Managing creative people is counter-intuitive for two reasons--the nature of the work is different and the nature of the worker is different. 2 .
Creative people probably don't fit in very well in a hierarchical organization with traditional management techniques. Generally speaking, creatives march to a different drummer. Creatives typically don't work for money or advancement. In general, they work for three things: First, the fun of creation itself; second, admiration, especially from their peers and third, the excitement and glory of taking part in a successful creation. .
Unfortunately, sometimes creatives have personality traits that make them more challenging to work with. For example, they're often extreme perfectionists. And yet, these are the kinds of people that you need, when you want to innovate. These are the people who design new products, new services, and new advertising concepts. They may not fit into the current corporate culture, but they are a necessary part of corporate destiny. .
The hierarchical or traditional management model must be erased. To a great extent, you have to forget about the usual distinction between bosses and workers. This model fails the creative and ultimately the organization's development. .
2 Beir, J. (1995). Managing Creatives, Vital Speeches of the Day, 61(16).
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anaging the process of creativity is absolutely critical for an organization's success. Understanding creative thinkers, how ideas are generated and allowing people the freedom to think is an important part of the role of any manager. One of the key steps in the management of creativity is understanding both the process and the way creative people operate. .
Generating new ideas and being innovative takes tremendous personal discipline, every person who is labeled 'creative' lives with the pressure of days when their mind is a complete blank, they know that their manager, or team, or even the organization is waiting for them to come up with original thoughts.
