{"product_id":"herding-tigers-isbn-9780735211711","title":"Herding Tigers","description":"\u003cb\u003eA practical handbook for every manager charged with leading teams to creative brilliance, from the author of \u003ci\u003eThe Accidental Creative\u003c\/i\u003e and \u003ci\u003eDie Empty\u003c\/i\u003e.\u003c\/b\u003e\u003cbr\u003e\u003cbr\u003eDoing the work and \u003ci\u003eleading\u003c\/i\u003e the work are very different things. When you make the transition from maker to manager, you give ownership of projects to your team even though you could do them yourself better and faster. You're juggling expectations from your manager, who wants consistent, predictable output from an inherently unpredictable creative process. And you're managing the pushback from your team of brilliant, headstrong, and possibly overqualified creatives.\u003cbr\u003e\u003cbr\u003eLeading talented, creative people requires a different skill set than the one many management books offer. As a consultant to creative companies, Todd Henry knows firsthand what prevents creative leaders from guiding their teams to success, and in Herding Tigers he provides a bold new blueprint to help you be the leader your team needs. Learn to lead by influence instead of control. Discover how to create a stable culture that empowers your team to take bold creative risks. And learn how to fight to protect the time, energy, and resources they need to do their best work.\u003cbr\u003e\u003cbr\u003eFull of stories and practical advice, Herding Tigers will give you the confidence and the skills to foster an environment where clients, management, and employees have a product they can be proud of and a process that works.\u003cb\u003eTodd Henry\u003c\/b\u003e teaches leaders and organizations how to establish practices that lead to everyday brilliance. He is the author of three books (\u003ci\u003eThe Accidental Creative\u003c\/i\u003e, \u003ci\u003eDie Empty\u003c\/i\u003e, and \u003ci\u003eLouder Than Words\u003c\/i\u003e) which have been translated into more than a dozen languages, and he speaks and consults across dozens of industries on creativity, leadership, and passion for work. Visit ToddHenry.com to learn more.Chapter 1\u003cbr\u003e\u003cbr\u003e \u003cbr\u003e\u003cbr\u003e What Creative People Need\u003cbr\u003e\u003cbr\u003e A company in which anyone is afraid to speak up, to differ, to be      daring and original, is closing the coffin door on itself.\u003cbr\u003e\u003cbr\u003e -Leo Burnett\u003cbr\u003e\u003cbr\u003e Principle: There are two things creative people need more than      anything else: stability and challenge.\u003cbr\u003e\u003cbr\u003e First, letÕs discharge the myths about creative people that      saturate the workplace. You may not think you believe any of them,      as you were probably the target of these same myths at some point      in your career, but itÕs easy to fall into the trap of      generalizing the people on your team when youÕre under pressure to      deliver results. YouÕve probably heard something like: ÒTheyÕre      just so difficult,Ó or ÒYou have to treat them soooo carefully,Ó      or ÒDonÕt bruise their precious egos.Ó\u003cbr\u003e\u003cbr\u003e Yes, there are certainly creative pros who regularly exhibit      behaviors that feed these myths. In fact, you might even work next      to someone who exhibits all of the behaviors I describe below. The      problem is, we often use the isolated behavior of a few      dysfunctional people to make broad assumptions about entire      groups. Further, the problem with many workplace stereotypes is      that they often point to symptoms rather than the core issues.\u003cbr\u003e\u003cbr\u003e Perhaps some creative people appear to be difficult because the      expectations for a project keep changing midstream, after they've      done a tremendous amount of conceptual work that will have to be      rehashed just to get back to the starting line.\u003cbr\u003e\u003cbr\u003e Is it possible that what comes across as ego is merely a response      to their craft's-which they've spent years mastering and      cultivating-being challenged at a moment's notice by someone who      has given their hard work a total of ten seconds of distracted      consideration before scrapping it?\u003cbr\u003e\u003cbr\u003e Much of the dysfunction and tension that exists in the workplace      is the result of highly creative people's needs not being met. If      you step back and examine the patterns, you'll find that a lot of      bad behavior occurs when there is poor or inattentive leadership.\u003cbr\u003e\u003cbr\u003e Five Myths about Creative People\u003cbr\u003e\u003cbr\u003e There are a handful of commonly held misunderstandings about      creative people that I regularly encounter when talking with      leaders. Like any stereotype, there are some elements of truth in      all of them, but they oversimplify reality and create a lot of      roadblocks to healthy collaboration. In addition, when you hold      any of these myths to be true, even subconsciously, it can affect      your ability to give your team what it truly needs from you.\u003cbr\u003e\u003cbr\u003e Myth 1: Creative people just want total freedom. I hear this all      the time from leaders who come from less traditionally \"creative\"      roles. There is a standing belief that creative people want to      remove all boundaries so that they can have a wide-open field to      play in. This perception is often the result of creative people on      their team having pushed back against overly constrictive      boundaries or challenged a direction with which they disagree, but      it's not indicative of what most creative people truly want or      need from their leadership.\u003cbr\u003e\u003cbr\u003e The truth is that creative people want boundaries. They crave      boundaries. A wide-open playing field is not helpful to the      creative process. Although it sounds strange to many people, the      most common complaint that I hear from creative people is that      they lack a predictable environment in which to do their work.      (More on that below.) They know that they need clearly defined      boundaries and resources so that they can focus on doing what they      do best.\u003cbr\u003e\u003cbr\u003e However, when forced to choose between being overly restricted and      completely free, creative people will choose freedom, which is not      always in their best interest. Thus, striking a healthy balance is      your role as the leader, and it's essential to good collaboration.\u003cbr\u003e\u003cbr\u003e Myth 2: Creative people care only about how \"cool\" the idea is.      Another persistent myth is that creative people aren't concerned      with the result, and they just want to work on something that      feels cool and edgy and lets them exercise their creative muscles.      This is also largely untrue. Most of the highly creative people I      encounter are professionals and are very concerned with results.      They understand that results equate to revenue, which equates to      more work (and an on-time mortgage payment).\u003cbr\u003e\u003cbr\u003e However, they also get frustrated when an obsession with      practicality means prematurely sacrificing creative possibility.      Settling quickly on the easiest and most apparent answer and then      moving straight to execution might seem like an efficient use of      resources, but it often means failing to bring the best thought      and effort to the project, which is demoralizing to the team. Over      time, this approach is a recipe for burnout and turnover, both of      which cost the organization dearly.\u003cbr\u003e\u003cbr\u003e Myth 3: Creative people lack analytical ability or business      acumen. I've heard the equivalent of \"Just focus on making things      look good, and let me worry about the strategy\" tossed out in a      meeting. Not in those words, of course, but the sentiment is still      there. The truth is that most creatives have a well-honed      analytical process, which is essential to their creative process.      It is often a circuitous one, analyzing many sides of the problem      at once, rather than the linear, straight-line analysis that many      strategists use. Consequently, it often yields insights that      others have overlooked.\u003cbr\u003e\u003cbr\u003e The kind of systems thinking that creative people provide is of      tremendous value to the organization and should be welcomed at the      table during strategic discussions. As we'll see in a later      chapter, inviting input into the process is also a way to      reinforce trust on your team.\u003cbr\u003e\u003cbr\u003e Myth 4: Creative people are either egomaniacs or completely      insecure. It's important to distinguish between actions and      traits. Yes, many creative people respond to a change in an      important project or to a difficult conversation by posturing or      leading with their egos. Some completely retreat into themselves      and need constant reassurance that they're on the right track.      However, don't think that this is how they would prefer things to      be. Many creative people have developed learned responses to      unhealthy organizational dynamics, and they are simply acting out      of self-protection.\u003cbr\u003e\u003cbr\u003e Again, this isn't always the case. I've run into some remarkable      egomaniacs out there, and there are some people who lack simple      self-confidence. However, more often than not these exhibitions      are an attempt to communicate that there is something they aren't      getting from you or the organization.\u003cbr\u003e\u003cbr\u003e Myth 5: Creative people tend to be flighty or flaky. One of the      common misconceptions about highly creative people is that they      are quick to jump ship when a more interesting idea comes along.      They will work hard until they are no longer interested, and then      they'll lose interest and phone it in so that they can work on the      idea they really like.\u003cbr\u003e\u003cbr\u003e The truth is that most highly creative people are extremely      committed to their craft or area of specialty, but they can      certainly be distractible if not led well. There is a method to      their madness, though, and because they tend to be more aware of      stimuli in the environment and tend to be able to make loose      connections between them more easily, they can quickly get off      track. This isn't a bug; it's a feature. This awareness and      ability to see patterns can be of tremendous benefit if it can be      channeled into the work that the organization values. However, you      need to do your job as a leader and regularly communicate your      values, the problem you're trying to solve, and the existing      constraints for the project so that the team understands its      parameters well.\u003cbr\u003e\u003cbr\u003e I realize that I have been painting with a broad brush. Are there      creative people who want total freedom? Of course. Are some flaky      and unable to focus? Sure. Are there creative people with      overinflated egos? You bet. However, holding these broad      stereotypes about creatives does more damage than good, and you      can't let them persist inside your organization. You need to fight      for and defend your team. Every creative pro is unique and will      have to be strategically and intentionally led, but there are a      few things that most of them need in order to thrive.\u003cbr\u003e\u003cbr\u003e What Creative People Need: Stability and Challenge\u003cbr\u003e\u003cbr\u003e As a leader, there are two key things that creative people need      from you more than anything else: stability and challenge.      Stability means that the environment around them is as predictable      as it can reasonably be so they can focus their creative instincts      on solving the actual problems the work presents instead of      wasting them trying to resolve the uncertainty of the work      environment. Challenge means that they are given the chance to      engage in work that stimulates them, allows them to grow, and      instills a sense of personal accomplishment.\u003cbr\u003e\u003cbr\u003e The Components of Stability\u003cbr\u003e\u003cbr\u003e To be clear, stability doesn't mean that there will never be      last-minute changes or unexpected curveballs. Of course that will      happen. You cannot predict client demands or organizational shifts      every time. However, your team needs to see that you are doing      your best to create an environment in which those distracting and      demoralizing shifts are kept to a minimum so that they can pour      themselves fully into their work. There are two key components of      stability that you should focus on, and that I'll be addressing in      various ways throughout the rest of the book: clarity and      protection.\u003cbr\u003e\u003cbr\u003e Clarity. Your team needs you to be clear about your expectations,      even when you are uncertain that they are the right ones, so that      they don't have to worry about rework or wasted time. Many leaders      waffle or get very unclear when they are uncertain because they      don't want to be wrong or they are trying to protect themselves.      This is the kiss of death in creative work, because ideas that      lack precision lack punch. They will wither and die. If you want      your team to do great work, you need to take the first risk by      giving it clear direction.\u003cbr\u003e\u003cbr\u003e Take Stephen, for example. He was a designer for a small creative      team. Because of the time-consuming nature of his work, even      slight changes to the direction of a project could mean hours of      rework, even though it didn't seem like a big deal to the      organization's leaders. However, the problem wasn't the changes;      it was the cavalier way in which they were made. It was typically      late in the project before leaders would make a subjective      decision about what they liked and what they didn't, which meant      that Stephen would have to come in early or stay over the weekend      to keep the project on track for delivery. Stephen came to resent      these changes; he wasn't angry because the decisions were made,      but because they were entirely avoidable if there had been more      diligence in setting clear expectations early in the process.      Instead, there was always a \"wait and see\" approach, and Stephen      was inevitably the one who paid the price. Over time, he lost his      passion for his work and would simply wait for his manager to tell      him what to do rather than putting much effort into the early      stages of the project. This meant, of course, that the team wasn't      getting the best out of him, and his own personal satisfaction      with his work plummeted. It was lose-lose.\u003cbr\u003e\u003cbr\u003e Even if Stephen's manager had given him clear direction from the      start, had worked to get buy-in from the organization's leaders at      key moments in the project timeline, and had fought to keep      everyone focused and invested throughout the process, it's still      possible the direction might have needed to change at some point.      However, Stephen wouldn't have felt devalued and taken for granted      and would likely still be a thriving member of the team. Clarity      about expectations and stability would have made a huge difference      in his experience and the quality of his work. Unfortunately for      the organization, Stephen has since taken his talents to a company      that better appreciates the unique challenges of creative work.\u003cbr\u003e\u003cbr\u003e Clarity also means providing your team a predictable space in      which to do its work. Creativity requires healthy, well-defined      boundaries. Unbounded freedom is not helpful, especially when      doing work that requires risk. Are there clear terms of      engagement, systems, processes, and principles for collaboration,      or are they perpetually shifting with the political winds of the      organization? Do you back up your words with actions, or is your      team constantly wondering when the other shoe will drop? Is it      clear what your words actually mean, or is there dissonance      between perception and reality?\u003cbr\u003e\u003cbr\u003e Finally, your team needs to know what you value, what that means      with regard to your expectations, and how that behavior will be      rewarded. There's nothing more demoralizing than spending weeks      working on what you believe to be a critical project only to      realize that it didn't really matter as much as you had originally      thought. Similarly, it's maddening to work hard and play by the      perceived rules of the team only to find out that the game was      rigged from the start, and you're never going to get the promotion      that was dangled in front of you.\u003cbr\u003e\u003cbr\u003e You want your team focusing on the uncertainty out there, not the      uncertainty within your own organization. Clarity allows team      members to have the mental bandwidth to do their job with      excellence.\u003cbr\u003e\u003cbr\u003e Protection. Stability is not just about clarity. I can yell to      you: \"Hey! I have a really clear view of a crouching lion that's      about to attack!\" while standing at a safe distance, but it      doesn't really help you. You also need my protection, which I am      in a unique position to provide because my point of view gives me      advance warning that you don't have. Your people need to know that      you have their back and that you will stand up for them when the      time comes. This means that you are willing to fend off needless      organizational demands and ensure that they have the time and      bandwidth to focus on doing their most important work. It also      means standing in the gap for their ideas and defending your team      instead of throwing people under the bus when things go awry.\u003cbr\u003e\u003cbr\u003e A young account manager told me that one of her managers always      spoke bravely in meetings about how he stands up for the team and      would empathize with what it had to go through because someone      higher up in the organization had changed his mind. All of those      brave words counted for nothing when one day she overheard him      casually blaming the team for a failure that was really his fault,      and she realized that his protective stance was just posturing. In      truth, he was selling out the team for the sake of his own career.\u003cbr\u003e\u003cbr\u003e If you want the team to take risks and do great work, people need      to know that you have their back. You have to stand up for them,      and you can never throw them under the bus. The quickest path to      irrelevance as a leader is to sell out your team one time. If you      do, you will never regain its trust.","brand":"Portfolio","offers":[{"title":"Default Title","offer_id":46299773141221,"sku":"NP9780735211711","price":28.0,"currency_code":"USD","in_stock":false}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/1842\/7735\/files\/9780735211711.jpg?v=1767728954","url":"https:\/\/k12savings.com\/products\/herding-tigers-isbn-9780735211711","provider":"K12savings","version":"1.0","type":"link"}