We recently finished the annual report for the nonprofit I operate. I say we because it is always a team effort. There were several changes I wanted to make in the annual report to communicate better who we are, what we do, and how well we perform. I wanted to show data in ways that communicated important fact quickly and show off the accomplishments of our team. There is no need for leaders if everyone does their own work, so I leaned on others to make this report the best we ever issued. When I sat down with my team, I pointed out the things I disliked in our older reports, most of which I created. I showed them some ideas from other annual reports I liked and challenged them to find ways to integrate those ideas to tell our FY 2021 story. George Washington said, “When a leader cannot generate important ideas himself, he must look elsewhere.” In order for us to develop a better annual report, I as a leader, had to rely on others for ideas to tell our story better. Here are three ways you can inspire your people to generate good ideas.
Tell them Why
Simon Sinek said it best, start with why. Tell others why the project is important. How does it support the work you do to relieve other people’s pain. Who benefits from the project, not just the intended audience, but your vendors, other teams in the organization, and even the team members. If the goal of the project is to change something, explain why changing is important. Taking time to explain why you are asking for the ideas of others creates a culture of learning. You demonstrate the value of ideas regardless of their origin. You show them you care and respect them enough to listen to their ideas, which reinforces your organization’s principals surrounding integrity, trust, loyalty, and respect.
Ask Great Questions
One great way to inspire people is asking questions. For example, in our annual report project, I showed earlier examples of how we presented data. Originally it was straight out facts: $50,000.00 spent, 29 clients served, 1,200 hours worked, etc. Our next step was better, pie charts, but it was still weak. I asked the team how we could present the data, so people could grasp the important points quickly and understand the importance of those facts. Of course, I also asked if the information we were presenting was really important to our stakeholders? What information could we present that might tell the story better than the key indicators we previously selected? Where would we find that information? If we could not present some of these things this year because the information was not easily obtainable, what changes in the coming year do we need to make to our data collection? How would we accomplish those changes?
Asking good questions to start conversations is important. Listening to answers and demonstrating your listening by asking appropriate follow up questions shows respect and encourages participants to offer more ideas. One of my favorite responses to other people’s ideas is, “Tell me more about that?”
Allow Time to Create
Unlike data entry or parts production, creative endeavors do not fit neatly into time constraints. This blog is a great example. I try to publish around the 15th and 30th of each month. Sometimes the way I try to explain a concept, or my understanding of a leadership theory, is not fully formed. Often the act of writing helps me understand better. It enables me to make connections necessary to implement those ideas in my actual leadership practice. As a result, you may notice I revisit certain ideas again with a different understanding compared to when I first published a post.
You may have a deadline when you ask others for ideas, but ensure you provide them enough time to think and create. There are times you see someone sitting in their cubical or office listening to music or staring at a screen and it is easy to assume they are doing nothing. Sometimes that is true. More often, the gears inside that person’s head are turning, processing information, making connections necessary to develop a complete idea, and a way to explain that idea to others.
A great example of the hidden creative process appears on the ceiling of the Sistine Chapel. Michelangelo di Lodovico Buonarroti Simoni spent the better part of his life between 1508 and 1512 on his back. It would have been easy for the Pope to pass through and notice those periods when he did not have a brush in hand applying paint to the ceiling. However, one cannot argue with the results. Michelangelo’s work still amazes visitors 510 years later. Compare that to how long the paint job lasts on your living room ceiling. Creativity takes time. Not all of us are Renaissance painters. Most of our organizations cannot dedicate four years to the development of a product or service. However, recognize that the creative process does take some time. Ensure you allow enough time for it to happen.
Leaders provide purpose though their vision. They provide motivation and direction by creating plans to make their vision reality. Good leaders recognize they must use the good ideas others have to ensure their vision becomes a reality. No matter how good a leader is, s/he does not have all the good ideas. Developing creativity in others ensures there is a pool of talented thinkers with a proven ability to execute when an organization needs good ideas. Looking back to my example of the Annual Report story, as is often the case when I challenge others, my team rose to the challenge and created a great Annual Report. The ideas they put together to communicate key data amazed me. Your people will amaze you if you allow them the time and flexibility to create new ideas for improving processes, creating new products and services, or telling the world your organization’s story. Not all of us have Michelangelo working for them. If you did, under your leadership would he be able to create another masterpiece or be relegated to living with the status quo? Allow your people to reflect, create, and execute. You will be amazed at what they can do!
References and Additional Reading
Gardner, H. (2000). Gardner’s art through the ages. Vol II. Wadsworth Publishing. Belmont, CA
Sinek, S. (2009). Start with why. Penguin Books. New York, NY
(c) 2021 Christopher St. Cyr. Contact for permission to reuse text.
So, as I understand the quesions, you need to ask questions that aren’t answered with “yes” or “no”. You need to have a fully developed response to get a comprehensive complete answer to the question. That requires thought and reflection. I get it.