I’m a graphic designer. Non-practicing, I’ll grant you, but a designer nonetheless. There are no former graphic designers, just as there are no ex-alcoholics. I’m a designer, and I always will be. It’s how I see the world. It’s the way I think. It’s the way I operate, no matter what my specific job responsibilities are at the time. Let’s take non-profit leadership, for instance.
I lead as an art director. I paint a picture for my team of a preferred future or the direction I think we should go, and then I invite them to bring their best to help make it happen. Because people are creative, with experiences and vantage points I’ll never have, the result is almost always better than I ever imagined. Of course, the more diverse those vantage points are, the stronger the result will be.
The leader’s job is to inspire and motivate, but not to hold his idea too tightly. The ideal is to achieve buy-in and then let go. Of course, buy-in requires that a team has been given significant opportunity to speak into and even sway the direction we’re going. The more the team gets excited about the idea and brings their best, the more alternatives and improvements they will propose, and the more momentum the concept will gain.
The key for the leader is to decide ahead of time what the non-negotiables are going to be. What is the deadline? What elements must be included? Just as a kite will not stay in the air if it is not held in tension with the ground, creativity is impossible if there are no parameters. A graphic designer cannot get the first mark on a page if there aren’t some ridiculous tensions that generate sparks: the name of the company, the fact the client only likes green, the minuscule budget and the unreasonable deadline. The designer might grumble at the constraints, but now she has some material to work with.
Leading as an art director means there will be compromise. Any gathering of creative people will include passion, tension and rabbit trails. If the project is drifting too far from the intent, does the team need firm direction or is it okay to let them run with it for a while? Is the drift in fact an improvement over the original idea? Perhaps my dream was too small, and the team is seeing new opportunities to expand the idea. Perhaps the new direction is in fact the creative foundation for another project. 3M has made a killing, when the proposed solutions didn’t solve the immediate problem, by allowing employees to persist in the belief that they’ve solved something (they just don’t know what yet) until it becomes viable. Consider the history of the sticky note.
In some cases, the idea just doesn’t work. The leader must then have the courage to shut it down. If the project fails or leads to bad results, there are a few possible reasons:
- I failed to adequately describe my vision.
- I didn’t fully pass the baton. I didn’t achieve the buy-in I was shooting for, or I held onto control unnecessarily.
- I didn’t pull in a diverse enough team to add their strengths.
- It wasn’t worth doing, or it failed. Some ideas just aren’t robust enough to stand on their own. Others are risks that may or may not survive.
A few years ago I heard an old leader muse that most leadership books try to boil down a leader’s experience into a formula that won’t work for anyone else’s context, and wouldn’t even work if that leader tried to apply his own formula again. Perhaps that’s why I’ve found it so difficult to articulate my instinctive leadership style. Multiple times I’ve tried to put thoughts to keyboard and then given up. I’m still not satisfied that I captured the essence of the way I lead.
So perhaps this methodology is best left as a blog post fleshed out just enough to paint a picture, and allowing readers and leaders to bring their own creativity to the practice and make it even better.
Recently I have been pondering holistic or chaotic style: When did people start classify what is art, what is science, what is business, what is mission, what is technology and entrepreneurship/leadership? What if they are all the same things. People are doing and talking about Business as Mission. At the same time, at least some, practicing missions as business. Are all disciplines mission or purpose driven? Leading style may change over time. I fear that style and individualism may mislead us. I am thinking what matter are Biblical principle centered — God first, then people/neighbor? I am still learning what are the Biblical principles. The reality with individuals of style and community with cultures. Leading with a group with high diversity and multi-ethnicity can surely be challenging. I wish you a very blessed and God-centered year.