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Managing for Creativity
theodp writes "After seeing some of the ideas management comes up with as a result of reading the Harvard Business Review, you may be tempted to hide their copies. But make sure they see this month's Managing for Creativity by Dr. Jim Goodnight, the still code-cranking CEO of SAS, the world's largest privately held software company." From the article: "Many academics and businesses have made inroads into this field. Management guru Peter Drucker identified the role of knowledge workers and, long before the dot-com era, warned of the perils of trying to "bribe" them with stock options and other crude financial incentives. This view is supported by the research of Harvard Business School's Teresa Amabile and Yale University's Robert Sternberg, which shows that creative people are motivated from within and respond much better to intrinsic rewards than to extrinsic ones."
Then along came "global resourcing" and the concept of "bribing" knowledge workers at all became unnecessary and said knowledge workers learned to be grateful that they still had a position at all.
Seriously, in a world where any and every position has, is or will eventually be outsourced, the entire concept of "bribing" an employee is anachronistic. Maybe if you have the name recognition of a Shawn Fanning and someone wants your name to bootstrap their venture capital process, but not if you're Joe-Average-Buying-Four-Dollar-Milk guy.
Today's "crude financial incentive" is "not being downsized".
And to continue harping on the ridiculousness of such an article in an outsourcing world, I have to ask - when you're outsourcing for one tenth the salary, do you really expect any of the outsourced people you're managing to be "creative"? I've worked with a number of them and however they may be in their personal life, when it comes to the job they're paid for, they are anything BUT creative.
This guy is one of those idealistic dreamers who has the misguided notion that you can employee people, treat them well, encourage them to be creative and non-comformist and original and not ditch them for the lowest bidder and somehow run a successful company in the long term. Learn a thing or two from today's top public-CEOs and start laying people off. Be a man! Send out some reduction notices! Cut some salaries! Freeze hiring and raises across the board! Freeze available training and education! Put the fear of outsourcing into your subordinates or you're going to end up on the garbage heap. In fact, it is downright un-patriotic to treat his employees like he is doing and promote those communist labor-friendly, creativity-inspiring warm-fuzzy propaganda ideas.
Completely off topic - what a name...Jim Goodnight! I can see the Abbot and Costello sketch for it, now...
I'm constantly amazed at the crappy "perks" corporations pay for that their employees couldn't care less about. For isntance, my company offers a concierge service. This service arranges for other companies and businesses to come in and try to sell the employees shit that they don't want. And they arrange for employees to have free access to very important online resources, like an article about writing a proper "thank you" note.
I have a better idea. Have someone who gets my lunch so I don't have to leave the office for an hour and can have less stress dealing with traffic and lines and waiters. How often do I need to get my car fucking detailed for christ's sake? Instead, how about having someone who can help me find a quality babysitter or refer me to a great place to take the girl out for a romantic dinner and maybe throw in a corporate discount to boot. How about handling my personal mail and courier packages for me so I can just drop them off at a kiosk on my way into the office? How about offering career guidance or more education options instead of just paying lipservice to how important those things are and then putting a freeze on them to save money?
I have never used any of the corporate services (mental health experts? medical phone number? car detailing? dry cleaning? thank-you-letter tutorial? discount on granola bars from a local vending machine supplier at a special sell-shit-to-our-capitive-employees-day?) and I don't know anyone who has. How about stop stuffing your offering full of shit just to say you offer a lot and start ovffering fewer, MORE VALUABLE services that actually make a difference.
And you know, sometimes it's the small things. It's amazing what your workforce can do when they feel important and feel like they matter rather than constantly under the thumb of layoffs. Morale is important. Something as cheap as giving your employees free bagels and cream cheese once a week or donuts once or twice a week will make them feel like someone gives a fuck and like their contributions are valued. Otherwise they're likely to feel like they're just an unwanted burden and as soon as they can arrange to have you replaced by a cheaper drone, you're gone. Even if that's true, get the proper work you can out of the employee by installing loyalty... by treating them with little perks that make their work life enjoyable. After all, they probably will be spending at least 35% of their entire lifetime in your office...
No-brainer jobs don't pay the bills.
If you don't pay the bills, you don't have the time or resources to pursue those more interesting things in your "productive" hours.
Management sucks the creativity right out of you
"This view is supported by the research of Harvard Business School's Teresa Amabile and Yale University's Robert Sternberg, which shows that creative people are motivated from within and respond much better to intrinsic rewards than to extrinsic ones.""
That's because most creative people are introverts.
We made the decision to go with a knowledge based economy a long time ago. It was forced on us by the realization that trying to protect the existing manuufacturing based economy would be impossible.
Finally, the news is filtering down to those who make the day to day decisions. Recent best sellers have included: "The Innovator's Dilemma" by Christensen and "The Rise of the Creative Class" by Florida. (Our local city council has discussed the principles outlined in the latter work with regard to the preservation of old buildings. Since many of them are neanderthals, I take this to indicate that the knowledge is filtering down.) There are many institutes studying innovation. Society as a whole is starting to 'get it'.
Now we need a study about how much money a phb loses his/her company every year. It's easy to measure the cost of postage and long distance phone calls and PHBs like doing that. What we need is a way to measure the cost of PHB induced inefficiencies. Once we figure out how to do that, things will really start to improve.
Ok, you are my manager. Here's where you can start...
1. Judge me by my work, not be how many hours I put in. You wrote the job description - if I can do the work you need in X hours, why should I hang around my cubicle for X+n hours, especially when I use 'extra' time to try and figure out better ways to do our job, which you ignore?
2. Substance trumps form. This applies to not only work, but policy enforcement. Telling me that we use XX product, and because XX cost $YY and took KK consultants ZZ years to implement, it can't suck simply tells me the management team didn't know what kind of pit they were digging. My advice, to get out of the hole - stop digging first!
3. I'll dress the way you want me to and conduct myself by your standards of 'professionalism', as long as you don't treat me like a three-year-old until I give you a reason. Then, just fire me - don't fsck with me.
4. Don't fire people for exchanging their own information - i.e., if we want to talk about salary at lunch, that is our business, period, especially if we aren't on company property.
5. Recognize the utter stupidity of office politics, and no, that jerk from Finance will not become less of a jerk if I learn to golf so I can make nice-nice with him. In fact, it will get you sued and me fired when I put a five-iron through his thorax.
6. Keep the HR group away from me. I do NOT WANT another flier about the suicide hotline, nor do I care about our new marketing effort in Outer Namibia, and as far as Frank Jones, the new VP of Operations, New York, is concerned, re: promotion, well, good for him - I'll never meet him, and I don't think he wants to hear about my promotion either. Nor do I want to know about the class offered for "all professionals" held in San Francisco, that I can't go to because I am either not high up enough, or I don't sell for a living. You expect my work to be relevant to what we do. I expect the same sense of appropriateness and relevance as you do.
7. I realize we have a fiduciary duty to our clients. If you are really worried about my taking advantage of proprietary information, by all means, call the feds. In the meantime, my wife's 401K is NONE OF YOUR BUSINESS - we have no say in how it is invested, the trustee handles that. You should know that, being a large international bank.
8. Before you give me any static about how overworked any/everyone is, and how short on resources we are, how about firing that useless sack of cr@p you complain about so loudly at after-hours work functions? I know he's been here 15 years, and it would make upper management wonder "how did this bag of cr@p last so long?" when you have to justify canning the id10t, but trust me, it will be worth it.
9. Offering benefits and then implementing workplace policies that make it impossible to use them is the same as not offering them, except a whole lot more annoying. ("Gee, we would pay for your night-school classes, but we'll need you to work overtime for the next few months, then as needed after that - you're a professional, so I know you'll get the job done. What? No, we don't pay overtime or comp time, are you kidding?") Odd, how this sudden overtime need hit after I applied for tuition reimbursement...
10. Mandatory fun isn't.
Please note: The above have been aggregated from several different employers, so if you happen to know who I work for, and are a member of management, read #11...
11. Respect my privacy outside of work. Unless I slander you, flaming me at work over what you think I may have implied is unprofessional - yes, that word can apply to management too!
Robert Epstein (last to receive a Ph.D. from B.F. Skinner) lists four strategies for generating creative output. These are
Sometimes, though, I wonder about the opposite--how can I learn to quit being "creatve" and just get the damn job done? It's not that I ever get any original brilliant ideas anyway--all really great ideas I have had, I've found out were conceived by somebody else before me.
Anyway, here goes:
Capturing creativity-- Rolf Lindgren, cand.psychol
Programming isn't creative? Writing code is all about thinking outside the box, how can you solve x problem?
The reason that stock options don't work is that if you underpay someone, they will be unhappy. But if you pay someone enough, then increasing their pay has diminishing returns. Example. I pay a CEO $400,000 per year. They can afford just about anything they want. Now I pay them $5 million per year. Do they work harder or more intelligently? Nope. Same thing applies to other workers.
On the other hand, if you make your workers *happy*, they will work for *less* money. See university profs for an example. So many people want to be a prof that universities can afford to pay less - but only because lots of people WANT those jobs.
Happiness motivates. Too much money doesn't do much. Too little money demotivates.
It's no more creative than being a caprenter, mechanic or any other number of standard professions. Sure, they all have to employ creative thinking (or, rather, problem solving) - but it's still within very rigid contstructs. And even when it comes to programming, most of the decisions are made by a small group and the grunt work is carried out by the rest of the crew.
Creative problem solving is not the same as being creative. Almost everyone in the tech profession is paid to have creative problem solving skills. Very few are employed to be creative.
I can't agree with this more. In my job where I actually use both sides of my brain, creativity just doesn't have a schedule. The best thing I could do is set myself up for a "creative spark" -- surfing the web for things I like, or look at what the latest, although surfing can only do so much.
Need a color? Try 100 random colors
Here's another tip: Stop trying to own your creative people. The most creative people are the ones who will be working for themselves in five years, and thus aren't willing to sign non-compete agreements, overly-broad NDAs, and contracts that say "we own everything you create whether you're being paid for it or not".
If you are developing software in any capacity, personally I think nothing helps creativity more than a clean code base. When the biggest thing you associate with implementing a new interesting feature is the crap you have to go through to get it interacting with everything else, you aren't very likely to come up with good ideas and act on them often.