Tips for managing your most creative employees

Some bosses wonder how to manage creative people. Research suggests that they may in fact have a different type of personality. But that doesn’t mean you need to manage them in a completely different way — a lot of the same rules apply. Here’s what to focus on: Make sure there’s a good fit between their creative tendencies and their role, so you can tap into the full range of their talents. Surround them with detail-oriented project managers who will handle the implementation of their ideas. Don’t worry if their approach to work is nothing like yours — as long as they’re meeting deadlines. Prove that your company truly values creativity by rewarding people who come up with innovations. And apply the right amount of pressure to projects — too little will lead to a lack of motivation, and too much will create stress that inhibits creativity. Organisations that provide their most talented people with personalised development plans and mentoring opportunities, and that promote a culture of support and inclusion, will benefit from increased creative performance.

(Adapted from “Motivating Your Most Creative Employees,” by Tomas Chamorro-Premuzic and Reece Akhtar.)

The three kinds of people you want on your big new project

When you’re staffing a high-profile project, you want an all-star team. But it’s not enough to put your high performers on the task. There are three types of people who should be on the team of any breakthrough initiative. First, look for employees who are comfortable with uncertainty. You need individuals who will remain curious and focused even when the project is far from the end goal. Second, be sure you have people who create structure within chaos and take action. These workers can drive a team forward even when circumstances change. Finally, find employees who have a combination of three critical traits: divergent thinking (the ability to connect seemingly unrelated information and ideas); convergent action (the ability to execute on ideas and create something tangible); and influential communication (the ability to share knowledge in a coherent, compelling way). Lots of people have one of these critical traits, but your project team needs employees who have all of them.

(Adapted from “If Your Innovation Effort Isn’t Working, Look at Who’s on the Team,” by Nathan Furr et al.)

When you want to gossip about someone at work

We all get frustrated with colleagues from time to time. But complaining about a co-worker behind their back can be destructive. It erodes trust on the team, risks hurting the person’s feelings and makes you look bad. The next time you’re tempted to complain about someone, stop and ask yourself why. If it’s to justify your feelings or to confirm that you’re right, don’t do it. On the other hand, if you’re having a problem with a co-worker and want someone else’s take on the issue, or you want to brainstorm helpful solutions, then go for it. And when someone comes to you for a gripe session, pivot the conversation away from complaining and toward problem-solving. You can also adopt a “tell them first” policy with your colleagues, meaning you’ll let someone vent to you about a co-worker — as long as they’ve already talked to that co-worker about the issue.

(Adapted from “Stop Complaining About Your Colleagues Behind Their Backs,” by Deborah Grayson Riegel.)

Create an inclusive support group for working parents

A support group at the office can be a boon to working parents. But companies should make sure their group is as inclusive as possible. It shouldn’t be just for moms — working parents can be male, female, biological, adoptive, gay, straight, from every conceivable background, and from all parts and levels of the organisation. If you’re spearheading the creation of a support group, it’s your job to make sure every single parent in your company gets the message that they are welcome. Start by ensuring that the group’s leadership is diverse; prospective members will want to “see themselves” in its composition. Be sure to keep communications welcoming, too: In emails, for example, go out of your way to specify that the group is open to everyone. And don’t be afraid to get personal: If you sense that any parent in the company might feel left out, walk down the hall and invite him or her to the next meeting.

(Adapted from “How to Launch a Working Parents’ Support Group in Your Organization,” by Daisy Wademan Dowling.)

Published in Dawn, The Business and Finance Weekly, January 21st, 2019