Jolt! by Phil Cooke (whitelam books .TXT) 📕

During my meeting with the organization that helped me create this list, I was shocked at the number of rules throughout the building. There were rules for what you could hang on the wall, how you could paint your office, what you could have on your desk, how to dress, and where you could eat.

The truth is, the leaders of the organization weren’t bad people; in fact, it was just the opposite—these were wonderful leaders with a deep concern for their employees. They genuinely believed the office should have a uniform, professional look. They didn’t realize that the right atmosphere enhances performance, creativity, and innovation.

Since that meeting we’ve talked the organization’s leadership into letting people create their own workspaces and hang whatever inspires them on the wall. We relaxed the dress code and allowed employees to express their individuality. We’ve even adjusted the work schedule so people can define their own work hours for maximum productivity.

Understand, the transition was done under supervision so it wouldn’t descend into pure chaos. Leadership was nervous at first, but now the morale, enthusiasm, and productivity have all surged to levels they had never experienced before.

Today that organization is a place where creativity happens and employees are allowed to question and be more innovative. It’s a different atmosphere, and you can sense it the minute you walk in the door.

How do you change the atmosphere in your organization? First, schedule a meeting with your leadership team. I suggest the meeting be held off-site, perhaps at a resort or casual location. Get them away from phones, interruptions, and the pressure of the workplace.

Second, make your own list of what impedes creativity and innovation at your company. Make sure they understand that all restrictions are off and they shouldn’t be afraid to be open and honest. A truly open and inventive atmosphere will never happen unless employees know they won’t be penalized for their honesty. Make the list and discuss each point. And if you’re in a leadership position, be ready for some criticism. Very often, poor innovation is a result of mismanagement, and you may be made to feel that you’re partly responsible.

Be man or woman enough to take the heat and make the changes you need to make, personally and corporately.

Finally, translate the list into practical reality, which brings us to number four.

4. THERE ARE TOO MANY RULES AND SACRED COWS IN THE ORGANIZATION THAT RESTRICT OUR THINKING.

Here’s where the rubber meets the road. Organizational leadership has to be willing to put their money where their mouth is. You have to make the list concrete, to make the necessary policy changes to make original thinking a priority. For instance, in our case, our first plan of attack was to provide more creative tools for the employees. In the past, certain software programs, equipment requests, and other tools were deemed too expensive or unnecessary. But for creative people, the right digital tools and software become essential. Just approving those purchases made a huge difference in employee morale.

So don’t think creativity is just about thinking. In today’s marketplace, Michelangelo would use the latest software, Rembrandt would want the new mobile device, and Leonardo da Vinci would no doubt demand a bigger video screen. Art historians tell us that the great masters of the past all used the best equipment and went to extraordinary lengths to find the finest materials for their paints, brushes, and canvas. They would be no different today.

• Make sure your people have the right tools for maximum creativity.

• Change the rules. Rethink policies. Question everything.

I’ll admit this isn’t always easy. In many organizations, certain rules and policies have been in place for decades, and changing them is similar to adding an amendment to the Constitution.

But change them you must.

When Alexander the Great visited Diogenes and asked whether he could do anything for the famed teacher, Diogenes replied: “Only stand out of my light.” Perhaps some day we shall know how to heighten creativity. Until then, one of the best things we can do for creative men and women is to stand out of their light.

—JOHN W. GARDNER, NOVELIST AND WRITING TEACHER

One of the most damaging sacred cows in organizations is basing employee status on seniority rather than talent. Yes, loyalty is important, but some of the most loyal employees I’ve ever met are loyal because of selfishness. They project loyalty to keep their jobs, retain their benefits, or hold on to their authority. Real loyalty is about innovation, original thinking, and helping the company get to the next level.

» NEVER MISTAKE LOYALTY FOR COMPETENCE OR VALUE. SOME OF YOUR MOST LOYAL EMPLOYEES ARE THE LEAST VALUABLE TO YOUR ORGANIZATION.

Everyone has intrinsic value. Every person has worth and is important. But a great leader always knows the people who bring the most value to the organization. Those are the people to be developed, trained, and cultivated.

Create an atmosphere of original thinking and you’ll have more loyalty than you’ll know what to do with. Most companies are so ignorant of how to develop an environment of innovation that if you do it, you’ll have people coming from every direction to work with you.

5. WE’RE JUST NOT TALENTED ENOUGH.

I’ve put this last on the list because of the most frequently asked question at workshops and conferences. People from all walks of life come up to me and say, “I’m just not a creative person, so I’ll never be able to do these things.” Others ask, “Can I ever be creative?”

All of us were born creative. Find any child and play with him or her for five minutes and you’ll see creativity in action. Children can visualize worlds you’ve never dreamed of and places beyond imagination. The most bizarre fairy tales seem absolutely believable to a child, and there is no limit to the creativity of children.

This is beautifully illustrated in Chris Van Allsburg’s classic Christmas book The Polar Express. A young boy is beginning to question the