With the fast paced adaptive business environment we find ourselves in today. Have you considered using creativity for your individual development and business growth? Well, In today’s episode we are joined by Nir Bashan, author of the creator mindset and he explains how to become more creative in order to grow your brand.
You can find out more about Nir and The Creator Mindset below:
The Creator Mindset Book – https://www.amazon.co.uk/Creator-Mindset-Secrets-Innovation-Sustainability/
–http://www.nirbashan.com | Website
–http://www.thecreatormindset.com | Creator Mindset Book Website
–https://www.nirbashan.com/thecreatormindset | Online Community
–https://www.linkedin.com/in/nirbashan/ | linkedin
–https://instagram.com/nirbashan | Insta
–https://twitter.com/Nir_Bashan | Twitter
–facebook.com/nirbashan1 | Facebook
–https://www.youtube.com/channel/UCOiXZjhjjVQ2jTpI2iukBAg | Youtube
–[email protected] | Email
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With the fast paced adaptive business environment we find ourselves in today. Have you considered using creativity for your individual development and business growth? Well, in today’s episode, we’re joined by Nir Bashan author of The Creator Mindset, and he explains how to become more creative in order to grow your Brand
Welcome to the Unified Brand Podcast, brought to you by Elements, Brand Management. a weekly brand building and brand strategy podcast to help you unlock your brand’s potential. Stand out from the competition and create impact.
Today. We’re joined by Nir Bashan, a world renowned creativity expert, Clio award-winning an Emmy nominated entrepreneur and author of The Creator Mindset who has taught thousands of leaders and individuals around the world to harness the power of creativity, to increase profitability and sales and grow their brand.
Great to have your new unified brand podcast Nir. You no worries, Chris, it’d be great to find out a little bit more about you, the creative mindset and how you started your journey into the creative industry.
Sure thing. Yeah. So I started going door to door washing cars when I was nine years old. It was the early eighties in Los Angeles. And people, you know, had bought their precious, you know, prides possession, you know, a 1981 Pontiac, 6,000, you know, And they loved their cars. And so go knock on doors and say, Hey, you know, I’m here to wash the car. And, um, most of the time the doors slammed in my face. And I learned at a very early age that you have to be creative in order to do well in business.
You you have to be flexible and nimble? You have to be willing to change and adapt to what the marketplace is telling you because. As good as your idea might seem to you or your friends or your family or whomever. Once you take that idea and get it out into the marketplace, then you need creativity in order to do that well, because I might have to change that idea.
You might have to be flexible on how that idea is executed. So what I ended up doing when I was nine years old, cleaning more trash cans and washing cars. And, you know, clearing out people’s front porch and whatever I could do for five bucks, really. And, you know, I got into a habit of learning that you have to be nimble and flexible and that creativity and that nimbleness and flexibility, something that I carried with me into adulthood and beyond I’ve run advertising agencies with, you know, quarter billion dollars of, billing and a lot of employees and you know, all these problems that come with having, you know, a master services agreement and the statement of work. And no matter what those things said, man, if you didn’t get creative, then you were always in bad shape. You could never get where you needed to go because creativity.
Was, and still is the pivotal moment of being able to stay flexible, stay changing, stay new and fresh and exciting. And I don’t care what the paperwork says. If you’re unable to do that, then pretty soon you’ll go out of business. And that sir is my approach.
Yeah. I agree with you on that. I think creativity is such a important factor in a lot of things. I mean, not just business, but in personal life, in your relationships with people, I think. Having the ability to be flexible to problem solve and to, to shift the gear, to change things up a bit, I think is really crucial in life in general. So what are some, some of the sort of misconceptions that you see surrounding creativity kind of out there?
Yeah. So I get a lot of, you know, near, I’m not creative, uh, creativity for artists or musician. So yeah, I get a lot of, you know, people telling me that, Hey, NIR, you know, I’m not creative, I’m not an artist. I don’t play the trumpet. Or, you know, I’m not a dancer or whatever. And that’s a common rejection that I get, you know, sort of a, uh, uh, this is not for me kind of reaction, but the truth is that we are all born creative, right?
And no matter who we are, we all have creativity within us. And that creativity enables us to solve problems, but most people, the vast majority of us on earth, No matter where you come from and I’ve studied it extensively. In my book, the creator mindset I’ve looked at, you know, various study than, I don’t know, maybe two dozen cultures all over the world.
And no matter who you are or where you come from at some point, whether it’s family, whether it’s society, whether it’s your parents. You start to disengage from creativity and you start to embrace the principles of the analytics. And what that does is it takes us away from being a complete and whole human being.
And our ability to solve problems becomes, you know, kind of stuck in one modality of thinking alone, because creativity is who we are as human beings. And it’s so ingrained into. Our DNA, the way that I express creativity is not going to be the way that you express it. And the way that somebody else a competitor is not going to be the same way that you do it.
And so it is a critical tool in market differentiation, and it is a critical tool today in understanding the brand. Of not only what the business is about and who your customers are and so on and so forth, but it critical and understanding the brand of who you are and what you have to offer to the marketplace.
And when you understand that creativity is something you were born with, that we all have it, the rejections and the naysayers start to kind of fall out and I’d understand that being more creative adds a direct impact. Not only on revenue, but on the ability to turn that revenue into profit.
Yes. It’s the thing that gives you that individuality as a brand, it’s that thing that allows you to differentiate from your competition. It allows you to have that spark of innovation that, where those things that seemingly come out of nowhere, you know, those ideas that ping out of nowhere, it gives you the ability to have that. And I think one of the ways when we build brands, we do it from a holistic approach. And we look at the individuality of the end of the brand.
We’re talking to. Um, and how they can differentiate. And it’s amazing when he start putting some things in place. Like you have a purpose for the brand, you have a mission and a vision, how creativity just sort of sparks out of that, um, to sort of give you the ideas that you need, whether that’s in marketing or like you said, advertising, or how are you going to partner up with certain affiliates or sponsors that kind of thing. It all comes from that creative spark. Um, so what are some of the things that you can sort of suggest to fuel that creative spark that kind of initially ignite it? Is there anything you can do to light that flame?
Yeah, definitely. So I wrote a book called The Creator Mindset. It’s got 92 tools to unlock the secrets to innovation, growth and sustainability.
That’s the title. And there are literally 92 things that you can do in there to help get. Creativity going. One thing that I really like to help listeners and people are interested in this podcast is to start to think of their business in, or even their careers in terms of a concept, an idea, and an execution, right?
The concept of the highest level of what you’re doing, the idea it’s kind of the mid-level and the execution and the nuts and bolts of your offering, product service, something like that. The sad part is that most people spend their entire life. Chris working in the execution part of their business.
They’re forever running around, putting out, you know, a fire or, um, endless back-to-back zoom meetings like we are today, or, you know, fixing the problem at payroll or something, got snagged with the invoice thing. And, you know, a vendor’s not paying on time. There’s a million things in that execution realm.
And so a few years ago, I did, um, I do a fair bit of consulting here in the U S I did a bit of consulting with a company, a huge pizza franchise, really part of Americana really they’ve been around forever here in the U S you know, they were feeling kind of stuck. So they wanted to inject creativity into the process.
I said, okay, guys, let’s start looking at your concept, your idea and execution. And they were like, great. Our concept idea and execution to pizza Nir. We make pizza. What do you want? It’s pizza. And I was like, guys, like really come on, let’s start to think a bit more broadly about who we are and why we’re doing this.
And you know, somebody in the room, it was a leadership team said, you know, our founder always had. You know, a, B and C you know, ethics and requirements and DNA of the brand always revolve around those things. Is that okay? What are they? And so we started talking and then finally we got to the concept which was in this case, sustenance or comfort food or something like that.
And, you know, they started to get kind of excited about the potential of what that huge concept can then. Impact on their idea. And so I started asking for some ideas and they were like, well, you know, Italian food, you know, healthy Italian food. And we started to get really excited and, you know, those sessions led to new products or services in the execution because once they started to look at, you know, Italian food, comfort food, all of these other ideas, they started to get executions that were marketable and they released.
Calzone a and all kinds of different sort of things that, you know, didn’t exist before when they only thought of themselves as a pizza restaurant. So that is something your listeners can do. Now. What is the identity of your. Concept. What is your idea? What is your execution? Look at it. When, when you define it, it’ll be a million times better than me defining it or hiring somebody to define it for you, which is what a lot of other people do and face with creativity.
I just want to hire it away, but you can’t hire it away. It’s part of your DNA. It’s part of your brand and the way that you answer those three realms will give you amazing creative potential. And when you write it down, Chris, it changes. A whole thing in your mind that allows you to focus and to creatively create different ideas that, you know, you can’t do just by talking about them.
So that’s something your listeners can do today to manufacture creativity.
Yeah. It’s a really important thing to think about is that ability to write something down. I think he’s a really, really useful tool that we kind of have lost today with the technology and email and things like this. I think sometimes it’s just writing something down. It has a real process between your body, your mind, and the way that you’re writing it down. And it kind of, it almost cements it a bit more in what you’re doing. I definitely think that’s a really useful tip to do. And having the ability to, like you said, there with the pizza company, think of something a bit bigger and start to put things in place.
I always say you can’t think outside of a box if you don’t have a box in place. And a lot of times people don’t have that bounding box initially. They don’t have any idea. So you can’t play with that. Creativity. If there’s nothing structured to go from.
You need the structure? People think a lot of times that, Oh, you know, creativity is something that’ll strike me when I’m in the shower or when I’m on exercising or my walk or whatever.
And yeah, if that’s good for you then yeah. Wait for once a month when you get an idea. But what I talk about is a process, it’s literally building a box. Just like you’re saying Chris, to create an environment where you can constantly constantly refresh and extract creativity instantly whenever you want it, you can grab it.
And having that tool set, I think today, especially isn’t it it’s incredibly important.
Yes. I think there’s a lot of people today that, I mean, you touched on it earlier on the thing. They aren’t creative or they couldn’t be creative or they’ve like you said, been repeatedly told they aren’t creative. And is this a problem that you see quite a lot of and what are the kinds of the main barriers that hold them back with that? So is there, what are the things that really do stop them from being creative that they can adjust or change? If that’s somebody that’s listening on the pod?
It’s a process. People don’t know, they have a process. They think that they’re waiting for lightning to strike and. You know, we have all these stories of, you know, the guy who sat in his basement formed this great idea one night and boom into multi-million dollar product or whatever.
But those things don’t exist. You need a process for creativity. The other thing is fear. A lot of people are scared of risking their reputation of risking their identity of risking their comfortable situation, because they are afraid of. Coming up with an idea and being ridiculed, you know, we work really hard to protect our reputations and stuff like that, and we tend not to want to risk it.
And the problem with doing that, Chris is that humanity is losing out, right? There’s a engineer sitting at, you know, space X or NASA right now. And she’d got. A brilliant idea to put wings on, on a space ship, you know, that are 10 miles long or whatever. And in the little track, the light and boom, you know, will be a mars in like three months instead of seven months or whatever, you know, and she doesn’t want to listen.
She went to school. She has an enormous amount of debt. Right. And she got published in very serious journal, peer reviewed journal, right. And got a family and all this stuff like, is she going to take the risk? Is she going to walk into her boss’s office and say, you know what, we’re going to do a wing.
That’s gonna, you know, get us to Mars or is she gonna like, stay with something safer? And the vast majority of people on earth are going to choose the latter. They’re going to stay with something safer. But we need to disrupt that dialogue in order to see a better sort of humanity. That’s able to live up to its full potential.
And until we get creativity out into the mainstream so that people can understand that it’s good to take a risk. It’s good to make a mistake. It’s good to stand and step outside of your. Boundaries of your comfort zone then? Yeah. Let’s, let’s improve society. And that’s just one example of, you know, literally thousands that I can come up with that show why creativity is so important and why we as a society benefit from encouraging it in every single aspect of our society.
Yeah, I think there’s a real, um, I don’t know about in the U S but here in the school system, sometimes I think that, and not all schools are going to be wrong and not all teachers, but sometimes there is almost a backseat for creativity. And it’s a focus on the, like you said, the analytics or the data or the results or the scores.
And it’s all driven around this idea of constantly churning out these results, these similar results, trying to shoehorn people into a way of being. And I think sometimes we really do miss out on. Learning at a young age, if you’re lucky enough to do it, that’s great. But sometimes having that problem solving mentality and that ability to cherish innovation as something that has really helped our species, you know, over thousands of years move forward.
That should be the thing that we focus on the most surely as opposed to whether or not you’ve got X on a math test, you know, I think it’s.
Yeah, I’m with you a hundred percent. You know, I talk in the book about the first person ever to be creative. It’s a woman named Harriet yet. She was a cave woman, 60, 70,000 years ago.
And you know, it was raining and the weather was horrible and she was in a cave and she’s being attacked by a beast, right. With huge fangs and like, you know, paws the sides of like a refrigerator, right. And like, you know, this beast is like attacking her and you know, her cave, it’s filling with water and, you know, Oh man, what’s going to happen.
And there’s only one way in one way out. So, you know, she saw stick floating and I was like, Hmm, that’s a, you know, a stick that I use for walking or whatever. And then she saw like a, an Arrowhead or a Berry picker and was like, Oh, that’s a Berry picker. But she had the world’s first creative idea. Right.
And that was to take the Berry picker. And put it on top of the stick, you know, with a bit of twine or whatever. And she used it to, you know, fight off the beast. Right. And so she had the world’s first creative idea and was able to survive by it. And literally that same day she ran in to her village, told all of her friends and family and everybody else about this new invention and then it sort of spread.
And part of the reason why we are still alive today. Is that ingenuity of creativity that helps the species survive. You know, we often talk about who won this war or at, or, and so on and so forth. But what we’re really missing is the element of who was really most creative. You have the revolutionary war, for instance, with, uh, the U S versus the English.
You guys outnumbered the Americans us by quite a bit. I mean, you look at the numbers, dude the sheer numbers. We’re like crazy. The military force of England at that time of great Britain was unparalleled on earth. So you had people get really, really creative in order to win that battle. And there’s so many things that we categorize as in analytics, across humanity, that shouldn’t had to be looked in through the lens of creativity instead, because then we can really see what the advantages were and how things were actually won and how things were actually.
Manifested. So, you know, it’s one of those things where we are so good at quantifying things, because it makes us feel comfortable, right? So we assign a number. What’s that number? I don’t know what the difference between an inch and a couple of millimeters. I, you know, it’s, we’ve accepted that, Hey, this is a different unit of measurement and.
You know, it measures a different distance, but in terms of reality, does it really mean anything? No. We’re in constant search of comfort as human beings, we live in a chaotic world. And anything, anything that we can do to explain why the world is so chaotic makes us feel comfortable. So we’ve invented this whole analytics system of numbers and. And how much something weighs and you know, all of these sort of analytical constructs to make us feel more comfortable about our wild and chaotic environment. And we’ve abandoned what Harriet has come up with, which is. True and great innovation that not only keeps us alive, but keeps that human spirit going.
And we need to get back to developing and exercising that creative side. If we ever hope to get to the next level, as a society.
Yeah. I think that analogy used with the war, the revolutionary war. I think it was a really good example of if you take that to business as well. So how the little guy can kind of in that scenario, the one that was outnumbered, the one that had to think creatively in order to strategize better and think more effectively about how they were going to defeat that greater number.
Bigger foe. So in business with that idea, you know, having that, that smaller brand doesn’t always mean that it’s a foregone conclusion from an analytical point of view, that you are going to be blown away by the competition. I mean, you look at things like dollar shave club when they came onto the scene compared to like the heavy hitters, like Gillette and how they sort of innovated enough and changed the way that business was done in order to shake it up a bit and kind of be that disruptor using innovation.
And I think, like you said, with, if we could all think more like Harriet. I think we’d be in a much better position and not just from our business point of view, but from a social point of view. And they would also be a shared goal. I think if you, if creativity was celebrated more. As a goal for, all of us, I think it would bring everyone together a bit more than kind of the analystics divide. People don’t think the numbers divide.
Yeah. The, you know, you’re on a really good point. You know, the division and the harmony starts within every human being on earth. And our love affair of the analytics had led us astray. It led us. Into disharmony and unbalanced, our brains are literally wired into two hemisphere.
It’s in charge of you. No, one’s in charge of creativity and one’s in charge of the analytics. And unless we’re operating our equipment that we came with to its optimal degree, we’re forever out of balance. And so, you know, the balance starts within us before it can sort of spread contagiously, you know, analytics are a good thing, but they are only a good thing to a certain degree.
And creativity is a good thing, but it’s only good to a certain degree. I mean, you and I both have that friend, you know, somewhere in Devon right now, living in the basement, you know, he’s got a bunch of really great ideas, but you know, he’s not getting anywhere with it. Right. And then you and I both have that friend, who’s like, you know, super analytical, but they can’t come up with an idea to save their lives and they won’t take a risk to save their lives.
Do you know? Not anything that is, you know, outside the scope of something, they feel that they can control. And so you don’t want to be an extreme one way or the other. I, our society, our world right now is extremely analytical. And so we need to come back into the middle and live our lives as a more balanced.
And full of potential we were designed to be, and that balance then will spread to others if we’re able to master it within ourselves.
Yeah. In your book, you mentioned that a lot of businesses are running below capacity of what they could be, not really reaching their potential. Is that the problem that you see that it’s mainly analytical? There isn’t a creativity.
Yeah, absolutely. I’ve consulted with hundreds of companies. You know, for manufacturing the medicine and what I see as a love affair of numbers, it’s like the darling at the dance. I don’t know how to describe it, but I will tell you that we have developed as a society in the West, especially, you know, complicated way to talk about these things that make us feel smart.
So, you know, I’ve sat with a board of directors. I’ve sat with a leadership team and a fortune 500 company. And I’ve gone in the room and kind of told them guys, you know, you can have a Harvard economist sort of walk us through the numbers, or we could see that our revenue has not produced enough profit for us.
Right. And so we need to figure out how to take all that money that we’re making and put more in our pocket. That’s it not that complicated, right? You don’t have to like dress it up with all this science and charts and facts and figures and reports and, you know, 206 PowerPoint slides on that. That’s it it’s that simple.
And when you’re able to use creativity, what you are able to do, it’s the simplified problem to their real core, right? And now we need to take that revenue and figure out how to extract the most profit out of it. Where are the profit losses? Where are the weak points, you know, so on and so forth. And you know, for an organization could be anything.
It could be sales, distribution, operations doesn’t really matter what sector, but if you don’t look at every sector with the creativity, what you’re doing, you’re chasing some efficiency goal. I’ll give you an example. I did a consultancy for a manufacturing company and they were trying to chase inefficiencies.
So they bought me in there, like Nir this process needs to be 0.0, zero, zero, 2% more efficient. I was like, how do you guys know that? They’re like, no problem. So come in. So I sit in a, in a conference room with them for three days, suffering dude, through PowerPoint, after PowerPoint, somebody found, somebody said somebody measured so on and so forth.
And this machine is producing point. 0 0 3% if you add it up over the month. So on and so forth were behind that’s where all of our profits going, I’m like, what do we do? Are you guys serious? Why did you bring me in to do this? If you’ve already convinced yourself? And they’re like, well, you know, Nir it’s like, One of those things where we need some help.
I go, okay, let’s start to look at the concept, the idea and execution, what it is that we’re doing so on and so forth. And, you know, they’ve convinced themselves that they were looking for an efficiency problem, but they had a branding problem. They had an identity problem, Chris. They thought that they were in the manufacturing business, but they weren’t.
They were in the trust business. They only had two or three clients and every one of their clients bought a lot of stuff from them. For exacting aerospace or military projects, right. They needed stuff within tolerance, you know, a screw or whatever it was within military grade tolerances because, you know, if that’s crew failed, whatever the plane or whatever would crash into the mountain.
So when I initially came in, it was an efficiency chase, right? How do we become more efficient, you know, and so on and so forth. But when we got creative, we’re able to change the paradigm from it being an efficiency issue into a creativity, a branding, a marketing, a positioning issue. And when the company was able to manufacture was able to reposition that they trust brand.
They found that the clients ordered more stuff and it kind of solved the problem of that machine being efficient or not. You know, they’ve invested some in an operator training and this and that, and you know, the efficiency improved, but that’s beside the point, because the main point was that there was a hole in the hole of the ship taking on water.
And everybody was looking at the front where a little spray was coming over the top of the ship. And they were like, looks spray. But they had a hole in the thing. So many, many businesses are like that and that’s okay. It is what it is. There’s not a good thing or bad thing. People spend their whole lives sort of developing a company, developing a brand, developing a strategy.
And sometimes they have blind spots and we all do. There’s no one on earth that doesn’t have, you know, that soft, blind spot or whatnot, where. They can’t see something, but you know, when we’re looking creatively, we’re able to see what the real problem was. And we were able to fix it by completely changing the question really.
And looking at an aspect that had been overlooked for many, many years.
Yeah. I totally get that. It’s something that we see a lot as well with clients that are. Um, like sort of focusing on one thing, but there is a bigger thing going on. There’s a bigger thing at play. The bigger picture is actually there’s a number of areas or there’s something that is being missed.
And while they’re focusing on one particular thing, that thing is not being addressed. The bigger problem, the bigger concern isn’t being addressed. And like you said, it’s a blind spot. And like you said, everyone has it sometimes. That’s why it helps me, even with myself, with regards to branding our business, talking to somebody else with regards to that is always a help because you can’t always see the label when you’re inside the bottle.
If that makes sense. And you need that external sometimes to inspire that creativity as well. Cause we all get stuck in our way sometimes. Um, not being able to tap into that innovation and just having a conversation like, like with someone like yourself, you know, just having a conversation about a topic like this really sparks off a load of ideas.
And, um, yeah, and innovation. So I think that’s really important is talking to other people and getting out there and talking to a lot of different people really, and trying to foster that creativity. So I saw something on your website about the four P’s of creativity. Could you sort of explain on those or elaborate on those?
Yeah, definitely. So I, this is part of my process of helping a company or even a, someone on a career path become more creative. Right. And the system that I have called the four PS. One is the people that’s where the first piece start people is where, you know, really what it’s all about. And, you know, I know that a lot of people say that, but a lot of people don’t teach you how to find the right people.
And so I talk in a book about a couple of methods that are really great. In the U S we have one of the biggest reserve of really great people coming out of the military that don’t have a linear history on their resume. And therefore, you know, they don’t get hired in the private sector and I’ve hired military people here in the U S for 20 years.
And there’s some of the best hires I’ve ever had. Why because they have discipline and, you know, an approach to problem solving that is, you know, case critical late, you know, you’ve got to solve the problem or if someone’s going to die. Right. So they’re one of the greatest untapped resources of people that we have here in the U S I talk about a few more resources of where to find good people.
The second is the process. It’s like what we talked about earlier, you know, creativity doesn’t just happen. Well, like, uh, a lightning bolt strikes or whatever, you gotta do it. You gotta work at it. You have to have a process. So I talk about how getting a process in the place and, you know, setting it up so that everyone follows it is incredibly important for creativity to thrive.
The third is the product, right? The third P is the product. And like I, in the example earlier with the manufacturing company, A lot of people don’t know what their product does in the marketplace. I worked on a very popular sports drink brand and you know, the sport drink brand convinced themselves. That every single sale that they are doing, it’s going to some athlete playing football and, you know, in the heat of the Florida sun and that sort of thing.
And what we actually found was that most people who consume this particular brand were hung over right after a night of partying. And it narrowed down the demographic quite a bit, you know, cause it had electrolytes and kind of made you feel better after you were hung over. But the brand was convinced.
Nah, no, no, no. That’s not. That’s not how my brand is being consumed in the marketplace. It’s something else, you know, so on and so forth. So we were able to help them identify who they were as a brand and being able to do that is incredibly important. What does your product do and who are you really in the marketplace to your buyers and so on and so forth.
And then the final one is once you get those three, right, you have the. Uh, what’s leftover, which is the profit. And that’s, how do I take what has come in through revenue and turn it into meaning? Because nobody cares how much revenue you have. If you’re unable to take that revenue and turn it into meaningful profit.
We are a little bit shy maybe, or sensitive about talking about these types of things, but we should be talking about it more and more. There is no shame in the free market system. It’s the best. Tool that has ever been invented to lift more people around the world, out of poverty. And yet we’re, we don’t want to talk about it.
Oh, profits. You know, we don’t want to talk about that, but we have to, because it’s incredibly important and the amount of lives that these types of things touch is incredible. And so we should do everything in our power to increase our profits. In the best way that we can, so that that profit can then go and work harder for us and touch more lives and create more meaning for people and, you know, lift the lives of the employees, but also the, you know, hundreds of thousands of auxiliary points that our product or service touches that we’ll never know about.
So, if you don’t have a four P process, then you might get one or two of them. Right. But in order to really grow and to do well holistically, you need to have every one of the four PS lined up at your product or service or your career. In order to become creative.
Yeah. And I think what you said there about the people with the nonlinear background, I’ve, I’ve come from a nonlinear background. As some people would say it in the industry. And I think that’s only been a help and it’s only I did more influences and different ideas and different experiences into the mix. And I think having that, whether that is through one individual or multiple individuals with slightly different backgrounds is something that I.
I really champion and it’s something that going forward is something I’ve wanted to build into our business a bit more with more people that have a slightly non-linear background, like you said, and I think it really helps them with the creative process because you have these different experiences, the different ideas, and they blend together.
They come together in this kind of innovative situation. And I think you mentioned products as well. And one of the things I’ve seen recently, which I thought was a really good switch it’s a few years ago now, but it was Blackberry. So switching from, obviously they were kind of blown out the water a bit by iPhone and some of the other phones that came on the market.
But then how they’ve shifted their positioning. Now they’ve shifted their focus, I think, to real creativity because they’ve gone into, um, security, I think internet security and that kind of thing. It’s a real shift from phones and mobiles and, you know, Palm pilot type things shifting into security, which was the thing that the Blackberry was famed for.
So I thought it was a real creative master stroke to have that positioning switched like that. But it’s something that. You wouldn’t normally think of it is outside. The box is a big shift.
Yeah. And, you know, listen, your brand, your product, your service is only going to exist for a certain band of time.
Right. I talk about it in the book where you only have a certain amount of time where you’re relevant, fresh, and exciting. And unless you’re continually changing, continually adapting, you know, you’re going to go out of business. You need a heavy, heavy dose of creativity at every milestone of your business in order to stay fresh and relevant and exciting.
And you know, something that people can get really excited about.
Yeah, definitely. I see. As well that you’ve worked with, um, sort of numerous albums and you’ve worked for movies and advertisements with some big names, like Woody Harelson and Rod Stewart. So how did this come about and how does creativity fit differently into the different kinds of industries and mediums?
Yeah, so I spent a lot of my youth in recording studios and then a lot of time I ran a Hollywood production company where we sold a movie to universal. And so I spent a lot of time in the quote unquote creative field. And what I noticed was two things. One, well, I guess I know there’s two kinds of people I should say, right?
One there’s the person who is a drug addict and an alcoholic, and that’s how they get ideas. And that’s how they’re creative and you see those people on the nightly news and that kind of thing. And then there is the real creative, and that’s the bulk, that’s the majority that’s, those are the Woody Harrelson’s and they, you know, amazing actors and.
Actresses and amazing musicians that I worked with. These are the people who have some sort of system. And so the system that I like is the concept idea and execution. I got 91 other system that can help people become more creative. But what I noticed from them is, you know, they had their own system. They had writing stuff down is like a commonality across this whole thing.
But to add a notebook or that a way to write and capture an idea and constantly cycle through different ideas whenever they needed them. And so what I learned from them was that, Hey, you know, anybody can be creative. You just have to have a process. And then, you know, later on I ran a furniture refinishing company and, you know, various different companies, uh, consultancies and so on and so forth.
Then I borrowed from the best I saw, I worked, you know, for, um, I had fortune 500 clients and I would sit with them and see how their approach to problem solving was. And some of them were creative and I thirded jotted down, you know, Hey, how did this come about? And after 20 years of doing this, I kind of cemented.
Into a process of what I thought was repeatable and attainable creativity, no matter what the person did, and no matter what field they did and that kind of. You know, the accumulation of that knowledge came into you being, what is between the covers of the book, every page in there? Yeah, it’s a hard one hard fought lesson from reality.
You know, I’m not a college professor. I taught school. For a long time. I was one of the youngest professors ever to teach graduate school in Los Angeles. And so, you know, I learned a lot from teaching as well, but I didn’t have the luxury of having, you know, classes on Mondays and you know, all the time in the world, to write.
You know, the book took six years to write and it came together 15 minutes here, 15 minutes there. I mean, there’s no magic recipe here. I, you know, an hour after the kids were down at night and you know, 15 minutes in the morning before changing poopy diapers. I mean, that’s the reality of writing and, you know, on a plane to a client, cool, two hours, you know, undisturbed, I can get like 20 pages done, you know, and that’s the reality of how the book came together.
So my approach is a real deal, you know, up to the minute real life approach to creative. It’s not an academic approach of something, you know, done in a lab and, you know, maybe it’ll work in reality. Maybe it won’t, and I’m not knocking at academics. I love their work. I read almost every book that comes out on creativity, on systems organizations on.
You know, behavioral psychology, so on and so forth. But a lot of the principles are, you know, lab principles, you know, they’re done with a bunch of grad students or a bunch of undergrad, you know, that they paid $5 and they gained some kind of research from it. I think it’s fine. But the stuff that I talk about is real world.
I mean, it’s like a real business that had a real problem that needed creativity. To get to the next level, or they went out of business because they weren’t creative. And, you know, I had to do a mass layoff and so on and so forth. So my approach, it’s a reality based approach. And I borrowed from literally 50 different fields that I’ve either worked in or touched or consulted with or on and on in order to create this manual that I feel is incredibly effective, no matter who you are, no matter what you do.
Brilliant. That’s amazing. And thank you. Uh, yeah. Thank you for you for coming on today and I’ve really enjoyed it. I’d love to do this again. And would you be able to give us a bit more information about where we can find out more about you, where people could get hold of the book, the creator mindset, and also anything else you want to sort of let people know about what you’re doing in the next couple of months next, next sort of six months or so?
Yeah, definitely. So the next six months or so are filled with webinars and virtual meetings and stuff like that. I do a bunch of webinars for different companies, organizations, stuff like that. My webpage is nirbashan.com . We have a community on there. You can join it free. You can exchange information on creativity.
What’s working, what not get free advice on there. It’s kind of awesome. And, uh, yeah, the books and bookstores, uh, across the world, it’s on Amazon and Barnes and noble, wherever you like to go and buy books, it is. Available. Yeah. And I’d love to hear from your listeners, what your thoughts are. Reach out to me.
I’m really easy to find really easy to get ahold of and, uh, that’s about it. Right.
Well, thank you very much. And what I’ll do is I’ll put all those details in the show notes. So if anyone’s interested, please go to the show notes. There’ll be links there to the book. There’ll be links there to Nir his website and to his LinkedIn profile in different places.
So look in the show notes. If you want to reach out, it’s been great having you on. Really enjoyed it and yeah. All the best. And hopefully talk again soon.
Thanks, Chris. That would be great.
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