Managing creative people can be a bit of a balancing act. Getting too heavy-handed with rules can cause them to jump ship, yet without a bit of guidance, they can be disruptive to those around them. Here are three tactics I use to keep my free-thinkers on track, without rocking the boat.
1. Establish boundaries
This may seem counter-intuitive when talking about managing folks who don’t respond well to rules, but there has to be an outer limit to your leeway. It’s vital to establish this from the get-go, and to communicate it thoroughly and honestly to the employee(s) in question. Use simple, straightforward language. Your average renegade is a smart cookie and will not only see through useless jargon, s/he’ll resent its use. Straightforwardness is a big deal for those who work to the beat of their own drum, so ditch the doublespeak, and they’ll respect you in return.
2. Focus on outcomes
Creative rebels have a decidedly different way of getting the job done. Maybe her desk is in a constant state of chaos, or he insists on accessories that linger on the borderline of company dress code. The point here is to keep your managerial eyes on the prize, rather than ensure letter-strict enforcement of company policy. So long as the job is getting done, especially if it’s getting done well, don’t enforce strict rules on how it’s getting done. Being too strict here will only cause renegades to balk, or will undermine their confidence and thus their performance. This isn’t to say you should ignore what these people are up to. Keeping a close eye on those who live, work and breathe outside the box is a great way to discover actionable innovations that can change how everyone works – for the better!
3. Concede small victories
Here’s where things can get slightly scary, so just stay with me. In the event of a difference of opinion, you need to let your rebellious employees feel as though they have won something so they will do what you want them to do. I know it seems akin to negotiating with terrorists, but it’s not. Essentially, it comes down to knowing an employee well enough that the concession you give them doesn’t come off as a blatant placation, but lets him or her walk away with a tiny taste of victory. It can help being prepared for this eventuality by putting your foot down about something slightly less important in advance of a disagreement. That way, when an impasse is reached about some other issue, you can reach back into your bag of tricks and say, “Okay. If you do this new thing, I’m prepared to concede to this older demand.” Just be cautious that the old demand still matters, and is not so trivial in scope as to be scoffed at.
Managing creative people can be as rewarding as it is challenging. What strategies do you when working with renegades and rebels?
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