instructor Hood's Key Ideas from Make Brilliant Work
by Rod Judkins

“Good taste is death; vulgarity is life.” (designer Mary Quant)

Maslow’s Hierarchy of Needs states that humans will focus on basic needs like food and shelter first, but will then feel driven to satisfy higher needs. The highest need is not approval but “self-actualization.” Act based on what’s important to you, not to others. Even if you win awards, it won’t be as satisfying as knowing you have realized your vision. Fulfillment comes from satisfaction in your work, not from external validation.

“What makes you different is the pearl in the oyster – take it out and show it off. ”

• Identify your core beliefs and use them as your bedrock
• Come up with your own answers before learning how things should be done
• Embrace weirdness
• “Dare to suck” – Once a week. Are you judging something’s worth based on conventional values?
• Bring your knowledge from one domain into another – Apply techniques that don’t belong
• Spark creativity with friction – Embrace clashing elements to create contrast and tension
• Adapt your projects to your weaknesses – You may find that your weaknesses are in fact strengths
• Don’t aim for perfection – Be honest about your flaws

It’s easy to give in to feelings of defeat. In fact, research of psychiatrist Leon Sloman and psychologist Paul Gilbert suggest that humans evolved to give up.

Use your negative experiences as creative inspiration. If something bad happens to you, look at it as a compelling story or a chance to come up with an innovative solution. You can see it as something useful, rather than as a setback.

“If you’re a creative person, everything is fuel; everything is a useable building material.”

When you take a difficult path, you will experience criticism from people who are unhappy with their own decisions to play it safe. Embrace difficulty. It’s a sign you’re not settling for mediocrity.

“Whatever obstacles are blocking your path, finding a way around them could lead you to original and surprising solutions.”

Don’t let your work go unnoticed. You can’t passively rely on other people recognizing a brilliant idea. Put as much work and creativity into advertising yourself as you put into your project. 

Don’t let a no be an excuse to stop. Anticipate reasons people are likely to say no and be prepared to respond to them. Don’t pester people. Understand why they are saying no and find a way to steer them toward a yes.

“Don’t react. Be proactive. Take responsibility and do whatever is necessary to turn your ideas into reality.”

If something seems impossible, you’re probably still thinking about it in a conventional way. In some situations, conventional thinking is a trap.

“People who achieve the extraordinary set goals beyond their limitations – goals their colleagues and friends thought were impossible and ridiculous.”

• Examine your assumptions and prejudices.
• Embrace unreasonable goals – Don’t fear looking foolish
• Identify goals that you are avoiding because they represent an unknown
• Use a compass not a map. Define your vision, then set out on the path to where you want to go.
• Skip ahead and imagine the future – If you are feeling overwhelmed by constant change, get ahead of it. Do you want a future that’s more ethical, inclusive or sustainable? Think about how to make it real. Focus on creating things that don’t yet exist.

“Once you start a project, aim to produce it instantly – don’t stop till it’s finished.”

Obsession does not mean recklessness. Resist the pressure to move quickly. Take time to reflect and analyze your next move.Decide on the theme of your work early to guide your decisions. The strength of your project turns on the strength of your idea. A strong idea will drive you to keep working.

Get support. 

Help people and let them help you. Gather a group of individuals who can succeed together. Renowned cinéma vérité director John Cassavetes said a film director is like a host, and his or her cast and crew are guests. Look after your team as if they were your guests. Tend to their moods and their needs. Keep people connected and engaged, and see what you can come up with as a group.

“We are more inclined to ask for help in areas where our ego is not involved.”

Adopt an apprentice mind-set. Put aside your preconceived ideas and listen to the people who work with you and for you. Good leaders don’t aim for unquestioning obedience. They ask questions and gather information to make the best decisions.

“Wherever you are, the person above, near or beneath you is doing something that could teach you invaluable lessons.”