What Charles means is…

Stimulated by some photographs of the early days of Saatchi & Saatchi, the first meeting of the Garland-Compton board with them after the ‘merger’ in 1974 came back to me.

At the head of the table at 80 Charlotte Street was Charles Saatchi. On his right brother Maurice and on his left Tim Bell.

It fell to Charles to speak to us. He mumbled for five minutes or so. I don’t recall anything that he said – I’m not sure that I could decipher a word of it. Not his thing at all.

Silence fell over the room. What had we got into? This seemed like a visit from Cosa Nostra.

Then Tim spoke up.

‘What Charles means is that Saatchi’s is the fastest growing, most creative advertising agency in Britain. And our intention, together with you guys, is to become the biggest, most creative agency on the planet.’

Oh, well that’s all right. And that’s what happened.

 

How's your German?

 

I am currently steeped in German Romantic poetry – in particular Schiller, Schulze, Mayrhofer, Hölty, Heine, Müller and the Schlegel brothers ‒ preparing for concerts in Oxford filled with Schubert’s settings of their work.

 

This brought to mind one of those forks in the road that confront us from time to time. I was working very happily for Garland-Compton in its pre-Saatchi days, running our biggest client, Rowntree.

 

They had recently taken over a leading competitor, Mackintosh’s, and the brilliant, glamorous young Tony Mackintosh had become leader of their merged European division.

 

Tony would sweep into our offices in Charlotte Street, brought there in his black-chauffeur-driven white limo, a vision, all blue jeans and fur coat. The latter he would hand immediately to our receptionist, she on the verge of meltdown, and ask for me.

 

It was all very 1969.

 

In due course, Tony summoned me to his offices – not in Halifax or Norwich or York, where the major factories and offices were (and are), but in a fine Georgian house in Park Lane, Mayfair. There he invited me to leave the agency and join his team in a senior marketing role. I was flattered, of course, but turned him down ‒ graciously, I hope.

 

At one point in the meeting, we discussed European languages. The plain fact is that, although I have some words and phrases in most of them, I am reasonably fluent only in English.

 

“How's your German?” he asked.

 

“Well, I’m familiar with a good deal of Romantic poetry,” I said, “but I’m not sure that the vocabulary would be very useful in marketing meetings.”

 

Here’s a sample, useful in recent days in Oxford: Abendstern (evening star); Einsamkeit (solitude); Abschied (farewell); Klage (lament); Weinen (tears); Heimweh (homesickness); Sehnsucht (longing); Erwartung (anticipation)…

Hyperventilating with Lord Carrington

Everyone associates Saatchi & Saatchi with Mrs Thatcher and the Conservative Party, but in fact Garland Compton, in the days before it became Saatchis, pitched and won the business in the run-up to one or other of the previous 1974 elections. Both were effectively won by Labour, so it’s not surprising that there’s no residual memory.

But I recall the pitch. It was one of the most frightening experiences of my life. The great and good of the party, led by the terrifying Lord Carrington, were lined up in front of me, waiting for my words of wisdom. I hyperventilated, scarcely able to get a word out.

How on earth did we win the work? I've no idea.

Afterwards, I told one or two people what had happened to me and got consistent advice, best summed up as: ‘You’d probably be better off not doing presentations. Stick to what you’re good at, whatever that is.’

Of course, that made me determined to get better at presenting – and at dealing with my nerves in such scary situations.

Vincent Nolan RIP

I first met Vincent Nolan some forty years ago. He came to teach Synectics to a group of us at Garland-Compton (shortly before it morphed into Saatchi and Saatchi). I was in my late twenties and had risen quickly in the advertising business, but learning from Vincent undoubtedly transformed my life.

It dawned on me that one of my main skills up to that point was in identifying weaknesses in other people’s thinking and wielding the scalpel, and that this approach, while it had helped me to be successful, was of very limited value in promoting real creativity and innovation (the lifeblood of marketing communications). Vincent taught us that a better approach was first to articulate the value in emerging ideas, then going on to identify the key issues and problem-solve them.

This may seem simple, even obvious, but it required some complete personal rewiring in myself, changes that have lived at the heart of my life and work ever since.

Following that early encounter, I brought Vincent into each successive new role I found myself in – training my new teams in the whole Synectics bag of tricks. Perhaps most powerfully this was achieved at Lintas in Sydney, where, in a succession of visits from him, most colleagues in the agency were given the treatment. This was a major factor in enabling us to work together more effectively and creatively – and as a consequence we were able to rise from eighth in the local league table to second in just five years, quadrupling profits in the process.

Eventually I joined Synectics myself, as Vincent gradually wound down his life's work, concentrating more on his cello and his golf.  

At 85, Vincent Nolan died last Sunday, 17 August.