Promote creativity among your people

Automotive Design & Production, April, 2005 by Ted Pollock

What can you do to stimulate the dormant creativity in your organization?

IDENTIFY YOUR PROBLEM. The more specific you can be, the better, for it isn't possible to come up with imaginative solutions to general difficulties. If you say, "This department is a mess," there isn't a clue as to what you are looking for. But say, "We're wasting too much time" and your people have something to zero in on. It will be even more helpful if you can say:

* "What we need are fewer interruptions."

* "There are too many shipping delays."

* "We're not meeting our deadlines."

* "You're all spending too much time on the telephone."

SUGGEST APPROACHES. Help your people rev up their imaginations by suggesting lines of attack. First, make sure they fully understand how things are done now; otherwise, they won't be able to offer ideas for improvement. Second, isolate the trouble spot if you can: "This is where things start going wrong."

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Dr, "If we could only get shipping to keep up with our output." If possible, point out promising areas for further investigation: "The people in our downtown facility don't seem to have this trouble."

KEEP IN TOUCH. By doing so, you accomplish several important things. You underscore your interest in the progress of your people and keep the creative ball rolling. You create a subtle air of competition, pitting one individual against another. You give yourself a chance to help with any problems that your people may be running into. And you can spot discouragement and help dispel it by pointing out that it is part of the creative process. A little cheerleading can go a long way when it comes to problem solving.

GIVE THEM TIME. Creativity is a very personal process that varies with the individual. Some people can come up with ideas quickly; others require time. Some have to try out each idea, testing it in the field before they are willing to share it with anyone. Others can rehearse it in their heads and describe it easily and quickly. Neither is superior to the other. Both approaches work and it's a mistake to try to force the thoughtful worker into premature action or to grow impatient with the person who uses the trial-and-error method.

Keeping Appointments--More Important Than Ever

Inside or outside a business, the matter of "calendar integrity" is an inherent indication of the orderliness with which the company plans and exercises its functions. Therefore, when a manager makes an appointment or calls a meeting, he has a responsibility to keep the appointed time.

Probably most of us are well aware of our company's image in this regard with the external business community and conduct our outside activities accordingly. But many times, inside the company, we violate this sound business practice and common courtesy. To keep people waiting beyond their scheduled appointment is, in most cases, inexcusable. To have people arrive at your office from another company location and then inform them that you're behind schedule, or that the meeting has been canceled, is not only inconsiderate but a total waste of valuable time and resources--a luxury no company can afford.

There is a very negative effect on morale if you ask someone to prepare a presentation for you or your staff and then cancel the time. Most employees and managers are dedicated to doing a quality job. After they've gotten up for a presentation, the letdown from a cancellation is disheartening and the next time it may not be done as enthusiastically.

In today's fast moving, complex business world, there will always be a need for meetings, presentations and appointments, but everyone can make "calendar integrity" a way of doing business and benefit from its discipline.

Managing the Physically Challenged

As companies have discovered that the physically challenged represent an important reservoir of talent, such people have become a significant--and growing--portion of the workforce. Consequently, if you do not already manage someone who is handicapped, the odds are increasing that some day you will.

Are there any special requirements for a manager of disabled employees? Not really, for managing them takes what it's always taken to manage people effectively: a sensitivity to human needs, good communications, a sense of humor. Some things to bear in mind:

The general rule is, treat them as you would anyone else. That's the way they want it. And that's what they deserve.

Never be patronizing toward a physically challenged employee.

Make sure you understand the disability. A frank discussion early in the game about its nature and extent is the best approach. Most people will tell you exactly what their handicap is and, consequently, what--if any--their special needs may be.

Assume nothing about the individual's abilities or limitations. Many disabled people have more than compensated for any physical limitations by developing highly creative and innovative skills.

Don't prejudge potential either. If a person with a disability is qualified and eligible for promotion and can do the job, consider him a serious candidate. If uncertain, discuss the requirements of the position with the employee and let him tell you whether or not it should be pursued.