Point to the mountain – but don’t tell people how to climb
When Steve Jobs came back to Apple in 1997 he took his leaders on a retreat. On the final day he stood at the whiteboard and asked: “What are the ten things we’re going to do next?” His lieutenants fought to get their ideas on the board. As the discussion subsided, it displayed the list of ten. At this point Jobs crossed off seven. “We can only do three,” he explained. What he meant: we can only do three things brilliantly well (and better than the competition). Jobs obsession with focus has become the Apple motif. He once declared: “Simplicity is the ultimate sophistication.”
Focus should be a mantra for any business. But it’s particularly important for businesses plying their trade in knowledge and ideas. There’s precious little that’s tangible about a creative business: an office, some laptops and software, weightless intellectual property – and a group of creative, clever people. This imbues the business with an entrepreneurial spirit and a flexibility that’s exciting and full of potential. But agility presents an ever-present challenge: what to focus on – and what to say “no” to.
Creative people can do anything, and they often try. I call it the “Kid in a Sweetshop” Syndrome. Everything looks so appetising and interesting the business ends up doing too much. As a result what they deliver to customers is average. And they end up feeling a bit sick when they look at their profits – and the success of their rivals.
The key to offering focus is to be crystal-clear about:
- Purpose – Why you’re in business
- Values – What you believe in
- Focus – What you want to be famous for
- Vision – What your business will look, sound and feel like in the future
Paradoxically, once you have established clarity, you can empower your people with confidence. When Jobs found a person he trusted he offered latitude. He called his chief designer Jonathan Ive his “”spiritual partner” and organised Apple to offer him free rein. Creative leaders point to the mountain; but allow enormous freedom on how to climb it. By contrast, non-creative businesses offer the following prescription:
“First, put on your boots…
“Second, use the handy and detailed map provided by your line manager.”
“Third, lean your body weight forward and swing your right leg. You are now what we call ‘walking’.”
You get the picture.
In 2013, the advertising business Ogilvy & Mather became the first agency to be awarded over 100 Cannes Lions for creativity, while also winning its first ever Creative Effectiveness Award. The Ogilvy corporate culture is expressed like this: “We don’t like rigid pecking orders. We give our executives an extraordinary degree of independence, in the belief that freedom stimulates initiative. We dislike issuing orders; the best results are produced by men and women who don’t have to be told what to do.”
This blog is an early draft extract from my book being published by Pearson’s FT Publishing in 2014 . Its a clear and practical guide for leaders and managers on encouraging creativity and ideas in business. If you’re interested in buying a copy, or the accompanying workshop, do drop me an email.
All Rights Reserved, © Copyright Greg Orme 2013