One of Cibnet’s main goals is to promote understanding among business managers who deal professionally with creative people. We’re trying to illuminate the creative process and the motivations of those who pursue creative careers. But the ideas we’re putting forward can’t begin to replace first-hand creative experience; seeing for yourself what it’s like to deliver creative work to a deadline and budget for a demanding, critical client.
A basic tenet of Cibnet is that everyone is creative and all creativity can be nurtured. Creative workshops can be wonderful, enlightening experiences for managers who would previously describe themselves as ‘non-creative’.
Many employees do their jobs as well as they can. They turn up on time, leave on time, and get paid for it. If a creative worker behaves like that they probably aren’t very good, are diverting their creative energies into a personal project or are simply burnt out. Punctuality is no measure of passion or talent. Creative motivations are complex and financial compensation is never enough reward to retain talented members of your team.
Creativity can’t be managed like a production line. It isn’t nurtured by forcing it into a strict regime. Management of creativity requires vastly different skills and greater understanding than management of administrative or industrial processes. In the modern economy, where innovation is the lifeblood of many corporations, attracting and keeping creative people is a priority.
Ideas need space to breathe. Room for error and experimentation is essential to the creation of anything truly innovative. Often the best way of managing the creative process is to leave the creatives alone.
We’ll be inviting experienced business managers to contribute examples of effective working practices and tips about nurturing creativity within the corporate environment. If you’d like to contribute, please email us.