I’ve recently been looking at creativity in selling since it seems to be a topic of discussion with greater frequency. The younger generations are flattening the long-standing hierarchal structures that have been a hallmark of corporate structure. Part of this change has to be attributed to the creative freedom wielded by so many Gen Y employees. Managing creative types can be a real challenge as Jack Welch discusses in this article:
But what a mistake if you lead creative people from your heart and stop there. Managing creative people also requires—it even demands—a measure of authority. Nothing heavy-handed, of course. You don’t want your resident out-of-the-box thinkers running for the exits. With their fresh ideas and unique perspectives, they can be, and often are, the reason for breakthrough products and new ways of working, and even the impetus for whole new businesses. Still, creative people must know that boundaries and values exist, and they have to respect them.
This approach is synonymous with effective sales management also. I recently talked to a new sales manager at one of our customers. His comment about managing salespeople, “I’ve never encountered anything quite like this.”
Welch continues by zeroing in on specific positions (my editing):
Now, we realize that the velvet hammer part of the approach we recommend is somewhat counter to the conventional wisdom about managing creatives, which runs that writers, editors, artists, software designers, engineers, research scientists, and even a few particularly inventive investment bankers should be left alone. They’re different from you and me, the thinking goes: deeper, more mysteriously wired, more fragile. Treat them like worker bees, and they sting. Treat them like hallowed Yodas, and their wisdom flows.
Regardless, true creatives do seem to shut down when squeezed into normal strictures, and good managers need to be wary of that.
“Treat them like hallowed Yodas” – that is excellent, isn’t it? Full disclosure – I was not familiar with the term “strictures” – something that closely restrains or limits. I thought it was a typo for structures. Anyway, salespeople have a similar composition with maybe less fragility. Yet we have encountered many who have shut down due to overarching strictures (I had to do that).
The last word goes to Mr. Welch:
Which leaves leaders in a unique, but not irresolvable, bind. To win in the marketplace, leaders absolutely must respect the individuality of creative people. They are different. But if you want your organization to cohere and thrive, you must make sure they keep that difference within bounds. Yes, some creatives might balk; some might even walk. But remember, you are indeed the boss of them—and everyone else. For the sake of the organization, you need to act that way.
