The Right Stuff: Managing a Creative Team
A few years ago, on a dreary rainy and unusually cold Monday morning not too unlike today, a junior level co-worker reached out to me via Microsoft Teams with a profound question. Erica asked, “why am I not reporting directly to you? It just seems like I should be getting more direction and have a better sense on where I am development-wise if you were my Director. I don’t feel my work is getting to where I feel it should be if I am not reporting to you.” Be mindful that Erica did not report to me at this time. How did we get here I thought? What is happening with our mutual boss right now? It lead me to even more questions. What factors or attributes makes a person good at managing a creative team and was that lack of skill or a lack of vision the problem. I didn’t know but I am going to try my best highlight what I think those attributes are and tell you how I made helping Erica my number one mission.
The Situation
I was heart-broken that Monday morning. I knew exactly how Erica felt. Under that hierarchy; a senior manager with zero prior experience in any creative field nor any prior marketing experience nor previous experience leading or managing any team was calling ALL the shots creatively. The entire department (including myself) reported to the same person. I could handle it being as I was a self directing, experienced creator with nearly two decades under my belt. For the most part, I managed myself and my own projects. By any measure and considered by most in that company, i was the de facto Creative Director if not in title at that time then certainly so in deed. When the CEO starts asking you your position on company branding regularly, style ideas on packaging, media production and product position and admitted that talking to you about such things was preferable than talking to your then boss then yes… I’m thinking that’s my job spoken or implied.
Other department leads had to secretly sneak into my office or mask emails or make direct phone calls so as not to upset the territoriality directed at then from my manager exec. They wanted brand direction, style guide clarification and creative ideas on new packaging, signage or even something as simple as helping them with their sales presentation graphics. Some even wanted global brand input or standard creative input from me; nothing that often resulted in a long pre-scheduled formal meeting. For smaller actionable graphic tasks I couldn’t get to myself, I would assign them using a creative brief - giving them out to other creatives within the department; assigning the tasks I felt befitted their respective set of strengths but I made sure the assignments clearly came from me so as not to implicate them as going rogue. Was I overstepping? I didn’t think so but at the same time I wasn’t going out of my to advertise that I had essentially start managing the design department. I had to. Otherwise, it would all come crashing down. I was focused on getting things done. Other Departments had to meet with me or talk to me on the down-low; terrified they would suffer the wrath of our department exec. At one point, there was even a standing unofficial order to stay out of my office and stop disturbing me but I’d never said I was annoyed nor disturbed. It was later determined it was more of the territorial stay-in-your-lane mentality coming from the exec lead of my department. One too many people needed me and it wasn't to be tolerated. Everyone avoided the Department Exec making it increasingly difficult to get work done. I’d witnessed other department members making what I considered practical requests of my department exec. While waiting for those rare on-the-spot replies, they would literally cringe with heads downturned as if the anticipated rebuke would come as a physical blow. They braced themselves for an onslaught of verbal lashings and excuse making as to why they were wasting time, why they waited until the last minute or told why something wasn’t smart or within budget or some other manner of condescension. Surely, there must be a better way to handle this I thought. Can they really get away with treating people this way? This can’t last?
But I worked with it for a time because I love the creative process; the project management, the ideation, the development and the deadlines. Yes I wrote deadlines. Is there a better test of one’s mettle than to churn out extraordinary work within a “reasonable” deadline. I did add “reasonable” didn’t I? I looked forward to working with the printers and discussing marketing analytics, pricing, consumer psychology, trends and SWOT studies with the senior execs and the sales team. It was my wheelhouse, so making myself available to the team is/was what I live for.
Marketing & The Corporate Environment
As much as I was born with a knack for design, marketing was always my foundation for everything. So the two became the perfect marriage of skillsets. My co-workers saw my knowledge, passion, experience and fervor to succeed even under adverse conditions, and sought me out for their own projects despite the risks. I obliged because now just like I did then because I still love it. Additionally, anything that made their presentations stronger, increased brand awareness and elevated out brand value made the company stronger. I want in on that. I understand the processes, the technical limitations and allowances, the bottlenecks. the marketing, the sales but I also knew the sociopolitical forces imitating our organizational growth. Unfortunately, there will be those. More importantly, I knew how to avoid most of those issues and focus on the work and creating the best work I’d done in years in spite of it or maybe even to spite the conditions. Yet, here was this fresh-out-school, eager and thirsty-for-knowledge young Erica pleading for the direction she clearly was not receiving.
I did what I always do. I offered to guide Erica and mentor her as much as she needed. More than anything else, I made myself available. Call me, text me, snail-mail me, set up a Team’s meeting, chat about ideas over lunch if you need - literally anything that Erica needed I was there for because the worst thing for a young designer to feel, is to feel undervalued, under-appreciated and left guessing. That.. they don’t see me or understand me feeling is smothering and depressing - stifling one’s creative and professional growth.
I couldn’t step around or go over the head of our department exec and I didn’t want to but I offered my time, direction, knowledge and experience to be a creative sounding board for anything Erica required. But I took it a step further. Without ratting Erica out, I also went to our mutual Department exec and offered to take on more tasks if he felt he needed my help with anything. “Is everything okay,” I often asked. Let me know if you thought that maybe just maybe he just feels overwhelmed and needed a bit more support. If you know anything about Creative Directors and those that thrive under such roles, this will come as no surprise. We thrive when we’re working because we’re doing what we love to do. The bigger the challenge, the larger the natural high.
The Right Stuff
Managing a creative team requires a unique set of skills and attributes. While there isn't a one-size-fits-all answer to who the best person is, certain qualities make someone well-suited for the role. Let's explore these qualities and why they are essential for effectively managing a creative team.
First and foremost, a successful manager of a creative team needs to be a strong leader. Leadership in this context involves setting a clear vision, providing guidance and direction, and fostering a collaborative environment where team members feel motivated and empowered to contribute their best work. A great leader understands the strengths and weaknesses of each team member and knows how to leverage those strengths to achieve the team's goals. They also know when to step in and provide support or guidance and when to step back and allow team members the space to explore their ideas.
Additionally, effective communication skills are crucial for managing a creative team. A manager must be able to clearly articulate the goals and expectations of a project, provide constructive feedback, and facilitate open and honest dialogue among team members. Clear communication helps prevent misunderstandings and ensures that everyone is on the same page throughout the creative process.
Creativity is another essential trait for a manager of a creative team. While it's not necessary for the manager to be the most creative person on the team, they should possess a deep appreciation for creativity and understand how to nurture and cultivate it in others. A creative manager is open-minded and receptive to new ideas, encourages experimentation and risk-taking, and isn't afraid to think outside the box.
Empathy is also crucial for managing a creative team effectively. Empathetic managers are able to understand and relate to the experiences and emotions of their team members. They take the time to listen to their concerns, provide support when needed, and celebrate their successes. This fosters a positive and supportive team culture where everyone feels valued and respected.
Furthermore, strong organizational skills are essential for keeping projects on track and ensuring that deadlines are met. A manager must be able to prioritize tasks, allocate resources effectively, and manage their time efficiently. They should also be able to adapt quickly to changing priorities and navigate any challenges that arise during the creative process.
In addition to these qualities, a successful manager of a creative team must also possess a high level of emotional intelligence. Emotional intelligence involves being aware of one's own emotions and those of others, and being able to manage them effectively. A manager with high emotional intelligence is able to remain calm under pressure, navigate conflicts diplomatically, and inspire trust and confidence in their team.
Finally, a great manager of a creative team is someone who leads by example. They embody the values and principles they want to instill in their team members, and they demonstrate a strong work ethic, integrity, and professionalism in everything they do. By setting a positive example, they inspire their team members to do the same and create a culture of excellence and accountability.
In conclusion, the best person to manage a creative team is someone who possesses a combination of leadership, communication, creativity, empathy, organizational skills, emotional intelligence, and leads by example. While these qualities are essential, it's also important for the manager to have a genuine passion for fostering creativity and helping their team members grow and succeed. With the right person at the helm, a creative team can achieve great things and produce work that is innovative, impactful, and inspiring.
How is Erica?
So how did Erica manage? Erica is thriving last I’d heard. Those follow-up times we chatted on Teams, those live creative sessions I scheduled, the many back and forth emails, and the the dozens of lunches to talk shop or get a bit more in-depth clarification and direction on the projects that were assigned to her was what she needed most. She needed leadership and someone empathetic enough to understand and identify with her plight as a Creative. I spoke her language as well as I spoke Strategy and Brand Management. Translating corporate talk to actionable direction was lacking for Erica. But she also needed to see her part in the grand corporate puzzle. She needed to see how and where she would be directly attributing an learning to take ownership of her role. I think that perhaps only a fellow and experienced creative could have got her to a space she felt confident and willing to create a toolset to navigate her own corporate challenges for now and into her flourishing future. Having the right kind of management style is critical for creatives. You cannot be over burdensome or heavy handed or you’ll stifle creative growth but you also cannot be lax and not provide direction at all. To manage a creative you should at least aspire to be emotional intelligent and qualified to manage a creative. That’s not anyone. In fact, one could argue that it requires a very unique skillset. Getting the most out of your team and specifically getting the most for Erica demands it. You give her the most and she will give you the most and more.