The Macro Problems of Micromanaging the Creative Process

We’ve all been there: Watching a CEO or high-level client rewrite copy or play art director. Don’t they have better things to do? Maybe not.

CEOs and other senior executives call the shots, are accountable to many audiences, and more often than not, take it all personally because of their egos. For many of them, micromanaging a project is easier than laying out a big vision and letting others work towards it. So marketing makes an easy target for their attention.

But bringing top-level management into the creative process at an early stage is becoming more and more popular with agencies looking to build trust with clients. Involving the executives is sometimes the best way to get something done. They feel a sense of ownership over the ideas and therefore champion them through the process. It’s risky, and only confident agencies make it work successfully. Because the clients can easily start believing they have more creative abilities than they do. Or perhaps they’ll see that their agency doesn’t have a magic formula — leaving the client to think they may no longer need outside help.

It’s the subject of my new column on Talent Zoo, which is on their home page today.

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About Dan Goldgeier

Blogging on AdPulp since 2005, Dan Goldgeier is a Seattle-based freelance copywriter with experience at advertising agencies across the U.S. He is a graduate of the Creative Circus ad school, and currently teaches at Seattle's School of Visual Concepts. In addition, he is a regular columnist for TalentZoo.com. Dan published the best of his TalentZoo.com columns in a book entitled View From The Cheap Seats: A Broader Look at Advertising, Marketing, Branding, Global Politics, Office Politics, Sexual Politics, and Getting Drunk During a Job Interview. Look for it on Amazon in paperback and e-book editions.