Why the Nationwide Ad Didn’t Work

By now, most of America has seen what has been dubbed, “the worst Super Bowl commercial of all time,” the somber Nationwide insurance ad called, “Make Safe Happen.”

Nationwide CMO, Matt Jauchius, told Fast Company that, “The purpose of the ad is to, in a way, stage an intervention on this issue.”

Here’s the thing about interventions. They are used when someone is in deep denial about a problem. Interventions are a last resort method used when someone is out of control, hell-bent on destruction and won’t listen to reason.

The challenge with preventable childhood deaths isn’t an issue of denial, it’s an issue of education. No one is purposely making their home an unsafe place for their children. No one is sitting idly by while children die. No one is unmoved by these statistics. They are just unaware.

The Nationwide ad missed the mark by creating fear instead of understanding.

Fear-based marketing is like TNT. If deployed correctly, and in the right context, it may accomplish breakthrough awareness. If deployed incorrectly, it will blow up in your face.

Or worse, Twitter.

 

Cracking the Code: How to Accelerate Strategic Insights

SPOILER ALERT: A bunch of British masterminds cracked the Nazi Enigma code during World War II.

The new movie, The Imitation Game, portrays the true story of the father of modern computer science, Alan Turing, and a band of British cryptologists, as they developed a machine that could translate the ciphers produced by German Enigma machines. The top-secret project, called Ultra, is estimated to have accelerated the end of World War II by two years, saving more than an estimated 14 million lives.

It’s a great film addressing important issues of childhood trauma, personal identity and social tolerance, but it also very accurately depicts the nature of strategic insight. The team is assembled to tackle a truly “wicked” problem–in every sense of the word. They hole up together in Hut 8 at Bletchley Park to save the world with math.

Everyday, they have about 16 hours–from the time the first German messages are intercepted to the time the Enigma machines settings are changed at midnight–to try to crack the code. When Turing finally assembles a machine that has the ability to solve the cipher, it still can’t work fast enough to process all of the possible combinations in time. With more Allied troops and civilians dying with each passing day, the team literally raced the clock to come up with the answers.

And they were getting nowhere fast.

Jump to a scene where the dejected band is relaxing in a pub, throwing back a few pints and doing anything put thinking about the problem. In a casual flirtation, a friend mentions the German radio operator she intercepts messages from always uses the same word to begin his messages. Suddenly, Turing jumps from his seat–electrified by a strategic insight. Like Archimedes in the bathtub, he has a “Eureka! moment” that provides him with the final piece of the puzzle that helps him see the solution clearly.

What Creative Problem-Solving Really Looks Like

We’ve been led to believe that the best way to solve a problem is to get everyone into the biggest conference room for a brainstorming session. We announce the challenge and then everyone throws their best ideas into the ring. The “solution” reached is most likely a compromise. But The Imitation Game does a great job demonstrating the realities of successful creative problem-solving:

Correct problem definition
While others were trying to translate encrypted messages, Turing defined the problem differently. He was trying to build a machine that could decode the settings of the Enigma machine and, subsequently, decrypt all the messages. Correctly defining the problem allows teams to concentrate on the root issues that lead to strategic insights and game-changing results.

Solution generation by a diverse team
While the movie portrays Turing as the socially-stunted, brilliant mathematician that he was, he did not solve Enigma on his own. Various people from different backgrounds (even a woman, for Pete’s sake!) were brought onto the team to provide different perspectives on possible solutions. Together, they contributed ideas that ultimately informed the solution.

Frustration to the point of giving up
Sitting in a room constantly thinking about a problem can be counterproductive. However, history records many serendipitous moments when, frustrated by their lack of progress, people stopped thinking about the problem and lo, and behold–while they were walking, running, taking a shower, fishing, singing in the church choir, drinking a beer–they experienced a strategic insight.

The certainty of strategic insight
One of the defining characteristics of a true strategic insight is that it comes with great certainty. A strategic insight will feel like a “slap-yourself-on-the-forehead” good idea that was right in front of you all along. With that certainty, it is easy to galvanize an insight-driven team to take the next step.

Imitating “The Imitation Game”

Want to imitate the results you see in The Imitation Game to crack the code on your own Enigma? Here’s how:

1. Take time to clearly define the problem.
Use a tool like Toyota’s Five Whys to help you get to the root issues of the challenges you are experiencing. As Albert Einstein said, “If I had an hour to solve a problem, I’d spend 55 minutes thinking about the problem and 5 minutes thinking about the solution.”

2. Assemble a diverse team to generate possible solutions.
You need both experts and novices on your team. If everyone on the team thinks exactly alike, the chances of unearthing a revolutionary insight are slim. Search for analogous problems in other industries and bring in an outsider to provide a fresh perspective.

3. Allow the team to spend time together and time alone to encourage insights.
The best insights are achieved by a combining past knowledge, application of lateral expertise, fresh perspectives and time. Don’t rush the solution, be patient with the process.

4. When lightning strikes, capture the energy!
When a strategic insight occurs, act on it immediately. Use the certainty that comes with a strategic insight to gain momentum in executing your solution.

 

The Unexpected Secret to Maintaining Creative Energy

iknowthatvoiceWe’ve all experienced it. A group is effectively collaborating, tossing ideas back and forth like ping-pong balls when a self-appointed devil’s advocate throws a “bad idea” bomb. Right then, all the energy leaves the room. People put their walls back up and the sharing stops. As a former grenade launcher, I’ve been an eyewitness to many of these levity letdowns but it wasn’t until I became a facilitator that I realized what was actually happening.

In the documentary, I Know That Voice!, legendary voice actors talk about their craft, their creative process and their community. The film, available now on Netflix, includes scenes of voice directors talking about how they get great work out of these great talents. At one point, voice director Charlie Adler gives his perspective on doing line readings for his actors.

“Part of what makes the work so thrilling is not squashing the energy in the room, keeping the actors engaged, excited and spontaneous while balancing what needs to happen in the room…without anyone feeling dishonored.”

Charlie Adler
Voice Actor and Director

And right there, out of the mouth of the Hamburgler,  is the secret to maintaining creative energy. Honor. You don’t have to think the idea is a keeper to honor the intention or to honor the person offering the idea. Ideas are gifts. Offering an idea is a moment of vulnerability and risk. We should receive them with gratitude, creating a safe space for them, even if, upon later evaluation, we might choose to, um, regift them.

Recently, I started to include a blank sheet of paper in my Brainshower workshop folders. At the beginning of the session I have everyone wad up the paper into a ball. They are then instructed that whenever someone dishonors them in the session, they are allowed to lob the paper ball in that direction. It’s a not-so-subtle message to the naysayers in the room to pour some of that cold water in their bucket into their half-empty glasses instead.