Adonis Diaries

Clients want you to feel proud signing your work: Milton Glaser’s rule

Posted on: February 16, 2016

Clients want you to feel proud signing your work: Milton Glaser’s rule

Milton Glaser’s rule

There are few illustrators who have a more recognizable look (and a longer productive career) than Milton Glaser.

Here’s the thing: When he started out, he wasn’t THE Milton Glaser. He was some guy hoping for work.

The rule, then, is that you can’t give the client what he wants.

You have to give the client work that you want your name on. Work that’s part of the arc. Work that reflects your vision, your contribution and your hand.

That makes it really difficult at first. Almost impossible. But if you ignore this rule because the pressure is on, it will never get easier.

Posted by Seth Godin on February 11, 2016

Loose/tight, thoughts on management

If you have a pad of Post-Its, a watch or a car, it’s unlikely you hired and managed a team of people to build it for you. That makes no sense. You knew exactly what you wanted, and you bought a finished product that met spec.

If you do online banking, payroll or even printing, you’re doing the same thing. The people at those institutions don’t work directly for you, instead they provide a service at arm’s length.

So why hire employees?

Sometimes, the work is so custom, we can’t easily outsource it.

Sometimes, the work is so time critical or location dependent that we need a staff person here and now.

But mostly, we need the insight and judgment and leverage that employees bring us. All of us are smarter than any of us, and adding people can, if we do it right, make us smarter and faster and better at serving our customers.

It can’t work, though, if you insist that the employees read your mind. If you have to spend as much time watching and measuring your team as the team spends working, then you might as well just do the work yourself.

Effective post-industrial organizations have overcome this hurdle by differentiating between the loose and the tight.

Tight control might be appropriate for items like: promises kept, or how we treat our customers, or financial rigor.

Loose principles, on the other hand, might be applied to the way people approach problems, communication methods or less standardized matters like setting and tone.

We fail if we misjudge what ought to be tight. And we guarantee frustration when we’re unwilling to let the humans we hire be humans.

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