Creative leadership - how does it work?
However, the creative leadership of teams also depends on actively promoting the individual's willingness to cooperate.
To do that, you have to know how the individual is integrated into the group - then the members act like wax in their hands.
New in the team - and now?
Anyone who joins a group, regardless of whether this group has existed for a long time or is just in the process of development, is looking for orientation and its place in the group structure.
He analyzes the style, code, and values that reign in the group, and orients himself to find his place in the structure of the group and to place himself as well as possible in the hierarchy of the group.
To lead the teams
That is exactly the trump card in the leadership of the group, because in this orientation phase you can give your team the desired direction. A team can not be better than its leadership. A team needs leadership and that is your most important task as the leader of a team.
This guidance is not limited to defining the objectives and stages and distributing the tasks. The first thing to do is to define the rules, such as the way of dealing, punctuality, reliability, respect for other members, how to deal with competences and competencies, and the like.
Make it clear right from the beginning that aggressive or egotistical behavior or extensive self-presentation have no place in the team. Support a special commitment and make it clear that even mistakes can be made.
Encourage the willingness to express criticism and also take it, and ensure that criticism is constructively practiced. Encourage opportunists and know-it-allers and unambiguously promote willingness to cooperate and a certain degree of solidarity in the team.
Increase the willingness of members to bind
The goal is to redirect the personal ambition of each team member into the formation of a common elite, an elite that gains its strength from the community as well as diversity and diversity within the team.
And please keep to yourself these guidelines and act as a model. It's just not very convincing if you start to scream someone who immediately screams, if something does not fit him.
So you can create a team according to your ideas, with some skill almost like wax in your hands.
Requirements for creative teams
The prerequisite is acceptance and knowledge of Sense and purpose of creativity and its practical application. If there are still deficits here, these can be overcome by coaching if necessary. However, a lot of things can be done by good team leadership.
For this, you should expressly demand creative solutions as well as provide the necessary framework conditions.
How do you make a team creative?
- that the team members not only accept, but also expect, innovation, creativity and creative solutions,
- that you see the team as an elite whose expertise and creativity are driving the company forward in local or international competition and depends on competitors,
- that new ideas and strategies developed by the team, if they are resilient, are rewarded, and lastly, that the statement "there is no solution" is not accepted.
As already mentioned, the prerequisite for this is that the members of the team all know what is meant when the term “creativity” is used.
Create creative framework conditions
In order for these demands to be implemented in terms of creativity, the appropriate framework conditions must be taken care of.
These aim above all to give the team as a whole and the individual members the courage to be creative and thus pave the way for them.
Checklist - you must pay attention
What do you need to consider when creating a team? Make sure of:
- a possibly casual, but absolutely respectful tone,
- flat hierarchies and an atmosphere in which everyone dares to freely and openly present his ideas,
- a strong team spirit, which recognizes success as well as setbacks primarily as a team issue,
- an unrestricted ideological competence, that is, each member is entitled to contribute ideas to topics beyond his core competences, and these are regarded as support for and not as an attack against the bearer of this core competency,
- new experiences that the team makes together (climbing park etc.).
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German edition: ISBN 9783965965232
English version: ISBN 9783965965218 (Translation notice)
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