Arno Kemp, People Executive at The Training Room Online, explains that when managing creative types in the workplace, it is important to focus on each individual’s skill, give creative freedom, and always make suggestions as opposed to imposing on the creative process. He continues that creative personalities are very different to non-creatives, and managers need to understand creative personality traits in order to manage them effectively. For example, if you have a designer who is a great communicator, focus on that strength and manage them by communicating with them.

Creatives are not “…your run of the mill workforce” and should not be treated as such…
Kemp reminds employers that often creatives have unique foibles like a creative dress sense – tattoos and funky hairstyles – and this is not a bad thing. He explains that the role of creatives in the workplace is completely different to the role of non-creatives, so the ways in which they are treated should differ accordingly. It is also sometimes as simple as asking your employees how they would like to receive feedback and criticism, says Kemp.

Senior managers need to understand how to collectively manage creatives…

Creative teams can make collective management difficult, says Kemp. Individuals can be communicated with and managed on an individual basis, but when there is a team of creatives like designers and animators – this process can become complicated. In this case, Kemp asserts that, “…it’s important to align senior managers in the business to your way of thinking and your approach to managing creatives.” Leaders of creative teams are often creatives themselves, so they understand how to manage “their own kind” says Kemp, but COOs and Operations Managers, for example, don’t always understand this. Kemp explains that it is very important to train your senior managers in this regard. Ultimately managers need to design different performance and appraisal tools for Creatives…

This article was originally published on Adlip.com

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