Creativity can’t be automated, at least not yet. And that’s good news for the creative employees that comprise approximately one third of the US work force. However, effectively managing creative employees to maximize full potential is an art form in and of itself. It requires inspiration, a collaborative environment and structured goals from which the staff can build creative solutions. My experience in hiring, managing and fostering creative teams has yielded interesting insights into successfully managing creative employees.

The underlying challenge in successfully managing a creative staff is striking a delicate balance between business structure and creative freedom. An effective structure is established when the staff understands the expectations of the company for which they work. My staff clearly understands the high standard of creative work I expect. Additional structure is established when the staff comprehends the parameters set forth by the client for whom they are solving a creative problem. At our firm, we work tirelessly to accurately gather project requirements from the client, a discovery process that clearly identifies the client’s vision and boundaries.

When these two items have been established, the creative staff has the structural base from which to explore creative solutions. I get out of the way at this point and let my creative staff do what they are best at, creating! My philosophy is that the creative director’s role is to provide support and manage the creative staff to stay on target with the established parameters. Their design solution may differ from mine, however if the goals of the client and our company have been met, then mission accomplished.

Managers who micro-manage creative solutions will not realize the full potential of their creative staff. The staff will likely begin to shy away from creative exploration, if their efforts are not fostered and appreciated. They will instead do only what the manager wants them to do. Feeling more like order takers than creative designers, they will look for a job where their creative talents will have a meaningful impact. Additionally, financial compensation will not satisfy the creative person who has been dominated into creative submission. It is a proven fact that they would rather have creative freedom and acknowledgment for their good work than compensated for mediocrity.

When creative directors successfully embrace this approach, other creative talents may begin to emerge. Through fostering and encouraging a creative environment, my staff has continually surprised me with talent, some of which I didn’t know they possessed! One designer wanted to illustrate our building and develop a historical timeline of previous businesses in this location. The final piece resulted in a prestigious graphic design award. Another designer is completing a project for a local automotive advertising agency. Knowing he was a musician, I asked him if he’d like to develop some music for our project. The next day, he brought in guitars, a soundboard and a microphone and spent the day mixing music, voiceovers and video for the client. The final result will definitely exceed the clients expectations. Further, another designer enjoyed binding books by hand, so I charged her with the task of creating hand- made portfolio books for our design pieces. Not only do they look great, the project provided her with an opportunity to do something that she was passionate about.

The end result of this effective creative environment benefits the company, the client and the creative staff. Our employee turn- over has been nearly extinct, which allows the staff to establish long-term relationships with clients. The creative staff is happy and enthusiastic about the variety of creative projects and exploration. Lastly, the company benefits by increased ROI due to low turnover, repeat clients who appreciate the quality of work our team delivers and a great work environment where everyone is encouraged to explore their creative side.