How to Organize and Lead a Creative Team

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April 12, 2022 Brand Leadership Business Growth Career Growth Creative Agency Design Leadership Strategy

Guest Speaker

Kevin Frank

Executive Creative Director, LinkedIn

Kevin Frank leads creative at LinkedIn. In his five years there, he transformed the internal agency into a finely-tuned creative machine that made the AdAge Best Places to Work list for two years running and helped the company land a spot on the Interbrand and BrandZ Top Global Brands lists.

Organization for the creative win.

Intentional organization turns creative teams into well-oiled machines. As a creative leader, deciding the who-what-how behind people and projects helps you communicate creative vision to teams who can make it more than just an idea — they can make it a practice. Thoughtfully organized, creatively led teams change company culture and gain client trust, two fundamental aspects of an employee’s day-to-day work experience.

Whether you’re building teams at a company of 20 or of 20,000, LinkedIn Executive Creative Director Kevin Frank joins Adam for this episode of Real Creative Leadership to discuss what creative leaders need to consider — and often easily overlook — about this important process.

Watch now to learn:

Why having a philosophy helps you divide up a team
How to help teams understand client business
When to revisit team organization
What it takes to build the relationships business requires

mentioned in this show:

Adam Morgan

Creative Leader and RCL Host

The Stoke Group

Digital Marketing and Full-Service Content Agency

Transcript

Adam Morgan:

Hello and welcome to this brand new episode of Real Creative Leadership. Today our topic is organizing a creative team, and we’ve got a fantastic guest to help dig into this. His name is Kevin Frank, and he’s the executive creative director at LinkedIn. In his five year journey there he’s transformed the company’s internal agency into a finely tuned creative machine that has made the Ad Age Best Places to Work list for two years running and helped the company land a spot on the Interbrand and BrandZ Top Global Brands list. Kevin has also been a creative director for Apple, a freelance creative director on his own, and he’s taught advertising at the Academy of Art University. Kevin, welcome to the show.

Kevin Frank:

Thank you. I’m super psyched to be here.

Adam Morgan:

Can you give us just a brief introduction about your career and your journey as a creative leader?

Kevin Frank:

Sure. Well, I mean, you’ve covered a bit of it, but I would say the first half of my career was working in advertising agencies. First big place that I worked was FCB in Chicago, and the first let’s say significant place that I worked was at Venables Bell here in San Francisco. And I was one of the — I won’t say that I’m a founder — I was one of the charter members. It was me and Bob and Greg and Paul and Lucy and a couple other folks sitting in a room trying to figure out how to, how to build an agency. So yeah, I learned a ton there. I was able to start my career off in advertising and then I transitioned over to in-house in my freelance year.

So Apple called me up and said, “Hey, do you want to do a project?” And I said, “Sure.” And then they said, “Do you want to do another project? You did an okay job at that first one.” And I said, “Sure, that sounds good.” And that went on for a couple of years until finally they said, “Hey, how would you feel about working here full-time?” And I said, “That sounds good. What would you like me to do?” And they said, “Well, we need somebody to run global retail.” And I said, “I’ve never really worked on retail before.” They said, “That’s okay, we like the way you think.” And so it was Apple, it was a huge learning experience, and I learned how to be a marketer from arguably one of the best marketing companies in the world, and I learned how to run a team, and I learned how to operate in a corporate environment and be successful in that kind of environment.

And then after eight years at Apple, I knew that I wanted to continue on in-house. I really enjoyed working on brands that I cared about and being invested in those brands. I knew that I wanted to build a brand. I knew that I wanted to build a team. I knew that I wanted to work at a place that I cared about. Apple, I’ve never owned a computer that’s not a Mac and I’ve never owned a smartphone that’s not an iPhone, and I really believe that Apple makes great stuff, and that was important to me.

And I believe in the mission of LinkedIn. So working at LinkedIn has given me an opportunity to really help people of all kinds on their career journeys, whatever those journeys look like. And I’ve been at LinkedIn five years and I don’t know, maybe 10 days now? I just did my five year anniversary.

Adam Morgan:

Down to the days. That’s awesome.

Kevin Frank:

I don’t know. I’m estimating the days, I know the years.

Adam Morgan:

Oh, that’s awesome. Well, great, thank you for giving us that background. And now, as we dig into… So clearly you’ve had a lot of great experience running creative teams, building businesses, building brands. What we want to touch on today is just for other people who are either getting into this or who are looking for some insights on how to do something differently. You and I are just going to have a great conversation about how do we organize our teams? How do we help keep them structured, focused on the right things, moving forward to the north star, whatever that thing is that you move toward.

But let’s first start out, talk to us about what are the functions on your current team? How’s your leadership organized? Like, just give us a good lay of the land of your team.

Kevin Frank:

So my title is executive creative director, but, but my job is really a whole lot more like a general manager, because I have more than just creative reporting up to me. I have, I mean, I have creative, and I’ve got all of the creative functions that you would expect. I’ve got writers and art directors and designers, but I also have a production team, and I also have an account service team, I also have a strategic team. And that was all really mindfully designed. When I started my team had… I think LinkedIn was just looking for a place to put a lot of different kinds of creative folks, but it hadn’t been designed for the needs of the business. And so when I came in, I really intentionally decided that we needed all of these functions because there was so much work to be done across the business.

Adam Morgan:

Hmm. That’s great. And I know this is a question that I’ve tackled so many times, and right now it sounds like most of your team is divided up by function. Whether you’re in writing or you’re in strategy or you’re in whatever, but there are a lot of ways to splice up a team. And I know I’ve done it many different ways in the past and there’s no right answer, but tell me some of the other ways you’ve maybe had teams already in the past, like maybe product or media or how that’s worked.

Kevin Frank:

Although I do want to address the first thing you said, where I want to, I want to make sure I’m saying it right, where I had teams divided up by function. And that’s true, I do have very functional teams, but, one of the things that I tell everybody when they start, and one of the cultural cornerstones of my team, is that everybody is a creative. Whether you are working on strategy, whether you are an account service person, everybody has an opinion on creative, everybody has a creative say, and everybody can contribute to that creative.

And so that’s part of my philosophy, and likewise, I expect all of my creatives to be able to think strategically and to be able to manage internal clients. So part of having a small team is that I need people to do lots of different functions and understand lots of different functions.

So asking about organizing a team by function It really is a function of the resources that you have. I don’t think that there’s a right answer to that, and I don’t think that one model is necessarily better than the other, it just sort of depends what business challenges you’re solving for and how many people you have. So for example, at Apple, I left Apple five years ago and I’m not privy to how many people are at MarCom now, but I think it’s probably got to be around 1,500 people.

I mean, if I had 1500 people, then you can build a company, you can build a team of specialists. And I think that having, having people who are highly specialized, either in function or in the businesses that they work on is really valuable right. You have that expertise, you have people gain that knowledge of one particular piece of the business, but again, you need to have a lot of people to do that, especially in a big company. LinkedIn is I think almost 20,000 people now.

So for me, the reason that I went to a functional model rather than a model around products or, or line of business was, was really a numbers game. And again, part of my team culture is I want people to not just have a good understanding of the functions within my team, but also to have a really good knowledge of the different businesses that they work on across the companyIt not only helps us be nimble as a team, but it also helps them connect the dots across the business, so we are better business partners to our internal clients.

I think the other benefit to going broader or to leading into functionality versus product or the line of business that people are working on is like when I think about my team’s career, my team’s growth as individuals, it really enables them to have a deeper understanding of the whole business, so therefore that puts them in a position to have more growth opportunities. The more that they know about the business, the more people across the business respect what they do, and the more that I can make the case for them to advance in their careers either at LinkedIn or in other places.

Adam Morgan:

Oh, I totally agree with that. I love all that you’re saying. Not just by function, but cross-functional, and helping them. It’s the same thing, and once you become a leader, at least in the creative field, you have to be cross-functional, you have to be able to direct writing and video and art direction and all those things. So I think learning those skills along the way in one form or another is pretty critical.

Kevin Frank:

And it’s cross-functional not just in the sense of within my own team having an art director understand the business side of things, or a strategist to understand how to think creatively, it’s cross-functional across all of the internal clients that we work on.

So the more different businesses that you understand and different business models, both within LinkedIn and that you can extrapolate to other places that they might work down the road, like that’s only going to benefit them. And the more kinds of people that you interact with, the more personality types, the more nuances that you learn, that’s only going to help you be a better business person down the road as well.

Adam Morgan:

I love it. Great advice. At Adobe, we’ve acquired several different companies and it’s been interesting for me to see how those creative teams have functioned in different companies based on size again. And I think you were right, like when they’re smaller, it’s definitely more of a cross-functional thing. You have to work across the whole business, you have to understand it all, you have to get it.

But I’ve seen also where there’s been a growth phase where they’re halfway in between where they’re not quite big enough as in Apple where there’s just tons and tons of people, but halfway in between. And we get into this world of you create just a pool of creatives and then the tickets come in and whoever’s up first gets first in, first out, whatever it is, everyone works on everything versus specialized. Because I’ve also seen some of them where they’re organized by media type too.

It’s like, oh, you work on the website, you work only on email campaigns, you work advertising, you work on whatever. So there’s just, again, it’s like a matrix, there’s so many ways to split things and I’m sure it’s no right answer. But for me, that pool versus special thing, I think you can cross-tabulate or cut it up however you want.

But the pool thing — and I’ve had to do that at an agency several times and my early days at Adobe — and I kind of moved away from the pool thing, just, I don’t know, I feel like people didn’t have that ownership. Like when you have with your team as the cross-functional ownership where everyone sees all it does all, but they’re not just kind of removed from the process. Where I’ve seen in some of these pool models where an accountant person up front takes in all the tickets and then there’s just a slew of designers in the background churning away.

Kevin Frank:

I think to the first thing you were saying about, as you grow, there’s that kind of ambiguous area between you’re not quite big enough to be specialized and not small enough to have everybody work on everything. It’s really interesting that you say that because that’s exactly what I’m thinking about right now. And we are at a point in our growth where we have enough people and we have enough work coming in from our internal clients that it may make sense to organize in a slightly different way, and also the needs of the business have shifted, and I would say, have gotten more focused in the five years and 10 days I’ve been at LinkedIn.

So what I’m thinking about right now, and I’m still thinking about it, this is not definitely a thing I’m going to do is somewhere in between that idea of everybody works on everything and we have 1,500 specialists that just work on very specific things. So it’s a model where what if I had a team that just focused on our B2B units? Because LinkedIn does so much B2B. But again, within that, the folks who would be in that pod, let’s say, might work on all of the different B2B units. And any one of our business divisions is units is an entire client in and of itself. There’s plenty to go around.

So the ability I think to work on multiple business units if you sit within that team, there’s still a lot of good creative opportunity. It’s still a lot of different things you can work on. Another pod that I’m thinking about is what if we had a systems team?

One of the things that my team does is we’ve helped lead the development of the brand guidelines that we did. And again, there’s plenty to dig into there. The brand is, as you I’m sure know, brand guidelines are not a thing that you do and are done, they constantly-

Adam Morgan:

Endless.

Kevin Frank:

Yeah, they’re endless. Exactly. They never end because they’re always new. The world is changing. The business is changing. The needs of the marketers are changing. And so we need to evolve those guidelines and those systems to be current.

And so again within a systems kind of team, I think there’s plenty for creatives to dig into. The other thing that LinkedIn has really been thinking about a lot lately is this idea of creators. And that is people who are creating great content on LinkedIn so that more people are coming to the platform to engage with that content, hopefully giving those creators feedback about how to make better content themselves. And then the people who are coming to LinkedIn, if they’re inspired to create their own content, then driving those ecosystems.

This whole creator ecosystem is really important to the business right now. And so having a team that could be dedicated to that and be able to both produce that kind of content and react to things that are happening in the world in real time, I think it’s going to be really valuable. But again, there’s not one kind of creator. I think there’s going to be a lot to dig into there.

Anyway, the way that I’m thinking about the team now is this hybrid model of you work on specific things, but there’s enough variety within those specific things to still enable my team to connect those dots and work really cross-functionally.

Adam Morgan:

And I think the takeaway for me, no matter how you slice it, it’s giving some ownership and accountability-

Kevin Frank:

Absolutely.

Adam Morgan:

Whether that ownership is of a specific client or a specific group, or a specific need in the business, but then so they can own it and then be accountable for it, but still cross-functional so that they’re not stifled.

Kevin Frank:

Yeah, absolutely. That’s one of the ways that you keep teams motivated is you want them to feel that ownership. You want them to feel vested in the business that they’re working on, as well as the broader mission of LinkedIn. They want to be guiding that process and feel like they’re making a real difference.

And that’s again, one of the ways that I motivate my team is to give them those ownership opportunities to help them see that no matter what they’re working on, doesn’t matter what line of business, what project, it is all important to what LinkedIn does, and it’s all important to our mission.

Adam Morgan:

Let’s pivot a little bit onto another topic, which is, you mentioned once before that you had like 800 marketers that you have to satisfy, and I totally resonate with that. I feel like there’s always a thousand marketers to a handful of creatives in any given business.

But as you’re working with them, it’s challenging to keep up with all of those different people. Let’s talk a little bit about how you organize the work or how do you prioritize the work? How do you make sure the important stuff gets done without things falling off?

Kevin Frank:

It all comes back to the relationships that we have with those marketers. And I don’t know all 800 of the marketers that work at LinkedIn, and they’re probably more than 800 now. But what I have done when I joined LinkedIn, the relationships with the different marketers were in different states.

And so I’ve invested most of my time and the time that I’ve been here getting to know marketers as people, as well as getting to know their businesses. And so through those conversations, through that constant contact, that’s the foundation for helping me prioritize their work so I can have a conversation with them and say, “Hey, what’s important to you this quarter?”

Now on top of that, we do have formal processes that we’ve put in place that help us prioritize. Again, when I started, it was very much piecemeal. We had to build the relationships so that the marketers were comfortable enough to come to us and say, “Hey, can you work on this thing?”

The next phase of that was those things coming to us piecemeal, and us doing the best that we could to do a good job of them. One of the things that I’ve done in the last couple years is we brought on a creative services manager, which we really, really needed. And by the way, her title is creative services manager.

She is dedicated to making great work and thinking strategically in managing client relationships and doing all of the things across the business that I want everybody to do. I actually have a position that helps manage that now.

And one of the systems that she’s put in place is a quarterly meeting with every single business unit that we work with across LinkedIn. And we sit down six weeks before the beginning of any quarter, and we talk about all the projects that they have coming up and we work with them to prioritize.

So again, it’s not me saying, this is the most important thing for the business because I don’t know that. I can look at a thing and say, “Wow, I think this is a really great creative opportunity, and I want to work on it.” But I can’t say to you, “This is the most important thing to you because you wouldn’t.”

Adam Morgan:

They’re all a tier one.

Kevin Frank:

I can’t tell you what’s important to you. You know that. Yes, we have a formal process now that we sit down with the marketers prior to the beginning of a quarter. We talk about their priorities. We talk about the things that we see as really good creative opportunities. And we prioritize it that way.

And for the things that we can’t do ourselves, one of the other ways in which we’re organized, one of the other services that we provide is to be a bit of a consultant for our internal clients. So we might recommend a great agency for them to work with.

If they already have an agency that they work with, we will often help manage that agency and sit in those meetings with them. So again, we’re able to prioritize that work. We’re able to take on what we can do based on the priority of that work and the bandwidth that we have. And then for what we can’t do, we help guide the process as much as we can.

Adam Morgan:

Well, there are several things that I’d love to respond to. Number one, the fact that you say relationships. How do you do your work? And the first thing you said is relationships. And there’s an earlier presentation I did on becoming a creative director. And I put that at the top. Relationships are so critical. It’s all about the work, the work, the work. And it starts with the other people.

Kevin Frank:

And they’re not mutually exclusive. It can still be all about the work, the work, the work. But the way to sell the work, the work, the work is to have that relationship with your client or with your team, having that baseline of understanding where I’m not showing up and doing the dog and pony show, because no client wants that. They want to have a conversation. They want to understand that we understand their business, and they want an agency that they can trust, and the way that you get there is you have that relationship as the foundation. And that’s true.

One of LinkedIn’s central tenets is that relationships matter and we are a social network, which is all about relationships. And so that is very, very central to our culture and very true of LinkedIn, but that’s true anywhere you work, and it’s all built on relationships.

Adam Morgan:

The second thing is just how you talk about the priorities and tiers, and that’s the same thing we have in Adobe. If we did tier one, two, three, where it’s like, tier one is the high level stuff that we’re going to really focus on, and a majority of my team is going to focus on that.

Tier two, we may bring in contractors or other people working with and work halfway on all of those things, then in a tier three model is like, that’s important, but we’re going to basically go out with an outside agency and use them as an extension of our team.

And I think whoever is out there, creative leaders, however you want to organize, great. But I see more and more, that’s the system just like you’re saying, you’re involved and you own the relationship with that agency. And I think that’s so critical and that’s how we do it too, where it’s like, instead of marketers just running off willy nilly, picking whatever agency they want and just going rogue, we as the brand ambassadors of owning the execution of the brand and the execution of all creative own those relationships with agencies. And it’s easier for us to talk creative to creative and know what we need to get at. And so being able to guide that is super critical.

Kevin Frank:

Exactly. And Just to clarify, because I don’t want to misrepresent what we do. I don’t own the relationship with every agency that we work with.

Adam Morgan: That’s fair. Neither do we.

Kevin Frank:

I would love to, and that is a thing that I’m working towards, but that’s the relationships that I have and my team has with different agencies is different on a client to client basis. And again, sometimes it is owning that relationship and I try very hard to have one-on-ones with different ECDS or CCOs at the agency that we work with, just to make sure that we’re on the same page and talk about the work. But again, it’s different for every internal client we work with.

Adam Morgan:

Sure. Great.

Let’s focus on the next thing which is, beyond just the actual nuts and bolts of getting the work done, there’s also a big aspect of how do you keep your leadership team on the same page? How do you keep them all collectively focused on building the brand collectively?

Maybe talk to me more a little bit about how do you interact with your leadership? What kind of things do you guys do? How do you talk about the issues or keep focused or have a vision? Let’s just think more about the interpersonal stuff.

Kevin Frank:

It’s both very complicated and very simple. So the simple answer is communication. Lots and lots and lots and lots of communication. I have one-on-ones with all of my leadership team every single week. I meet with them as a team every single week. I meet with my whole team every single week. I share as much as I possibly can about what I’m hearing in the business.

When I listen, I tend to listen for things that come up a lot. And so if I hear the same things come up two or three times in a single conversation or in a single week, I’m like, “That’s a thing I probably should pay special attention to.” And that’s a thing that I make sure to let my team know about.

Just like the way that you sell great work or you get your business partners or clients to agree to do great work is based on relationships, and there’s a lot of nuance to that, the way that I make sure my team knows what’s going on and understands the business and has the tools that they need to be great at their jobs, it’s communication.

Adam Morgan:

I guess maybe drilling into that a little bit, it sounds like your team is cohesive enough in communicating and having enough meetings that they’re all on the same page. I can imagine back when you were at Apple with huge teams or a large agency, how do you keep silos from forming? Are there any other tips and tricks around the right way to communicate?

Kevin:

At Apple, it was inevitable that silos formed because I don’t think I’m still covered by NDA. I don’t think I’m going to say anything that’s radical. At Apple, secrecy is one of the things that they really value. And so you could be working on a project at Apple and not know what project the person next to you is working on.

So in a culture like that, and I’m just addressing this because you brought it up. Silos are inevitable, at least work silos. I don’t have that same challenge at LinkedIn. LinkedIn is a much more open culture and while things are confidential, there’s not a culture of secrecy. So I have the luxury of being able to communicate to my team what work projects are going on, so that they connect those dots. But just on the cultural side of things, I really try hard to make sure that my people stay connected. And obviously, with the last couple years, with the pandemic, that’s not an easy thing to do.

So again, remotely, when I do my weekly team meetings, we set a little bit of time aside at the very beginning just to go to a breakout room with one or two other people and talk about what you did that weekend, right?

Adam Morgan:

That’s interesting. Like sub rooms?

Kevin Frank:

Yeah. So again, there are 30 or 35 of us in the team meeting for the first five minutes, we go into a sub breakout room with one other person and you just connect with them. We had remote holiday parties and team gatherings for a while, and happy hours now that we are able to start to get back together in person. And hopefully omicron will be a thing of the past soon. We are going to start getting back together in person. So we’ve got a team event planned for this coming week. It’s still outside, it’s still hopefully going to be safe. And I tell my entire team like, “Hey, if you don’t feel comfortable for whatever reason, not coming to a team event, you don’t have to come. It’s totally okay.”

But now that it seems safer to do that, I want the team to have opportunities to get together in person. One of the other things we’re talking about like many, many other companies are talking about is how do we go back to the office? And again, I want to be really mindful of not making anybody feel like they have to go back to the office, but I also understand how crucial that is for team coherence. So, I’m going to start very gently saying like, “Hey, if you want to go to the office one day a week, let’s pick a day, let’s say it’s Thursday. And if you want to come in, you come in and you’ll see who’s there.” But again, just having that kind of thing. So in addition to the projects that you work on, having those personal connections and not just finding opportunities but making opportunities for those personal connections is really important to me.

Adam Morgan:

What about beyond your team, not just in the relationships but how do you influence the company to…

Adam Morgan:

To have more creativity or to change a direction on how… I don’t know. The work is going in a bigger way, in a different way.

Kevin Frank:

Yeah. I wish there was an easy answer to that. There are a lot of things that we do. One of the things that we’ve put in place is a bit of an education system for different partners. So one of the things my production team has put together is what’s called the Production 101 deck.Some internal clients don’t always know everything that it takes to get done to do a video. For example, it’s not just go shoot the video and it’s done. There’s editing, there’s coloring, there’s sound mixing, there’s trafficking, there’s getting network clearance if it’s going to be on television, like there are all those other things. So it’s not just like, “Why can’t you do a video in two weeks?”

Adam Morgan:

Take your phone out, just go out there and make it, right?

Kevin Frank:

Yeah, just go out there and make it. And again, just to be clear, I’m not like holding that against anybody, I’m not blaming anybody. I just know that in some cases there’s not an understanding of what it takes to make the creative. And so putting this together is to say like, “Hey, just so you understand, here are the things that it takes to do that. So we can be better partners to you because you understand our process and vice versa.”

Another presentation or deck that we put together was how to give feedback to creatives. I mean, it’s really hard for creative folks to give feedback to each other. It’s hard, we’ve all worked for creative directors who have one thing in their mind and they’re really afraid to say it. I mean, it turns into, how do I draw this thing out that I know my creative director wants.

So it’s hard to give creative feedback, especially at LinkedIn, because we are such a culture of collaboration, and I think we all genuinely like each other. We don’t want to hurt each other’s feelings. And so there’s value to all that, but on the other side of the equation is if we don’t get the feedback that we need, it slows down the work and it makes the work not as good. And so we put together a deck about, “Hey, here’s how to give us feedback. Here are the kinds of things you can say to us that get us energized.” So for example, identifying problems that you would like us to solve, as opposed to solutions that you’ve already found. This is a really central one.

And, I mean, things as basic as saying, “Wow, that took a lot of work to get here. Thank you.” And again, I think that’s more the exception to the rule at LinkedIn specifically, because I think people do a really good job of appreciating each other, but just out in the world that hasn’t always been my experience.

Adam Morgan:

Yeah. That’s something we’ve been doing too. In fact, we just put together, a menu of here are all the different types of videos that we make, from little short stingers to social, to this, to that. The explainer is animated. And we walk through in that document like, “Here’s how much either an onsite shoot or how much money it would cost to do this or how long you’d need for animation.” All those things, at least a little short list, a cheat sheet of what it takes to put together all these videos. And I think it’s really helpful, because it’s easy to look in the black box from the outside and be like, “Oh, they just make videos and do it faster. And I want it good.” I agree with you, sometimes those guidelines do help a lot in educating and getting people on your side.

Kevin Frank:

Yeah. I mean, one of the other things we do too is just to share work that inspires us. I think if I’m talking about guidelines or best practices or any of that stuff, that’s all in the abstract. But a TV commercial or a printout or a website, that’s all real, and so we try to share those on a regular basis with other folks in the company and say, “Hey, here’s a thing that we really like and that we think is really good,” and beyond that to say, “And here’s why we think it’s good. Here’s the business problem it’s solving,” or, “Here is the production. Here’s why the production quality is appropriate for the message,” or, “Here’s why the writing really sings.” Those things that get us excited will hopefully get our business partners excited as well.

Adam Morgan:

Okay. This has been fantastic. Thank you so much for all this great advice. I mean, it’s just pulling back the curtains and seeing a day in the life of how all of us work and get creative out the door, is just fascinating. Well, thank you so much. This has been a fantastic episode. Just in closing, where can viewers and listeners find you, follow your career, learn more about you?

Kevin Frank:

Well, they can find me on LinkedIn as…https://www.linkedin.com/in/kevinfrank/

Adam Morgan:

Funny you should say.

Kevin Frank: … as you might expect. Yeah. I think that’s the best place to find me, connect with me, say hi to me, see what I’m up to.

Adam Morgan:

Awesome. Well, thank you. And in closing, you can always find us at realcreativeleadership.com. We’ve got a catalog of past shows that you can watch, a lot of great topics and things to dig into. You can also email and ask a question and suggest a future topic, or just follow Real Creative Leadership on all the major social channels or on your favorite podcast platform, whatever that may be. Personally, you can find me at adamwmorgan.com or on LinkedIn, just like Kevin. That’s where I usually post stuff. And you can learn more about the Stoke Group, the digital marketing and content agency that produces the show at thestokegroup.com. Regardless of however you engage, we’d love you to engage with us in some way. Leave a comment about the shows, share an episode with someone else, or make a comment on social media. So we appreciate it. Thanks for listening. And we’ll see you at our next show.

END OF TRANSCRIPT

EXTRA QUESTIONS AT THE END

Adam Morgan:

What do you do to become a better creative leader?

Kevin Frank:

I try to be a better creative leader by listening to my team, by staying in constant contact with them, by having one-to-ones with them, by listening to what their challenges are, not just at work, but in their personal lives and letting them know that I care.

Adam Morgan: Is there a trend in our industry that you see making an impact on creativity?

Kevin Frank:

I think that one of the trends that I’m starting to see is a focus on diversity and inclusion in our industry. And I don’t want to call it a trend yet, because we have so far to go on that front. But in order to make the best creative work, we need lots and lots of diverse minds thinking about how to make that work. And so the more that we invest in diversity and inclusion, the better our industry is going to be.

Guest Speaker

Kevin Frank

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