10 Tips for Managing a Creative Enviroment – SXSW 2008

10 Tips for Managing a Creative Environment – SXSW 2008
Brain Mason & Sarah Nelson from Adaptive Path

Image by Deneyterrio

Brain Mason was an actor 20 years ago in NY. His path helped influence management.

How to get people to do there best work is what he will discuss in today’s panel – “10 tips for managing a creative environment”.

Sarah Nelson is a photographer and an artist. She has seeked out for clarity and structure which is what has prompted her to develop”10 tips for Managing a creative environment”.

6 Organizations observed for research of the management within creative environments:

1. The Neo-Futurist – Chicago based Theater Company. They write plays. They want a cohesiveness for there groups.
2. Orchestra – They have to turn around concerts every week. There are about 100 people that must work together. They are highly stabled and loyal.
3. The Job Factory – Produces movies with no real structure.
4. Steppenwolf – Who’s who of televisions movie actors.
5. Avenue Q – Broadway Musical starting puppets
6. Web Techniques/New Architects – help people express themselves

Principles to manage creative environments that help to deal with management issues:

1. Cross train the entire team– gives administrative assignments to all. Expose them to other areas of the spectrum in the work place. Play multiple rolls. Teaches you possibilities for what could exist.
2. Rotate Creative Leadership – Let them play creative director and project manager.
3. Actively Turn the Corner – Period of Divergence and a period of convergence. The divergent period is the creative period. Unlock thinking, no bad ideas… Turn the corner at the same time. Convergence is the production phase. Know when the divergence period is over. Physical breaks actually help to migrate into convergence when designing.
4. Know your roles – Know what to do once you turn into the convergence (production) phase. Know what part you play and when you need to play it.
   (At Schipul it is usually everyone’s job so I think balls get dropped in the convergence phase.)
5. Practice, Practice, practice – In crunch time, know what is supposed to happen is going to happen. Be prepared for stress. Look for opportunities to practice. Make sure it is the right time for the team to work together. (Not in a restaurant kitchen on a Friday night).
6. Makes sure everyone knows the mission – The group needs to know exactly what the mission it. Mission statements are good. Live them. Clearly state values.
7. Killing your darlings – Know what is good but when to use it and when not too. Do this respectfully. Some people take this as kicking babies down. Vote on it. What is the first reaction of the presentation? Eliminate without debate if possible. If there is a middle ground spend time talking about it.
8. Leadership is a circus – When successful it is ULTIMATE! Good leaders take someone’s words and ideas and help them share them with the world. View yourself as the facilitator. Give people space to do their work.
9. Generate project around – What is the relationship between project and the project manager? If you are working on something you want to work on, you will do better. If you are working doing something you love, money will follow. Give people challenges. Keep them engaged.
10. Remember your Audience – kitchen segment their audiences into new dinners and regulars. Then they cater to each positively.
11. Celebrate failure – Make sure people know that it is okay to fail. In successful projects, discuss what went wrong. Have an after party, What worked, what didn’t and what went well. Don’t ever blame screw-ups on people.

This panel was great because it was very organized. Thanks Brain Mason and Sarah Nelson!!!