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Mike Killeen Lenz MarketingLENZ views leadership broadly and encourages leadership development among everyone on our team. In this series of interviews, several of our leaders reflect on their principles and practices, and on the lessons in leadership they’ve learned along the way.

Mike Killeen is the vice president of marketing at LENZ and an adjunct professor of healthcare marketing at Emory University’s Rollins School of Public Health. He has worked for LENZ since 2002.

Excluding colleagues at LENZ, who taught you the most important lesson that guides your work at LENZ today? What did you learn from them?

My father is a great leader. He carries himself with humility and without a lot of pomp and circumstance. If I’m doing what I aspire to do, that’s the model for me. You can be very effective as a leader without all the bravado, without seeking attention.

People are smart. You don’t have to tell them everything. They learn a lot from watching what their leaders do. Good leaders do what they say they’ll do. They admit when they make mistakes. They bounce back from failure.

You don’t need grandiose speeches to teach these values. There is a time to stand in front of a room and give a pep talk, but I don’t think it replaces showing up every day and doing your job, and showing rather than telling what the team is there to achieve.

My dad quietly embodies what he needs to do, and people understand.

What is an important lesson about leadership that you learned from a client?

You don’t have to be a jerk to get what you want. We work the hardest for the clients that we care about. We believe in them and in their mission. We believe in the work they do and their character.

I’ve learned from some clients that you can build a world where people working with and for you are invested in you and give you their best work. You can get a lot of great performance without bossing people around.

What impact that you’ve made through your leadership at LENZ feels most meaningful to you?

I hope that I’ve helped people enjoy their job. I do think that you spend so much time at work, so much time with the people you work with, you might as well enjoy it. “Fulfill” is a better word. You might as well find it fulfilling. What a drag it would be to have to come to work every day and just count the minutes until you’re done.

Good leaders help those hours that you’re working be enjoyable and have meaning. They listen to people and care what they have to say. They try to act on their wants, spoken or unspoken.

Tom Coughlin once said, “Coaching is making players do what they don’t want to do so that they can become what they want to become.”[1]

And while I hope I’m not too often making the people of LENZ do things they don’t want to do, I try my best to help them become what they want to become.

What’s a mistake that you made as a leader at LENZ? What did you learn from it?

How much time do you have?

Here’s an analogy. Sometimes when you’re coaching a basketball team, you have to tell one player to pass less and shoot more, and the other to shoot less and pass more.

I have learned that, at times, I need to be more hands on. I am still working on trying to figure out when it’s time to be assertive.

We have a great team at LENZ. We trust them with everything. We’ve had all kinds of success through leaders getting out of the way. We let people be themselves and do what they need to do.

But there’s also a time as a leader to see what’s going on, then recognize and act on an instinct, because you have a different perspective. You have to assert yourself and say, “Actually, we need to do this right now.” Or, “I don’t know a lot, but I know this.”

I try to live by the rule of staying out of the way and letting great people do their jobs. But I’m also trying to listen more often to my own instincts.

What’s a belief or opinion you have in your field that most people in your field don’t share?

I believe in marketing. I think marketing is powerful. I think marketing is very often the missing ingredient. But a lot of people in my industry think that if you have a great commercial, or a great logo and website, that’s all that matters. Good marketing can sell anything.

I think what really matters is product design. The product is the thing. Our role is to help tell the story, but success depends on the product.

I was at the Rolling Stones exhibit in Nashville recently. I saw a video interview there of Don Was, who produced several of the Rolling Stones’ albums. He said something like, “They make the music. My job is to turn a knob or help them decide the song order. That’s important, but at the end of the day, they’re the Rolling Stones.”

In marketing, you need to have some humility to do your job well. You play an important role, but it’s just one role. It’s all about the client and their product.

Fast forward as many years as necessary. You’re leaving your present role, whether for a promotion or a job change or retirement. What advice would you give to the next person who fills your position?

Close the blinds in summer because it gets so hot in my office.

More importantly, try to set people up for success, then let them do their things. Trust them.

If you get the right people, they will care a lot, and they’ll probably be better at what they’re doing than you are. Ask them what they need to do their job as well as they can, and then give it to them.

[1] https://www.nytimes.com/2007/02/24/sports/football/24combine.html

How Creativity Beats Brute Force in Marketing

By Mike Killeen

If you’re old enough to have witnessed the introduction of the first Macintosh computer, you probably remember the electrifying ad[1] that announced its release.

It was 1984, the year of Big Brother, and the thought police might be compelling conformity with IBM computers: dulling our imagination, assimilating us all into automata. And it was Super Bowl XVIII: Raiders versus Redskins, at a time out and commercial break during the third quarter.

An athletic woman in bright red shorts and a white tank top, carrying a sledgehammer, runs between rows of seated compliants who are staring up at a giant screen where a man speaks of information purification. She spins three times and hurls the hammer. The screen explodes. A voiceover announces that, in two days, Apple will release the Macintosh. He promises that 1984 will not be like 1984.

The ad, which was directed by Ridley Scott, was all over the news the next day, and Apple had, to say the least, a very successful product launch. The Super Bowl spot was the one and only airing of the commercial to a national audience. One was all it needed.

Counting the Quickening of Our Hearts

There’s an old adage that says it takes seven impressions for people to remember a marketing message and consider taking action. Or maybe it’s eleven impressions. Or three. Or, as claimed in 1885 by Thomas Smith in Successful Advertising[2], twenty. The number changes depending on who’s asserting it, usually without any evidence or citation. Attempts to study the matter with scientific rigor give more complicated and disputed results for a quantity that has been formalized as “effective frequency.”[3][4]

But whatever the number, the underlying idea is the same. Our brains are PCs running rigid procedural languages. If we enter the data, call the subroutine, and complete the required loops, then the action we want will be triggered. Over the decades, many billions of advertising dollars have been budgeted based upon this belief.

Perhaps that entire paradigm needs a sledgehammer through its screen. Memory, impressions, motivation to action: surely these arise from more than math. In the real world, we remember best that which resonates with our heart and understanding.

That time in third grade when Kristi S. looked at me in a way no girl had looked at me before. The first time I saw and heard Nirvana’s “Lithium” on MTV. The birth of my three children.

No repetition is needed for the moments that truly move us or the memories that can change us forever.

The Spark Not Carried by Semiconductors

We’re losing something important in this era of algorithms and analytics, of impressions, click-throughs, and conversions. We’re losing sight of the importance of creativity, the significance of talent, and the value of art. What is the worth of a great designer? A great writer? A talented actor? How many banner ad impressions can one gifted photographer replace?

College courses, museums, centers for performing arts: these still elevate in our culture the importance of creativity, talent, and art. But in business, we’re slipping under the sway of synthesized sirens who sing of machine learning-driven search marketing[5] and AI-managed email campaigns[6].

This is not to take away from the machines’ miracles. What digital data can do today is truly remarkable. We know so much more about our audiences. We can customize our messages and target delivery with a precision unimaginable even a decade ago. We can follow audiences wherever they may go, placing optimized impressions on every screen they may encounter.

Bending the Curve

So why do we bother to look for the creative spark, the light that resonates with a human heart? Why do we value human creators who know the mysteries of shaping fire into art?

Across the human experience, there are many reasons. But in the realm of marketing, we do the hard work of creating because it helps us bend the curve of needed impressions.

Multiple studies reported on in the Harvard Business Review found that ad campaigns with originality and high artistic merit delivered double the impact on sales.[7] They calculated that advertisers in most categories of industry could redirect a significant portion of their budget to develop more creative campaigns, spend less on buying impressions, and come out ahead on sales.

If we’re marketing a hospital birth center, we can serve up thousands of impressions that ours is “the best birth center.” And perhaps, with sufficient saturation, we’ll sway some people to suspect it is so. Or we can tell a moving story: a sacred passage, a new life entered in distress and then saved, two become three become one.

When a message is truly compelling, when it grips the imagination and quickens the heart, when it opens the poetic places within us… then we get more for so much less. We don’t have to run the ad as many times. We don’t have to follow our audience across all their screens. They may even come to us, asking us, please, tell me that story again.

This is the value of creativity, of talent, of unique physiques and voices, of ineffable humanity. When we create a message that moves people, the math matters less and the meaning matters more.

There’s an old adage that says you never get a second chance to make a first impression. But if that first impression inspires enough hearts to sing, one may be all you ever need.

Interested in making the best first impression? Contact us today!

[1] Apple (1984). 1984. Viewed March 5, 2018 at https://www.youtube.com/watch?v=VtvjbmoDx-I

[2] As reprinted in Kimmel, A.J. (2018). Psychological Foundations of Marketing: The Keys to Consumer Behavior. Routledge.

[3] Naples, Michael J. (1979). Effective Frequency: The Relationship Between Frequency and Advertising Effectiveness. Association of National Advertisers.

[4] Jones, John Philip (1997). “What does effective frequency mean in 1997?” Journal of Advertising Research, July-Aug. 1997, p. 14+. Academic OneFile, Accessed 30 Mar. 2018.

[5] Acquisio (2017, September). Acquisio Turing™ Machine Learning Performance Report. Retrieved March 30, 2018 from http://www.acquisio.com/sites/default/files/acquisio-turing-ml-performance-report.pdf

[6] Rathi, Nandini (2017, April 19). “4 ways AI can improve email marketing,” VentureBeat. Retrieved March 30, 2018 from https://venturebeat.com/2017/04/19/4-ways-ai-can-improve-email-marketing/

[7] Reinartz, Werner, and Peter Saffert. “Creativity in Advertising: When It Works and When It Doesn’t.” Harvard Business Review, Harvard Business Review, 31 July 2014, hbr.org/2013/06/creativity-in-advertising-when-it-works-and-when-it-doesnt.