I'm married. I've learned the hard way that winning arguments is pointless. It's a very hollow victory you can only enjoy yourself why someone else sulks.

All you get is a brief sense of victory followed by a very empty feeling. I don't want to feel like that. I want my wife to feel like that. Which is why one of the core skills of not being a terrible husband is learning how to be wrong.

It's also a core skill for the planner, especially the grown up one who has realised the purist quest for the truth is very lonely journey, for the kind of planner who doesn't care who 'has the thought' as long as the thought is good . 

Put another way, no one likes a smart arse, and let's face it, if there's one thing that prejudices folks against planners, it's that. And if you can makes someone feel bad about winning on something you don't care about enough, you've more chance of winning something that matters. 

Here are some ways to not only be wrong and use it to your advantage…

Write a bad proposition and know there's a much better one. Dig your heels in a little with the creatives and help them think of the better one for themselves. Worship them for their genuis.

You know that bit of the data you left out to make your argument better? When you realise this is a battle you would better losing, casually bring it into the conversation and let yourself be taken apart and be pleased the argument was solved with evidence because next time you'll use evidence to win. 

When you know you are losing the argument, admit you forgot what your actual point was. Let your antagonist put your argument back to together in way that is far kinder than you probably deserve. When they put it back together for you, they might even buy into it. 

Never give a ultimatum, just in case someone calls your bluff. For a example, if a planner leaves a meeting, everyone will probably decide stuff quite happily without you complicating stuff. 

Pretend you missed what the antagonists have actually said, and you only now fully understand their point. It's likely you were not listening anyway and you can now reframe their point to actually be your point. 

You know that think about oversimplifying someone else's argument than destroying it? Like when someone is in favour of national service, "So you're in favour of young men having guns". Over simplify your own and let someone else destroy it. Then overcomplicate theirs, so they don't know what they were talking about, then help them see they were actually all for your original point. 

Don't get into debates at all, that what suits or for, let them do it for you. If the problem is the suit, agitate the creatives folks, they hate suits. If it's the creative agency you're working with, never argue over the Polish Cinema reference, just gush how stupid you were to not have thought of that them damn it with faint praise. "Blimey, that's ace, just like Shindler's list but not as depressing, marvellous". Or, "Really great idea, I loved it when you presented it last year too!" Or the media agency, "So great to see that partership with Empire Magazine in the plan again, so consistent". 

So, yes, revel in your wrongness. And remember, if you have to win, no one likes a self-righteous prick. Make sure there's a concession in their somewhere. Put another way, smile in someone's face while you stab them in the back. 

 

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6 responses to “How to be wrong”

  1. John Avatar
    John

    I’ve always been wrong. Hasn’t helped me at all.

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  2. Rob Avatar

    I agree with so much of this post and yet there are little bits that I don’t.
    One of which is playing the fool to members of the creative department. I know you’re not literally saying that, but it comes across as advocating being subservient to the creative department and I don’t agree with that.
    The reason I say this is because if you form a good relationship with your creative team colleagues, you should have the openness to discuss things – from what the brief should be to why the work could be better.
    Of course to do that requires trust – and that’s where you have to be useful rather than intellectual as well as open not closed [which basically translates to knowing what you’re shit at and what your colleagues are great at] – but in my mind there is a line that should never be crossed, and that is when you undermine your value to make someone else feel better or more important.
    You should absolutely remember no one is as good as working together [truly together, not just sitting in the same room], but if you’re going to be a slave … make sure it’s to the work, not the department.

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  3. toto Avatar
    toto

    “Really great idea, I loved it when you presented it last year too!” – Ha !

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  4. northern Avatar
    northern

    Tongue in cheek Rob, tongue in cheek – but irony is rubbish if people don’t know you’re being ironic of course.
    I agree with everything say, especially being useful v intellectual. I do think that some agency cultures make it hard to have a good relationship with good creatives, mostly the places where traffic insist you make an appointment and where creatives are told they’re god and made to care about solving problems – but irony aside, I do think there is something in helping folks think they thought of stuff themselves.
    Anyway

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  5. Rob Avatar

    That’s very true. Just like I made you think you came up with the idea behind this post all by yourself.

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  6. Jenny Avatar
    Jenny

    This is a great post. So true. It’s one of diplomacy and one confidence in your own work. It’s also one of culture – Planners sift through so much data, reports, research, there needs to be more of an appreciation of the sheer volume and scale of finding the insight that leads to the creative idea. However, the best insights and ideas def come from a group effort.

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