Optimal Creativity and Leadership Implications

I had to good fortune to facilitate an annual strategic ideation meeting recently with a Hawaii-based training and development organization.   Like before at another workshop, I asked the 20 participants when they did their best, creative thinking.  Amazingly (tongue in cheek), none of them mentioned “while at work.”  Like audiences before, the responses included “while running,” “just before bed,” “in the shower, ” etc.  Could this be because their state of mind at the time of greatest creativity is when they are emotionally relaxed?  It takes only a few minutes on an internet search to find credible data linking stress to all forms of ills.  Is it any wonder therefore that a work environment full of stress is devoid of innovation and creativity?

Now before my cynics start in on me, I’m not talking about group Yoga and lavender candles in the cubicles.  I’m much more in tune with the drill sergeant in the recent Geico commercial.  A reasonable amount of stress is usually a great motivator.  After all, an organization whose people have a sense of urgency is competitive and often wins at whatever business game they’re in.  But too much stress and the sense that one is forced to do things a certain way  reduces creativity and intrinsic motivation.  The question is, how much autonomy over their own work can you give to those you lead?  Perhaps if you consider yourself a role-player within the organization and less like “the boss,” the right perspective will reveal itself.

For example, if you are not “the boss,” but its your role to facilitate the accomplishment of objectives, then you may be more inclined to collaborate with subordinates.  Most importantly, your subordinates must truly feel this way also.  If you haven’t done this, consider using a mind map to visualize the linkage between the objectives, strategy, and tasks.  Do this with your team.  They then see the big picture and how each may relate to each other.  Then start asking questions of your team: “How do we get this done?  Start creating that sense of ownership for each project in your people.  Give them the autonomy to “run with it,” and ensure the metrics of a successful outcome are clearly understood.  That way they can use their own creatively to accomplish whatever needs to be done.  If performance falls short, then coach them accordingly to help get things back on track.  You will be surprised how much more effective your people can be.

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