Creativity is the manifestation of ideas.

It channels information, experience, observation, data and most importantly, original thought.

Without creativity all you have is process.

If your business is of a nature that piece-rate, unit cost is fundamental to it then focusing on process makes sense. Your creativity will be limited to innovating the production process.

But for the rest of us, creativity is king.

Process and structure can only give you what you had yesterday. By its nature, process is built around what you know.

Creativity is at the frontier - of a design, of a market, of a product, of a pay scale. Good creativity pushes the boundaries and makes managers feel uncomfortable.

It’s a worthy discomfort, because it means we’re dealing with something we aren’t familiar with.

Embrace the discomfort of creative thought. 

Process is important of course. But without creativity your future is dull - or even bleak.

At various times in my career I’ve been asked if I have any tips for managers or leaders.
My answer has changed over the years.
I’ve led small and large teams in a dozen different contexts so experience builds and, as long as I was paying attention, there were always new lessons to be learned.
But my answer now is simple: be kind, be clear, be patient.
Be kind to your teams because you’re dealing with humans. We are complex, whole beings. Yes there may be a job to do but most people have to juggle other things equally important in their lives. So cut some slack. Be kind in your words too. I’ve never had any respect for the “yellers” and chair kickers. Thank heavens that is a vanishing trait.There have been times when I’ve been sarcastic as a manager too and I regret those moments. They weren’t kind.
But be clear. Set boundaries, articulate goals. It’s an opportunity to empower your team with the roadmap to what they want to achieve. Some people might need a series of steps to help them scaffold up, but others just need to know that you trust their judgment and you share their goals. Being clear makes it much easier for your team members to feel purpose each day. It also means your reporting up the line is more effective. This is my team- this is what we do - this is how we measure it - and here’s the report that shows our trajectory towards the target. And being clear usually means talking a little, a lot. Don’t expect everyone to absorb a plan or goal at first reading or in one big download session. Communicate often and clearly what needs to be done.
And that intersects with the third tip. Be patient. Sport has some parallels here.
I’ve coached a lot of football over the years. No matter how talented a player, there are parts of their game that need to be developed.
By clearly communicating smaller steps frequently, those skills build.
It’s the same in an organisational setting. Be patient with your team. Some will get it it, others will take longer. (Inevitably, a few will be difficult - and if you are clear with them, they can also be managed appropriately.)
But helping them, coaching them towards the goal is part of our role as leaders and managers. It can take time.
Part of being patient is checking in on progress. Make it clear to your team that they started at point A and they’re now at point B. Ok, the goal is C but we are really moving the dial. We used to be A. (And be clear that C is the goal. B might be a drinks stop. Nothing more).
So be kind, be clear and be patient. It makes us better leaders.

A phenomenon I call the ‘surge of the crowd’ can be disruptive in a positive way or completely distracting.
It is easy to feel there is a new trend emerging or a change in consumer behaviour if we only look at the crowd anecdotally.

New apps, new tech, new fads, new platforms. They all promise that competitive edge.

But beware.

The audiences of many businesses are often large. And they are invariably made up of humans - who are notoriously inconsistent and unpredictable. So the crowd can surge in what looks like a unassailable way. Then it suddenly changes direction (moshpit references).
Even if there is a measured trajectory of behavioural change among consumer groups, there are always differences either side of the average.
Be conscious of these surges.
They can be great fillips to your business if you get in front of them. But don’t over-invest.
A surge is temporary. It disappears as quickly as it comes.
At its worst it sees people making long-term capital investments on short-term surges of behaviour that then change and leave you stranded.
At its best the surge allows for quick gimmicks, tweaks and innovations to your current plan. Kind of like a long-distance runner taking advantage of the unexpected downhill tracks.
The surge of the crowd - be aware but don’t get smitten.