It’s so difficult to let go and trust the process. Especially when it comes to managing creatives and projects. There is not one way that works for all when it comes to unlocking your (or others) creativity. The most you can do as a manager is to make sure your team has all of the resources and information that they need. And from there, you have to take a few steps back, give time and space and let the creatives be creative. Here are some ways in which I try to set guidelines or parameters to keep the project on task and on time while still giving my creative team the freedom to work within their process:

1. Have a formal kick-off meeting no matter how big or small the project is. It helps to set the tone of the assignment and give it importance and meaning behind it. It also is a good chance to make sure you are organized and have all you need for your team to get started. More times than not it’s a reality check for me that I myself need more information before I can expect my team to execute on the project deliverables.
2. Give context. I used to shield more of the minor – what I thought was useless information to the the designers or developers on my team. But I find that it helps to give the team more information on maybe the personality of the client themselves or why the project is so important (maybe it leverage for the sales team to upsell on a bigger scope of work.). It makes the project feel more personable and gives the creative more intel/investment on a personal level.
3. Get to the main points. I try to be as concise as possible with information I am outputting to the team. I think it’s so important to keep client emotion out of client comments when passed to the team. You’re expecting these team members to absorb so much information so do not give them anything more than is needed – that is your job as a manager to weed that out.
4. Check-ins are great in a non-micro-managerial way if done right. This is key. Checking in internally throughout client deadlines is a great way to watch the project evolve and see the process iron itself out – but they can turn into a hovering helicopter if not done right. I try my best to ask my creatives to schedule any check-in reviews. That takes the pressure off of them feeling like they have to back into some date and time that forced them into. It also gives them the chance to make the decision as to when they feel their work is ready and good. I find that there are a lot fewer excuses like… I ran out of time, I didn’t get to that yet, well, you’d set the meeting, etc.
5. Compliment and challenge the thinking. I don’t think that one can live without the other. There is no chance you walk into a review after some time has gone by and cannot find at least one great thing that was accomplished in the project – even if it happened to derail the main objective. That’s where challenge comes into play. I believe you need to acknowledge the process and work that went into something for better or for worse. And then from there once you have established that you appreciate the thinking and work that was done then you can come in with the challenge. I prefer to challenge the thinking than give harsh one liner directives. That never lends itself to the good conversation that can lead to even greater thinking and solutions.

So, all in all, it boils up to five things: proper formalities, giving context, concise information, check-ins and thoughtful critiques.

Photo Cred: Steve Johnson

Trim the Fat

If someone or something is holding the team back – at first, try to keep them up to speed. And if at first, you don’t succeed, try again one or two more times. If you truly put your best foot forward and nothing is changing – trim the fat. No hard feelings but if you want the team to succeed you have to leave behind the things that are holding you back.

Build the Muscles

Challenges are good – they are what keep a team working closely together to solve a problem or objective. Keep them coming. You do not want to burn out your team but you constantly want to keep them challenged. And just like building muscle in the gym – it needs to be replenished and repaired afterward. After a team’s accomplishment, give them a pat on the back and celebrate the ups and downs – that powers the team to want to succeed time and time again.

Readjust the Bones

Sometimes when building a team we think of it like a puzzle. The right pieces all need to fit in the right spaces. But real life is not that simple. It is okay to rearrange a team so that they can be as efficient and motivated as possible. Maybe it is as simple as reworking a seating arrangement for optimal workflow or it could be that a team member you originally brought on for one job is actually better or more motivated at something else so let them shine there.

Fuel the Energy

Work hard and play harder – the motto I have always taken with me through my career so far. Working together on projects is a grind and honestly, it sometimes depletes a team of their solid energy. But if you can insert happiness, laughs and team-building activities throughout intense projects or work – I think you will find that it fuels the team’s energy and motivation.

Stretch the Thinking & Doing Muscles

Maybe your team is absolutely unstoppable at what they do. That is amazing, however, it is important to break up the routine every once in a while. If you keep drilling a team to do the same thing over and over again because they rock at it then they are building really strong muscles and thinking but are they learning and growing? We need to stretch these muscles too. Whether that is just encouraging your team members to work on their passion projects or if you can throw them small little projects between the big ones.