Nils Leonard, co-founder of Uncommon, has a blunt take on why creatives waste time debating AI instead of learning the tools themselves. Speaking at OFFF Barcelona 2026, Leonard made the case that the creative industry’s obsession with discussing artificial intelligence on LinkedIn and in conference rooms is costing professionals the very time they claim to be protecting. His argument cuts through the noise: stop talking about AI and start using it.
Key Takeaways
- Creatives lose productivity by debating AI rather than adopting and learning the tools available now.
- Leonard argues the biggest time-waster in any creative team is the creatives themselves.
- He believes agencies should pivot from traditional advertising toward narrative objects and experiences.
- Client relationships improve when work is driven by idea quality, not time spent or resources used.
- Leonard would rebuild his career around art and activism projects instead of conventional ads.
The AI Conversation Is the Real Distraction
The creative industry has spent the past two years wringing its hands about artificial intelligence. Conferences feature panels on AI ethics. LinkedIn fills with hot takes on generative tools. Agencies hire AI strategists. Yet Leonard’s observation cuts to the heart of the matter: all that discussion time could be reclaimed by simply learning the tools and moving forward. “Imagine the time you got back from not wanging on about AI,” he said, capturing the absurdity of endless debate without action.
This is not a call to abandon critical thinking about AI’s role in creative work. Rather, Leonard is arguing that the conversation has become a form of productive procrastination. Creatives discuss AI as though it is happening to them, rather than a set of instruments they can master and integrate into their practice. The tools exist. They are accessible. The only barrier is the decision to learn them.
Who Is Wasting Your Time? Probably You
Leonard frames the productivity problem differently than most industry commentary. He does not blame clients, deadlines, or even bad briefs. Instead, he identifies the source of most creative time-wasting as self-directed distraction. “The person most likely to waste our time is us,” he argues, placing responsibility squarely on creatives themselves.
This reframes the problem. If the bottleneck is internal—procrastination, perfectionism, endless iteration, debate cycles—then the solution is also internal. Creatives cannot control client briefs or market conditions, but they can control how they spend their attention. Leonard’s philosophy suggests that learning AI tools, rather than debating them, is an act of self-discipline.
From Ads to Experiences: Leonard’s Creative Pivot
Leonard’s broader philosophy extends beyond AI adoption. He has said that if he could rebuild Uncommon from scratch, he would never make another traditional advertisement. Instead, he envisions a studio built around “narrative objects and experiences”—work that engages audiences in deeper, more meaningful ways than conventional commercial messaging.
This is not cynicism about advertising’s effectiveness. Rather, it reflects a conviction that creative talent is better deployed on projects with more cultural weight. Leonard has stated he would have bankrolled his studio differently, prioritizing art and activism projects over conventional client work. The shift signals a broader industry trend: top creative talent increasingly views traditional advertising as a constraint rather than an opportunity.
What Clients Actually Need From You
Leonard’s advice on client relationships centers on one principle: make work your clients love, not merely understand. This distinction matters. Understanding is passive. Love is active. It moves people to action and shapes how they speak about the work internally and externally.
The implication is that creatives should sell the intangible value of ideas and taste, not justify hours billed or resources consumed. A brilliant idea executed quickly is worth more than a mediocre idea executed over months. Client relationships improve when both parties agree on this principle. The work’s value derives from how good the concept is, not the labor invested.
Building Taste as a Competitive Advantage
Leonard emphasizes that creatives should become collectors—of beautiful, unusual, new and old things—to develop and sharpen their taste. This is not about aesthetic luxury. It is about building a foundation of reference and judgment that informs every decision. A creator with strong taste can make faster, better choices because they have internalized patterns of quality.
This approach also offers a hedge against commoditization. If AI tools can execute tactical tasks—layouts, renderings, drafts—then human creatives must offer something AI cannot: developed taste and judgment. The competitive advantage shifts from execution speed to idea quality and cultural insight.
The 80% Rule: Done Over Perfect
Leonard advocates for releasing work at 80% completion rather than waiting for perfection. This philosophy contradicts the perfectionism that often paralyzes creative teams. The logic is pragmatic: getting work out there, gathering feedback, and iterating beats endless internal refinement. In a fast-moving industry, momentum matters more than polish.
This also ties back to time-wasting. Perfectionism is a form of procrastination disguised as professionalism. By committing to an 80% threshold, creatives free themselves from the paralysis of diminishing returns and move on to the next project.
Why This Moment Matters for Creatives
Leonard’s remarks arrive at a critical inflection point. The creative industry is grappling with how to preserve distinctiveness and value in an environment where AI tools are democratizing execution. The answer is not to resist the tools but to master them and focus on what machines cannot do: develop taste, generate original ideas, and build emotional resonance.
The creatives who thrive in the next five years will be those who stopped debating AI in 2026 and started using it. Leonard’s message is less about technology and more about professional discipline: stop talking, start learning, and move the work forward.
How can creatives develop stronger taste?
Leonard recommends becoming a collector of beautiful, unusual, new and old things. This builds a visual and conceptual foundation that informs judgment on every project. The goal is to internalize patterns of quality so that taste becomes intuitive rather than labored.
What is the difference between understanding and loving client work?
Understanding is passive acceptance; love is active enthusiasm that moves clients to champion the work internally and externally. Creatives should aim for the latter by focusing on idea quality rather than justifying time and resources spent.
Should creatives ignore AI entirely?
No. Leonard argues the opposite: creatives should learn AI tools and integrate them into their practice rather than spending time debating their merits. The tools are here. The competitive advantage goes to those who master them fastest.
The takeaway is simple but demanding: stop wasting time on AI discourse and start building the skills, taste, and discipline that will matter when the debate ends. That time has already arrived.
Edited by the All Things Geek team.
Source: Creativebloq
