New Podcast: The Creative You

This week we launched a new free podcast on creativity in business. The episodes will give practical insights and applications that the audience can practice at home and implement at work. Many of the creative tools shared will also work at home and in your community.

Everyone is creative, even those who don’t think they are. It’s my hope that The Creative You podcast will help people bring balance to their lives and help them develop the right side of their brain to an equal level as the left side of their brain—after all, no one wants to make lopsided decisions.

My host, Rebecca Boskovic, is the CEO and founder of The Fittest Me, a health studio that focuses on building strength for life. We met at a mutual speaking engagement, noticed the similarities between physical and nutritional health, and logical and creative health, and decided to take advantage of our expertise by hosting each other’s podcast.

Here is the first episode for your enjoyment.

If you’d like to subscribe to the podcast, it is available on iTunes, iPodcast, Spotify, Libsyn, and numerous other platforms. Please feel free to share it with others.

Simple Parameters Drive Creativity

abstract blackboard bulb chalk

Photo by Pixabay on Pexels.com

During the golden age of movies, which took place between 1933-1963 (some would argue it started in 1915, but the box office dollars disagree), The Hayes Motion Picture Code was in place to make sure films were wholesome and moral. I’ve read numerous accounts of directors saying that it was more rewarding to make movies prior to 1963 because the parameters placed on filmmakers by the code forced directors to be more creative—causing the films to be of a higher quality.

In talking with a Broadway producer last year, I learned that the preproduction period never exceeds 12-weeks. The reason is that the 8-12-week parameters are just the right amount of time to ensure excellence on opening day. The period is long enough for the cast to learn their songs, steps, and costume changes, and short enough to not cause anyone to get bored with the show.

Placing these types of soft parameters on projects is enough to drive the creative flow without choking out or overstressing the artists. The heightened creativity increases the entertainment value, which turns into box office dollars during the show’s run.

Unfortunately, if stress stays in play too long, not only does our creativity fail us, but we see negative side effects. According to ULifeline, an online resource for college mental health, “Emotional stress that stays around for weeks or months can weaken the immune system and cause high blood pressure, fatigue, depression, anxiety, and even heart disease. In particular, too much epinephrine can be harmful to your heart. It can change the arteries and how their cells are able to regenerate.”

Unwarranted or unrealistic pressures placed on employees from a boss who doesn’t understand how to encourage innovation leads to catastrophe in the areas of creativity and innovation. However, soft parameters can drive a sense of focus on a project that propels it into an active state that draws the support of the entire team.

Ed Catmull, the co-founder of Pixar, understands that an overly stressed environment destroys the team and honing a quality environment filled with good people drives innovation. In his book, Creativity, Inc. he says, “Find, develop, and support good people, and they, in turn, will find, develop, and own good ideas.”

There is an investment in good people that must be embraced for innovation to excel. Prior to the 1980s, companies never used the lay-offs to balance the budget. Today, employees never know when some form of downsizing will put them out on the streets, making it difficult for a person to innovate. Creativity must be nurtured within companies, which requires companies to allow for failure.

If people are let go because of a mistake, the simple act of watching someone being fired hinders the entire team’s creativity. But if people are treasured and the mistake develops a clear understanding of what doesn’t work, then the team benefits from the practice and empowers others to innovate.

Catmul speaks frankly about employees when he says, “If you give a good idea to a mediocre team, they will screw it up. If you give a mediocre idea to a brilliant team, they will either fix it or throw it away and come up with something better.”

The light pressure of an audience’s need or request drives quality workers to step up their creative game and produce an unexpected thrill. Empowered creatives always come up with a great solution or a better form of the requested innovation.

To have this type of success on your team, implement the following steps:

  • Lay out the simple parameters of the project (allowing complexity to come from the design, not the idea)
  • Embrace failure as a lesson learned for the next steps (never allowing fear into the creative process)
  • Empower the creatives to explore multiple possibilities (never settling for the first idea)
  • Maintain deadlines (without creating added pressure)
  • Wait expectantly for the emerging solution to solidify (the polishing process makes all the difference)
  • AND, remember that products are not finished until its release date (or a few weeks later, but rarely earlier)

A team that understands failure adds to their learning and innovation comes from play, is positioned to create something far better than originally conceived. Their empowerment comes from focused parameters and the freedom to explore. Anything opposing these key elements hinders the team’s ability to innovate.

© 2019 CJ Powers

 

The Layered Big Picture Guides Innovation

woman sitting in front of table beside man leaning on laptop

Photo by rawpixel.com on Pexels.com

I was consulting at a Fortune 100 company when the Vice President asked if I understood the big picture. He didn’t care about the details needing to be fleshed out. He trusted my expertise to handle those details, but conditionally—if I convinced him that I understood his endgame.

He clarified his view by explaining that he worked at the 50,000-foot level and seldom put his feet on the ground. He hated being involved in the minutia of a project and preferred to leave it to management’s ability that kept the troops in line. Unfortunately, his stance placed a foothold of problems within his organization.

That’s not to say executives need to get their hands dirty, especially since most people hate management looking over their shoulders as they work. However, without a snapshot of understanding from all layers of a project, there is no way for the executive to learn if key players at each level received and understood the project’s true message and vision.

There are two ways of developing a useful big picture. The first is to place a visionary in each department that is capable of translating the executive’s vision into one easily understood by those at the 10,000-foot and ground levels. The second is to have interactive meetings with the executives and managers at each level to clarify the ongoing vision and how it’s being transformed into products and services.

Before deciding which of the two methods, or a combination of methods, is right for the company, we have to understand the importance of each layer. The executive who thinks one layer is more important than another, will not be able to create the type of business growth that can endure. The growth spirts will eventually fizzle with its high turnover due to good employees not wanting to stay in unimportant roles and departments.

I worked for a Fortune 100 company that had 165,000 employees when I started. I was laid-off when the roster dropped to 26,000 employees. The atmosphere suggested that salespeople were gods, computer programmers were heroes, and engineers were a dime a dozen. These hard delineations stopped the flow of knowledge and communications between silos, forcing people to work in isolation.

Sadly, it was the lack of support for the engineers and the total empowerment of the “above the law” salespeople that caused the company’s crash. Within six months, the stock went from $86.00 to $0.50 per share. Few saw the tragedy coming and therefore only a handful of people were able to shift their 401K investments to something more stable. Thousands of people lost their retirement savings.

I also worked for a Fortune 100 start-up division where communication across departments was a weekly exercise. Everyone was considered important to the process including the RFP proposal writers who at some companies are considered the rock bottom on the importance scale.

In this case, the team was highly valued for its ability to wordsmith and customize documents/presentations to meet the criteria that funded deals. The division broke the $100 million mark in the first year, instantly making the new division a company asset and a recognized force in the industry.

The teams that respected the value of other teams, were empowered to try new things and explore solutions never before considered in the marketplace. The VPs participated in all weekly meetings to make sure the new ideas flowed in line with the executive vision for the division.

jacket illustration: © Disney • Pixar

jacket illustration: © Disney • Pixar

Pixar co-founder, Ed Catmull, says, “When it comes to creative inspiration, job titles and hierarchy are meaningless.” He goes on to say in his book Creativity, Inc.: Overcoming the Unseen Forces that Stand in the Way of True Inspiration that communication should not follow the business hierarchy, but be open to all in order to facilitate progress.

Giving access to everyone, for everyone, allows all employees to own their layer of the vision and empowers the entire company with an understanding of how each area of the business impacts the others. This structure brings insight to those who are capable of innovation based on cross-department combinatory play, which feeds additional innovation.

While I don’t believe in the “open door” policies, which pulls people away from their work in an untimely manner, I strongly believe in access to everyone when it comes to communication and understanding how the vision impacts all project layers and departments. The proper flow of communication and the consideration of other departments when making decisions always empowers innovation.

Therefore, it’s prudent for employees to understand how all departments matter to the vision of the company. With each person having the big picture and understanding each layer of the vision, they will be empowered to innovate, pushing the company to move forward with ideas that will change the marketplace.

© 2019 by CJ Powers

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