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How to Squish Creativity Like a Bug
By: Richard M. Highsmith, M.S.
The Leader's Institute
Most Senior Managers will acknowledge the importance of having the
support, loyalty and ideas of their subordinates. A company of any
size cannot sustain growth on the back of one person. Without a team
effort the entrepreneurial spark can be extinguished in the rainstorm
of turmoil created by success.
Desirable employees want positions that satisfy an interest or
because they are excited about where a company is going. They want to
be a part of the accomplishment. The enthusiasm they bring to the
table is vital to the creativity that sustains growth. Merle Crowell
stated this eloquently; "It's the men behind who `make' the man ahead."
So how does a manager on this walk through the corporate jungle end
up squishing creativity like a bug? The fundamental building blocks
to success are easily stifled. Here are some suggestions on how you
can smother any chance of being a successful manager.
First - Fail to acknowledge the importance of other people. Take
credit for all creative thinking and problem solving. "Protect" your
subordinates from the scrutiny of top management by never conceding
the part they played in your latest accomplishment. Deceive yourself
in to believing that they take pride in serving you and that your
light is enough to keep them tanned.
Second - Do not ask other people's opinions. After all who knows
more about running your department than you? That's right. How could
someone toiling in the trenches with no Big Picture mentality possibly
grasp situations and problems as well as you? Believe that you alone
have the candlepower to illuminate the dark crevices that big problems
create.
Third - Give your opinion first, forcefully and often. It is
imperative for your subordinates to know where you stand. Won't they
be like sailors at sea without a compass if you don't give them
direction? Naturally they will turn to you for guidance. Why wait?
Give them the answers before they ask the questions. Remember, no one
knows more about the operation than you.
If any of the behaviors in the last three paragraphs seem a tad
similar to your own management style, then you may be guilty of
squishing the bug. People need...not just want, but need...approval.
This is a fundamental principle of human behavior. To maximize our
potential, we all need recognition. George Houston clearly summarized
what happens when a manager fails to encourage subordinates when he
said, "Anything that interferes with individual progress ultimately
will retard group progress."
The primary role of a Senior Manager should be the development of
those who report to him. It is through their growth that the company
will prosper. Now that we've identified how to manage people poorly,
let's look at how to get the most out of all your employees.
First - Acknowledge the importance of people. William James, the
Father of modern psychology said, "The deepest principle in human
nature is the craving to be appreciated." Repeated surveys have shown
that employees leave companies most often not because of salary but
because of lack of recognition. The effective manager gives credit to
whom it's due. Try catching people performing well. Praise
noteworthy behavior. Smile more. You don't need to carry pom poms
and become a cheerleader. But you must take responsibility for the
morale of your department.
Second - Ask other people's opinions. I once owned a medium sized
manufacturing company that supplied the hospitality industry. We were
having some serious issues in our shipping department that nobody
seemed to be able to solve. I presented the problem in an open
meeting and a nineteen year old kid who had been working for me about
three weeks came up with a solution that was elegant in it's
simplicity. We were in the forest, he saw the tree! Tap the
creativity and differing perspectives of all your employees. Take
every opportunity to ask and then listen. The benefit is incalculable.
Third - Foster creativity by allowing open discussion of any and all
possible solutions. At the Leader's Institute we call this
Green-Light thinking. It is the quantity not quality of ideas that is
emphasized. There are no wrong answers in this process. Your role is
to encourage the free wheeling generation of ideas. If you defer
judgment, people will hitchhike a solution on another idea that had
little merit. In this atmosphere the magic of creativity flourishes.
When the process plays itself out (no more than 10 minutes), then have
the group begin to winnow the possible solutions down. Again it is
important for you to allow the group to make the judgments. You might
prompt thought by asking questions. For example, "What effect could
this solution have on other departments?" or "How much might that
cost?" When the group has selected the most effective solution then
work on specific steps toward implementation.
In closing, I'd like to quote Dr. Marcus Bach, "Success, or failure,
very often arrives on wings that seem mysterious to us." It is up to
every manager to serve as the conduit rather than the short circuit of
creativity.
Richard Highsmith,
rick@..., is a senior instructor
for The Leader's Institute. He has twenty-five years experience
training and coaching. He has built and sold two successful
businesses. To learn more about becoming a High Impact Leader visit
our website at
http://www.high-impact-leaders.com or call Rick
toll-free at 1-800-872-7830 X102.
