Jolt! Page 10

  This category of growth is what drives me on a deep, personal level. This is the time I spend in private spiritual development, personal prayer, and reflection. This level is vital for me to confront my day with confidence, and when I can’t do it because of travel or other challenges, I can sense it in my performance, my relationships, and the quality of my work.

  Only the curious will learn and only the resolute overcome the obstacles to learning. The quest quotient has always excited me more than the intelligence quotient.

  —EUGENE S. WILSON, AMHERST COLLEGE

  An important thing to realize about personal growth is that it’s not about intelligence. One of the biggest complaints I receive about personal growth is that people feel they’re not strong enough readers or don’t have the level of intelligence they think is required. But it’s not about intelligence at all—it’s about determination and curiosity.

  Consider it a challenge, and if you’re ready to answer the challenge, the best will come out of you.

  Growth is also the key to mastering your career or calling. There’s a great advertising story about shooting a soft drink commercial with Hall of Fame basketball star Larry Bird. The scene called for Larry to shoot a basket and miss the shot. But the scene had to be filmed more than seven times because he was such a great shot that even when he tried to miss, he couldn’t help shooting the ball through the basket! At Larry Bird’s level of mastery, it’s difficult to be anything but excellent.

  Peter Brook is a brilliant theatrical director, one of the great giants of worldwide theater. His groundbreaking productions have transformed the art, and his troupe of actors has traveled the world, changing people’s perspectives on theatrical presentations. He founded the International Centre of Theatre Research in Paris in 1971 and understands more than most the central role that “challenge” plays in breaking through to the next level. In Margaret Croyden’s book Conversations with Peter Brook, Brook stated:

  No man reveals his depth, or his truth, without a challenge. This is why freedom, if it’s weakly conceived, like the freedom of doing your own thing, is always feeble in its result. If you put a man against a mountain, he’ll climb it. If you give a man freedom in the face of a challenge, he will use his freedom to wrestle with the challenge. And between freedom and challenge, something powerful comes out. Give a man freedom and no challenge, and the freedom will just peter out. Where acting, directing, writing are concerned, where the creation of plays is concerned, if the actor is given a great part—Oedipus, Prometheus, Hamlet, or Lear—the incredible challenge of doing this will bring the best out of the man. I’ve seen actors transformed in the course of a season through playing Hamlet. Because the challenge to the imagination, to the spirit, to the emotions of having to understand Hamlet turns the man inside out, and challenges him to give his best.

  The challenge of personal growth will transform your life, and like ripples in a pond, it will impact those around you. From time to time, I’ll meet people who say, “I’ll never forget what you said at last year’s industry conference. It was such a challenge for me, I went back and changed everything about the way our organization does business.” The power of one speech, one magazine article, or one book can have an impact far greater than we realize.

  Chances are you have something inside you that won’t be let out without being challenged. Writer Doris Lessing said, “That is what learning is. You suddenly understand something you’ve understood all your life, but in a new way.” Learning isn’t just about finding out new things, it’s about opening up what’s already inside you. In writing this book, I’ve found myself writing about issues that didn’t come through research or through my conscious memory. I’ve written many things that I didn’t even realize I knew. The challenge of writing brought up amazing things from my subconscious that I’ve learned over the years but that were deep inside me.

  That’s why growth isn’t really about intelligence—it’s about the challenge. When you read, listen to podcasts, attend seminars and workshops, participate in a study group, or engage with a mentor, you’re discussing, arguing, thinking, reflecting—all the things that expand your horizons and give birth to new ideas and perspectives.

  The least of learning is done in the classrooms.

  —THOMAS MERTON, CATHOLIC WRITER AND TEACHER

  Realize that growth is all around you. I learn as much about change from an opera as I do from a textbook. Sitting on a plane just last week, I met a man who produces live events at major theme parks. I grilled him about what’s popular today, where the technology is going, what challenges he faces, and what direction the industry is heading. Others might have politely said hello and then stared out the window, but I was endlessly fascinated by his expertise, and we talked for about three straight hours.

  One of my close friends is the principal of the local high school. Learning how he interacts with students, works with diverse ethnic groups on campus, and provides a vision for the teaching staff is endlessly fascinating to me. I’ll never teach at a high school, but understanding how he leads that institution can help me with my business.

  Another close friend is a veteran Broadway actor. At my last birthday party (after roasting me), he became serious for a moment and said that one of the best things I’ve done for him is to help him challenge some of his prejudices. I realized that he’s done the same thing for me. We all have prejudices about how we do things, how we think, or how we do business, and it’s fascinating that two people from two different backgrounds and businesses could help each other grow in that area.

  Making a wrong decision is understandable. Refusing to search continually for learning is not.

  —PHILIP CROSBY, MANAGEMENT EXPERT

  Jolt your brain by planning a life of personal growth. Set aside time for reading, listening to great teachers, and personal reflection. Attend conferences and seminars. Develop a relationship with a mentor. Make an appointment with someone who can help you grow. Engage with people who make you think and who force you to challenge your prejudices and opinions.

  Your ability to change your life and impact the world lies in direct proportion to your willingness to learn, expand your thinking, and grow.

  » JOLT #12

  CREATIVITY

  The Real Wonder Drug

  Creativity is a drug I cannot live without.

  —CECIL B. DEMILLE, MOVIE PRODUCER

  A hunch is creativity trying to tell you something.

  —AUTHOR UNKNOWN

  I had been asked to consult with a major national nonprofit organization that was highly involved in the media. They published a monthly magazine, created a website, and even produced a television program. I immediately reviewed their work and realized it had some serious problems. The style of most of their print and video work was old-fashioned and out of touch, their video techniques were dated, and creativity was, frankly, nonexistent.

  I wanted to get to the heart of the matter, so I asked for a meeting with the creative staff. They filed into the room—graphic artists, writers, designers, producers, directors. I spoke for a few minutes about what I had seen in their work, my vision for where the organization could go, and then opened it up for discussion.

  They started politely—they alway s star t politely—but it didn’t take long for their frustrations to vent. It was like pulling a sheet off their problems so we could all see just how ugly it was under there. I wrote down a list of all the reasons they felt that their work wasn’t more creative. Since that meeting, the same list has been consistently true with nearly ever y organization with which I’ve worked. There are different challenges in many organizations, but the list I wrote down that day has become a guide as I work with other creative teams.

  Here’s the list of reasons (starting with the most serious) they felt they weren’t more creative:

  1. We’ve always done it this way.

  2. We’re not encouraged to be creative.

  3. The organization doesn’t foster a
n attitude of creativity.

  4. There are too many rules and sacred cows in the organization that restrict our thinking.

  5. We’re just not talented enough.

  I’ll bet that at least one or more of those reasons for a lack of creativity can be found at any organization that’s struggling with innovation and creative thinking. They create obstacles to productivity, form barriers to originality, and put the brakes on momentum. I believe every organization and every person can benefit from more creative thinking, but to make that happen, we must first remove the barriers.

  Creativity can solve almost any problem. The creative act, the defeat of habit by originality, overcomes everything.

  —GEORGE LOIS, ADVERTISING EXECUTIVE

  Let’s look at each of those issues and see how you can change your thinking about creativity.

  1. WE’VE ALWAYS DONE IT THIS WAY.

  No question, this is the single most frustrating sentence in the English language. I hear it over and over, to the point that I’ve almost begun to ignore it. When you hear someone say, “We’ve always done it this way,” know that he or she is on creative life support. If Dante had written his classic epic poem Inferno on creativity, these would be the people in the lowest possible level of hell.

  “We’ve always done it this way” people are usually people who have long ago stopped really thinking and have just become automatons. They are putting in their time, waiting for a check, and going home at the end of the day without thinking, reflecting, or even considering change.

  If you’re one of these people, forgive me for being so harsh, but it’s time you woke up and started looking around at life. Routine is the cancer of creativity. Doing anything simply because it was done that way before is not only wrong thinking, it’s bad business.

  If someone does business the same way every day, that routine is opening that individual up to mistakes because, chances are, the habit has caused him to lose the ability to think critically and question his methods.

  If you’re doing your job the same way as always, then you’re probably already behind. The changing nature of business is making routine approaches to anything a thing of the past.

  Creative thinking coach Tom Monahan said, “The information age is now the imagination age.” Creativity has pervaded every area of our lives, and to be successful both personally and in business, we need to put away our past fears and embrace a future filled with creativity and innovation.

  Tom Kelley, general manager of IDEO, one of the most creative product design firms on the planet, wrote in The Art of Innovation: “The biggest single trend that we’ve observed is the growing acknowledgment of innovation as a centerpiece of corporate strategies and initiatives. What’s more, we’ve noticed that the more senior the executives, the more likely they are to frame their companies’ needs in the context of innovation” (3).

  Business writer Gary Hamel responded with an interesting but challenging prediction: “Out there in some garage is an entrepreneur who’s forging a bullet with your company’s name on it. You’ve got one option now—to shoot first. You’ve got to out-innovate the innovators.”

  There is no other choice, in either our personal lives or in our business lives. This is the age of innovation and imagination, and the old ways just don’t work anymore.

  It doesn’t matter that we’ve always done it this way.

  It doesn’t matter that it’s always been company policy.

  It doesn’t matter that it’s the way the boss likes it.

  Organizations are being outthought, outsold, outproduced, and out-manned because their people are stuck thinking they’ve “always done it this way.” Until we can change that thinking, those companies will always be on the losing end of innovation.

  How do we get past that thinking?

  Start asking questions about everything. Stop taking anything at face value and question policies, techniques, forms, rules, paperwork—anything that has become routine. Why do we do that? Is it even necessary? Can we do it better? On the farm of success, there are no sacred cows. Which leads me to the second issue on the list.

  2. WE’RE NOT ENCOURAGED TO BE CREATIVE.

  Encouragement is the oxygen of creativity. No individual can creatively function long in an atmosphere where people are taken for granted, go unrewarded, or are ignored. When you encourage and reward people, you’re fanning the flames of creativity.

  One of the workshops I led recently at a national conference was called “How to Be Creative in a Non-Creative Environment.” I have to admit it was depressing to even think there was a need for such a workshop, but the truth is, many very creative individuals suffer by working in companies that don’t value innovation. One of my first admonitions at the workshop was: “Get out!” Get out of companies that don’t value your gifts and talents. Someone told me: “Go where you are celebrated, not just tolerated.” Find a place where your creativity is not only welcomed but also encouraged and rewarded.

  If you’re in a leadership position, begin today to encourage every person on your staff—especially those who are particularly creative. Which leads me to number three.

  3. THE ORGANIZATION DOESN’T FOSTER AN ATTITUDE OF CREATIVITY.

  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.