9 tips for starting out in design
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We ask a panel of top designers: if you could give one tip to a designer just starting out, what would it be?
When you're just starting out in you design career, everything can seem like a struggle. You can ease the pain by having the right drawing tools and learning from inspiring design portfolios, but even so there's bound to come a time when you find yourself asking whether it's all worth it.
Everyone's been there, though; even the mightiest creative director has found themselves considering jacking it all in and running away to become an accountant at some point.
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And so we asked nine leading designers to come up with their top tips for anyone starting out in design. Read them and see your career in a whole new way.
For further career-enhancing tips from more top designers, take a look at Computer Arts issue 250.
01. Know your niche
Creative director Mads Jakob Poulsen says: "Think about what you can contribute to the world of design. What's your niche? What's your special secret weapon? Don't be like everyone else – do what you think is fun."
02. Have a singular vision
"If you make things the way you think they ought to be, they're more likely to be what you'll be asked to make going forward," says Spin's Tony Brook. "It took me a long time to fully understand this."
03. Be versatile
Anagrama's Sebastian Padilla comments: "A designer needs to be versatile, like a Swiss Army knife. You need to be comfortable with working in broad fields such as typography, composition and copywriting."
04. Refine your skills
"Hone your skill set," says Matt Howarth of ilovedust. "Whether digitally orby hand, work hard on your craft every day and in time you will find a style that you are comfortable with and, most importantly, enjoy doing."
05. Follow your heart
Dawn Hancock of Firebelly says: "None of us really know what the hell we're doing, but if you think with your heart and go with your gut, it will all work out in the end."
06. Lose the attitude
"My tip for a new, young designer starting their career is to lose any sense of entitlement you may have," says Steve Simmonds of weareseventeen. "Just because you've studied for three or five years doesn't mean you can come into the industry and expect it to be easy. This sounds harsh, but I get young designers all the time telling me what they are and aren't willing to do from day to day.
"You must remember that it's not just graduates fighting for their place in this industry; seasoned pros and entire companies are fighting too and good attitudes make all the difference. Be keen and enthusiastic: it goes a long way. Bread and butter work is a staple in any studio, so expect to be heavily involved in a lot of this at first. Don't expect to be working on all the bigger studio projects. This will happen in time; just approach the bread and butter stuff with bags of enthusiasm and make those projects shine unexpectedly. Do this and your rise through the ranks will be swift."
07. Stay the course
Becky Bolton of Good Wives and Warriors says: "Our general tip for people is to just try and stick with it! A creative career is going to be peppered with rejection and potentially confusing times. Without sounding too trite, it's important to try and believe in the value of your work and keep pushing through the times when you feel like quitting!"
08. Take risks
Ady Bibby of True North says: "Stand for something. Take risks. Don't be happy to merge into the mediocrity of creativity out there."
09. Only work with people you like
Designer and teacher Fred Deakin comments: "Biggest lesson: only work with people you like on projects you care about. If you take your time to make great work then eventually the money will come."
Reasons Why You Need a Website in 2016
1 : Increase Sales and Revenue
Any professionally run business will make up the cost of a website easily over the course of the first year. And after that, the low annual running costs mean increased profits in the future.
2 : Cheaper Advertising
A website is the most cost–effective form of advertising you could buy. Compare a small advert in the Yellow Pages or Thompson Local with a small website, or compare a large advert with a large website: the website will generally be cheaper.
And a website’s running costs are much lower — just an annual fee for the domain name and hosting. With a paper advert, you pay the same large amountevery year.
A paper advertisement can only give customers a brief overview of your services. Your website will contain all the detailed information your customers need, at a fraction of the long–term cost of a paper advertisement.
3 : Give a Professional Appearance
Most people now expect a business to have a website. Even if a customer doesn’t visit your website, seeing a web address on a business card or in an advertisement gives the impression that you are a solid organisation.
Perhaps you work from home. Perhaps you have just started a small business. With a good–looking, professional website, you can show that you are just asserious as a larger, established competitor.
4 : Your Competitors Will Have Websites
Very few products or services are bought on impulse (apart from chocolate biscuits, perhaps). Customers like to do a bit of research first. Today, a large proportion of sales begin with an internet search, and that proportion is only going to increase. A business without a website is out of the game.
Actually, there is one exception to this rule. For a business, having anamateurish website is often worse than having no website at all. Find out about the dangers of using a cowboy web designer.
5 : Save Time Dealing with Enquiries
How often do you find yourself saying the same thing to prospective customers — describing your services, your products, your prices? If the information that people need is on your website, they can check it out easily, any time it suits them.
How much time do you waste fielding enquiries from people who are nevergoing to buy your products? Give them an easier way of getting the informationthey want, and you won’t have to cope with enquiries that don’t lead anywhere.
Put the information on your website, weed out the tyre–kickers, and concentrate on the serious enquiries!
6 : More Customers, All the Time, Everywhere
The internet doesn’t open at 9 o’clock and close at 5:30. Your website will be attracting customers 24 hours a day, from all over the world.
CORPORATE REBRANDING: IT'S MORE THAN CHANGING A LOGO
When the Center for Creative Leadership (CCL) decided to overhaul its brand and visual identity, the executive team asked an important question: How difficult and emotional will this transformation be?
“Like wading into fire,” relates Portia Mount, Senior Vice President of Global Marketing for CCL, “Indeed, as thorough as our process was, when we revealed the [new] logo, we had some people say, ‘This is the best thing we've ever seen—this is amazing!’ and we had others who said, ‘We hate it.’ ”
That was in March. Since then, pockets of trepidation have given way to affirmation and rejuvenation at the venerable leadership-development organization, as the branding initiative evolved into a rallying point for internal change and began to resonate with clients. “Identities are like public art,” states Mount, in a recent conversation about the B2B rebranding effort. “It takes people a little bit of time to get used to it, to understand what it means and to grow into it.”
CCL is a research and client-services organization providing leadership training for individuals, teams, organizations and society at large. It has 3,000 associates around the world, of which roughly 600 are full-time. A sense of personal responsibility for delivering on the new brand promise has taken hold, Mount explains, transforming associates at all levels and across functions into brand ambassadors. “If they don't believe it, we know our clients won't experience it. That was a really important part of the process of coming to this new brand identity.”
So how did CCL successfully embed the change, overcoming challenges and emotions associated with revamping a brand established over four decades ago and steeped in a “quasi-academic” culture?
First came the task of identifying attributes to redefine the brand. CCL had over the years developed a broad portfolio of experience globally, yet was known mostly for training individual corporate leaders. In reality, CCL was driving results not only for better businesses, but a better world — the common denominator being what Mount calls “sustainable impact” delivered on behalf of clients. Frequently overlooked was CCL’s societal impact — working with non-governmental organizations and accelerating leadership development in conflict zones and developing countries.
Achieving sustainable impact through proven, cutting-edge research and training, tailored to a variety of disciplines and types of engagement, became something of a “clarion call” for the organization as it embarked on its rebranding mission, according to Mount. Initially, most team members associated the concept of brand merely with the logo – not a promise of distinction or the reputation they want to earn in the marketplace. So before introducing any visual rebranding, CCL undertook a carefully planned “socialization of the new identity” internally, at the business-unit and team level, via town halls, task forces and small group meetings. Voice of the Brand workshops set the tone for how to communicate values and attributes associated with the new identity.
So when it came time to change the Face of the Brand — CCL’s original, 40-year-old logo — the case for doing so was already internalized. Which is not to say it was easy: Many board members and long-time staffers shared a strong attachment to the original brand “look.” At international offices comprised mostly of newer team members, the prospect of a new visual identity received a warmer welcome.
Emphasizing the importance of consistency in messaging, Face of the Brand workshops demonstrated how the identity would translate across a range of communication tools, from email signatures and letterhead to PowerPoint templates. The purpose, says Mount, is not to come off as “brand police” but rather “to present a certain image to the market. We're trying to earn a reputation, and when we framed it that way we got so much more compliance.”
The key drivers of success? Securing up-front buy-in to the brand promise and making it into a rallying point for team-building and the exchange of information, so that employees feel personally invested in “living the brand” and fulfilling its mission and values was key. Achieving continuity and consistency in the rollout of the new identity across the entire organization, not just in terms of sales and marketing initiatives was just as important. Too often there is a lack of ongoing communication at all levels, as executives sometimes don’t engage in the outreach equivalent of a full-court press.
Let’s face it: Rebranding can be a fraught, and the healthiest organizations are comprised of people who care. So you have to connect with hearts and minds from the outset, and recognize the powerful impact organizational culture has on implementing change. As Peter Drucker famously said, “Culture eats strategy for breakfast.”
CCL’s leader, John Ryan, understood this. As the lead advocate for change as an imperative to remain relevant in a global marketplace, he undoubtedly took the brunt of the emails and phone calls from concerned board members and long-term employees. He was, nevertheless, resolute in supporting Mount, the process she orchestrated, and her partnership with our team and The Brand Consultancy.
And the process, in her view, is as important as the outcome. “We're seeing the organization, if you will, mature around the brand identity. To me, that says that we did our homework in building the case for change way up front — helping people understand the reputation we were trying to earn, and then ultimately use the tools to be able to really present a polished, professional and consistent organization around and the world. That's really exciting.”
CREATING ILLUSTRIOUS BRANDS: STORYTELLING THROUGH DESIGN
A graduate of London’s Royal College of Art, Paul Wearing is a commercial artist who has applied his distinct illustrative touch to many projects, from large-scale architectural installations to campaigns for brands including Herman Miller, Elsevier, IBM, Bang & Olufsen, Neiman Marcus, Cedars Sinai Medical Center and The Royal Bank of Scotland. Often reflecting a passion for food, fashion, interior design and travel, his illustration agency’s work regularly appears in design annuals, art magazines and mass-circulation publications including The Wall Street Journal, M Magazine, Le Monde and bon appétit. He spoke with BrandingBusiness Chief Creative Officer Michael Dula, about his creative process, the power of colour and the role of creativity in branding.
Dula: As an illustrator, an artist, an image-maker, can you describe the look of your style for our listeners?
Wearing: I guess the essence of it is, it has a contemporary look. A lot of the influences that arise in my work come from mid-century type of styling — my interest in things like Charles and Reims furniture. Some of the artists who were working in that period come through my work in one way or another. What I guess it has is familiarity, in one respect, and, hopefully, freshness in another.
Dula: Tell us a little bit about your creative process. Do you create for yourself or do you create for your client's audience?
Wearing: I produce work for myself, whether or not it has an application anywhere or not. What is great is when you work with a client who has a view and wants to harness your work and take it further forward. That way, there's an interaction between the two. They'll bring something towards what you do and you'll add something to what they want to achieve.
Dula: How does your mind think when it comes to reaching your client's audience and drawing them in?
Wearing: I’m looking a lot to what the client talks about at the initial briefing on where their position is and where they're leaning, in terms their product or brand, and look at what's going on in the existing market with their competitors — trying to do something which doesn't repeat things other people do, so they have their own distinct, individual characteristic and they tell the story that is relevant to their company — their history or their characteristic¬ — and try and get across some of the essence of what the company or the product is about.
Dula: Do you spend a lot of time researching your clients, researching the background?
Wearing: As much as possible. I also try and keep abreast of current affairs and things that are happening in retail or fashion or anything like that.
In a previous life, alongside illustration, I used to work as a design consultant — advising retailers on trends, colors, products they should be developing. That involved going around the world, basically looking at what everybody was doing, going to various trade shows to see the newest colors that were coming in, and reading a lot.
That kind of background feeds into what I do now. As well as the artistic and creative side, which may be more powerful to me, there's also an awareness of the commercial aspects and socials trends manifesting themselves across a broader spectrum of areas.
Dula: How does color play out in your work?
Wearing: For me, color is absolutely key. Taking back to one of my first art history teachers, a fantastic, charismatic man who liked to tell you, “Color is the first thing anybody sees.” Essentially, I think he's right. After that, you see form and then line.
One of my earlier trainings was as a print textile designer, and color is so key in that area.
One of the most wonderful things… you can almost tell a story with color. If the colors aren't right in something, it never quite works for some reason. If they're right, things fly. And you'll see how much care people put into that when they apply it to areas of business like branding — the enormous amount of energy and focus on detail in trying to get people to have their individual look and individual color and individual stamp.
Dula: When I look at your illustrations, there is color harmony and balance and color complexity. It does seem fundamental when I look at a Paul Wearing illustration, whether you're using three colors or 100 colors. There's a certain harmony. Does color come naturally? Do you go through a lot of experimentation?
Wearing: I work almost exclusively on the computer now. When I begin a job, into the file that I'm working in, I'll bring in several pieces of work… images and colors that I think are pertinent to that particular job. Then I'll just begin playing. The beauty of working in digital media nowadays is the ability to recolor things. It's just fantastic.
Dula: It's amazing to me the vastness of your work, in terms of the application — whether it's on the side of a building, in an ad, on a website. Is there a difference between working with consumer brands and corporate brands?
Wearing: Sometimes just because of the pace of things with retail brands, things move faster. They're slightly more predetermined.
Sometimes with corporate brands, there's a more organic growth or a development period, probably because a lot of parties need to be involved in the decision-making. Also, there aren’t the pertinent deadlines you might get if you’re launching a product.
Dula: So many stories and ideas pour out of your imagery. Whether they'd be minimalistic, whether they'd be more complex, each one seems to hold a story. When you think about storytelling, how big of factor does it play?
Wearing: I think it's quite a big factor — not necessarily in a straightforward type of narrative like a storybook. A lot of my work will involve layering of imagery, subtle patterns and sometimes patterns which tell a story. They may not be immediately obvious.
For example, I had a great commission for Cedars Sinai Medical Center to develop a book promoting their child acute-sickness ward. In that, we had a child being picked up. And within the child, there was a repeat pattern. You got the sense that it was caring not just for one child but numerous children.
Dula: I've gotten to know you and your work through our client Elsevier [a leading provider of scientific, technical and medical information products and services]. Can you talk about your recent work for them?
Wearing: What a fantastic job, to begin with. It's not that often that a client will come to you and want to base their whole look and brand around a lot of the graphic handwriting that you produce.
One of the things about the job… they liked what your colleague Drew [Letendre] termed “visual wit”… the idea of a tree within a head that signified knowledge. But because it had to do with digital downloads, the tree's roots were then made out of circuit board.
It sounds slightly trite when you say it, but when you illustrate it in the right way, it can be beautiful and it can work so nicely and tell a story in a very succinct way.
Dula: In your experience, what role does creativity play in the world of B2B branding?
Wearing: I think creativity everywhere is important, but especially in branding. To differentiate your company, get your company to tell its unique story. To have somebody come in with a creative spark and add a creative idea of how you can do that, I think, is so important.
How to jog your creative mojo with paint #creative #design #inspiration #graphicdesign
Recently had our painter decorator in to finally splash some colour into our offices! I get to stare at a not so luminous lime green wall for the best part of 9 hours which surprisingly is quite nice!
Only time will tell on how these colours affect my daily creative juices.
when you look at the psychology of colour and creative minds there's a lot to take in, paint has a massive effect on our mood whether it be at home or in the office, try staring at a red wall for 8 hours then have a nice conversation with someone.
if you're stuck in a creative mud puddle up to your neck and can't see how you lost it, change your view.
Portfolio of the week!
Thank you to everyone who voted this past week to get me to the top of Portfolio of the week! Sitting on the top with a measly 3 votes between myself and the competitors i thought it was never going to go in my favour, but you all smashed it and pulled through in the end!
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