years, something like 1,300 people have spent time at the agency. Put another way, almost 600 people have left the company since it started. The creative industries are a case study in dynamic organizations. Change is not just inevitable but essential. It is both the fuel and the consequence of creative thinking and innovation. In that environment, people will come and others will leave. And that is as it should be, both for personal growth and for the growth of the business. There are two variables in that equation. When they leave, and how. The question of when is for another day. The question of how is as important. And often, significantly more so. For many years, the view was that four or five jobs in a thirty-five year career represented a reasonable timeline. Time to learn, time to influence and to impact. A win-win. Back then, the idea that you would return to a company that you had worked for before was limited only to those few who realized that leaving had been a mistake, and raced back to the safety of the known. Often within days. Today, creating the conditions in which employees can boomerang is a practice so common that it has an actual name. And companies with a proven ability to rehire former employees gain distinctive competitive advantages. Institutional knowledge, cultural fit, team casting, and speed of impact being just four. Today, when someone leaves, the question of whether you, as the leader, are respectful and grateful for the time they spent at your company, will have more impact on whether they want to come back than anything that you do while they are there. And more to do with who else might want to join you in the first place.

Edited highlights of our full conversation. How do you say goodbye? Brad Simms is the President and CEO of GALE Partners. They describe themselves as strategic storytellers. GALE was founded in 2014 with seven people in Canada. Today, the agency is 734 people across 11 offices. It was this year named #5 in the Ad Age A List, and as Adweek's Breakthrough Media Agency of the Year. GALE has above average talent retention rates. But over the course of nine years, something like 1,300 people have spent time at the agency. Put another way, almost 600 people have left the company since it started. The creative industries are a case study in dynamic organizations. Change is not just inevitable but essential. It is both the fuel and the consequence of creative thinking and innovation. In that environment, people will come and others will leave. And that is as it should be, both for personal growth and for the growth of the business. There are two variables in that equation. When they leave, and how. The question of when is for another day. The question of how is as important. And often, significantly more so. For many years, the view was that four or five jobs in a thirty-five year career represented a reasonable timeline. Time to learn, time to influence and to impact. A win-win. Back then, the idea that you would return to a company that you had worked for before was limited only to those few who realized that leaving had been a mistake, and raced back to the safety of the known. Often within days. Today, creating the conditions in which employees can boomerang is a practice so common that it has an actual name. And companies with a proven ability to rehire former employees gain distinctive competitive advantages. Institutional knowledge, cultural fit, team casting, and speed of impact being just four. Today, when someone leaves, the question of whether you, as the leader, are respectful and grateful for the time they spent at your company, will have more impact on whether they want to come back than anything that you do while they are there. And more to do with who else might want to join you in the first place.