BIG, BAD Productivity Myths

BIG, BAD Productivity Myth #5: Some people are more creative than others.

Creativity is, in fact, equally gifted to each person. Bob is no more creative than Jen, who is no more creative than Sam. The difference is the way in which each person expresses her creativity. And that is where the confusion begins. We stereotypically think of creative people as those that come up with big, inventive ideas or wow us with their original works of art. Yes, those are incredible examples of creativity. However, we cannot forget that someone who designs a streamlined organizational system for an office space is equally creative. We also cannot diminish the creativity of someone who craftily infuses data and statistics into a business proposal.

A British science fiction writer, Brian Aldiss, wrote, "Whatever creativity is, it is in part a solution to a problem." I think Aldiss has a good handle on the concept. Anytime a person strives toward solving a problem or seizing an opportunity, his creative instincts are at play. No matter what form the solutions takes or how "far out" the idea, the process of arriving at a solution is inherently creative.

Thus, whether we are observing a marketing executive pull together a advertising campaign or an administrative assistant derive an office schedule, we are witnessing two beautiful, and equally creative instances. 

Self-Mapping

When I say that I help people identify, understand, and channel their natural talents, one of the responses I receive is "and why would someone want to do that?"

Fair enough.

Here's why:

In his best-selling book, 7 Habits of Highly Effective People, Stephen Covey offers a lesson of basic navigation. He points out the absurdity of maneuvering the city of Chicago with a map of Detroit. Despite any positive attitude, raw intelligence, and good effort you may have, those qualities do not change the fact that you are just plain lost. If you have no knowledge of the city -- or worse yet -- you are using an incorrect guide, then you can't move strategically. You are at the mercy of guesswork and trial and error. The result: total confusion and ineffectiveness.

This lesson is equally true when it comes to your life. If you have no internal mapping, no understanding of who you are and what you do well, then you've chosen a directionless fate. You enter each new opportunity, challenge and phase of life with a 50/50 chance (if you're lucky) of getting it right. Instead of intentionality, your life is about risk management. You just hope that each "shot in the dark" hits the mark. 

So the important question is: What "map," if any, are you using as a guide for your life?

To me, the very simple -- yet powerful -- act of identifying your strengths reaps enormous dividends of clarity and direction throughout your life journey.

Getting Through Transitions

Transitions are a fact of life. Your business, your marriage, your house, your kids...your stage of life is almost always in a state of flux - whether good or bad. So our need to deal with transitions is not within our control; but how we deal with them is.

Sometimes transitions are so significant that we lose our sense of self. It is like being caught in a tornado, and trying to determine which way is up. Your internal compass is tossed and mangled, and you are left incapable of making an accurate reading. I remember as a bride everything in my life changed - my home, my family, my dependencies...even my name. Though most certainly the best day of my life, the happiness of the occasion did not erase the overwhelm of the transition.

The problem with overwhelming transitions is that we: 1) lose sight of who we are independent of the transition period; and as a result 2) perform at uncharacteristically low levels, despite the amount of time and energy we put in. The fact that we try so hard to apply ourselves during these transition periods, but cannot seem to identify what method is best, also breeds a deep sense of frustration and confusion. We tend to try several or all different methods, in an attempt to rediscover who we are and where our talents lie. Thus, to the outside world, a person in transition appears sporadic and contradictory.

The good news is that there is a way to minimize the negative effect of overwhelming transitions: identify and foster your unchanging talents in a period of stability. The Biblical story of the wise and foolish builders (Matthew 7:24-27) teaches that a steady foundation firmly holds the house during a storm. Knowing your talents in the calm allows you to remain strong and be less shaken by  the transition.      

If you are already in the "storm" of transition, then look back. Think about a time in the past when you were on your "A" game, when you were satisfied and successful in your work. What was different then? What made that time so positive? For you, the best means of moving forward is to momentarily look behind. Also, do not be afraid to seek help. Oftentimes the overwhelm of transition is too great to handle on your own. Find a professional to coach you through the change, so you can quickly return to a place of satisfaction and success.

Setting Clear Expectations

I have been reading Ten Thousand Horses by John Stahl-Wert and Ken Jennings, a book about "how leaders harness raw potential for extraordinary results." I've always had a habit of highlighting sentences or phrases that capture me as I read. But in one section of Ten Thousand Horses, there is a sea of green highlighter.

What struck me as so significant was a discussion on expectations. Specifically, the faulty assumption made by many employers and managers that their expectation for employees is clear. Making a bad situation worse, when those [un]clear expectations are not met, the employee is considered incompetent, not the manager.

While it is perfectly acceptable to have high requirements for employees, "mind-reading" is not one of them. As a manager or business owner, you must clearly express -- in specific terms -- your expectations for each employee. And this principle applies on multiple levels. You must be clear not only about the entire thrust of their position and purpose with the company, but also in your requirements for each project/work task. When you form a habit of clearly communicating expected results, you are more likely to get those results.

So the next time your expectations are not met, take a better look at your communication habits, as opposed to your employees' performance.