Yin & Yang of Creative Management

The Yin & Yang Of Creative
Management
David C Carrithers, Chief Bee Keeper

© 2001 - 2004 BusinessHive. All rights reserved.2
Work & The Creative Spirit

A Thought
Creative Thinking
1. Purge: Dispose of old prejudices, procedures
and presuppositions that could and do constrict
your thinking.
2. Prod: Attack challenges in ways that force you to
consider new solutions and new courses of
action.
3. Precipitate All of a sudden, out of nowhere, out
drops something wild because we're thinking
differently.
Guy Kawasaki

Another Thought
“All things are created twice: first mentally;
then physically. The key to creativity is to
begin with the end in mind, with a vision
and a blueprint of desired results.”
- Stephen Covey

Insight Into Your Sherpa
• Dave Carrithers
– Managed creative organizations, groups and businesses
from 2 to 150
– 20 years experience in semiconductor, chemicals,
consumer products, incentives, stored-value & debit cards,
development
– Communications, Marketing, IT, Sales, NBD, Operations
– Focus on product, business & market development
– PR, Design, Web, Trade Shows, Direct Mail, Data Base,
Advertising (TV, Prints, Radio, Bill Board), Copy Writing
– Developed $2 billion in incentive products and revenues
– Managed in a 12 month period over 300 creative projects

Insight Into The Group
• Most are in the design business, along with web,
advertising, public relations and some strategic
consulting
• Most have less than 25 employees, with the majority
under 10
• Most feel that their jobs are more about babysitting,
and being the master/ guiding light (a few added ‘the
boss’)
• Most have between 4 years and more than 10 years in
creative management
• Equal amount feel clients understand and don’t
understand the creative process
• Most do not have a fully developed and/or defined
project management process
BusinessHive Study

The Goal Of This Journey
In businesses such as yours, the dueling forces
of creativity and business can sometimes blur
the corporate vision. We will explore some
simple tools for achieving a balance between
creative satisfaction and the bottom line. You’ll
learn how to develop a project-management
approach that brings customer value, but
doesn’t create a mountain of paperwork; how to
motivate a creative staff, but keep the focus on
profitability; and how to implement an
employee-recognition program that generates
results and re-recruits your team every day.

Hope To Get Out Of The Session
• How to balance freedom & control
• Maintaining a contractor/manager relationship
• Ideas on improving management style &
processes
• See & hear about what others are doing
• Boundaries
• Tips on pulling out of a bad mood
• Clarity, camaraderie & energy
• Insight into relationship management ideas
• Better tools for creative types

• Ideas for a more stimulating environment
• Sharing ideas with other design & studio owners
• New methods for encouraging team work
• New methods to inspire creativity
• How to streamline our process
• Inspiration, insight & validation
• Balance budgets Vs. creative time
• Project management ideas
• Motivating account staff to think creatively
• Building teams out of left vs. right brainers

• Renewed interest in the business
• Better focus for the future of my business
• Management tools & help
• Management insight
• See how others are doing it
• New ideas & leadership skills
• Employee reviews & happiness
• Project management process ideas
• Profit/creative satisfaction balance
• How do others divide job tasks

Creative Management
Creativity Business

Creative Management Shouldn't Be

Creative Management Could Be

Meeting Thought
Creative management is no accident. It is
all about planning & strategy to allow both
the chaos of creative individualism to
operate within a defined and developed
business process.
Successful creative doesn’t just happen.
The good of the one outweighs the good of the many

Today We Will Explore
• The necessary processes of managing a
creative business
• The necessary spirit & Zeitgeist of a
creative business
• The unsaid elements that impact life &
sanity when heading up a creative
business
• Sharing of ideas & experiences
• Ideas on tools to help
The Fine Print: for today to be a worthwhile investment everyone must – share, be involved and think!

In Simple Terms
• Processes
• Formats
• Requirements
• Project Software
• Performance Reviews
• Billing
• Offices
• Schedules
• Training
• Budgets
Successful Creative Management Is More Than
It Is:
‘Leadership Of Ideas Focused On A Cause!’

The Animals We Have In The Room
• Dove – totally beautiful, peaceful, yet able to soar
• Golden Retriever – trusted, sturdy, lovable
• Panther – sleek, smooth & aggressive
• Owl – wise, knowledgeable & able to turn 360
• Peregrine Falcon – fly where I want, ride thermals
• Lion – king of the jungle
• Cat – agility and can clean themselves
• Dog – like being lazy
• Bear – not worry about anyone else do what I want
• Tortoise – plan & plod slowly, resolute, cautious
• Fox – cunning, swift, beautiful, resourceful, family oriented
• Human – I’m tired of running around like a dog
• Phoenix – continually recreating myself
• Tico & The Golden Wings

Share Your
• Worst & horrible moment in
creative management
• Most memorable & proud moment
in creative management

Challenging Thoughts
Could all the tactics of business
management get in the way of what is
required to make your business
succeed?
Could you be doing everything that is
taught in business management and still
miss the mark?
Could you be impacting the lives of those
on your team and not realize the cost in
human spirit?

Lesson Of The Red Suit
• All people, no matter age, race or history
have basic wants & needs
• Adults are the children they were
• When we have a beard & costume to
hide behind we let our humanity come
though
• Sometimes, listening is more important
than delivering

A Few Questions?
• How many of you really listen to what your
clients need (not so much want)?
• How many of you correctly convey the
requirements of the client project to the people
who need to get it done?
• How many of you create a spirit of creativity,
growth and security in your work environments?
• How many of you have a relationship with your
clients & employees that is enriching and gives
you energy?
• How many of you have a mission that is beyond
the bottom line?

Look Inward & What Do You Find?
How would you describe yourself?
• A leader?
• A risk taker?
• A coach?
• A teacher?
• A business person?
• A facilitator?
• A judge?

Successful Creative Organizations
• Vision and mission statement that goes beyond the
owners / business driver
• Clearly defined roles & responsibilities
• Freedom to think and try new things – even fail
without persecution (look at it as a learning)
• Reward & praise openly, criticize and coach in
private
• Strong project management process, self developed
but takes benchmarked think from elsewhere
• Performance reviews that include input from peers,
customers and self
• A Connection of creative results to business results

Either Be Comfortable Or Productive
Level Of Anxiety
TeamPerformance
Complacency =
Boredom/Apathy
Creative Tension =
Excitement
Terror = Flight
or Catatonia
Managing Creativity, by Donna Shirley

Successful Creative Organizations
• A confident leader at the helm that is OK with
different views, ideas and solutions
• Bring the client into the process, as an advocate
– this means bring the creative team closer to
the client
• Continual training and education
• Formal & informal communications approaches
• Listening skills
• Continually demonstrations and dialogue on
business and why things are done and why not
– NO forced actions and beliefs
• A THINKING ORGANISM

The Creative Employee Brain & Heart
Different because of the
nature of creative
people

Insights – Creative Employees
When are you most creative at work & why?
• Distractions are minimal and clear direction in terms of
what the project needs to encompass
• Environment that encourages the right mood is vital
• Knowing the deadline & why
• Resources, energy & deadline
• Certain amount of bad stuff before you can make
good stuff, it’s fairly easy to make mediocre stuff on
the first try
• When I’m by myself and have a chance to hear my
self think and let my mind wander – rather than the
feeling I get when I stay within boundaries at “creative
meetings”
BusinessHive creative research study, July 2001

Insights – Creative Employees
Biggest Beefs/Concerns?
• Lack of understanding as to what needs to happen to
make a job happen
• Creative must use their talents, but some projects are
better suited for different styles
• Wanting the best results with the least amount of time
to do it and the least resources – only thing to draw
upon is your energy and there is a price to pay
• Slick & cool looking does not equal good idea
• Taking the day-to-day and even bigger things people
do for granted and not recognizing accomplishments
through salary and pats-on-the-back

Insights – Creative Managers
On Managing Creative Teams?
• Creativity doesn’t happen between 9 to 5 – allow
flexibility in place & time – maybe provide lap tops
• Provide training, all types, to allow growth in the
individual
• When assigning teams make sure the personalities
match up/ work and fairly divide up the work on a
team
• The past was about individuals getting noticed, a
great TV or print campaign. Now it is the entire
relationship with the consumer and customer
• It is all about the team – no room for individual glory
• Today is about every-single-day sort of attention and
effort BusinessHive creative research study, July 2001

• Immediacy, the old adage about the biz used to
be ‘but what have you done for me lately?’ Now-
a-days ‘lately’ is the last 10 minutes. No time to
look back – the only way is up!
• What’s my role as a creative? Used to be that,
even through a creative person might feel
pressure and unwanted input from the client,
once they got to the shoot, or the edit or the
press check they felt like they were in control.
Now it might be a clients IT department? Point is
– creative people are having a tough time finding
their ‘stake’ in the process

• Today creative business need multi-disciplined,
multi-taskers who can think
• Get rid of deadwood fast
• Tough for creative folks to be as heroic as in the
past, it is important for creative businesses to
respect and congratulate the breakthrough
creative thinking
• A year ago money was no object. Guess what?
It is an object
• Creativity is a curvy thing it doesn’t always
happen on schedule or in a vacuum

• I had this really creative designer, but he was so
hard to handle. He truly believed his so called
creativity gave him license to flout an
organization’s rules and common courtesies. As
long as he regularly produced good ideas, he
could afford to act the part of a corporate free
spirit.

Personal Insight: Catalog Team Amuck
• 10 people in the business
• Dedicated to catalog design & production
• Strong technical leader, no vision
• Worked off each previous year
• Employees had no team & no voice
• Headed for complete breakdown
• 68 year old owner of the company added
to the breakdown

Personal Insight: Catalog Team Amuck
• Met with leader first
• Then each player one-on-one in their
offices, more formal and no more than
10 minutes
• Next met one-on-one in a more casual
environment (grab a soda)
• Craved leadership not dictatorship,
wanted vision
• Manager thought he was doing the right
thing – never asked, never even thought
to

Creative Management
Acknowledge creative contribution
• They want credit for their ideas
• Loathe those who take credit for their ideas
• Creative people can’t be fit in into tidy
stereotypes
Develop a mission and value statement
that all buy-into:
• Truth, trust, respect & unity
Share your experiences, ideas & changes

Let Me Share A Story
Sir Ernest Shackleton’s British Imperial Trans-
Antarctic Expedition of 1914 to 1916 with the goal of
accomplishing the first crossing of the Antarctic
continent, a feat he considered to be the last great
polar journey of the "Heroic Age of Exploration."
In December 1914, Shackleton set sail with his 27-
man crew, many of whom, it is said, had responded to
the following recruitment notice:
"Men wanted for hazardous journey. Small wages.
Bitter cold. Long months of complete darkness.
Constant danger. Safe return doubtful. Honor and
recognition in case of success. —Ernest
Shackleton."

Let Me Share A Story
• Endurance crew spent 2 years in the Artic circle and
on the ice
• Shackleton said all of them would get home
• They were experienced polar explorers
• They accomplished the unheard of:
– Survived the sinking of their ship
– Minimal food stores
– Sailing the most dangerous seas on the planet
– Crossing an uncharted mountain range

How? Shackleton’s Leadership
1. Never lose sight of the ultimate goal, and focus energy on short-term
objectives.
2. Set a personal example with visible, memorable symbols and behaviors.
3. Instill optimism and self-confidence, but stay grounded in reality.
4. Take care of yourself: Maintain your stamina and let go of guilt.
5. Reinforce the team message constantly: "We are one—we live or die
together."
6. Minimize status differences and insist on courtesy and mutual respect.
7. Master conflict—deal with anger in small doses, engage dissidents, and
avoid needless power struggles.
8. Find something to celebrate and something to laugh about.
9. Be willing to take the Big Risk.
10. Never give up—there's always another move.
Leading at the Edge: Leadership Lessons from the Extraordinary Saga of Shackleton's Antarctic
Expedition

Break Time Thoughts
‘Of all the things a leader should fear, complacency should head the list.’
- John Maxwell
1. Charisma is a liability -- something to be overcome, like a speech
impediment.
2. Executive compensation and company performance are not linked.
3. Technology has nearly zilch to do with sparking a company's
transformation from run-of-the-mill to top-of-the-hill.
- Built To Last, Jim Collins

Break Time Thoughts
Under the guidance of this modest but determined leader, a company
must come to terms with three tough questions:
1. What can it be the best at?
2. What drives its economic engine?
3. And what are its people passionate about?
- Built To Last, Jim Collins

Tools To Channel Creative Powers
David Carrithers

Getting Creative On Track

A Little Demonstration
One Volunteer From The Audience Please!

A Thought
Be Ready
‘To every person there comes in their lifetime that
special moment when you are figuratively tapped on
the shoulder and offered the chance to do a very
special thing, unique to you and your talents. What a
tragedy if that moment finds you unprepared or
unqualified for work which could have been your
finest hour!’
- Sir Winston Churchill

The Following Will
• Reduce turn over
• Build employee & team loyalty
• Reduce individual stress, especially
among quite types
• Reduce or eliminate surprises
• Allow for changing direction & gaining
buy in
• Build a ‘thinking organization’

The Necessary Tools To Manage
• A mission & values statement
• Roles & responsibilities
• Career direction setting & determining
• Appropriate project management
• Feedback & communications (formal &
relaxed)

Mission & Values Statement
Why?
• Creative types need a mission & vision to believe in
and rally behind
• They need to feel that they have been a part of
developing it
• Should be up-dated at minimum 2 times a year
• Attached copies of one example of how to do it
• Remember, once you do it live it
• You need to be a living example

Roles & Responsibilities
• Have done before you hire someone
• Clear definition of job personalities and
the positions role within the organization
• The position should not be designed for a
specific person
• Clearly out line:
– Job description
– Who they report to and who reports to them
– Any specific areas of additional responsibilities
– Client interaction expectations, etc.

Individual Career Direction Setting
• Before you hire spend one-one-one non-formal
time (small group even better)
• More than performance reviews every six months
– ‘daily adjustments’
• Chance to benchmark personal success
– Encourage maintaining personal portfolios &
resumes: Why? Reminds the individual of all they
have accomplished
• Carry out 360 degree feed back
• Personal development & training plan
– Time management, presentation skills

Appropriate Project Management
Personal Insight:
“Be super creative, as long as it’s
green & fits in a number ten
envelop!”

Task-Based Thinking Creative Thinking
All about knowledge & resources All about originality & success
Develops by milestones & proactive Develops by trial & error - reactive
Guarded interactions Interactive – easily gets off track
Works intensely 8 to 5 Works in bursts 24 hours a day
Industrial linear thinking Entrepreneurial fluid thinking
Project plan dates are everything Freely misses plan dates
1 day design session = great input Over Chinese food great ideas
Project tools drive results Project tools over kill
Do not challenge me! Challenge me! I love the interaction!
MethodLogic – Creative Commerce Group

• Build a process that brings value to the client, beyond
completion of the project, on-time & on-budget (more than
budget management)
• Most overlooked element is requirements gathering – the
more questions the better
• Build a list, as a team, of every possible question that you
could ask to help make sure the client gets what they
need
• Regurgitate what you hear and learn
• Hold cross functional team meetings on large projects
• Include in performance reviews % time followed/complete
• Project management training
• Sell your process as much as your creative ability

• What you need to take into account:
– Project owner
– Requirements gathering step (questions &
understanding)
– Confirmation
– Group / Resource assignment
– Milestones/ Dates
– Who does what, when and to whom
– Communications and confirmation
– Priority setting
– Completion & feed back
• Never assume anything!

‘Human Factor’ In PM = Velocity
1. Determine up front how much or little the specific
project requires the tools, tracking and formal
processes
2. Create a vision the team can belive in, including how
fast and why
3. Create a sense of urgency and action (if it can be
done now then do it)
4. Important means speed – velocity only comes with a
clear understanding of where you started and where
you are going
5. Make it real, make it tangible
6. The pace of the leader sets the pace of the pack!

Feedback & Communications
• Formal
– Employee surveys
– Performance reviews
– Client benchmarking
– Industry research & reports
• Relaxed
– One-on-one conversations
– Quick surveys after a project

The Business World Today…
Creates leadership vacuums:
• Consensus management
• Group think
• Political correctness
• The tallest blade gets cut first
• Fear of risk
No where are these points written – they are learned!

I’m Here To Tell You …
• It is not going to be the technology
• It is not going to be the client
• It is not doing to be the tools
• It is not going to be the management
You are the single most critical element to a
successful creative team…
U

A Quick Story
U.S. Navy Cmdr. Mike Abrashoff took the worst ship in the Navy
and transformed it into the top ship in the Pacific Fleet.
In 1997, Abrashoff, a well-decorated officer, was assigned
command of the USS Benfold, a ship with a $60 million budget
and a crew of 300. Under his people-first leadership, crew
retention increased from 28 to 100 percent, the ship achieved
best-ever results in every competitive category, and it
consistently operated at 75 percent of budget, returning millions
to U.S. taxpayers. To cap off Abrashoff's success, the Benfold
won the prestigious Spokane Trophy for the best ship in the
U.S. Navy's Pacific Fleet.

Break Time Thoughts
Killer Be’s
• Be brave!
• Be bold!
• Be adventurous!
• Be courageous!
• Be persistent!
The best way to predict your future is to create it!

Improving Performance
David Carrithers

Individual Performance Improvement

Thoughts
The deepest principle in human
nature is the craving to be
appreciated.
~ William James
I think the problem of management of
creative people is both fantastically difficult
& important. - Abraham Maslow

Employee Insights
• All businesses have employee problems
• Most companies operate between the
world of employee myth and reality
• All businesses have employee problems
• Most companies operate between the
world of employee myth and reality

Employee Insights
Employees were asked what they would be willing
to do to earn a trip valued at $2,000:
• 79% Improve attitudes
• 71% Increase workloads
• 68% Work more hours
• 67% Increase the speed and intensity of work
(Wirthlin Worldwide, Aug. 2001)
• Average cost to find, hire, train a new employee
= $20,000 to $50,000
Employees were asked what they would be willing
to do to earn a trip valued at $2,000:
• 79% Improve attitudes
• 71% Increase workloads
• 68% Work more hours
• 67% Increase the speed and intensity of work
(Wirthlin Worldwide, Aug. 2001)
• Average cost to find, hire, train a new employee
= $20,000 to $50,000

Employee Insights
• A study of CEOs by Transearch, an executive
recruiting firm, 46 percent of respondents said that
finding good people and keeping them is their
single biggest worry. Similarly, three quarters of the
corporate officers in a McKinsey study said their
companies had insufficient talent or were "chronically
talent-short across the board."
• The number of 35-to-44 year olds-the critical
wellspring of management talent-is expected to
decline 15 percent by 2015, according to the U.S.
Census Bureau.
• "At the end of the day, we bet on people, not
strategies." Larry Bossidy, CEO AlliedSignal

Types of Programs
• Attendance
• Suggestions (reduce costs, generate revenue, quality
of life)
• Quality Initiatives
• Safety
• Service Anniversary
• Employee/Sales Referrals
• Honor & Recognition
• Productivity
• Team Building
• Change Management
• Customer Service
• Gift (Holidays, etc.)
• Training/Certification
• On-the-Spot Thanks

‘Individual Success’ = Spirit
1. Utilize recognition & incentives
2. Non-cash rewards are better
3. Both team and individual rewards & recognition
4. Reward for each milestone or important result
5. Say thank you, in writing and in group settings
6. Hold up performers
7. Hold a kick off meeting followed up with an activity
8. Reward positive behaviors openly, handle poor
behaviors privately and one-on-one (use as a
learning experience)
9. Get management to ‘stop by’ performing individuals
cubes/offices or meetings to say ‘I heard and
wanted to say…’
10. Create performance legends & stories
11. Positive spirit begins with you

‘The moment people in an organization are recognized, they
will act to get recognition. The moment they realize that
the organization rewards for the right behavior, they will
accept it.’
Peter Drucker – WSJ
• Positive, Immediate and Certain
• Change requires a motivator - what gets rewarded gets done
• Award needs to have meaning and be beyond the living basics
• Cash is limited in promotion value, long-term remembrance
and excitement

Motivation Basics
Self-
Realization
Fulfillment of
potential
Personal Esteem
Honor, job importance, title
Social Acceptance
Love, togetherness, teamwork,
recognition by family, friends, neighbors
Security
From economic and physical danger
Physical Comfort
Food, drink, clothing, shelter
Psychic Income
Monetary
Needs
•Move beyond the
basic needs, “more
than monetary”
•Tap into the
psychic needs
•Look beyond the
common place,
every day
Maslow’s Pyramid

Non-Cash Rewards Are More Powerful
NON-CASH REWARDS
• Offers special recognition —
“trophy value,” peer recognition,
bragging rights
• Have a higher perceived value
— are less expense than cash
because of perceived value
• Have more impact than cash
because they are promotable,
memorable, and special
NON-CASH REWARDS
• Offers special recognition —
“trophy value,” peer recognition,
bragging rights
• Have a higher perceived value
— are less expense than cash
because of perceived value
• Have more impact than cash
because they are promotable,
memorable, and special
CASH
• Is cold and non-emotional
• Is confidential — not socially
acceptable to brag about how
much cash you have
• Can never have a higher
perceived value — $100 is
always $100
• Doesn’t stand out because it’s
not unique, memorable nor
promotable
CASH
• Is cold and non-emotional
• Is confidential — not socially
acceptable to brag about how
much cash you have
• Can never have a higher
perceived value — $100 is
always $100
• Doesn’t stand out because it’s
not unique, memorable nor
promotable
VS

Trophy Value
• Tangible symbol - more than cash compensation
• Provides sense of award prestige
• Lasting memory of effort and sponsoring company -
impact
• Reinforcement to motivate future behavior
• Tangible symbol - more than cash compensation
• Provides sense of award prestige
• Lasting memory of effort and sponsoring company -
impact
• Reinforcement to motivate future behavior

Type Of Rewards
• Large merchandise
catalogues
• Catalogues from
retail/direct mail
companies
• Wide variety of
merchandise from
manufacturers
• Group and individual
travel
• Retail gift certificates
• Universal gift certificates
• Web certificates/ points
• Open incentive cards
• Cash/Payroll
• Trophies/Plaques (H&R)
• Logoed merchandise
• Event tickets
• In-kind/discounts/coupons
• Frequent flyer miles
• Phone Cards
• Selective or “filtered”
incentive cards

• Have a strategy for reinforcing the new behaviors that
align with your new work design - Creating a
successful team structure requires changes in
behavior for everyone. Identifying the desired
behaviors, and reinforcing them immediately, will bring
about a smoother change.
• Use a demand-pull model for motivating
employees - The specific, team-supportive behaviors
expected from employees should be clearly
communicated. As team members and leaders begin
to use these behaviors and become more self-
directed, they should be given more control and more
freedom to act, make decisions, gain autonomy, get
access to reward/celebration funds, etc. With this
approach, teams are motivated to move forward,
receive more training, and excel within the team
system.
Reference: Daniels, Aubrey. Bringing Out the Best in People

• Make the criteria for receiving reinforcement and
rewards clear and achievable - The more
unclear contingencies for rewards are, the
more confusion and skepticism employees
will exhibit.
• Reward and reinforce individual efforts as
well as team performance - Individual
recognition is important, but use it to reinforce a
members contributions to the team.

• Empower teams gradually and systematically
- turn over responsibilities such as self-
management and decision making only when
team members are ready, and initially provide a
limited scope for them. Handing over complete
empowerment immediately, especially when
employees are not used to it, can be disruptive
and counter-productive.

Other Ideas
• Find ways to help employees lives by
offering service for performance, like
lawn care, house cleaning, chef in the
house
• Hold peer review session twice a year
where each member presents what they
think is the best they have done and
why – let peers review, stay out of it (yet
make sure it doesn’t get nasty)
• Have activities that involve the family

Topic Change
Preparedness Ideas:
• Meet with employees to build a plan of
action in case of disaster
• Build a phone and e-mail list (including
personal contact information) and mail
to all homes, keep a copy in safe
deposit box
• Reference attached article

Final Thoughts
Energy, effort and enthusiasm are all parts of
successful creative efforts. Take care of yourself
physically. Eat & exercise sensibly. Get enough
rest and relaxation. Creativity and creative life
are marathons, not hundred-yard dashes.
The environment you fashion out of your
thoughts, your beliefs, your ideals, your
philosophy is the environment you live in.

Thank You For Your Time
David Carrithers, Chief Bee Keeper
Providing consulting services for business individuals looking for
honest and straightforward counseling, coaching & implementation of
business solutions that improve profit performance and loyalty with
employees, channels and customers. www.BusinessHive.com
Generating Results Through:
•Targeted Individualized Coaching Program
•Improved Customer & Employee Loyalty
•Enhanced Product, Market & Business Development Results
• Profitable Brainstorming & Product Creation
•Faster & More Accurate Product & Business Launch Management
•Unbiased Incentive Program Assessment & Support
•Dynamic Organizational Development
707-484-3620 or e-mail
David@BusinessHive.com

Yin & Yang of Creative Management

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