The Creative Collective

Managers tend to favor employees for whom they have a natural affinity. In other words, we often have a positive bias toward people that we perceive to be “like us”. When we can overcome that bias, we build stronger teams by incorporating diversity into their makeup. Your strengths may make up for my weaknesses. Sharing my experience with you will make you a more complete professional. When I am out of ideas, I will be grateful for your burst of creativity. We should all strive for the push and pull, the give and take of a diverse team.

Diversity comes in many forms. It may be as a result of education – for example, a degree in Engineering versus Music. Each generation has a markedly different perspective. Where people were raised – North, South, East, West, or outside the U.S. - introduces a broad range of cultural customs, which can be made more complex by ethnicity. Every personality is different. Diversity is the spice of life, and necessary to move our endeavors forward.

If we all thought and behaved the same way…well, it’s hard to even imagine. We might continue on with the status quo in ad finitum. Blah.

Embrace the differences inherent in your team. Make sure that you are capitalizing on them. Understand where everyone is coming from.  Listen to “crazy” ideas. Try something new. Color outside the lines. Surprise and challenge each other, and do the kinds of things that can only be accomplished via a creative collective. Not only will you be more successful; you will have more fun.

Leaders Need Trusted Advisors Too

Early in our career we need and easily accept direction, advice, and criticism that help us grow and become successful in a work environment. Supervisors and other mentors provide input that shapes our approach to challenges, our ethics, how we relate to colleagues, and what we decide is important. At what point in the development of our career does the need for this type of guidance end? The answer is that it never does. Everyone needs trusted advisors, mentors, and colleagues with whom they can interact and gain perspective – even high-powered leaders. How do executives gain the input they need on an ongoing basis to be successful leaders? Look at how it’s done in American politics. As soon as a new President is elected, they name a Chief of Staff and a Cabinet. These are a group of experts that the President trusts to provide advice, help make the right decisions, and execute a vision in the service of our country. One person just can’t know it all and do it all. Government is/should be a great example of teamwork. In the business world, one of the most important things a leader does is to hire a talented and trusted supporting team. A strong, committed, and diverse executive team that is responsible and accountable for their accomplishments is a critical factor in any leader’s success. Conversely, failure to develop a cohesive and effective team can truly undermine a leader’s position in a corporation. The leader must make tough decisions, and adjust the makeup of his executive team over time to meet the ever-changing demands of the business. Advisors also come in the form of peers within the business. It’s important to develop mutual respect and collaborative working relationships with other executives responsible for segments within the same organization. Frequently, leaders can help each other by providing ideas, guidance, support, and a different perspective. Some celebrities have “Spiritual Advisors” that help them examine their faith and outlook on a life that can easily be skewed by the adulation that comes with fame. Although they certainly wouldn’t put that name to it, leaders do sometimes need help focusing their vision and developing action plans. Confidential confabs with experts and objective thinkers can help executives take leaps forward in their thinking and planning. These special advisors come from networking. They may be former colleagues who have moved on and gained a different perspective. They may be representatives from businesses working in a provider role with the leader’s organization. They may be trusted consultants with whom the leader has forged a productive bond. In the best circumstances, these advisors make the leader more successful by providing ideas, honing plans, playing devil’s advocate, and assisting with some tasks. They play an anonymous role (organizationally) and provide a valuable service. When you reach a point of success and responsibility in your career, you still need trusted advisors; and the sense to consider and accept good advice.