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Surrounded By Genius: Practical Advice On Creative Leadership

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We live in a world of constant change. That change is shifting the way businesses compete, reshaping our careers and forcing us to rethink the terms "talent" and "leadership". Many people in creative fields struggle to manage their careers or effectively help their team members grow theirs because some common "best practices" just don't fit in our changing world. How do great creative leaders cut through the change and chaos to find opportunities to help their team and company succeed? By finding ways to uncap creativity and execute on opportunities that cultivate their creative leadership. This isn’t easy: Creative people don’t want to be led in the same way as other employees. Find out how to deal with the growing need for creative leadership and how you can create the right environment for those skill sets to thrive.

Published in: Leadership & Management

Surrounded By Genius: Practical Advice On Creative Leadership

  1. 1. SURROUNDED BYGENIUS PRACTICAL ADVICE ON CREATIVE LEADERSHIP INTERACTIVE STRATEGIES 2015 | KELSEY RUGER #IS2015 #CREATIVELEADERSHIP
  2. 2. BEINGANAUTHORITARIAN Isn’tthesameas BEINGANAUTHORITY WHATDOESTHISBOOKHAVETO DOWITHCREATIVELEADERSHIP?
  3. 3. THERE ARE LEADERS AND THERE ARE THOSE WHO LEAD. LEADERS HOLD A POSITION OF POWER OR AUTHORITY, THOSE WHO LEAD INSPIRE US. - SIMON SINEK
  4. 4. The real role of leadership in business today is not and should not be command and control. It should be climate control. KEN ROBINSON Instead of trying to control the people, control the environment. This makes leading the people Simpler..
  5. 5. WHEN THE CLIMATE IS RIGHT, PEOPLE THRIVE & GROW. You can’t force growth. You can only create the conditions where growth can happen.
  6. 6. WHERE DO YOU FIND CLIMATE ORIENTED LEADERS?
  7. 7. Most companies talk about having consistently creative employees. The problem is that a lot of what we are taught about leadership runs counter to what makes creativity flourish. THE OLD LINEAR MODELS ARE COLLAPSING
  8. 8. WE NEED TO CHANGE OUR VIEW OF CREATIVITY & LEADERSHIP Leadership Creativity
  9. 9. WE NEED TO CHANGE OUR VIEW OF CREATIVITY & LEADERSHIP Leadership Creativity AUTHORITY ART OR DESIGN
  10. 10. WE NEED TO CHANGE OUR VIEW OF CREATIVITY & LEADERSHIP Leadership Creativity AUTHORITY ART OR DESIGN INFLUENCE PROBLEM SOLVING Most critical because the problems we face have less and less predictability or linear form.
  11. 11. What We Think About Problem Solving
  12. 12. The Reality of Problem Solving
  13. 13. HOW DO YOU INFLUENCE PROBLEM SOLVING WHEN THE PROBLEMS ARE SO COMPLEX? Mysteries Known data about present conditions is readily available Tame Problem Puzzles Data may be missing or may not even exist yet. Wicked Problems
  14. 14. INTERNALIZE: ENABLING WICKED PROBLEM SOLVING
  15. 15. HOW MOST MANAGERS VIEW THEMSELVES HOW EMPLOYEES VIEW THEIR MANAGER HOW BOTH SHOULD VIEW THE MANAGER
  16. 16. HOW MOST MANAGER VIEW THEMSELVES HOW EMPLOYEES VIEW THEIR MANAGER HOW BOTH SHOULD VIEW THE MANAGER 3 Principles of Creative Leadership
  17. 17. A lot of what we think about creativity and leadership are the result of a lot of dated thoughts on who is creative and what it takes to lead people. You have to think in terms of influence instead of compulsion. PRINCIPLE 1: RETHINK TRADITIONAL MANAGEMENT MECHANISMS CONFORMITY Why would you not do this DIVERSITY COMPLIANCE CURIOSITY Why would you not do this CMD + CTRL OPEN
  18. 18. Good process helps increase talent productivity. We avoid replacing good management and communication with rules & processes that cover up a problem instead of addressing it directly. Instead we focus on processes that help talented people get their work done. PRINCIPLE 1: RETHINK TRADITIONAL MANAGEMENT MECHANISMS Processes for the work, Leadership for the people
  19. 19. Just as process isn’t intended to replace the work that only a manager can do, don’t use control where context would produce a better result. PRINCIPLE 1: RETHINK TRADITIONAL MANAGEMENT MECHANISMS Drive Performance Through Context, Not Control
  20. 20. Those we think would be best at learning are often the worst. Most companies don’t even know this problem exists. PRINCIPLE 2: RETHINK HOW YOU THINK ABOUT LEARNING Traditional Model: Performance = Talent Learning is too narrowly defined as mere “previous performance” or “problems solved”, so they focus on identifying and correcting errors in the external environment. I Call this type of learning immaculate perception. because so much is based on optics instead of reality.
  21. 21. Those we think would be best at learning are often the worst. Most companies don’t even know this problem exists. PRINCIPLE 2: RETHINK HOW YOU THINK ABOUT LEARNING Creative Model: Performance = Capacity Learning is more broadly defined as the capacity to reuse knowledge under new context or the capacity to address problems you’ve not seen before. I Call this type of learning GROWTH MINDSET BASED. It’s based on the capacity to solve vs. previous Experience.
  22. 22. What got you here, won’t necessarily get you there. PRINCIPLE 2: RETHINK HOW YOU THINK ABOUT LEARNING SINGLE LOOP LEARNING - FIXED MINDSET Highly skilled professionals are frequently very good at single-loop learning. They have spent much of their lives acquiring academic credentials, mastering one or a number of intellectual disciplines, and applying those disciplines to solve real-world problems.
  23. 23. What got you here, won’t necessarily get you there. PRINCIPLE 2: RETHINK HOW YOU THINK ABOUT LEARNING DOUBLE LOOP LEARNING - GROWTH MINDSET Many professionals are almost always successful at what they do, they rarely experience failure. And because they have rarely failed, they have never learned how to learn from failure. So whenever their single-loop learning strategies go wrong, they become defensive, screen out criticism, and put the “blame” on anyone and everyone but themselves.
  24. 24. OK, LET’S INCENTIVIZE THIS “GROWTH MINDSET”
  25. 25. There is a common belief is that when people have the right attitudes and commitment, learning automatically follows. The idea that learning is primarily a function of motivation is wrong. PRINCIPLE 3: RETHINK HOW YOU THINK ABOUT MOTIVATION MOTIVATION AND COMMITMENT ARE ABOUT FEELING EFFECTIVE LEARNING IS ABOUT HOW YOU THINK YOU CAN HAVE A FULLY MOTIVATED AND COMMITTED EMPLOYEE, BUT IF THEIR THINKING IS OFF, IT WON’T MATTER.
  26. 26. CREATIVITY ISN’T ABOUT WHO YOU ARE IT’S ABOUT WHAT YOU DO. MORE SPECIFICALLY, HOW YOU THINK
  27. 27. EXTERNALIZE: PRINCIPLES TO BUILD A CLIMATE FOR CREATIVITY
  28. 28. TO BUILD A TEAM THAT THRIVES ON CREATIVITY, DON’T FOCUS ON MAKING PEOPLE CREATIVE. THAT DOESN’T WORK. INSTEAD FOCUS ON PREPARING THEM TO ACT CREATIVELY WHEN CREATIVITY IS THE TOOL NEEDED. Common Sense Leadership Creative Leadership MAKE THE SHIFT 5 PRINCIPLES
  29. 29. PRINCIPLE 1: TEMPORARY INCONVENIENCE FOR PERMANENT IMPROVEMENT
  30. 30. PRINCIPLE 2: ADOPT A GROWTH MINDSET
  31. 31. PRINCIPLE 2: ADOPT A GROWTH MINDSET
  32. 32. PRINCIPLE 3: THERE ISN’T AN “I” IN TEAM BUT THERE IS A “T” DepthofKnowledge Breadth of Skill
  33. 33. PRINCIPLE 3: THERE ISN’T AN “I” IN TEAM BUT THERE IS A “T” Front-EndDevelopment SoftwareDevelopment VisualDesign InteractionDesign COMPLEMENTARY SKILLSETS CognitivePsychology DomainExpertise InformationArchitecture Depthofspecificdiscipline Basic Understanding Competent Application Complete Mastery
  34. 34. PRINCIPLE 4: INCREASE YOUR CREATIVE LITERACY & CAPACITY
  35. 35. ArticulationFluency Flexibility Originality ResponsivenessResourcefulness Resilience Repurpose CREATIVE CAPACITY ABILITY TO CONTAIN ABSORB OR RECEIVE CREATIVE LITERACY ABILITY TO IDENTIFY OR UNDERSTAND
  36. 36. ability to express the essence of an idea with clarity Ability to smoothly generate a number of ideas The ability to generate ideas across a variety of different disciplines The ability to generate and/or repurpose ideas so that they are unique CREATIVE CAPACITY ABILITY TO CONTAIN ABSORB OR RECEIVE ability to proactively identify and adjust to changing conditions and resume stability without delay. Ability to deal with challenges using resources that may not be readily available or obvious Ability to recover or remain buoyant when exposed to adversity or change. Ability to proactively improve or reuse an idea by adjusting its use without affecting it’s external meaning. CREATIVE LITERACY ABILITY TO IDENTIFY OR UNDERSTAND ArticulationFluency Flexibility Originality ResponsivenessResourcefulness Resilience Repurpose

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