Take the Strain: The Importance of Creative Tension

What came first: the chicken or the egg? Well, depending on what context you subscribe to, it could be the former, the latter, both or neither (not quite sure about the last one?). Regardless, we’re all aware of the futility in trying to identify the victor.
Of course, the question is meant to provoke an investigation into the dynamic between said chicken and egg – but don’t worry, I’m not about to stand on my Darwinian soapbox and tout evolution. I’ve got something different in mind. In an interview with Eric Ryan, Co-Founder of the self-proclaimed “people against dirty” soap-making firm, Method – where flash mobs are a regular occurrence – Ryan discussed the importance of “creative tension” between a company’s artist and operator. And, just like the chicken and egg fiasco, it’s not a case of who precedes who, but about interpreting and leveraging that dynamic, and asking (to continue the analogy): What does it mean to the farmer

“You really need a company that’s well balanced between an artist and an operator,” explains Ryan. “If you look at any great brand, you’ll always find that duo at work.” At Method, that duo is in fact a trio belonging to the company’s two co-founders – Ryan, ‘Chief Greenskeeper’ Adam Lowry, and their CEO, Drew Fraser.

Working out of the artist corner, Lowry deals with the sustainability of the product while Ryan concerns himself with the design. Operator side, Fraser makes sure the bigger picture doesn’t chip and all operations are aligned accordingly. The result: a relationship that, for the most part, is perfectly taut.

“One of my favourite examples of this was at Gap,” continues Ryan. “In their hay day, on this incredible ride to creating this iconic brand, you had Mickey Drexler as the artist and Don Fisher as the operator. The wonderful balance of challenging each other is what made that company so great.”

Indeed, it’s this ‘wonderful balance’ that you should strive towards when inducing and nurturing creative tension. Suffice to say, I’m not talking about locking your staff in a room until they become best friends forever – in fact, you don’t want that at all. What you’re looking for is a relationship that’s as inextricably linked as it is challenging to each party. An artist should know their boundaries while pushing the envelope of progression operator side and appreciating the wider implications of those boundaries.

And for the operator? Well, to lift a line from a certain Sandy Lyle: “If I decide to bust out a solo, do me a favour and give me the freedom to rock out”. In other words, keep your artist in check, on budget and aligned with the brief – but know this: they’re going to need space to breathe. Force too much stress on the situation and that well-balanced tension you’ve worked so hard to achieve will fray rapidly and without warning.

Fortunately for Ryan and all at Method, this hasn’t been an issue to date. Yes, I’m sure they’ve had many a heated boardroom debate, but as Ryan points out, what they’ve ended up with is “…a company that has an incredible imagination, a vision and a clear point of view about it’s place in the world – but is ruthless in its ability to execute well.”

And execute well is what Method do best. For the two friends who started out mixing soapy concoctions in bathtubs, Method has evolved in the last 12 years to become the $100 million giant it is today. Their ability to challenge each other and remain true to their characters has undoubtedly played its part. As Ryan states, “we’re all about transparency and openness. Plus, if you give away your idea, it forces you to go out and get new ones.”

Combine that with the company’s consistency in ‘surprising’ corporate visitors to their office – from dance parties in the lobby to playing ‘Eye of the Tiger’ in the elevator – and there’s no denying the madness in the Method certainly works. Just don’t expect them to be laying eggs anytime soon.

See the full interview with Eric here. Or watch him talk about creative tension here.

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Author: Nick Pryke

Topics:

Manufacturing, Leadership, Operations