Get out of the way… and collaborate!

Are you collaborative?

Is your organisation?

We often say we are, but are we really? Do we ‘get in the way’ of the process?

Filmmaking, in theory, is a collaborative process. But like so many working partnerships (teams, institutions, organisations) some productions are bound to be more collaborative than others.

So often the tone is set from the top, but that’s not to say others can’t have an impact.

However, regardless of the leadership position you find yourself in – manager, team-leader, movie director – you could do a lot worse than take the advice of Hollywood musical legend Stanley Donen (Funny Face, On The Town, Singing in the Rain), as he collected his Academy Award (Oscar) for Life Achievement aged 72.

In a nutshell, he suggested we ‘hire great people and then get out of the way!

You know what, it’s a lot more showbiz-y, fun and entertaining the way he says it… watch in full below – and have a great Friday!

Plastic Leadership – file under ‘punk’

Have you seen the state of leadership today? It’s like punk never happened…
What we need is more Plastic leadership!


It’s almost 40 years since an art school drop-out, with a clothes shop on London’s Kings Road, kick started the English ‘punk’ scene. In 1976, punk was defined by, Malcolm McLaren and Vivienne Westwood. It was The Sex Pistols and The Ramones. It was three (self taught) chords on a cheap guitar.

The rock ’n’ roll scene at the time was considered by some to be elitist, safe and/or irrelevant – Johnny Rotten (lead singer in The Sex Pistols) was famously spotted by Malcolm McLaren wearing a home modified “I hate” Pink Floyd t-shirt.

But in braking the rules, punk created a few of its own.

The 90s brought with it teenagers who were less familiar with those rules. While they were ‘into’ The Sex Pistols, they were also into ‘rock dinosaurs’ like Led Zeppelin and Black Sabbath – simply because no one told them they couldn’t.

“Punk is musical freedom. It’s saying, doing and playing what you want.”

— Kurt Cobain (Nirvana)

So why the history lesson in punk? Well, punk was misunderstood – and leadership has suffered the same fate…

“Punk was defined by an attitude rather than a musical style.”

– David Byrne (Talking Heads)

Punk (to the uneducated) was perceived as being nothing but sneering, shouting and loud guitars.

But guess what – Leadership is still considered by some to be reserved for line managers, CEOs, prime ministers, etc…

Leadership has come to be about changing the world – and as a consequence it’s become unattainable.

“Punk became a circus didn’t it? Everybody got it wrong. The message was supposed to be: Don’t follow us, do what you want!”

– John Lydon (aka Johnny Rotten of The Sex Pistols)

Everybody got it wrong with leadership too. Leadership has become a circus of its own, stuffed full of it’s own glorified ring masters!

Real leadership isn’t about hierarchy. Real leadership creates opportunities for individuals – it allows everyone to take responsibility.

“A guy walks up to me and asks ‘What’s Punk?’ So I kick over a garbage can and say ‘That’s punk!’ So he kicks over a garbage can and says ‘That’s punk?’ and I say ‘No, that’s trendy!’”

— Billie Joe Armstrong (Green Day)


Great leadership makes leaders, not followers.

Derek Sivers, in his TED talk ‘Starting a movement’, says “A leader needs to be prepared to stand up and be ridiculed. It takes guts to truly stand out.” Standing out may give you the appearance of ‘a loan nut‘.

“[Punk] was something which brought people together, so they realised something was possible”

– Pete Shelley (Buzzcocks)

also points out that leadership is over glorified and he demonstrates the loan nut doesn’t become a leader until he gets his first follower – a leader in their own right. Without that follower, he simply remains a lone nut!

Pretenders and poseurs

But in amongst the genuine leaders there are also pretenders.

Pretenders in punk subculture were labelled ‘poseurs’ – they were not tolerated.

Maybe it’s time to expose the leadership poseurs – they’re easy to spot:

  • They don’t value their staff
  • They don’t collaborate
  • They don’t give time to other people’s ideas
  • The hold onto responsibility rather than share it
  • They take credit for other people’s work
  • They would rather manage than motivate

I’m not saying punk is about leadership, and I’m not saying leadership is punk. However, we do need to think differently about how we understand leadership and how we apply it to ourselves as individuals. If you are aware enough to recognise a poseur then you probably have a good idea how to turn some of those problems around.

“The whole punk ethic was do-it-yourself… When they said that anybody can do this, I was like, ‘OK, that’s me.’”
– Michael Stipe

‘Posing’ punk aren’t the end of the world but ‘pretend leaders’ can be devastating! In short, we need more people to take leadership and apply some ‘do-it-yourself’ punk ethic.

And this is where Plastic Leadership comes in.

Now, I understand the word ‘Plastic’ may make it sound ‘fake’ – but nothing could be further from the truth – this is the real deal. Let me introduce you…

Plastic Bertrand

plastic bertrand

On appearances alone Plastic Bertrand didn’t quite convince as a punk – however, his 1977 hit, “Ça plane pour moi”, is one of my favourite songs of all time. But I was six years old – what do I know?

Listen instead to what Joe Strummer had to say:

I don’t like saying, “You’re a punk and you’re not.”

There was a record out there called Ça plane pour moi by Plastic Bertrand, right? And I guarantee you if I had to play it for you right now you’d go, “Right! That is rockin!”

Now, if you were to say to any sort of purist punk, “This is a good punk record,” they’d get completely enraged. But Plastic Bertrand, whoever he was, compressed into that three minutes a bloody good record that will get any comatose person toe-tapping, you know what I mean?

By purist rules, it’s not allowed to even mention Plastic Bertrand. Yet, this record was probably a lot better than a lot of so-called punk records.”

So, roughly translated, Joe Strummer was saying that your leadership could be better than most so-called leaders! But what does band mate Mick Jones think?

“I came into the punk scene because punk stayed with you, it has taught you something. A lot of the other music of the time left you as it found you.”

— Mick Jones (The Clash)

Don’t leave people as you found them – have an impact. You know what to do – value people and make them feel valued – collaborate – listen – try other people’s ideas – share responsibility – reward good work – enable and motivate – take the initiative, and in turn, inspire someone else to lead too.

So – I think we’ve established a ‘title’ doesn’t make you a leader, any more than green hair makes you a punk. It’s demeanour, not dress. It’s ethic, not ethnicity. It’s attitude, not platitudes. So remember Joe Strummer and his attitude to Plastic Bertrand…

Plastic leadership – don’t leave home without it!

Culture, Values and BrewDog

Pop quiz hot shot

Speed (1994) with Keanu Reeves, Sandra Bullock and Dennis Hopper. What’s it about? The Internet Movie Data Base (IMDB) says, “A young cop must prevent a bomb exploding aboard a city bus by keeping its speed above 50 mph.” It’s actually much more frightening. It’s a cautionary tale of bad management. It’s what happens when disgruntled employees come back and get mad.

So, pop quiz hot shot, what do you do?
You’ve got a young company – a once cosy start-up that’s swiftly becoming the behemoth brewery with a strong brand and a demand beyond its capacity – and now you have to bring in more people – lots more people… 
OK hotshot, how do you NOT loose sight of the vision that built the company. What do you do to to keep the culture that characterises your brand. How do you NOT water down your core values?
What do you do, hot shot, what do YOU DO?


Unless you’ve been actively been avoiding licenced premises and booze aisles over the past seven years, you’ve probably heard of BrewDog. Punk IPA, Dead Pony Pale Ale and Cocoa Psycho are just a sample of the no nonsense titles and flavours from these uncompromising brewers of craft beer. They were the classic “up-start” start-up who rattled some cages (and still do). But seven years on, in many respects, they appear to be leading the way.

I would suggest that this is a company that crafts its culture as carefully as its beer.

BrewDog Light Ale

 ^ DogTap – I’m no expert but I’m guessing these are light ales


BrewDog not only craft a brew, they craft an ‘experience’. With 23 BrewDog bars between here and Tokyo (and a fake one in China), I’d heard that the bar staff go through a pretty rigorous training and are required to know the product inside out. In an industry that typically employs temporary and part time staff this level of investment was surprising to me. However, when I learned that bar staff are also one of BrewDog’s main talent pools for the core business it made perfect sense.

BrewDog MapThe purpose of my drive up to BrewDog HQ in Ellon, Aberdeen, was to witness a group interview process for the BrewDog graduate programme. When I saw the advert online it was the application requirements that initially got my attention. It was a well crafted filter with no place for a generic CVs or covering letters, instead applicants were required to answer a series of questions and tasks specific to the business.

The advert also mentioned a group interview. The candidates would spend the afternoon together with one of the directors and a member of HR – working as individuals and in teams to complete a series of tasks. I really, really wanted to see this first hand and got in touch immediately. BrewDog couldn’t have been more accommodating – big thanks to Zarah and Rona.

I don’t want to give away any specifics of the interview process – just to say that it gives a unique perspective on getting to know candidates from many angles. For BrewDog it didn’t take up any more time than sitting through a day or two of individual interviews – and clearly they are confident that it is a better use of their time.

Sky's the limit

^ The Sky’s the limit at BrewDog


Zarah, who came through the first BrewDog graduate scheme two years ago is now Gatekeeper at BrewDog (ie Human resources, internal comms and company culture manager). Graduate Programme to management in just over a year!? Evidence of ‘the sky’s the limit’ mentality at BrewDog – backed up by the other three Grad Prog alumni who are also now management level or key roles in the company.

Any other business might have filled such a crucial position through an agency. But BrewDog like to demonstrate that they are not any other company. Why head hunt when the passion for your company is right here?

BrewDog HQ

BrewDog is a priesthood. It inspires a passion for a product and it knows its followers have an enthusiasm that is valuable to the cause. So pick the best and get them on board – cultivating passion and enthusiasm is the hard bit – skills can be learned.

The graduates I met were already invested in the company (one of them was even financially invested – see Equity for Punks!) and already had in place what BrewDog value most in their newstarts – “a thirst to learn”. Pun intended I’m sure.

With a company that invests so much in bar staff you would expect the investment to continue back at base and so it does. No matter what part of the business, the employees are trained beer geeks.

“The Cicerone Certification Program certifies and educates beer professionals in order to elevate the beer experience for consumers.”

75% of BrewDog staff are “Cicerone Certified Beer Servers”. Zarah in HR is amongst several in the company who are second level, “Certified Cicerone”, and one other person (who will remain anonymous) is about to become one of a very small (single digits) world wide crew of ‘beer Jedi’ – “Master Cicerone”.

when in Rome


BrewDog understand their brand in a way that isn’t forced – the protection of their culture and values doesn’t feel like a box ticking exercise or like someone just read a Seth Godin book. It felt to me a natural and intuitive choice.

Obviously I speak from limited experience – I haven’t worked there and I only spent a day observing – but it appeared to me that the directors have consciously and genuinely created a company that they would want to work for themselves. Having done that they are now working hard to find other like minded people to share it with.

As it turns out, there are quite a few, but it’s nice to see that the courtesy shown to BrewDog customers is also extended to BrewDog staff.

Opening minds

^ Opening minds as well as bottles


After the interview, once everyone had left, I stayed back for a few minutes to compare notes and ask some questions. On my way back to the car I noticed all of the graduate programme candidates depressurising over a beer in DogTap – where we had started the day for lunch. So I went in and asked them what they thought of the interview process – here’s a taste of what they said:

Me – “Best interview ever?

  • Emphatically “Yes!”
  • “Bits of it were gruelling… but that was to be expected.”
  • “We’re all sat here having a pint, chatting like mates, because it was like that, it was great.”
  • The other candidates “were intimidatingly good.”
  • “If this was my freshers flat I would be over the moon.”
  • “You got a chance to show yourself – it wasn’t formal and straight – it’s the best way to get to know people.”

Me – “What about the application process and its effectiveness at filtering out people like me who might like to work at BrewDog but didn’t have the same passion for the product?

  • It was “a breath of fresh air.”
  • “Everyone here today is of a certain mindset.”
  • “I had think about it for a few weeks. But it was really fun to think about.”

The BrewDog tour

^ The BrewDog tour


Of course this process doesn’t work for every post in BrewDog – neither would it work for some other companies. But rather than accept that as a reality I would be inclined to wonder why – and challenge whether it should.

So, pop quiz hotshot – what do you do to successfully embed the brand and core company values into new staff – particularly at management level?

What do you do, hot shot, what do YOU DO?