Once upon a time, business leaders thought creativity didn’t belong in the board room.
Then, everything changed. Young people started their own companies. They gave employees lots of perks. They used computers to talk to people. And they learned that their customers wanted something different.
MODERNIZING BUSINESS MODELS
In the past, companies relied on long-standing methods for doing business. They focused on producing as much as possible as quickly as possible. Employees had set schedules. Offices had portable drab brown cubicle walls.
As technology changed the way people interact, businesses have had to adapt. Younger clients have different needs. And young entrepreneurs have started their own companies.
As a result, the business world doesn’t look the same as it did even ten years ago.
ARE YOU MANAGER OR A LEADER?
Full disclosure – I’ve never been a manager, at least not officially. However, I have managed groups of people as a teacher and company trainer. More importantly, I have nearly twenty years’ experience as an employee. I’ve been in organizations with strong, creative leadership. And I’ve been in a few where management resisted new ideas.
While commitment to quality and integrity should remain, each company uses different methods to get there. When making these decisions, companies have to first decide if they want managers or leaders.
A manager controls business dealings. He/She administers policies and ensures employees do their work according to company guidelines.
A leader, however, provides vision for the future. He/She inspires employees to be creative and take risks.
BEING A CREATIVE LEADER
Creative leadership doesn’t mean you let employees do whatever they want, however. Accountability and professionalism still matter. While traditional offices rely on data and routines, a creative leader relies on building relationships and encouraging innovation.
Creative leaders…
- Encourage all employees to share ideas. Creative leaders encourage employees to think creatively and share ideas. Obviously, not every idea can be implemented. But some ideas lead to improvements for everyone. Employees who feel their input matters show greater investment in their work.
- Allow employees to use their unique skills. Creative leaders know their employees’ strengths. They give employees opportunities to utilize their skills in different ways.
- Encourage learning. Creative leaders want employees to learn new things. They welcome cross-training in other roles. Employees become more skilled, benefiting both themselves and the company.
- Offer flexibility. Creative leaders understand employees have responsibilities outside of work. While certain positions need a more structured schedule (like a call center), many companies now offer flexible schedules. This allows employees to better balance work and home life.
- Treat employees as professionals. Creative leaders trust their employees to behave professionally and do their work. they don’t micromanage. They encourage others. But if there’s a problem, a creative leader addresses any issues privately rather than calling attention to it in front of everyone.
- Look beyond the numbers. Creative leaders want the full picture of the company. Ultimately, businesses require employees to do their jobs well in order to make a profit. But creative leaders look beyond the data to find ways to build the company. They do not use a one-size-fits-all training model. And for employees who might be below company goals, a creative leader works with individuals to find ways to help them improve.
Rigid leaders…
- Require employees to stick to standard work processes. Rigid leaders don’t allow employees to use their full skill set. They use assembly line type methods where employees have one role. They can’t make additional changes, even if there’s something they can correct themselves. Employees complete their role and pass the work down the line as fast as possible. Rigid leaders focus only on data and processes.
- Motivate employees through control . Rigid leaders intimidate employees into working harder by comparing them to others. Rather than helping the employee find ways to improve, rigid leader use only production numbers or company standards to scare the employee with repercussions.
- Blindly follow company talking points. Rigid leaders champion anything the company does, regardless of the possible outcomes. But when questioned about the rationale for ideas, especially any that aren’t employee friendly, a rigid leader shuts down discussions. Employees are told to get on board or find another job.
- Don’t offer employees and chance to learn new skills. Rigid leaders expect employees to do one job. They do not offer training in different tasks. Promotions, or even lateral changes, are hand-picked so employees seeking new opportunities are not allowed to apply for other jobs within the company.
- Strict adherence to the same schedule for everyone. Rigid leaders follow traditional eight-hour workdays where everyone has the same schedule. And employees in the office hide behind cubicle walls. Rigid managers might even designate times for certain kinds of work, and regulate when employees are allowed to ask questions or discuss business related issues.
- Rely on others to make decisions. Rigid leaders look to others to determine policies, answer questions, or share information. When asked a direct question about a company announcement or a team concern, they seek answers from other leaders because they do not want to say anything not approved by upper-level management.
THE FUTURE OF BUSINESS
Some companies go above and beyond for creative work spaces. They offer full-service cafeterias, free drinks (even adult beverages in some cases), a game room, places for employees to take a nap, and offer a range of schedule options. Because of these perks, employees feel appreciated and are more likely to stay loyal to the company.
While I don’t think every company needs to be a playground, changes in customer and employee expectations mean leaders have to rethink their methods.
Rigid leaders who rely on old business models will struggle to compete in the coming decade. Conversely, creative leaders anticipate ways for companies to remain on the cutting edge of technology, finance, and service.
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