managing creativity: Ideas that engage, inform and inspire.

“As a manager you must figure out how to make it happen.” But we are human-centered designers too, so it only makes sense to be user-centered in how you lead teams.

Hey, “peoplestuff” is not fluffKey take-aways:

• The people you manage are users of your system

• Those people are: > your staff / team > your clients > you.

...by the way, if your life is a little messy, your management will be too.

“Leaders work within and beyond the team by considering the present and future.”

Coach Direction-setter

Spokesperson Change-agent

Do we have the skills we need?

Where are we going?How will we get there?

present future

within the team

beyond the team

Do the rightpeople know whatwe’re doing?

How will we continue to be successful?

Some of the day-to-daytasks that managers mayperform: _ Planning _ Staffing _ Organizing _ Leading _ Monitoring _ Communicating

Book Recommendation:

“Getting Things Done” by David Allen

“Separate issues on appropriate levels, with lists for each.”

Here’s an example of some of the levels with which you may createlists: > current activities > current projects > areas of responsibility > 1-2 year goals > 3-5 year visions > lifetip: schedule time to check these listsBudget your time. Spend 2 mins or less on email.

Learn to trust your schedule.Stop worrying about anything except what’s on it.

“Be kind, for everyone you meet is fighting a a great battle” -Philo of Alexandria

What might creative team membersbe facing?

What information do you need to createa team? ...turn the page and find out!

breathing, food, water, (sex), sleep

security of body, (employment)

friendship, family

self-esteemachievement

respect

morality

acceptancecreativtiy

What information do you need to know about a potential addition to your team? _ workstyle

_ ability to meet deadlines

_ strengths + weaknesses

_ prospect for future collaboration

(diversity is a wonderful thing)

How can you get the information you need? (due dilligence)

On client expectations:

the perceptualdifference isgreater in themind of theclient.

time

work done

where cl

ient t

hinks you ar

e

How can you make thedesign process more transparent ?

actu

al

The design process is not linear, it’s iterative and oftenhappens in fits and spurts. In managing a client relationship it is helpful and kind to give your owncreative team an earlier internal deadline than that which you give your client. (But don’t tell them!)

On Openness: It is ethical and kind to acknowledge team contributions when presenting work. For example: “We are proud to have done this for you...”

what are some ways you can make people feel more connected?

I felt slightlyinvisible today : (3 signs of a

miserable job:

> anonymity > irrelevance > immeasurement

as a former employeeyou should go to great degrees to prevent these fromhappening.

“..be people-oriented rather than process- oriented.” Why? Because requirements are going to change constantly but your team is made up of professionals.

On the flip side, clients and managers like to know that processes are being used— it makes them feel all warm and fuzzy.

ask your team: - what’s working? - what’s stuck?- what’s next?

Hey John, can you status me on that?

Let’s time-boxthis meeting.

“How you make suggestions matters most of all.”

“great idea!”

Celebrate what someone is coming up with.

“Can you say more?”

“I appreciate that, but..”

“Beg your clients to be visual, really beg.”

Here are some brainstorming rules: > align on a goal > build on eachothers’ thoughts > capture every idea > defer evaluation > express visually and tangibly > focus on quantity

tip: Involve administrative assistants Clients think it’s cool and then they become your advocates.

what do you do after the brainstorm session?- cluster worksheets by relationship- highlight winners- vote (everyone gets 3 votes..e.g.)

Here are some tips forworking with a client:Client feedback can be rough, so be sure to:> maintain your professionalism> accept the input with thanks> probe underlying reasons> acknowledge shortcomings – if necessary offer to return with revisions. But...> don’t overcompensate, know your limitations.

Give them what they’re asking for, and then givethem what you think is abetter option.

Thanks. Weused your standards.

We really like this, could youmake it bigger?

“He/She who grabs the marker has control”

Here are some codes of conductabout meetings:

> if you are the facilitator, try to synthesize what was said at the end of the meeting

> be aware of who is standing up or sitting down (see above)

> look for allies, ask for their support

If a client is having a bad day or wantsto agree to disagree, remember empathy:- listen to their problem, make yourself care- how can your needs be part of their situation?

“Make profitability a part of your thinking.”

What’s your day rate, by the way? Is it enough? Too much?

Hey, did you know?

> Hiring freelancers is a great and wonderful thing when you have some holes to fill.. but outsourcing takes 25% of your time too. tip: Make friends with excel and spreadsheets. Use a workplan to drive your budget – and get your Shakespeare players to their Shakespeare parts.

“Actively practice active listening”

On behalf of all your clients:

> “How are you feeling about our progress so far?”

> “ Are there any developments on your end?”

> “ Is there anything else I can do to help you?”

“ So, what I’m hearing you say is...” (say it. mean it. do it.)

“Feedback is needed on a project level, and on a career level.” The internal attributes of a leader matter as much as what you do externally.

What things can a creativeteam do to encourage growth?

fill this framework in for yourself.

From To Howdetermination

intellectual flexibility

character

emotionalwell-being

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