Ben Jenkins Lives Slow and Makes Fast

Posted on by AIGA Baltimore

Ben Jenkins, founder of OneFastBuffalo, toured the East Coast hitting up six cities in six days to talk to six AIGA chapters about how he evolved his design business and his personal life into a more satisfying and fulfilling one. We laughed, we learned a lot about his concept of work-life balance, and we talked about how designers have a natural inclination to be designtrepreneurs.

“Twitchyness is contagious”

Ben Jenkins started his presentation with a disclaimer: “I can be a bit twitchy, and it can be contagious.” And as he continued through his talk, we watched him go into side tangents, witnessing just for ourselves how twitchy he was. We hung onto every word, anyway, as Ben told us a story about how he evolved his design business and his personal life into a more satisfying and fulfilling one.

About Ben

Growing up in the suburbs of Dallas, Ben Jenkins loved two things: art and baseball. He admitted it’s an odd combination; there aren’t many sports fanatics that are also into art and design. Following his dreams, he got a scholarship to play baseball at Mississippi State University, where he studied graphic design and architecture. After graduation, Ben went on to play for the Phillies in the minor leagues, and out on the road he passed the time working on small design projects for whoever asked him. These projects put him on the path to freelancing after Ben realized that his career as a baseball player was not going to land him in the big leagues. He continued his education at the School of the Art Institute of Chicago, where he earned an MFA in Art & Technology.

Everything is Bigger in Texas (Including Partial Male Nudity)

In 1998, OneFastBuffalo (OFB) was born from the idea that conventional wisdom isn’t always useful. Using his competitive nature as a ball player, Ben grew OFB from a two-person operation to a boutique firm. OneFastBuffalo would move from one office space to another as they expanded, and each time Ben would strive to create the dream office that any agency and their employees would love to have, especially one that would impress clients.

Through the growth of OFB, Ben sought validation as a successful graphic designer. He felt strongly that in order to be considered a good designer, he needed a client list full of the big ones. He was collecting his own design trophies, so to speak. Over time, he would spend more energy managing than designing, more time at the office than at his home, and more time making calls for work. Those 10 years of trophy collecting took a toll on Ben. The man who had been good enough to play in the minor leagues had gained substantial weight and it showed (literally) in the photos his wife took of him just wearing gym shorts.

Slimming the Buffalo (and the Man)

In 2008, Ben realized that it was time for another renovation, and not just one of office space. He turned his work and personal life upside down after realizing that he could work better in a different way. In a period of purging, Ben reduced not only his weight and a large portion of needless possessions, but also the size of OFB as the economy took a downturn.

He even subleased his office space (with the furniture), enabling him to do more with less. Plus this allowed him to spend more time with his wife and three sons. Instead of just heading off to work in the morning and getting home late from the office, he wakes up and has coffee with his wife, takes his sons to school, works in his home office (or wherever he feels like working), and spends time with the boys after school, too.

As Ben simplified the external aspects of his business, his branding process changed, as well. Now, instead of giving clients multiple logo concepts, Ben focuses on just one concept until he gets it right. This allows for more concentration and energy to be put into that one idea, as opposed to spreading the creative energy and time across two or three ideas, he says. And, as an added benefit, the client never picks his least favorite concept. And this process works, too! Since Ben began presenting one concept to clients in 2008, he’s only had to go back to the drawing board a few times.

Since 2008, one logo concept is shown to the client. This allows for more concentration and energy to be put into that one idea.
Since 2008, Ben shows only one logo concept to the client. This allows for more concentration and energy to be put into that one idea.

As his business evolved, Ben also stopped worrying about collecting trophies. He now focuses on creative work to help good people make famous brands, and he’s quickly learned that it’s more enjoyable and more fulfilling to work this way.

Where the Buffalo Roam (Have laptop, Will Travel)

While eating some authentic Mexican cuisine with his wife and kids, Ben came up with the idea of a Mobile Creative Lifestyle. Harking back to his days as a baseball player in the minor leagues and being out on the open road, Ben wanted to combine his passion for design and travel. Buying a 1958 Airstream trailer, Ben began to take his family out on “journeys” (not just vacations) and taught himself to “create big work in the smallest of ways,” by working within the confines of wherever he is at the time.

The OneFastBuffalo 1958 airstream mobile office
The OneFastBuffalo 1958 airstream mobile office.

 

You can now find Ben working on a brand concept in the back of his truck on a lawn chair, parked by a lake, while his wife and three sons enjoy some fly fishing or playing in a nearby playground. This is how “Live Slow, Make Fast” became his new mantra. Ben says that living and doing beautiful things that you enjoy while resting and relaxing will re-energize your work. Working in this way allows him to stay more focused and fill the eight hours (and only eight hours) with a more productive workflow. He uses the 8-8-8 principle to demonstrate this: 8 hours of sleep, 8 hours of play, and 8 hours of work make for a much more healthier work-life balance. There’s time to make and time to live, all in one day.

Ben quickly noticed that this new found freedom of working anywhere at any time made his work better, too. The famous brands that Ben used to chase around now just come to him because they recognize the quality of work he produces and the energy and focus he puts into it.

Designtrepreneur

With his new approach to working, Ben found he had the energy and focus to create brands for himself rather than for a client. He believes that designers are still artists at heart and that their ability to create and produce gives them a natural inclination to start their own personal brands. Armed with a passion for baseball, Ben started Warstic Bat Company, which produces handmade wood bats, baseball gear, and apparel. The company was recently featured in the pages of GQ and was even contacted by Coach to sell a limited run of men’s gear in their stores. Some other brands Ben has created are Treadsmith Board Co. (a snowboard producer), and INDIG (a strategic branding company for Native American owned companies).

Warstic_Pic
Warstic Bat Company, one of Ben’s many self-created brands.
The Journey Continues

The takeaway from Ben’s presentation is that a well-rounded work-life balance can be beneficial to re-energizing a creative professional’s focus and drive. He says you do not have to allow the pressure and distractions affect you as a whole. Spending time away from the computer and spending quality time doing things that make you happy will help you to be a better creative.

On June 1, 2015, Ben will shut OFB down for the summer and not reopen for business until September 1, 2015. He will travel around the country on a journey with his family, enjoying some quality time together while resting and relaxing. When September comes back around, with the energy he will have stored up, he most certainly will come out swinging his bat of creativity. And we can’t wait to see what he does next.

Chad Miller is a Senior Graphic Designer for MedStar Health who enjoys all things design and all things caffeinated.

An INside look at Baltimore magazine

Posted on by AIGA Baltimore

Baltimore Magazine was first printed in 1907 by the Baltimore Chamber of Commerce. It is to this day, the oldest city magazine in the U.S. In 1994, Steve Geppi, owner of Rosebud Entertainment acquired the magazine with the goal of reviving the publication by rethinking its content as a channel to celebrate the great things that Charm City has to offer. With over 50,000 magazines in circulation, its in-house creative team collaborates diligently to keep the look and feel of the publication fresh and dynamic. Amanda White-Iseli has been Art Director for the publication for the last 16 years and shares insight on her in-house team.

How far in advance do you start working on your next issue?

Baltimore is a monthly publication designed on a 4- to 5-week production cycle. My team and I work closely with each other and with the editorial team throughout the cycle. Work begins even before the previous issue hits newsstands as art directors and designers meet with editors and writers to discuss the stories for the next issue. As a department, we all rely on each other for collaboration and critique at every step of the process. We’ve developed a strong, harmonious relationship with the editorial staff as well as with our digital and social media divisions, whom we also work closely with.

Special Editions and Marketing Art Director, Staci Lanham designs our quarterly Home section, our annual Baltimore Bride magazine, and all in-house promotional materials. Our Design and Print Division—headed up by Art Director Vicki Dodson and Senior Designer Michael Tranquillo—is creating fresh, new looks for businesses all over the region including print advertisements, stationary, media kits, newsletters, brochures, and more. Jon Timian is our Production Manager and is responsible for the top-notch production of the magazine—color correcting, along with the image, print, and paper quality. Production Artist, Marina Feeser designs ads and manages ad production for the monthly magazine as well as Baltimore Bride. Craig Forbes is our digital designer handling our web design and many of our online videos.

Understanding the broad strokes of the story and the writer’s tone influences the direction of the design and helps with the initial concept stage. Stephanie Shafer, the editorial design assistant, is responsible for part of the front of the book and all of the departments. Sophia Belitsos, the assistant AD, designs the rest of the front of the book, some features, and our Local Flavor section. I design the cover as well as features, provide direction to the assistant AD and design assistant, and manage the art department as a whole.

The three of us meet weekly to review progress, discussing design direction and potential illustrators and photographers that would be a good fit for the stories. Each person is responsible for creating art assignments for the stories they are working on.

October 2013 issue. Photography by Scott Suchman.
Baltimore’s Best Breakfast Spots. October 2013 issue. Photography by Scott Suchman.
Photography and Illustration have become a huge part of your publication, is all of this done in-house?

David Colwell, our Director of Photography, shoots a large part of the photography for any given issue. Front of the book sections such as “Charmed Life” are typically shot in our studio during the second week of the production cycle. The studio—which is a block away from our Lancaster Street offices in Harbor East—is a large, open space that provides an area where we can paint walls, build sets, and do whatever is necessary to shoot everything from fashion to portraits to product and detailed documentary photography for the monthly magazine as well as our annual Bride publication. (It was even used for a short scene in Season 2 of “House of Cards.”)

We also assign work to photographers in our extensive network of talented freelancers. We try to choose photographers whose style and aesthetic is a good fit for that particular project. We then send a detailed art assignment explaining the story and our design ideas, often including sample images that will help describe the look we are after. We try to give them two weeks to complete each assignment, although time is a luxury we don’t always have.

Baltimore magazine. September 2014. Photography by Mike Morgan. Hand lettering by Martin Schmetzer

We approach illustration projects in much the same way, providing art assignments and examples of illustrations that will help guide the illustrator’s concept and initial sketches. We have worked with renowned painters and illustrators from all over the world as well as those in our own backyard, including MICA graduates and even some professors. We find most of our illustrators either through artist reps or as a result of their own dogged determination to promote themselves via print mailings and email inquiries (yes, a well-written email or catchy postcard still works).

Can you give an example of a recent concept for a cover that you really enjoyed working on? What was the process?
October 2014 issue. Photography by Scott Suchman. Hand lettering by Lauren Hom.

We recently produced our October 2014 Cheap Eats cover which was a lot of work–but really fun to do. The food stylists who I usually work with were unavailable, so I tried my hand at styling the dogs myself. I worked with photographer Scott Suchman who is gifted at shooting food. It was a long process that involved lots of buns, lots of toothpicks, and a soldering iron! I was really happy with the results. I also worked with illustrator Lauren Hom who is amazing! She did the hand lettering for the piece. I provided sketches of what I wanted to include and where—and she worked her magic.

How do you coordinate what goes into your print publication vs. digital?

We meet monthly with digital team to maximize the capabilities of digital media and make the content fresh and dynamic. This can include everything from redesigning charts and incorporating infographics to shooting behind-the-scenes footage from photo shoots as a supplement to the editorial content. We are active on Pinterest and Facebook, posting contests, polls, and generally maintaining an online presence that further nurtures our relationship with existing readers and helps develop new ones. That relationship, and the resulting communication, helps us deliver designs that complement and support the stories and enhance the reader’s experience.

Follow Baltimore Magazine: Facebook | Twitter | Pinterest

Jennifer Marin is co-president of AIGA Baltimore, you can follow her on Twitter: @hungry4design

Human Rights Campaign: Designing for Equality

Posted on by AIGA Baltimore

During Design Week 2014, AIGA Baltimore was joined by Bob Villaflor, the Design Director for the Human Rights Campaign. Bob talked with us about his experiences with the organization and the importance of design in his work.

About the Human Rights Campaign (HRC)

The Human Rights Campaign (HRC) is the largest LGBT civil rights organization that is fighting for LGBT equality. They aim to spread the word about important LGBT issues by featuring and supporting high profile people who are behind their cause. If you know about the HRC, then Design Director Bob Villaflor is doing his job!

Bob joined the HRC eight years ago and is believed to be the first non-LGBT creative in the organization. His fresh perspective reflects on how far we have come and where it will take us.

What we do as Designers

To quote Bob, “Design plays a critical role in what we do.” With over two million supporters and members, the design team pushes to reach as many people as possible. HRC volunteers are knocking on doors, sharing educational materials, and gathering pledges, which are just some of the tasks the creative team has to support. Being responsible for the visual presence of the organization allows them to put a face to the goal of driving movement among the public.

The most easily recognizable visual aspect of the Human Rights Campaign is their logo. Until its current version, the logo didn’t really exist on a social level, so the design team aimed to consolidate the old version in a way that still reflected the company. The logo had to be simple, elegant, and honest—values inherent to the organization.

Formerly known as the Humans Rights Campaign Fund (HRCF), the HRC was founded in 1980 and went through several logo iterations (here’s just a few of them). In the most recent redesign, the HRC design team partnered with SYPartners of San Francisco in a yearlong rebranding effort. SYPartners helped to solidify the brand and eventually settled on the yellow equal sign on a navy blue square. This now iconic logo helped to give an identity to the movement by representing the HRC core values.

Bob explained, “The logo became something for people to rally around.”

A Tipping Point

In 2012, Chad Griffin joined HRC as the organization’s President, which marked the start of a growth point for the organization. Shortly thereafter, the Supreme Court announced that it would hear arguments on California’s Proposition 8, a ballot proposition that had been passed into law by California voters to deny rights for gay couples to marry. This announcement gave HRC the opportunity to brand the event for its supporters in Washington, DC. Realizing that Proposition 8 was a “court case about love,” Bob and his design team chose to make red the signature color of the campaign. In a bold move, the HRC logo was temporarily changed to muted pink on a red background to show its support for turning over Proposition 8 in early 2013.

In an unexpected turn of events, the campaign went viral, with celebrities and supporters like George Takei, Alicia Keys and Budweiser changing their Facebook and Twitter profile pictures in support. Fans took the campaign and ran with it, remixing and personalizing the logo. The reach was global to the point that it crashed the HRC website and to this day remains one of the most successful campaigns in Facebook history as well as one of the most retweeted of all time. HRC could not have planned for this one hesitant change to be so big, but it made people realize who supported who—which was a big thing to see.

To learn more about HRC, their logo and how it went viral, visit:
http://www.hrc.org/the-hrc-story/about-our-logo

Equality Magazine, Annual Report and Other Campaigns

In addition to their social media and campaign presence, the HRC design team is also responsible for the layout and design of Equality Magazine. At 250,000 copies distributed each quarter, Equality Magazine is the largest LGBT rights publication in the United States. The magazine helps bring attention to anti-LGBT organizations such as the National Organization for Marriage; it also endorses its supporters, recognizing their work in the movement.

The annual report serves as another opportunity to focus on both positive and negative world trends. For the 2013 annual report, HRC partnered with design agency Column Five to develop something that went beyond the standard data-heavy reports that can overwhelm readers. Research and data was compiled into a sharable, easily digestible infographic printed on the reverse side of a book jacket for the annual report. Doubling as a poster, the infographic was shared outside of the organization’s list of major donors.

The HRC design team tackles other campaigns, too, like the “Love Conquers Hate” campaign leading up to the 2014 winter Olympics in Sochi. Equality Magazine started this campaign to show support for the LGBT community in Russia. It was punishable to show LGBT support in Russia, so HRC encouraged Olympians and celebrities to share pictures of themselves with the Russian-language version of the “Love Conquers Hate” shirt across social media.

The Future

In the future, the Human Rights Campaign will continue to “fight for people’s lives” not only in the U.S., but also across the globe. Campaigns such as Project One America aim to share the stories of real LGBT people and their families in less-than-supportive areas such as Central Mississippi, Alabama and Arkansas. On the international front, HRC continues to share their materials, design, strategy, and knowledge with fellow supporters who are trying to raise awareness to audiences across the globe.

Q&A With Bob

What is the biggest hurdle to design around at HRC?
Joint projects. Other departments or agencies can be sensitive over their content.

What advice would you give to designers working with nonprofits who might be against riskier design moves?
Don’t be afraid to put something out there. Consolidating branding of HRC was a big move—so was changing the logo in support of Proposition 8—but it allowed the community to think, to interact with it. Design solutions do take a lot of buy in from senior management, but they do have to trust your decisions in this dynamic time for the organization and LGBT community.

How do you feel about living, working and making changes in Washington, DC—the political heart of the country?
Seeing change is incredible. My family and kids live in a city where lives are being validated—which is funny in a city like Washington, DC that at times can’t seem to get anything done. Don’t Ask, Don’t Tell was a recent win that was seventeen years in the making.

As a designer, how do you handle a bad stakeholder review?
Beer! Think less about the rejection and more about moving forward, about the mission. You are not going to win them all. Some days there is just no time to come up with something perfect and sometimes it’s junk. Other times, it’s about the longview. With HRC, there’s the luxury of not having to have tangible results like numbers, sales, revenue, but that’s not always the case.

Shannon Crabill is a New Media Specialist at T. Rowe Price. Outside of the Internet, you can find her dancing, riding her motorcycle and binge-watching home improvement shows on HGTV. Tweet her at @shannon_crabill.

Mitchell Cole is the web sales manager at Service Photo Supply. Most of his free time is spent indulging in some sort of gaming, controller or dice never far from reach. Find him on Twitter at @mc_mittens.

Kicking off with the Ravens Marketing Team

Posted on by AIGA Baltimore

Kicking off AIGA Baltimore’s Design Week 2014 at ADG Creative, the Ravens in-house marketing team sent in three of their best to talk about how Baltimore’s own NFL team thinks creatively about design and marketing. Bryan McDonough, Heather Blocher, and David Lang discussed how they target Baltimore football’s wide audience across print, digital, social media, and broadcasting in a fascinating presentation, all while showing off their flashy Ravens World Champion rings.

Marketing the Ravens

Emphasize consistency. That’s the team’s key secret for seamless collaboration. The Baltimore Ravens’ marketing team only joins forces with outside agencies occasionally. Almost all efforts take place in-house, even broadcasting. As a graphic designer for the Ravens, presenter Bryan McDonough described the group as being a “mini agency”.

The marketing team has to “churn and burn”—they’re ready to react. While most NFL creative teams ask “how does this help us sell tickets?”, the Ravens are always sold out, allowing more creative freedom. Each campaign piece still must work across all platforms, including print, digital, broadcast, and environmental. The organization also reaches a wide and inclusive audience of women, men, families, young fans, and seasoned fans.

If that wasn’t enough of a challenge, the NFL has strict geographical marketing regions when it comes to things like print collateral and tv ads. The Ravens are uniquely sandwiched between two neighboring teams: the Washington Redskins and the Philadelphia Eagles. Luckily, there are no borders on the digital front. Even with the NFL limiting Ravens from print and tv in areas geographically associated with other teams, the web provides ways to market beyond these borders without regional terms.

How an idea becomes a campaign

Each season’s new campaign begins after the playoffs. The success of the players on the field decides when to shift focus to the year ahead. At this point, the design team’s first deadline is printing the next season’s tickets by May. During the summer months, the team prioritizes working with Ravens sponsors.

Ravens' 2014 season tickets
Ravens’ 2014 season tickets

From the very beginning of each campaign, the marketing department’s creative process includes senior management, creative, marketing, and board representatives. Several concepts are narrowed down to the best two or three ideas. The public relations, digital, and print teams collaborate to select which concepts should move forward. Polished into solid presentations, the concepts must be clear to the point where the executives—who don’t necessarily have creative backgrounds—understand the direction and ideas.

In charge of overseeing these efforts, event presenter Heather Blocher serves as Senior Manager of Advertising & Branding. Heather started as an intern and officially joined the marketing group as her first job after college, a prime example of how team members are given opportunities for growth.

The one surefire way to win a campaign? Have Coach John Harbaugh buy in. If creative and marketing have his vote, then the players and fans approve. John can be tough, however. Even with free lunch in the cafeteria, Harbaugh recently put everyone on a diet. No more “Pizza Friday.” It’s just salad. At least everyone gets cake after a win, though. On the other hand, losses do affect morale. The next day everyone is bummed right along with the fans—and a lot goes into game day behind the scenes.

How to “Play Like a Raven”

Give it your all, 110%, on and off of the field. That’s what it means to “Play Like A Raven”—the team’s tagline and annual marketing campaign since 2009. Praised by coaches, players and fans, the phrase remains one of their most successful campaigns.

Focusing on the human element and illustrating the off-the-field “Play Like A Raven” concept, new photo shoots show players training and behind-the-scenes. Quotes from Coach John Harbaugh integrate into the final design to reflect this more personal tone. Landscape posters using this imagery portrayed the players as heroes and role models. The posters were envisioned as inspirational collectables distributed at stadium practice events leading up to the season opening.

Their 2014 marketing both hints back to the original “Play Like A Raven” campaign and pushes the idea to the next level. Fan shots became a major part of the previous campaign’s success. The logical next step uses these even more expansively. Updated photography showcases the vast Baltimore cityscape. A new style guide allows visuals to easily translate from print to web, mobile, and broadcast as the team continues to improve the level of consistency.

Taking the campaign online

Hashtags for the Baltimore Ravens were once inconsistent with mixed messages and sources. Fans generated some with others in the marketing department. For example, #relentless is not specifically related to the Ravens alone. Rather than join these existing and wider conversations, their own threads were started specifically for the Ravens’ team. David Lang, as the Ravens’ Senior Digital Media Manager, discussed how he oversees the website and digital presence, including social media and broadcasting.

David Lang, discussed how he oversees the Ravens' website and digital presence.
David Lang, discussed how he oversees the Ravens’ website and digital presence.

Tackling the confusion, the 2014 campaign includes just one hashtag: #playlikearaven. Since the Ravens are a newer team, creating an abbreviation like the Redskins hashtag—#HTTR for Hail To The Redskins—was deemed less meaningful and effective. Instead, #playlikearaven was trademarked. Beginning in 2014, posters and promotional materials added #playlikearaven, and this encouraged players and fans to share virally on social media.

The marketing team found creative ways to involve the players and the rest of the organization as the official hashtag gained popularity. The most positive and encouraging Facebook posts, tweets and photos were printed after sifting through thousands of social media posts. Displayed at the Ravens’ cafeteria entrance, these images help connect the staff and players with their fans. This interactive element that goes beyond an online “like” or “retweet” reinforces the idea that the Ravens marketing is not just a one-way conversation.

Outside of social media, President of the Baltimore Ravens Dick Cass is a driver for old school methods. Even though holiday cards are still printed, the marketing team did take to the streets late one night. With permission, the team stenciled graphics across the city using an environmentally safe paint from Germany to engage with their fans. But most often, the Baltimore Ravens leave street-level tactics to the fans themselves. They’re the ones who do guerrilla marketing best.

Photos by ADG Creative

Shannon Crabill is a New Media Specialist at T. Rowe Price. Outside of the Internet, you can find her dancing, riding her motorcycle and binge-watching home improvement shows on HGTV. Tweet her at @shannon_crabill.

Brian E. Young is an art director and magazine designer by day and artist by night. When not painting, he’s helping unlock imaginations via his blog and The Uncanny Creativity Podcast. Ask him anything: sketchee.com.

Touring through the National Parks Conservation Association’s Brand Journey

Posted on by AIGA Baltimore

When Scott Kirkwood joined the National Parks Conservation Association (NPCA), headquartered in Washington, DC, as the senior editor of National Parks magazine 9 years ago, he knew he had a lot of work to do. The magazine was in desperate need of a redesign, the annual report had been neglected, and the logo hadn’t been revised since dinosaurs roamed the planet. He could sum up the brand in one word: stale.

But he said “We can do better!” Scott buckled down and began making small tweaks to the design department’s production and nearly 10 years later he’s lived to tell the tale of the NPCA’s brand revitalization. His side-kick, Annie Riker (who came on as a designer at NPCA in 2006) joined him on Tuesday, January 28, 2014, to talk to a large audience of brand-hungry design lovers at Groove Commerce’s new digs in Harbor East.

Participants nodded in agreement as Scott and Annie revealed their views on cultivating client and partner relationships and what constitutes engaging content. Check out some of the highlights from our Twitter feed below and some great moments captured above.

Continue reading “Touring through the National Parks Conservation Association’s Brand Journey”

A bunch of type hype: The new Yahoo! logo revealed

Posted on by AIGA Baltimore

For the past 30 days, we’ve witnessed an identity transformation for the still-popular Yahoo! brand. While I personally feel that the new Yahoo logo is a bit of disappointment (and for the purposes of this blog post, I’ll omit why), I think the execution of the identity change was brilliant.

In recent years, graphic designers and consumers alike have witnessed some tremendous re-identity failures. Remember the Tropicana logo change? How about the Gap logo redesign? These redesign failures were so publicly scrutinized and criticized with such poor ratings that they must have terrified many well-known brands from updating their own logos in such a grand scheme.

In stark contrast, Yahoo’s 30-day new identity launch program, which published one new idealized logo each day, not only gained public attention but also eased in the idea of change. This campaign effectively notified consumers ahead of time that change would indeed happen and allowed everyone to get comfortable with it just in time for the big reveal.

Most of all, the addition of one new logo a day published to Yahoo’s platforms was a creative and fun way to engage consumers in the process, shedding a little light on just how many different directions an identity can go. Publicizing the process cued the public (or non-designers) into how much just one stroke can make a big difference on a first impression.

I hope this subtle education goes a long way and that we continue to see similar campaigns, because the more non-designers understand the complexities of graphic design, the better off the creative industry will be.

When she isn’t scheduling social media and writing blog posts for AIGA Baltimore, you can find Kate Lawless designing communications, digital signs, documentation, and interactive software elearning for a large healthcare organization in Baltimore.

You can reach Kate on Twitter @katereez, and find the original blog post and more design and daily musings on her blog, DESIGN/Vines.

Nominate your favorite Baltimore Logo Designer!

Posted on by AIGA Baltimore

This November, to highlight the contributions made by the many designers in Charm City, Edwin Gold, professor of Communications Design and director of Ampersand Institute for Words & Images, is curating a special exhibition featuring the very best logo designs by Baltimore creatives to be displayed in the UB Student Center Gallery.

The exhibit, which is to be on display for three months, opens with a reception for the designers and friends. Further information, including the panel of judges and instructions for mounting are to be finalized in coming weeks.

To nominate your favorite local designer (or yourself), contact Ed: egold@ubalt.edu and include name, contact information, and samples of your favorite logo designs.

DEADLINE FOR SUBMISSIONS: September 20, 2013.

You don’t know Jack: A conversation with Jack Anderson

Posted on by AIGA Baltimore

In a world where we are constantly bombarded with information, taking a look at everything from afar – it is often good to get up out of your comfortable setting and listen to others speak to their experiences and have an in-person conversation.  Last week, I had the privilege of attending ADG’s event: Branding With Jack Anderson, which was both motivational and inspiring.

Jack Anderson of Hornall Anderson is one who is inspired by the people at his office and strives to help create new environments giving people the ultimate human experience. He describes himself as a student, a designer, and a strategist – commenting on the fact that designers are not just part of the service department anymore, but that we are vital in the collaboration process. We all can be creative no matter who we are in an organization, and when you foster an environment with no fear and give employees the permission to fail – your people grow.

The Hornall Anderson Experience Lab (HAX) is brilliant. It is a space created for the fostering of creative ideas with multiple technologies and the space to test them. Yes, not every company can have one of these, but we can take the concept and foster creativity by listening to the main ideas Jack commented on in his talk:

• Anyone can be creative. The next best idea for your company can come from the receptionist. Hornall Anderson’s receptionist came up with the idea of a culture wall, a wall of photos of all the employees showing different expressions. Maybe someone has an idea for ping-pong tournaments or company retreats, etc. Letting people be able to express their ideas in an open environment with no fear keeps the moral positive.

• Don’t love your ideas to death. As creative beings, we sometimes try too hard to keep an idea and love it so much it fails. Push for quick no’s and prototyping. Let ideas come and let them go – understanding that not all of your loved ideas are going to be the ones that make it.

• Create your own story. You make your own success. Don’t let others write it for you. If there is something you want to do, go for it. Pave your own way, but understand that it will not always be easy.

• Give the permission to fail. Make mistakes and make them on purpose, giving yourself or the staff the ability to think quickly and effectively. Giving people the permission to fail allows a weight of fear to be lifted and helps open the doors to more creative collaboration and a better flow of ideas. It allows people to take risks they may have been scared to take before.

• Open environments. Get people off their butts and into meetings and out in the open. Take field trips, build space to allow for creative collaboration, and allocate a budget for ideas.

• Even ground. Even though Jack is the CEO of Hornall and Anderson, when in a room his voice does not carry anymore weight than any other person in the department. Allow for good ideas and creativity to come from anywhere.

• Recommended Reading: Good to Great By Jim Collins. This book changes how we think about success, talking about a Hedgehog concept and helps the reader learn how a good company can become a great company.

Thank you to ADG and Jack Anderson for an inspiring and motivational event, where we have grown our knowledge in understanding of creativity, branding, and appreciation for those that inspire us to do more. Here’s to all of our ongoing education that feeds our sense of curiosity.