Cultivating Creative Culture
Not too long ago, I was asked how I might infuse creativity into groups, teams, and environments that are not usually seen or immediately understood to be creative. Additionally, or more importantly, how can we break down the barrier or reluctance to think differently and welcome a culture where creativity thrives in every nook and cranny of the business? This is a question or concern I’m sure many leaders, executives, and managers wrestle with frequently. It’s an important worry to have and a large problem to solve but a solution is necessary since innovation and differentiation are often the results. I didn’t have much time to think about my response but in the few seconds that I did have, I decided to respond with an unorthodox answer. I started by saying “I don’t know if this is the answer you want to hear but you have to be ok with failure…”
Being a Creative Director in a large consultancy, I am surrounded by plenty of people who have not intentionally pursued a career where creativity is at the center of their focus. This position gives me a rather unique vantage point where I witness firsthand the uphill battle of so many. A constant struggle to be creative is on full display. The idea or notion of manifesting something out of nothing is daunting. The panic of being wrong, incorrect, imperfect, or simply making a mistake is paralyzing. The courage required to chart their own path, take a stand for something different, or try something new is crushing. And unfortunately, the fortitude and resilience needed to endure when told that won’t work, this isn’t what we’ve done in the past, or just do this how I told you to… is exhausting. Every single one of these thoughts, feelings, dictations, or perspectives erodes away the presence of creativity until there is little left. At the core, lurking at the origination of this toxic thinking is the most common and most stubborn enemy of creativity: fear.
“…You have to let the people you lead know that it’s ok if they fail.” It was a bold statement but a truth that I felt needed to be said. We all fear failure and the consequences that typically follow. Certainly, at some point in life, we’ve all felt the sting of disappointment when not achieving the goals we set for ourselves. Honestly, I don’t know a single person who actually enjoys failing. But as long as we learn from that failure, it has its place in our lives. The point isn’t to become numb to failure or even seek it out. Instead, for those of us that are trying to cultivate a creative culture, it is our prerogative to encourage people to take risks and promise that we’ll reward the initiative, not punish the mistake. We’re responsible to extend a genuine offer of curiosity or support to further explore their ideas if something suggested immediately doesn’t work. We’re tasked to not instantly dismiss a thought or execution of a job if it doesn’t align with our initial vision. The simple truth is, people will not have the appetite for creativity if the fear of failure looms heavy over them. Slowly, but surely, they’ll retreat back into their own corners of safety and security by doing what is expected or known instead of thinking outside of the box.
In my answer, I went on to say that creativity thrives when the fear of failure is diminished and that to truly integrate a creative mindset into every aspect of the business, we as leaders need to protect our people and provide the space, coverage, and freedoms individuals need to explore beyond the perceived boundaries. Establishing a safe space where creativity can stretch and fail with limited consequences is the first step. The more we as leaders can shield our colleagues from the pushback that comes from the fear of thinking differently, the more willing to be creative will naturally spread throughout. The reality of establishing creativity throughout the workplace is that it can’t be shipped in or forced to happen. No amount of workshops, perks, or seminars will ultimately cure the lack of creativity. It has to manifest organically. The growth and spread happen by demonstrating and giving assurances to those that look to us for leadership, that we have their back, no matter the outcome (whether that is failure or success). Those that follow our direction have to know and believe that we trust them to make the right decisions, to suggest something they feel is aligned, and to have the best intentions behind their work or actions. Critically, our colleagues, peers, and team members have to feel like we are all in this together. No one person is more important, better, right, or responsible than the others.
Daily I try to fight for the existence of creativity on my projects and within my teams. We encounter challenges and problems that require creative solutions. It is the inherent nature of the work that we do. And the lessons learned in these smaller settings can have larger applications in how we look at communities and businesses alike. We have systems set in place to guide, direct, and aim the creativity that each of my colleagues wields. On projects, design principles are set early, clearly communicated, and revisited over time to ensure that everyone understands the reason and intent of our work. This is not that dissimilar to a company vision, a mission statement, or a project brief. Processes and collaborative meetings with the whole team are used to bring valuable insights and perspectives that otherwise would be missed without their inclusion. Town halls, open-door policies, and frequent touch-points with teams and individuals can have the same impact for business leaders. When ideas are floated or suggested, I provide feedback and direction but also challenge myself to leave room for the uniqueness of each of my team members and their own approach. This too can easily be applied to other aspects of the professional world.
I’m not advocating for everyone to run off and do as they please. And again, I’m not suggesting we should try to fail or intentionally disregard what is being requested of us (we should be doing our jobs). Wayward wondering and flailing are not what is intended by creating this space for creativity. Goals, objectives, timelines, and missions still must apply. They are the tools to control and focus the chaos that can come with creativity. By instilling an ethos of support, trust, and respect in everyday activities and actions, the chaotic culture of creativity will spread, and incredible ideas, thoughts, work and people will grow from the space it was given to exist.
