Wednesday, October 08, 2014

imagination and leadership

I’m working my way through writing a new book…this one is based on my observations and experience of leadership and the necessary elements it takes to lead well, whether it’s your family, team, department or organization. One of the key elements I’m currently working on is: imagination.

I’m convinced that the power of imagination and creativity is way too often overlooked in management and leadership circles. Many times we relegate imagination to the exclusive domain of artists and creatives, forgetting that we are all made in the image of a God to whom we are introduced in the opening pages of scripture via an explosive flurry of creativity. We have the same spiritual DNA, regardless of how artistically-challenged we may consider ourselves. If your best doodles are stick people and the only poetry you recall is “There once was a girl from…”, fear not: your true creativity is not limited to sketches and poems.

Ed Catmull, the president of the creative powerhouse Pixar, began his leadership life in front of a computer with a single dream: to somehow create animation with a computer. His boyhood had been shaped by two heroes—Walt Disney and Albert Einstein. Even though he worked his way through the comic-book-advertised Jon Gnagy’s Learn To Draw art kit (which I remember buying as a kid myself!), he sadly discovered that he would never reach the talent arc of Disney’s animators. So eventually he turned his attention to computer science and graphics.

Twenty-five or so years later he would help lead and manage the creative team that developed the industry-changing movie Toy Story. But he writes tellingly that after they had finally released the movie, he “felt adrift”. Is this really what he wanted to do—manage a complex, messy company mixed with insanely creative people, bean-counters, bottom-line investors and now skyrocketing expectations? Would he miss personally using his own artistic, creative abilities?

Catmull would ultimately make a paradigm shift in his thinking: he could use his restless creativity to think imaginatively about how an organization could develop a “culture of creativity” and how structures, processes and values could be creatively designed to bring the best out of their employees while satisfying their audience with stories and characters of incredible emotional depth brought to life from zeroes-and-ones.

In other words, he could shift his creative juices from graphic programming to thinking innovatively about organizational structures, systems and culture. Management didn’t have to just be about maintenance and metrics; he began to see a much larger picture for his creativity-starved leadership role. In his book Creativity, Inc.: Overcoming the Unseen Forces That Stand in the Way of True Inspiration, he writes tellingly:

. . . Figuring out how to build a sustainable creative culture—one that didn’t just pay lip service to the importance of things like honesty, excellence, communication, originality, and self-assessment but really committed to them, no matter how uncomfortable that became—wasn’t a singular assignment. It was a day-in-day-out, full-time job. . . . My hope was to make this culture so vigorous that it would survive when Pixar’s founding members were long gone, enabling the company to continue producing original films that made money, yes, but also contributed positively to the world. . . . That was the job I assigned myself—and the one that still animates me to this day.

How is your imagination being used in leadership? What kind of “what if?” questions are you mulling and tackling with your team? How much time do you allot for creative thinking?

“Best way—bar none—to stay creative is to manage ‘hang out.’ Religiously. Hang out with weirdos (on any and all dimensions) rather than ‘same old, same old’ and you automatically win.”                 ~Tom Peters

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