Monthly Archives: October 2023

Have you ever had a brilliant idea strike when you were far away from the office, perhaps during a peaceful weekend or a leisurely evening walk? Research indicates that many of us experience our most creative moments exactly when we’re not immersed in the din and bustle of work.

The Science Behind It: Numerous reputable studies have found that we tend to have more innovative thoughts during periods of relaxation and downtime. This is when our brains have the freedom to connect unrelated ideas, leading to fresh perspectives and creative solutions.

However, here’s the catch: not everyone can tap into this fountain of creativity outside of work. Many employees in stressful and toxic environments often shut out thoughts of work as soon as they leave the office. These thoughts of work can trigger pain, leading them to disassociate from them.

On the other hand, when employees feel loved, valued, and appreciated, they are more likely to welcome work-related thoughts during their downtime. They don’t resist these ideas; instead, they embrace them. They ponder, they experiment, and they contribute their best to make work better. There are studies that show employees who work in engaging environments use more of their discretionary time to think of ways to improve work. When thoughts of the workplace don’t trigger pain and uncomfortable feelings, people allow these thoughts to breach their highly protected private mindspaces.

The Outcome: This nurturing approach leads to improved problem-solving and enhanced productivity. It’s a win-win situation – employees are happier, and the organization thrives.

In other words, managers who foster a culture of trust and respect end up getting more out of their employees. They don’t just enhance the well-being of their team members but also unlock a treasure trove of creative ideas that can drive success.

“The P- Balance” is my naughty version of the 3 pillars proposed by the reputed and super duper effective Strength Deployment Inventory, SDI. It stands for Performance, Process and People. Its a great tool to coach Managers. The framework says that though we generally want to do and get everything right, our behavior will be strongly influenced by our P orientation.

As a Manager, if you are strongly Performance oriented, you will set high standards, move super quickly and get things done. People and processes are importance for you, but you would be ready be sacrifice them at the altar of achievement. You will set challenging goals for your team member, emphasize on deadlines and hold your team members accountable. So far so good.

But you may become overly demanding and push people too hard, leading to burnout and demotivation. You may micromanage to ensure that taks are completed exactly as expected, choking creativity and initiative.

Now lets look at Process Orientation. If you are strong in this P, you will be the boss at creating efficient workflows and ensuring tasks are completed super systematically. You provide structure and clarity to the team. Your attention to detail minimizes errors and celebrates consistency. Awesome right?

But overdo this and you overcomplicate processes, slow everything down. You resist change and flexibility and focus on process excellence at the cost of everything else.

Finally, if your People Orientation is the strongest, you build strong relationships and create a supportive work environment. You treat people with respect and is the king of inclusion.

But when overdone, you spend excessive time addressing personal issues, neglecting work tasks. You avoid necessary tough decisions or performance-related conversations to maintain harmony, which can hinder growth.

The question for you is… Which P are you? What is your strongest orientation- Performance- Process of People. How would your direct reports describe you. Remember that the effectiveness of a manager often lies in their ability to adapt and find the right balance between these orientations. So what is the right balance for you, keeping in mind your organization culture and team members?

If you have to distribute these orientations into a 50%-30%-20% model, how would you distribute them? Would it be People (50%), Performance (30%) and Process (20%) or something totally different ? Would love to hear from you. Please share your thoughts in the comments box.

And enjoy the rest of the weekend 🙂

Ever find yourself, as a manager, transforming into ‘Mr. Perfection’ every time a team member brings forward an idea or proposal? Guilty as charged? It’s fine, most of us have been there! But perhaps, it’s time to take a step back and ponder!”

Marshall Goldsmith, in his lovely book, “What Got You Here Won’t Get You There,” highlights the “Managerial Itch” to critique and ‘add value’ to every idea that comes their way. It’s the hierarchical equivalent of the Pavlovian response: see a new proposal, BAM! unleash a flood of ‘constructive criticism.’

Studies, including those published in the Journal of Business and Psychology, have shown that such well-meaning interference can suppress creativity and innovation and decrease job satisfaction. The unsaid message sent is that nothing is ever good enough unless perfected by your’s truely.

But here’s the thing: For corporate heaven’s sake, not everything has to be a masterpiece! By setting impossibly high standards and aggressively grabbing the steering wheel, managers stifle creativity and initiative. Sometimes, allowing the team to create something that isn’t ‘perfect’ can lead to more learning and innovation.

So, how can managers resist the urge to be the ‘Maestro of Modification’?

1. Lower The Bar Sometimes:
   It’s okay to accept that not everything has to meet exceedingly high standards. Encourage progress and learning, rather than perfection. Celebrate the effort and innovation, even if the outcome isn’t flawless.
2. Ask, Don’t Tell:
   Encourage deeper thinking by asking open-ended questions rather than imposing your views or solutions.
3. Cultivate a Sense of Ownership:
   Allow your team members the autonomy to make the final calls on their proposals, promoting responsibility.
4. Cheer for Creativity:
   Appreciate creative efforts and innovative ideas even if they are not embodiments of perfection.

Becoming the manager everyone craves involves not just guiding your team but also knowing when to shut up and step back. Next time, instead of being the ‘Sultan of Suggestions,’ try being the ‘Mentor of Motivation,’ who fosters innovation and growth without overshadowing the team!