CHAPTER
15

Creative Teamwork

In This Chapter

• Tips for leading teams down vthe creative path
• How creating outside of the workplace helps organizations
• Mentoring or seeking a mentor
• How to be part of a healthy and productive team

Sometimes competition can happen among employees, and as long as that happens in a healthy way, creativity can still flourish. However, if it happens amidst jealousy and threatened feelings, it doesn’t matter how innovative the ideas; sooner or later that will catch up to the rest of the company, which will suffer as a result.

In this chapter, I touch upon how to lead your team; even if you are not in any kind of supervisory capacity, you should still be able to glean suggestions you can make to your boss. I also discuss the importance of you and your co-workers working together as a team and how you can become more motivated yourself by helping co-workers.

Leading the Team

You might be the owner of the company, a director, a manager, or serve in some supervisory capacity. Regardless of the number of employees who report to you, are you prepared to lead them in your organization’s quest for creativity? Assuming a creative climate has already been established, how will you motivate your staff to not just come up with new ideas, but also to know how to work with them and bring them to fruition? Are your employees being challenged enough in their work to have a desire to innovate on their own, or is so much getting piled up on their plate that they don’t even know where to begin?

Many studies have shown that employees may be productive when given a tight deadline, but it’s usually at the expense of their creativity. When given enough time and space to explore possibilities, creativity has a much better chance at flourishing. This section gives you some tips on how to best steer your staff down the road of creativity.

Setting the Example

A creative and innovative organization starts at the top. Therefore, make sure you are buying into the edict of a creative culture at every turn—from the way the office space is organized to how you conduct yourself. If you are looking at creativity as some kind of fluffy directive handed down by your boss or perhaps the owner of the company, your attitude will be apparent to those you supervise. In other words, you can’t fake it! You really need to embrace the creative directive yourself to expect others to follow.

One of the keys to showing employees you embrace a creative culture is allowing them to do their jobs in their own way. Don’t mistake this as employees being able to do whatever they want; they must still be aware of what objectives they need to achieve. It’s about giving them some freedom in their approach. Unlike micromanaging—which can manage the creativity right out of employees and create a feeling of distrust—giving employees space to explore will spur ideas and increase motivation.

INSPIRATIONAL INSIGHT

“Capital isn’t so important in business. Experience isn’t so important. You can get both these things. What is important is ideas. If you have ideas, you have the main asset you need, and there isn’t any limit to what you can do with your business and your life.”

—Harvey Firestone

Knowing how to promote risk-taking also is essential in leading the way. It’s a fine balance between stepping beyond the comfort zone and not going so far as to seriously cause damage to not just your organization’s bottom line, but also its reputation. In your role as leader, you can manage this by helping your employees weigh the pros and cons of carrying out their ideas. Again, it’s about knowing when to step in and when to let your employees do their thing so ideas can be fully developed.

Employees who are entrusted to do their jobs in a supportive environment are more likely to be more creative, which means they’re not afraid to take risks. For example, if they end up initiating and developing a major idea that takes hold and could change the course of the business or a specific product line, they are going to need support. As the leader, it’s important you’re there for them. Does your staff know they can turn to you in times of trouble without being admonished? They must be assured that if you’ve encouraged them to be innovative and ultimately their ideas crash, you’ll still support them. Get in the habit of making a positive comment before you dive into any criticism, which must be delivered constructively.

Another key is to be sure your employees’ work is challenging enough to keep them motivated but not so difficult they reach a point of feeling overwhelmed. It’s a delicate balancing act. Employees often complain their boss doesn’t have a clue about the details of their responsibilities and keeps piling more on. They may end up doing the work, but if they’re snowed under, their creative efforts won’t have a chance to begin. Because it takes time to develop ideas, consider what you can do to give them the breathing room they need to be creative, including providing a certain amount of flextime (as discussed in Chapter 13) they can use to think beyond what’s right in front of them.

As a leader, setting the example also means realizing the creative process doesn’t happen overnight. Exercising patience and doing what you can to keep the troops feeling energized will keep the process in flow. Can you think of actions you can take to accomplish this? This is where your own creativity comes in. You can start by asking your employees what will keep them going when they’re involved in a lengthy creative process and then formulate a plan that takes their feedback into consideration. Certainly a paycheck is part of the equation, but remember, most people are motivated intrinsically by work they care about—that is, meaningful work.

CREATIVITY COMPASS

Consider devising a program in which your staff may opt to take advantage of a half-day or a complete day off on a regular basis to engage in something creative. You could treat it like a holiday, which could mean once a year, once a quarter, or once a month. Challenge yourself to see if you can come up with a workable plan for your business. For example, perhaps you have them report back to you on how they spent their time. Encourage them to tell you about any innovative insights they had during this time off or if they’ve returned to the workplace feeling more refreshed. Imagine the goodwill this will create and, as a result, the increase in quality output for your business it will generate!

Creating Bonding Opportunities

Giving your employees opportunities to see you in a different light could open up creative pathways as they get to know you better in a more relaxed atmosphere. Consider devoting one day a week to a “Lunch with the Boss” type of open forum. The concept would be for each employee to bring a brown-bag lunch into a common area, such as a conference room, in which you would all sit and have lunch together. There would be no agendas and would be intended mostly for personal sharing. No RSVPs would be necessary, depending on the amount of space you could allot and the number of employees involved. As the boss, this is your opportunity to show interest beyond the workplace in the staff members who attend.

For example, one person I know set up an employee bonding opportunity that she called “Knitting with Nancy,” in which staffers were invited once a week during their lunch hour to literally learn how to knit. Nancy, who supervised a team of directors who dealt with extremely stressful situations involving rape victims and battered women, taught them how to knit while they sat and chatted about nonwork subjects. This enabled the employees to get to know her better in an informal, creative setting and, at the same time, take a break and de-stress. She enjoyed getting to know her directors on a more personal level during knitting time, and she liked that they could see beyond her role of the boss who did the hiring, firing, and deadline enforcement.

Can you think of a creative skill you could share in a similar fashion? The idea wouldn’t necessarily have to revolve around you teaching your employees. It could be a shared activity, such as challenging yourselves with writing poetry. The idea is to gather your team together to get to know each other better in ways that go beyond the typical manager-employee relationship.

Another activity that could take place would be monthly luncheons that are creatively themed with decorations and discussions centering around that theme. You could divide the employees into teams and divvy up the year, with each team taking on different responsibilities for their month. Each team could be charged with the task of coming up with a menu and providing the food. There would be plenty of creative opportunities between the food preparation and decorations. The structure all depends on your business and the number of employees, but this idea at least gives you a starting point to develop it further. In the end, it’s about creating the perfect opportunity for teamwork in an informal way.

Encouraging Creativity Outside of the Workplace

It’s important for employees to feel they are not completely defined by their work. Beyond flextime within the workplace, do you allow your employees to take time off occasionally outside of the office? Do you encourage your employees to be creative when they’re not working or to take on a hobby or activity that has nothing to do with their job responsibilities? According to an informal online poll conducted by Mitch Ditkoff and Tim Moore of Idea Champions, the office is not where people said they get their best ideas. “In the workplace” ranked number 35 on the list, behind daydreaming, driving, walking, being in nature, being up late at night, surfing the internet, vacationing, showering, having fun, relaxing, dreaming, and taking a break. So not only does giving employees time away to explore their own hobbies not only make them appreciative, it also may lead to innovative insights. Plus, their participation in one of their passions outside of the office will help them to feel more relaxed and content.

You can take your support a step further by showing interest in your workers’ outside activities. For example, if Stephen is involved with community theater, it would probably mean a lot to him if you went to one of his performances. Or perhaps there’s a way to showcase your employees at your own events. For example, if you’re hosting a reception and want to include background music, rather than look outside the company, check first to see if any of your staffers have the ability and would like the opportunity to perform.

If enough employees who have a creative craft, piece of art, or other talent to share that they practice outside of the workplace, you could even consider setting up a gallery in the office that features their work. You could designate an area in a common space or hang employees’ creations throughout the building with a committee of employees who would set up some type of program that addresses the logistics and creative aspects. This type of commitment could go a long way to demonstrate you believe in creativity both inside and outside of the workplace.

CREATIVITY KEY

You also want an atmosphere in the office your employees will enjoy coming back to. You’ve already read about how humor plays a big role in personal creativity. The same applies in business. If you’re always serious, that sets the tone for the rest of your staff. Does your organization’s culture have a place for lightheartedness at appropriate times? Think back to your school days and professors and instructors who displayed an enthusiastic style of teaching. They may not have been telling jokes (though I can remember some who did), but they presented their information in a way that was memorable because they made learning fun. The really good ones piqued your curiosity, too, and inspired you to probe further. Creativity and innovation in the workplace follow a similar path, so make your workplace fun, inviting, and stimulating to your employees.

Leading Meaningful Discussions

Another aspect to be aware of is the dynamic of how your team members interact with one another. As a leader, it’s up to you to notice their communication styles and patterns and whether they’re conducive to advancing their creativity. You also need to recognize your own style. Do you truly listen to your staff when they speak during a meeting, or do you have an autocratic management style in which you do all of the talking? Notice if you have a habit of interrupting your employees and if you give them ample time to express their ideas.

It’s also beneficial to create a climate in which employees are free to make a case for their ideas without being shut down. Egos will undoubtedly bump up against each other during the creative process. After all, it’s very common for people to get attached to their ideas. You can even expect members who haven’t yet adapted to the idea of creativity in the workplace to fight to keep things just the way they are. While this doesn’t mean they can argue relentlessly and disrespectfully, give your employees leeway to propose and talk out different ideas while staying “on topic” and not attacking each other personally.

Beware of people who dominate discussions and also those who sit in silence. Team interaction could even be the topic of one of your meetings. Ask your staff for feedback on ways they can improve the overall process. Also, give them the opportunity afterward to submit ideas and observations anonymously in writing. This will give those who are reluctant to speak up—especially if they have negative feedback about you—to have their views heard and considered. Creativity can blossom even when there’s conflict, as long as a strong level of trust has been established among and between employees. Working together as teams can help to build that trust.

Becoming a Team Player

If you’re not in a supervisory position, what can you do to help build a creative culture within your organization? After all, it’s not entirely up to your boss or management to instill a creative spirit within the organization. That happens with all of the team members contributing in their own way—including you. Just as with any team sport, such as football or baseball, if you all work together, you’re more likely to have a winning team. Not everyone will be a quarterback or receiver or pitcher or catcher, but each member will have a designated position in the “creativity crew.”

Tuning Into Resistance

When it comes to a workplace in which a new creative direction is being implemented, it’s important to check in with your feelings. Does this idea excite, enthuse, and motivate you, or do you feel ambivalent, unwilling, or scared that you won’t be able to contribute or be given the proper support to seek out new ideas and act upon them? Revisit the blocks outlined in Chapter 6 and see if any of them are coming up for you now. Also take a moment to close your eyes and breathe into your feelings. Don’t deny what you feel; that will only delay the process. You want to be able to identify your feelings so you can work through them.

It’s natural to resist change of any sort, especially if you’re not sure what to expect or you have specific concerns. If that’s the case, do your part and own your feelings. While it’s easy to sit back and complain, it’s more effective to offer innovative solutions that address the issues you’ve raised. Don’t allow yourself to be a victim. Be willing to speak up. If you find it difficult to express yourself in a meeting with your co-workers, arrange a one-on-one meeting with your boss. If your boss is the problem, consider taking it to the next level. Remember, you’re looking for optimal ways to be part of a successful team. A happy employee has a far greater chance to be creative and a team player. In fact, use your discontent to motivate yourself to come up with positive solutions.

Maybe you’re on board with your company’s new creativity edict but you notice certain co-workers are still reluctant. Rather than berate those co-workers or gossip behind their back, as a team player you can approach one of them to learn more about their resistance. You may not be in a managerial role, but you can still use your leadership skills to listen, discuss possible solutions, and offer inspiring words. Just as with personal relationships, people often cop an attitude because they feel like they’re not being heard. Instead of speaking up, they keep their feelings to themselves. That behavior manifests in ways that appear to be unsupportive of the entire team when what they really want is to be part of a team that includes them more. You can wait for your boss to handle such situations, or you can take the initiative by seeing how you can involve others who seem to be out of the loop.

INSPIRATIONAL INSIGHT

“It’s easy to come up with new ideas; the hard part is letting go of what worked for you two years ago, but will soon be out of date.”

—Roger von Oech

Finding and Being a Mentor

One of the best ways to foster your creativity is with the help of a mentor. You may find a mentor in your own office, a professional associate who works elsewhere, or someone who isn’t even affiliated with your type of work. For example, I’m one of the lucky ones who had parents who supported and encouraged my siblings and me to engage in creative activities. In that way, my mom and dad served as mentors and I grew up believing I was creative. Neither of them were professional musicians, but they both served as good examples because they played different instruments just for the fun of it. The key is to develop a relationship with someone you trust and admire—one who inspires you. He should motivate you to be a better person, to explore and experiment, and to give more to others and to yourself. Good mentors will not be threatened as you become more knowledgeable and experienced.

You also can serve as a mentor to others. Whether you serve as a mentor to a co-worker or an associate, you’re not only helping that person, you’re also contributing to your own personal growth. Perhaps you know someone with whom you can swap roles, depending on the subject matter or skill. At times you’ll serve as the mentor and in other situations, the other person will assume that role. The best way to mentor is through demonstration—not insisting that your mentee do something strictly your way. Allow mentees to observe and ask questions, and then allow them to carry out the task in their own creative way.

INSPIRATIONAL INSIGHT

“Tell me and I forget, teach me and I may remember, involve me and I learn.”

—Benjamin Franklin

Creatively Collaborating with Co-Workers

You might feel you work better independently. I often feel this way, and I know there’s a time and place for that. I also know that working with a team of people who are excited to join forces can be a rewarding experience for all involved. There are several guiding principles to follow to ensure you are part of a team that is both creative and productive.

For starters, trusting and respecting your co-workers is essential. Let go of your “rightness”—in other words, check your ego at the door and give equal consideration to ideas expressed by all members of the team. If you go into a group session thinking your ideas are more worthy than others, you’re limiting what the team can achieve as a whole. It’s perfectly acceptable to be confident and stand up for your ideas, but be willing to listen intently to your co-workers. On the other hand, you may feel you have little to offer or are afraid your ideas will be criticized. Remember, you’re all on the same team. Any discussion that turns into a competition can become counterproductive.

No doubt personalities will enter the picture. The key is to not take comments and criticisms personally and also do your part to avoid personally attacking your co-workers. Stick with the issue. Keep it as impersonal as possible. You’re all after the same goal—or at least you should be. When conflict arises—and it will—accept the differing views as part of the process. Disagreements can be healthy as long as they’re constructively construed. You can still encourage one another and make your points in ways that are positive.

Collaborating effectively with your co-workers can be a tightrope act. You’ll be considering offbeat ideas versus more traditional concepts, imaginative versus linear thinking, and ad-libbing versus organized thoughts. Remember the differences between convergent and divergent thinking? You may have the ability to think both ways but perhaps you favor one over the other. The same applies to your co-workers. If half of the team is more analytical and logistical in their thinking and the other half loves bouncing around off-the-wall ideas and experimenting with them, that combination is actually an asset. The beauty of working in partnership is that you can complement each other by combining your strengths.

As you test out the different innovative thinking techniques that were presented in Chapter 10 and Chapter 14, you will see which tools work best for your team. If you’re part of more than one team, it’s possible that certain methods may work for one team but not for another. The subject matter also may influence the technique. Through trial and error, you will learn what works best in various situations and with different types of teams. When it comes time to reach a conclusion, notice how your co-workers function with their thought processes. Some people like to take their time and analyze situations before deciding how to move forward. Others like to move quickly. If you’re the latter, be careful not to judge the “analyzers” as procrastinators or being wishy-washy with their decisions. If you’re the former, resist the temptation to label “quick responders” as impulsive. The important thing is to recognize differences among the different team members and decide as a whole how you will reach a consensus that works for everyone.

To encourage that understanding between you and your co-workers, it’s important engage in active listening, a method of communicating in which you, as the nonspeaking person, carefully listen to the person talking and then feed back to the speaker what you heard. This serves as a confirmation that you understood what the person speaking was conveying. In this way, you can accurately build on what was just shared, which is the whole idea of working as a team. Like a snowball that gets bigger as it rolls down a snow-covered path, adding to each other’s ideas eventually creates a synergy. How do you know when you’ve achieved this? You’ll feel it!

DEFINITION

Active listening is when you listen carefully to what the other person is saying and then restate what you heard back to the speaker. This gives the speaker a chance to confirm or correct your feedback and creates a better understanding between the two of you.

Also, be sure each participant understands the purpose and the vision of the idea. If you can, clarify up front what you want to achieve without defining it with such minutiae that you inhibit creativity from the start. You and the other team members need to have a singular focus while keeping an open mind. That also makes it critical to schedule your group sessions at a time when everyone can really zero in on the mission at hand. If you and the others are worried you’re not going to get your other work done, you’ll likely rush through the process and not come to any real decisions, which would be a waste of time for everyone.

When it comes to generating ideas or making decisions, everyone should be participating in the process. If you notice someone who isn’t engaged, call upon that person. If this is truly a group effort with no one serving as the leader, anyone should be able to encourage another to speak. Also, don’t be afraid to speak up if you notice that one of your teammates is hogging the conversation. No one benefits from that. You’ll find the more you work in teams and get to know one another better, the more the creativity and productivity of the group is likely to increase. You’ll get to know each other’s styles better and how to work with them.

In the end, while you may not achieve perfect symmetry as a group, at least everyone will have had the opportunity to weigh in and contribute toward achieving the goal you originally outlined. When everyone feels like he has been given a chance to contribute, and the team reaches a consensus that pleases all, that’s when collaborating truly pays off.

CREATIVITY KEY

The same principles for creating solo apply to innovative teamwork. Keep an open mind, relax, be flexible, be okay with failure, and remember to laugh!

The Least You Need to Know

• Being an effective team leader starts by you setting the example. You can’t just talk the game of creativity—you also must demonstrate it.
• Think empowerment over micromanagement. Clearly state the company’s creativity goals and the staff’s specific objectives, and at the same time give your employees the space and time to explore and exercise their creativity.
• Be patient with your employees’ creative processes. Find out what’s behind their motivation, so together you can co-create ways to make their job more meaningful.
• It doesn’t matter if you’re in management or not. You can do your part by developing a willing attitude to be part of a creative team at work. It’s up to you to speak up and be heard and also to give your undivided attention when listening to co-workers.
• Mentoring others in and outside of the workplace can be very rewarding. Realize your strengths and how they may be helpful to others.