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By Sam Anderson 

First Maybelline’s ‘fake’ giant mascara wand, then Orange’s World Cup AI fake-out. Not-quite-real ads are here, and deepfakes aren’t far behind. Should advertisers be wary? We asked The Drum Network.

Sarah Jenkins, partner and executive vice president, The Romans New York: “As creative marketers, we’re in the business of imagination. We develop brand campaigns based on insights that strike a chord with aspects of consumers’ personalities (often a playful side): ideas that push us to think beyond what’s possible. We should never, ever limit ourselves to traditional reality, because that would stifle the curiosity that’s critical for creative evolution.

“When you’re working on a campaign that has potential negative impact, you have a responsibility to disclose when things are generated by AI. But let’s not hold back from exploring the what-ifs. Consumers of all ages are craving levity; often, that comes from the powerful escapism of make-believe. Just proceed with caution, consider negative impact, and act in a way that doesn’t pose risk to individuals or groups.”

Henry Challender, associate creative director, Bray Leino: “Realness is blurry. Neither physicist nor philosopher can tell you what reality ‘really’ is. Some people (hey Elon) even contend it’s all a big simulation. But before we get into a metaphysical pickle, let’s agree on the everyday distinction between ‘real’ (genuine, authentic, true) and ‘fake’ (false, deceitful, artificial). On those terms, it’s hard to claim marketing’s ever real. Artifice is almost always baked into the deal. Are we being ‘real’ when pricing something 99p rather than £1? When we retouch that burger?

“Even the worthiest purpose-led campaign may be tinged with an ulterior motive. AI brings new toys for tricksters, making it easier to be wilfully deceptive. As the line between the real and the fake gets blurrier, perhaps transparency will set the good actors apart from the bad. But maybe the fun is in not being quite sure.”

Jordan Dale, creative director, Amplify: “Did people think that John Lewis actually sent a man to the moon in 2015? Is Tom Holland actually living as Spiderman in New York City? Does a TikTok face filter actually change my face?

“The question is: why is this Maybelline ad being judged any differently to the thousands of ‘artificial’ entertainment creations that we consume on a daily basis through our screens? That word, ‘artificial,’ has negative connotations that we should get rid of. The best stories in the world are, by definition, ‘artificial’.

“Being nowhere near the target demo of Maybelline and struggling to avoid the ad means one thing and one thing only: it’s a certified banger. The ownership from the brand on the creative process behind it (shoutout @origiful), and turning that into its own story, means they created a richer connection with their audience. Sure, there are watch-outs to consider around AI being used for malicious intent. But let’s not let that get in the way of killer creativity and storytelling.”

Alistair Robertson, creative partner, Nucco: “Fake news! Fake news!

“Authenticity in brand experiences is key, but executionally not essential. The fake lashes and similar ideas shouldn’t cause too much soul-searching. They’re the result of technology changing and good, opportunistic, creative storytelling.

“If we’re going to worry about fakes, let’s keep an eye on what really matters. Real work (digitally crafted or not) created with a brand’s endorsement that does a real-world job versus award-entry-only executions. We’re all under pressure from external creators who want the money and notoriety of not asking for permission, or caring about the negative effect fake work can have on a brand. We’ve got to protect brands and not allow our industry to worsen its self-obsessed reputation. While the wider economy remains perilous, we need to demonstrate our worth, not our egos.

“So let’s all go be beautifully, wonderfully creative, but a little less so when it comes to the truth.”

Julio Taylor, chief executive officer, Hallam: “Creativity has always been about pushing the boundaries of what is perceivably possible. From CGI to AI, we’ve been defying the limits of what’s possible for decades. But, with AI’s power to create seemingly impossible scenarios with ease, we’re about to enter an age of unprecedented scale and speed of production that will overshadow anything we’ve seen so far.

“As the world is flooded with fast, high-quality, AI-generated content, consumers will learn to tune it out, and seek authenticity and meaningful experiences in a world of neon satisfaction. Just as vinyl made a comeback during the streaming wars, human nature will drive people toward emotional fulfilment, authenticity and meaning.

Stella Thewes, account director, Disrupt: “I like the Maybelline ads because they’re obviously not real, allowing the brand to venture into new creative realms without misleading customers. However, there’s a grey area between real advertising and visibly fake ads. For example, mascara ads featuring retouched models with fake eyelashes, giving the consumer an illusion of what is possible to achieve with their product. The same goes for deep fakes. Marketers should question whether their work is ethical – either by being truthful with their claims and concepts, or by creating something that couldn’t be mistaken for reality, but still gets consumers talking.”

Joe Murgatroyd, partner and creative director, BrandNation: “Creatively, the Maybelline ad is brilliant. The magic lies in it looking real, blurring the lines between virtual and reality – and putting a new spin on DOOH.

“While the ad itself isn’t harmful, it does pose valid ethical questions on the approach amid a broader societal debate on AI and computer-generated imaging.

“Advertisers should be setting a precedent and using this technology responsibly, signposting where AI has been used. There needs to be accountability and industry policing, given that this technology can be harnessed for more unscrupulous ends (like cybercrime and disinformation). This doesn’t need to stifle creativity, but with new transformational technology, there’s a moral obligation to act with transparency.”

Diana Tran Chavez, senior vice president & group creative director, Evoke Mind+Matter: “We don’t control how technology develops around us, but as marketers we should be trying to find ways to use it to bring more creative, fantastical ideas to life – ideas that previously were discarded as ‘too difficult’ or ‘too expensive’.

“AI is transforming creativity and advertising, and in healthcare marketing and medical comms, the stakes are higher (and much more sensitive to misinformation). Without industry-wide regulation, the moral line is surely about intention. If it’s to misinform, that’s bad. But if it’s to inspire and delight, why not? If we create responsibly, and maintain our human judgment, intuition, and intelligence, we can still get the point across in an impactful and memorable way.”

Melissa Harvey, content marketer, Social Chain: First Jacquemus, now Maybelline: brands are catching on to the appeal of synthetic out-of-home.

“As the digital world bleeds into our reality, brands’ playful embrace of digital art highlights the potential of the ‘fake out-of-home’ ad for brands, and the future of the PR stunt. Virtual activations like these more sustainable and low-cost than their real-world counterparts, and there’s no end to what you can create.

“Even if people are hoodwinked into thinking these ads are real, it doesn’t do any harm. Not directly. But conversations about the danger of deepfakes are worth having. As we increasingly rely on social media as a news source, independent research and fact-checking becomes crucial.”

Annie Shortland, digital PR executive, Builtvisible: “Deepfakes are becoming increasingly sophisticated, becoming sources of misinformation and potentially breaching consumer trust for those buying into the phenomenon. But the Maybelline advert is far from a deepfake. This inspired activation takes creativity to new heights, using AI to get more traction with a lower budget.

“Now, marketers can jump hoops to get their campaigns live and viral (mostly), without having to get buy-in from collaborators and external sources. The logistics of creating the ad ‘for real’ are not feasible, so digital activation encourages creative, inspired ideas at pace, without the roadblocks that usually come, allowing brands to reap measurable results much faster.

“Engaging in digital stunts is perfectly acceptable, provided the idea or concept isn’t harmful in its illusion. These stunts serve as a fun way for brands to flex personality and connect with audiences.”

Joe Veal, account manager, Rawnet: “As modern generations have become sceptical and unsympathetic toward overt selling, advertisers must step outside traditional boundaries to engage audiences effectively. This led to the emergence of these ‘fake’ ads using AR technology like Sony, LG, and Maybelline’s billboards in Times Square or Deutsche Telekom’s deepfake/AI work featuring manipulated images to demonstrate online misinformation.

“While this new landscape offers endless creative possibilities, an ethical question arises: just because we can, should we? Audiences are often aware of the fakeness, making it crucial for marketers to consider overall impact and avoid spreading misinformation. Failure to do so could result in harsh repercussions.”

By Sam Anderson 

Sourced from The Drum

By Angela Kambouris

As the managerial glue of the workplace, frontline managers need these skills to succeed on behalf of themselves and their organizations.

When it comes to transforming an ’s strategy into results, frontline managers are the linchpin of success. Few roles demand technical knowledge, expertise, and soft skills such as clear communication, team building and resolving conflicts.

In her book Becoming a Manager, Harvard Business professor Linda A. Hill describes how managers are the cornerstone to sustaining quality, service, innovation and financial performance. As the primary face of leadership for the workforce, frontline managers serve as a talent pipeline for senior leadership roles and are an untapped resource for innovation.

Organizations today require a new approach to the development of frontline managers by identifying specific priorities, real-world tools and solutions that are integrated into the manager’s daily and weekly routines, and executive and organizational support. When investment in the leadership basics for frontline managers occurs, the organizational rewards can be more confident leaders, healthier and productive teams, more satisfied customers, a more agile organization, and a boost in financial performance for the business.

Here is how frontline managers can have a seat at the table and set up their own and the organization’s success.

Know thyself

Your understanding of yourself, how you see your values, passions, aspirations and how they fit with your environment. Your reactions and impact on others is an ongoing process of self-reflection and improvement. Alongside internal self-awareness, understanding how other people view you helps you become more attuned to the needs of others. You’re in a better position to manage your responses to situations more effectively. Leaders should explore where their biases lie and how they can break through these to view the world more realistically. can be invaluable in supporting your progress, expanding your self-awareness, and stepping into a leader people strive to emulate.

Be the first domino

How often do you hear, “When is going to get it right? They never listen.” The frontline manager must model the behaviour you wish to see in others. Rather than buying into the drama, diatribes, and emotional waste, adopt the role of rebuilder and healer to serve as the role model for others to follow. Leaders can engage in asking quality questions to transform negative energy into self-reflection, leading to better self-awareness and positive change. For instance, asking, “What could you do right now to help or how could we make this work together?” is far more empowering and brings calmness to the workplace.

Coach, not command

The Gallup “State of the Global Workplace” Report reinforces that employees want their supervisors to function like coaches who can leverage their strengths and open reciprocal communication channels. The role of a frontline leader is to foster an environment where individuals and teams thrive. Through coaching, leaders infuse positivity into the working areas, know their employee’s strengths and build their teams from those assets. Leaders create a space for celebrating accomplishments, manage reactions to stressful situations, recognize progress and actively listen to build trust and understanding within the team and organization.

Ignite insight and unlock human potential

Harvard Business Review article “The Leader as Coach” encourages leaders to ask questions that ignite insights in the other person and unlock their potential to maximize their own performance. Employees are human beings, and compassion is much needed in workplaces today. Leaders can grow team optimism, cultivate common goals, celebrate commonalities and differences in implementing the vision of the business.

Better serve people and the organization

A Harvard Business Review report, “Frontline Managers: Are They Given the Leadership Tools to Succeed?” uncovered that only 12% of respondents believe their organization invests adequately in the development of frontline managers. Sixty per cent of frontline managers never receive training for their first leadership role.

Crucial investment in managers is an investment in the entire organization. Frontline leaders require a leadership-focused training program to enhance soft skills strategically, develop better leadership competencies and strengthen decision-making capabilities.

Even though the training is one part of development, organizations can focus on understanding what frontline leaders do and embed development into their everyday work and routines. Organizations and individuals can define the developmental priorities that have the biggest impact on performance, identify top performers where employees can shadow them as they work, and identify trends and points in the workday where new capability-building measures can be added.

Lead with genuine care and empathy

People will not bring their best effort and ideas forward unless they work for leaders who authentically care about them, support and encourage them and help them breakthrough through challenging times. Wegman’s has shared how 90% of leaders define Wegmans as a psychologically and emotionally healthy place to work and 90% report that their direct supervisors demonstrate “a sincere interest in me as a person, not just an employee.” Wegman’s Chairman Danny Wegman and CEO Collen Wegman routinely visit the company’s over 100 stores to express their gratitude for how committed their staff are to the work they do.

Inspire people to learn, connect and progress

Mentoring circles are an easy and cost-efficient way to harness internal knowledge banks exponentially. They can improve culture by connecting people, increase the satisfaction of your people by allowing them to keep growing and saving you millions in preventable turnover.

A circle of contribution can foster personal and professional growth and can be used to recruit participants and manage projects that may lack resources or expertise. For instance, a can test new initiatives and brainstorm innovative ways to support employees. Mentoring efforts can focus on industry challenges, a common goal or on a subject such as , onboarding new hires, or diversity and inclusion.

Employees are the superheroes

Exceptional leaders inspire others to be their best every day, and to place other’s needs ahead of but not at the expense their own needs. They exercise selfless leadership in working with others. Appreciation, praise, and recognition for a job well done can build raving fans, strengthen reputation, and brand equity. You do not need fancy software to celebrate strengths, the achievement of milestones, or any successes. It can be as simple as a handwritten appreciation card hand-delivered, hosting a Facebook Live to recognize people who help others or a staff prize of having dinner with the CEO.

Hilton, a global hotel chain developed a calendar that features 365 no and low cost easy-to-implement ideas to thank employees. Texas Health Resources recognizes every 5 years of each employee’s service by customizing a celebratory yearbook with a message of appreciation from the CEO and gestures of gratitude from employees at work. Barry-Wehmiller shines a light on individuals who significantly contribute to how they touch the lives of others through a peer-nominated process and involves a celebratory unique car to drive for a week. There are all kinds of creative ways to make frontline managers feel appreciated. Whatever time and resources you invest in this will pay back dividends.

Feature Image Credit: Tom Werner | Getty Images

By Angela Kambouris

Sourced from Entrepreneur Europe