To the junior creative in the industry: 'It's okay to take it slow'

Editor’s Note: This week, Campaign published a brutally honest account—anonymous—of a junior creative's first year in a major agency. The piece, titled ‘The life of a junior creative no one tells you about,’ is a gut-wrenching confession of relentless effort, setbacks, and the soul-crushing weight of unfulfilled expectations. “More briefs, more losses. More briefs, more re-briefs. More briefs, more disappointment” laid bare the soul-crushing reality for many starting out. It wasn't bitterness, exactly, more a weary acceptance of the industry's relentless rejection and the unspoken pressures that crush even the most talented.

Andreas Krasser, CEO of DDB Group Hong Kong, gets it. His response, 'It's OK to take it slow,' isn't platitudes. It's empathy, raw and real, validating the pain before offering practical, actionable advice. Read his response below.

A few days ago, Campaign published an anonymous opinion piece titled 'The life of a junior creative no one tells you about.' It’s an honest retrospective of a year that this junior creative considered to be a disappointment.

It struck a chord with me, as it reminded me of how I felt at times in the early days of my career—unheard and unseen, despite being hungry. It also made me wonder whether I have now transitioned from being the unseen to the unseeing. So, I decided to write an encouraging—at best—or no-BS response—at worst—for this particular junior creative and perhaps for others who might find themselves in a similar situation.

Rather than writing semi-inspirational platitudes about how romantic our job is and how failing repeatedly teaches us much-needed resilience and other valuable lessons, I’ve decided to keep it real—more action-oriented. So, here are a few things I wish I had known when I hit a rough patch after the initial honeymoon period.

Firstly, don’t get dragged into the LinkedIn vortex, where people pat themselves on the back for the work they did or didn’t do or post about being “humbled” by “well-deserved + three clap emojis” promotions. Amidst all the noise, there is a small portion of genuinely useful, thought-provoking, and informative content, but most of it is just empty chatter. I’m guilty of posting self-congratulatory, self-promoting messages that sometimes masquerade self-deprecation. Looking at my LinkedIn feed, you might think this year was full of rainbows and unicorns. Yes, it was a good year, but it was also extremely tough, and it certainly didn’t feel anything like my LinkedIn history would make it appear.

Another thing you should take immediate action on is the nature of your performance reviews. It’s your supervisor’s job to give you clear and measurable KPIs. If they don’t, chase them—or worse, write the KPIs yourself and get your creative director to agree to them. Though this means you’re doing part of their job, KPIs are not meant to be a one-way assignment. If they include awards or award-worthy ideas, your supervisor also needs to ensure that you have the opportunities to achieve them by giving you the right briefs and involving you in the right projects.

A little healthy internal competition can be invigorating, but rather than seeing senior creatives as competitors, try to get their input. Pick their brains, ask for advice, and ask one to become your mentor. If that doesn’t work out for whatever reason, get a mentor from outside the agency. Being able to openly discuss your thoughts—and doubts—helps clear your head and get you back on track. Asking someone to be your mentor the first, second, or third time can be awkward. Embrace that discomfort and be vulnerable. There’s no harm in asking, but take it slow. Start by asking for a conversation to learn more about their work and interests. If there’s alignment, you can then make the bigger ask for mentorship.

Also, could you try to bring some outside perspective to your creative reviews? It’s difficult to argue for your idea when all you have is your own opinion or gut feeling. So why not bring the opinions of the people who matter most to the table? Not senior creatives, not the clients, but real people in the real world. Show your ideas to them, ask what they think, and most importantly, film their reactions. It’s tough to argue against real-world feedback.

Lastly, while I admire the drive that our industry often thrives on, it’s okay to take things slowly and not pressure yourself to rush from one task to the next. Getting clarity on your KPIs should give you focus and help you prioritise. Hone your craft over time. I wish I had understood earlier in my career that the beginning is more about what you take in than what you produce. I was fortunate to have experienced relatively quick career growth. Still, looking back, I wonder if my confidence as a leader would have benefitted from spending more time perfecting my craft and developing my people skills.

I know it’s frustrating when things don’t go your way, especially after you’ve put in the time and effort, only to face rejection. But instead of dwelling on the setbacks, focus on what you can control—build a support network, seek mentorship, and keep honing your skills.

Success in this business isn’t always linear. The small, persistent actions you take will add up over time. Stay focused on the work, and the wins will come.

Andreas Krasser is the CEO, DDB Group Hong Kong. 

This is a vital conversation, and we need more than one voice. C-suite leaders: we need your honest perspectives and solutions. If you have experiences to share, reach out to the Campaign Asia-Pacific.