Creativity as a success factor in competition

Ed McCabe, who shaped the advertising industry in the 60s and 70s of the last century, believed creativity was one of the last legal ways to gain an unfair advantage over competitors. The ability to see and do things in new ways is more important today than ever. This applies to the establishment of new business models as well as the adaptation of established companies to changing environments.

Your boss thinks you should see a doctor when you share that you have a vision? In a world of constantly new challenges, ever shorter innovation cycles and new business models emerging, that belief should change quickly.

We often tend to believe that the act of creating is what defines creativity. We think of painters working on timeless masterpieces in a bright studio covered with paint or a composer who works all night, building the perfect symphony. And while this may be true, it is usually what you do not envision that drives much of the creative process.

Creativity goes well beyond the field of application of art. Creativity is everywhere – also for leaders. Independent thinking that deviates from the norm and the willingness to experience are the most important ingredients for understanding of creativity.

And while creativity might be helpful for leaders, the ability to create an environment in which others can develop their creativity is just as important. Creativity is a learnable skill which is becoming increasingly indispensable.

The creation of a suitable environment as a minimum requirement

In the absence of creativity, conformity or even banality occurs. In a dynamic environment, this can mean a quick end to entrepreneurial business models. But how can leaders create and promote creativity, especially if they are not well equipped with it themselves?

Creativity cannot be managed. But framework conditions can be created in which creativity can develop as freely as possible. The right atmosphere is important.

Positive feelings, such as joy, gratitude, interest, pride, or hope, broaden our perception and our thinking and thus promote our cognitive flexibility and creative thinking. Conversely, stress reduces our ability to think freely, unconventionally, and creatively. The reduction of stress and the creation of space for positive emotions thus directly promotes an atmosphere in which creativity can arise and develop. Creating such an atmosphere is a central leadership task.

In traditional leadership models, executives often see themselves as the most important source of inspiration with the aim of setting trends. Often this is exactly what stifles the creative development of employees and colleagues. A much more effective understanding of leadership in the creative process is the role of an appreciative listener who asks inspiring questions and enjoys the resulting answers.

Innovation is seldom the result of one great inventor. Typically, creativity is the result of good cooperation with important contributions from various partners. Involving these different people, overcoming hierarchical hurdles, curbing the top dogs, and correctly positioning and promoting creative lateral thinkers is essential.

Diversity and equality are important sources of creativity in teams. The more heterogeneous groups are made up in terms of origin, gender, education, professional experience, the more diverse the approaches and the possibilities of the associations that arise from them. Lived diversity, possibly involving suitable external partners, increases the creative potential of groups.

Giving your teams sufficient time next to their daily tasks and a protected space are particularly important in the early phases of creative work. Sophisticated process management, efficiency orientation and bureaucracy easily choke off the creative process. Only in later phases, when innovative ideas are to be turned into concrete products and services, a controlled transfer to commercial responsibilities and processes becomes relevant. When handing over new products and services, the right timing is crucial.

Creativity and innovation thrive on breaking taboos and inevitably cause mistakes. Creating a safe environment in which mistakes are generally allowed is another essential leadership task. Making mistakes early, recognizing them quickly and correcting them consistently, significantly reduces possible follow-up costs.

Taking all this into consideration, leaders should remember that using a 40-hour workweek to measure creativity is like using a thermometer to measure how much someone weighs. Creating just for the sake of productivity will always be a fundamental mismatch. Yes, creativity also requires discipline but it most of all means having the freedom to explore your surroundings, your interests rather than sitting at a desk or in a windowless meeting room.

If the creativity in teams is to be promoted, such framework conditions are critical. Leaders are becoming “facilitators”, whose success lies in helping their employees to develop their talents in order to achieve a common goal.

Creativity can be learned

Leaders can not only learn to create suitable framework conditions for the development of the creativity of others. They can also strengthen their own creativity. Creatively or thinking differently begins with acting differently. Associating, questioning, observing, experimenting, playing and the targeted use of networks can be learned and trained and promote creativity.