On February 5, 2019 Doug Shaw and I did a webinar with Jo Cook from Training Journal. We had a great conversation about how to use different forms of creativity to help your organisation do things differently.
You can watch the video here:
I have written this as a response to someone who is curious about what I do, but hasn’t been able to talk with me, I share my slightly edited response at his request.
First I have to start with a link to the videos on my website with a recommendation that you watch them, I’ll try not to repeat myself here.
The work I do is centred around helping people to rediscover their creativity. I work with organisations and individuals to do this.
With individuals we engage in a variety of creative activities and discussions about how they can be more creative in both their personal and professional lives. This conversation typically goes over a series of sessions during the course of a period of weeks or months.
In the case of organisations I work with them to look at ways to make their staff more creative, which leads to innovation so that the two are tied together in an organisational setting more so than in personal setting. We look at ways to bring these activities into the daily activities whether it’s in meetings or in the office environment in general– something they can do in their offices or cubicles or in a meeting room with some other people, we look at doing workshops on a regular basis as in an organisational setting it is more about culture change and employee engagement, which as we both know, studies have shown that increased/improved employee engagement has positive effects on the organisation and its profitability and success.
I come to this work through a path that started in accounting and information technology, then knowledge management. There’s more about that in the first part of the second video in the Creativity Chats series that I am doing with Paulina Larocca, so I won’t repeat that here, you can watch the video, here https://youtu.be/1jxUgHyTRDk
Our exchange started from your question about employee disengagement and ways to decrease it; usually people talk about increasing employee engagement rather than decreasing employee disengagement. I know I sent you a blog post from another site as well as the one on mine and that you are looking to put some dollars behind that. I think if you take figures from the Gallup studies that look at the consequences of increasing employee engagement by 10%, for example, it is going to give you the numbers you’re looking for its just that it’s the opposite of how you been thinking about it.
The creative leadership work that I talk about on my blog can be seen as a contributing factor in improving employee engagement so you may want to consider that too.
Anyway I hope this all helps let me know if you have questions.
What is KM about?
It depends on who you ask and what their experience is with it. Some people/organisations focus on technology, some on people, some on process, a very few recognise that it needs to be a balance among the three, and for good measure also create a strategy to support their plans and ideas and to ensure alignment with the organisation.
But beyond that, what is knowledge management about? Why do we/our organisations do it?
For many organisations and people the answer, has to do with learning, and being able to do their jobs efficiently and effectively. I always liked to say it’s about giving people the knowledge they need to do their jobs, whatever form that knowledge took. But, what if it’s not quite that easy, especially as jobs, like life, are becoming ever more complex?
It’s really not enough to give people a database or app or platform to share knowledge. It’s not enough to implement a lessons learned process, or communities of practice. All good and noble pursuits, but what if that’s not enough to deal with the complexity?
The World Economic Forum’s most recent Future of Jobs Report, a summary of which you can read here, says we need to be life long learners. It also lists the top 3 skills that are growing in need/importance:
What struck me most about the #1 item on that list, is that is is both analytical and creative, it requires “both sides of your brain” (yes, I know that we have found that that’s not physically how the brain actually works, but I like the metaphor of it, so I’m using it anyway). But so for so many people their creativity was educated and socialised right out of them. They needed to get good marks in school, do well at their jobs, etc. and so in order to fit in they learned to regurgitate facts and think like everyone else.
However, in today’s world, and in the world that is quickly coming at us, regurgitating facts and doing what we’re told, isn’t enough, doing the “same old, same old” isn’t enough. It’s time to look at things differently, to learn new ways of doing things, to re-learn our lost creativity. KM programs should be supporting that, after-all they are about organisational learning, creating new knowledge (which is innovation, by the way).
And, one of the best things about focusing on creativity and innovation is, people understand what those terms mean, no one understands what knowledge management is. Another great thing about creativity and innovation, is that there is lots of research that supports its importance to people and the workplace, something that can’t be said about KM (mostly because KM can’t decide what it is, not that it’s not useful).
So, for all you KM people out there, don’t you want to take your KM activities to the next level of organisational learning? Help make your organisations innovative and creative? Help them meet the challenges of the age we live in?
Let’s talk about helping people re-learn their creativity!
Let’s first start with: what is Creative Leadership?
Creative Leadership takes more calculated risks and keeps innovating in how they lead and communicate. They are ready to upset the status quo even if it is successful and are committed to ongoing experimentation with disruptive business solutions
In a 2010 study done by IBM (and cited in this HBR article) organisations that had creative leaders had 6 times higher revenue growth and planned to get 20% of their revenue from new sources in the near future.) The article also cites increased employee engagement as an outcome of Creative Leadership.
Why does this matter?
Well the revenue/profit connection is clear (I hope). But what does Employee Engagement have to do with anything?
Well, employees who are engaged in their jobs/careers are more productive, which leads to increased profitability. Because they are more engaged there is less absenteeism, increased loyalty, higher retention and thus lower turnover.
Employees who are satisfied and engaged are better at solving problems and engaging with customers (from the previously cited HBR article).
So, how do you bring Creative Leadership to your organisation?
Create a culture where it is okay to try and fail, a culture where it is acceptable to question the status quo, to unlearn and selectively forget past successes, and co-create new products and services with employees, customers, partners, and the wider community. Help staff re-learn how to be creative, because it was educated out of them.
Creative Leadership isn’t just about those higher up in the hierarchy having these skills, this is about everyone having these skills. In the knowledge economy, everyone is a leader and everyone is a follower. Creative Leaders create more Creative Leaders.