#339 from Innovative Leader Volume 7, Number 5          May 1998

A Small Flight of Stairs to Higher Creativity
by Floyd Hurt

Mr. Hurt speaks internationally on creativity, marketing and problem solving and  is President of Probe Inc., a marketing and advertising agency in Charlottesville, VA (phone 804-296-3980; www.rousingcreativity.com/).  He is author of Rousing Creativity:  Think New Now! (Floyd Hurt & Associates, Charlottesville, VA, 1997).

Creativity is a complex and difficult subject for any leader or manager.  In even the most innovative environment, creativity often manifests itself in chance, accidents, serendipity, or unexpected spin-offs as opposed to a clear result of a creative effort.  This elusiveness makes it tough for most leaders and managers to accurately measure what they’re getting from the "creative team."  

Without an easy measurement, management tends to make sporadic efforts to increase creativity, but not integrate it as part of the overall culture.  Without an ongoing commitment, creativity is relegated to  "just think up some new stuff and get back to me."   Confusion and unclear results become the norm.   Efforts slow and creativity crumbles.

Our work consists of trying to change all that by helping organizations develop conditions for the possibility of greater creativity in the individual and the environment.  Notice: "the conditions for the possibility."  It’s almost impossible to make people creative unless their environment is conducive.  This environment must be committed to ferreting out new ideas and bringing them into the light of day.  Don't mistake this and think it's just environmental restrictions that retard creativity. 

Some people actually perceive themselves as un-creative.  Plop them down in even the most creative-friendly environments and it will be a grueling task to extract even a minute new thought.  The truth is however, that the depth of creativity within a company and the individuals in it is far greater if proper conditions and expectations are present.  If you, as a leader, work hard to make your environment creative, the creative people will come out of the woodwork and even the most "non-creative" member of the group will flower.

So, as a leader, how do you do that?

Six Factors

There are six things that must exist within your people and your environment to increase creativity:

1.  Motivation.  Simple word?  It's not.  For a mixed group to coalesce into a creative team, there must be a clearly stated goal and an understanding that the creative activity and its results will help achieve that goal.  These two elements of motivation, a goal and a belief that an act will help achieve that goal, are as applicable to a creative effort as they are to any other motivational situation.  Managers who clearly state what they want to achieve will rally creative people around them quicker than the nebulous leader with vague and inconsistent objectives.  One hallmark of a leader is consistency.  This applies to leading any team.

2. A basic knowledge of your subject.  You don't have to be an expert, (it may in fact be a detriment) but you must have at least enough information to discuss the topic and construct a thought.  How well would you do in a creative session on application of quark theory to amoeba reproduction?  Best to have a working knowledge of a subject; without it, you'll foul the playing field.

3. Tools for creative activity.  This includes knowledge of some creative techniques, facilitation skills, and a physical environment in which to practice creativity. The environment can be any area that is owner neutral and considered "safe."  A conference room, a vacant office, or at the end of the hall. The important point is this location be recognized by everyone as a place where ideas and thoughts are presented without fear of ridicule.  The techniques, facilitation skills, etc. can be learned and practiced.  Without these tools it’s tough to keep the process on track.  Any management committed to increasing creativity in the organization should have available relevant books, tapes and consistent training. 

4. A ramrod.  A ramrod is that very special individual willing to break through the normal order of things and push for new ideas.  Without that pain-in-the-neck person who keeps the heat up on a new idea, nothing great gets accomplished.  If that person is absent in an organization, it’s time to take a close look at why he or she is missing.  You’ll find the reason buried somewhere in the "corporate culture." If you’re sincere about sparking creativity in your organization, re-write that section and welcome some behavior outside the norm. 

Let your ramrod explore and ask delicate questions.  It’s these kinds of questions that bring to light problems and new opportunities.  The ramrod has a hard time with boundaries and "givens."  Give this person responsibilities to push, ask and question. Then expect only the best, and don't be surprised if a few toes get squashed in the process.  It’s often these toes that are holding things back.  It will take a little getting used to, but stay the course, and it’ll pay dividends. 

5.  Recognize ideas that don't fit the norm.   Any really new idea must transcend the normal order of things.  Because of this, it’s often difficult to "see" a new idea in a current context.  Think how you would explain the stock market to a primitive tribesman.  For the manager presented with a unique idea in the current context, he or she must take a step back and re-focus through another lens, listen to an explanation with a third ear, ask new questions, and step into the make-believe context where the new idea has its roots.  For most managers that’s difficult.  His or her job is the bottom line, not a side trip into the field of make believe. 

Any environment that encourages creativity is peopled with managers owning several sets of spectacles.  If you’re charged with creativity, relish the trip and believe that all the effort will translate into more profit.  If it doesn't, don't stop taking the trips, in fact press for more tickets.  Break-through ideas don't always happen the first time out.  Hang in there and enjoy the ride. 

6.  Feedback. How's it going?  Is this idea starting to find its place?  Is it understood? Are people beginning to find a use for it?  Does it show signs of helping or holding back? This information is critical if managers want to keep the creative people involved.  Creative people have many weak spots, but a big one is wanting to see their ideas alive and kicking.  There’s little that will demoralize this group faster than to see their idea axed without an explanation.  If the idea isn’t going to fly, let them know it and tell them why. 

Maybe you don't really understand the idea; or it just needs some tweaking.  If it’s taking wings, let them know.  Your objective is to keep the process in high-gear.  The fuel required to do this is feedback and rewards.  Let them know how it's going or your team's belief in your commitment will evaporate.

Focus and Support

Creativity is not simply freedom to wander around coming up with new ideas.  It's a rigorous process demanding structure and clear goals.  The better the definition of the need, the more likely a creative outcome with something truly new.  The tighter the structure into which the creative person is cast, the more he or she can focus on the vast and exciting options existing within those limitations.  The job of the leader or manager is to focus on the specific problem, then give the creative team all the latitude, support and tools they need to find something new.  If management believes in creativity at the gut level, the result will astound even the most jaded.