HBR's current issue has a great article on fostering collective creativity by Pixar's Ed Catmull.
Two of Pixar's principles really jump out at me.
First they don't fall into the trap of seeking business results through predicable behaviour. Mr. Catmull discusses the need to constantly resist the temptation to follow formula. I'd say they have succeeded to date, as I have not seen Pixar make the same movie twice.
Second their communication protocol is wide open. They do not demand that communication follow reporting or accountability lines. This is very powerful as many top executives are "too busy" so they set inputs to reporting lines. (which I regard as tragic)
Pixar's Operating Principles:
1. Everyone must have the freedom to communicate with anyone.
2. It must be safe for everyone to offer ideas.
3. We must stay close to innovations happening in the academic community.
I really encourage you to buy a copy of the mag or you can acquire the article here: HBR
Showing posts with label Team Leadership. Show all posts
Showing posts with label Team Leadership. Show all posts
Tuesday, September 23, 2008
Monday, January 7, 2008
Team Leadership Pillar
In order to effectively lead a team one must need a team.
This post explores effective leadership characteristics and behaviors.
Natural & Appointed Leadership
Natural leaders readily create or accept more work than they're capable of producing themselves. The complexity, volume or time requirements of the work demand this person actively engage a team in order to meet stakeholder expectations.
These leaders ask for help and empathize with the help when they get it.
Appointed leaders are provided with a team or a previously established need for one. Appointments may assign leadership accountabilities but they do not make leaders. Some people are rewarded with team leadership positions due to their fiscal, client leadership or creative development abilities. These strengths are all encouraged and explored in the other Pillars of Success, however excellence in one pillar does not imply advanced competencies in another.
It is important for creative organizations to create a meritocracy that fosters and recognizes natural leadership, in turn appointing and sourcing proven people into formal leadership roles.
Pillar Parallels & Connections
When we bring a team into the scenario the interdependencies of the 4 Pillars reveal themselves. If this blog were for creative lone rangers it would be called 3 Pillars of Success.
This pillar is about leading people and teams through the idea and execution phases of the Creativity Pillar. It also provides the context for the internal client referred to in the Client Leadership Pillar. Another parallel is scope confirmation provided to the end client is often used to brief and engage team members.
The Leadership Gig
Creative leaders with a solid track record often choose to find the solution versus create it themselves. This approach requires them to effectively represent the problem to their team and engage them with brainstorming and ideation techniques proven to remove paradigms. With multiple minds applied to a problem this leader is more likely to find answers, which lead to new concepts.
Equally important to articulating the problem is articulating the chosen concept. Engaging a team in building out the concept and making it real is an art in itself. Senior leaders understand various development methods and the resulting team competency requirements. They can clearly delegate and evaluate task artifacts for fidelity to concept.
They critique the work not the person.
Progressive creative leaders advance through succession planning.
These leaders understand the need to bring new and entry-level personnel into all phases of the project in order to get to know them and not overlook their potential. Leaders seek and coach team members who display competencies in all 4 Pillars allowing their organization to scale while providing project diversity for themselves.
Checking the Ego
In my experience most people with overly high opinions of themselves don't build the best teams, nor do they create the best solutions. Generally I regard self-centered behavior as a destructive trait rather than a creative one. The leadership behaviors described here require a vision of excellence and a grace that encourages individual growth.
Have a look at your portfolio, my bet is the best work is associated with strong leadership, either your own or someone who effectively engaged you.
This post explores effective leadership characteristics and behaviors.
Natural & Appointed Leadership
Natural leaders readily create or accept more work than they're capable of producing themselves. The complexity, volume or time requirements of the work demand this person actively engage a team in order to meet stakeholder expectations.
These leaders ask for help and empathize with the help when they get it.
Appointed leaders are provided with a team or a previously established need for one. Appointments may assign leadership accountabilities but they do not make leaders. Some people are rewarded with team leadership positions due to their fiscal, client leadership or creative development abilities. These strengths are all encouraged and explored in the other Pillars of Success, however excellence in one pillar does not imply advanced competencies in another.
It is important for creative organizations to create a meritocracy that fosters and recognizes natural leadership, in turn appointing and sourcing proven people into formal leadership roles.
Pillar Parallels & Connections
When we bring a team into the scenario the interdependencies of the 4 Pillars reveal themselves. If this blog were for creative lone rangers it would be called 3 Pillars of Success.
This pillar is about leading people and teams through the idea and execution phases of the Creativity Pillar. It also provides the context for the internal client referred to in the Client Leadership Pillar. Another parallel is scope confirmation provided to the end client is often used to brief and engage team members.
The Leadership Gig
Creative leaders with a solid track record often choose to find the solution versus create it themselves. This approach requires them to effectively represent the problem to their team and engage them with brainstorming and ideation techniques proven to remove paradigms. With multiple minds applied to a problem this leader is more likely to find answers, which lead to new concepts.
Equally important to articulating the problem is articulating the chosen concept. Engaging a team in building out the concept and making it real is an art in itself. Senior leaders understand various development methods and the resulting team competency requirements. They can clearly delegate and evaluate task artifacts for fidelity to concept.
They critique the work not the person.
Progressive creative leaders advance through succession planning.
These leaders understand the need to bring new and entry-level personnel into all phases of the project in order to get to know them and not overlook their potential. Leaders seek and coach team members who display competencies in all 4 Pillars allowing their organization to scale while providing project diversity for themselves.
Checking the Ego
In my experience most people with overly high opinions of themselves don't build the best teams, nor do they create the best solutions. Generally I regard self-centered behavior as a destructive trait rather than a creative one. The leadership behaviors described here require a vision of excellence and a grace that encourages individual growth.
Have a look at your portfolio, my bet is the best work is associated with strong leadership, either your own or someone who effectively engaged you.
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