Creative Reaction

There’s a thought-provoking post over at Harvard Business Publishing, entitled Why It’s Not Selfish To Take Care of Yourself, which happens to be a great follow-up to yesterday’s post.

Perhaps the reason it resonates with me is that I need reminders to implement this kind of advice in my life. As a husband, father of five, homeowner, business owner and church member, I have my fair share of responsibilities. Add to that a multi-generational “martyr complex” in my family (”willful suffering in the name of love or duty”) and its easy to understand why I feel guilty about sitting and watching a movie or a football game.

I would imagine many business owners and entrepreneurs face similar challenges - that of overextending themselves for the sake of several good things, and yet to the detriment of all. (This should not be confused with actual selfishness - ”placing one’s own needs or desires above the needs or desires of others”)

Quoting the post, “if you don’t take care of yourself then you can’t really serve those who depend on you.” ”While it might seem noble in the short run to sacrifice the needs you have to cultivate your mind, body, and spirit, over time it’s a recipe for burnout.”

“The key is to very specifically identify how, by better meeting the expectations you have for enhancing your mind, your body, and your spirit, you are indeed making things better at work, at home, and in the community.”

So I dedicate this final thought to myself as I try to squeeze 20 hours of studying for a certification exam into my week:

“What have you done recently to take better care of yourself and strengthen your ability to perform well in the other parts of your life? In these stressful times, it’s more important than ever that we all do so.”

37Signals had an excellent post last Spring entitled Sleep Deprivation is not a Badge of Honor, in which David speaks frankly to recovering workaholics (myself included). His apt analogy equates “borrowing” sleep with borrowing money from a loan shark; you pay a high interest rate with high stakes.

The costs of not getting a healthy amount of sleep include:

• Stubbornness
• Lack of creativity
• Diminished morale
• Irritability

I would dare say this is rampant problem. In fact, creative people tend to brag about how little sleep they got (along with other aspects of the previous evening’s exploits). This is clearly to the detriment of business and creativity.

Managers and owners, adequate rest is all the more vital for us! We must be “always on”. Being well-rested enables us to be agile, keep a healthy perspective, be able to make decisions quickly, and have the emotional energy to inspire others. Our employees depend on us.

Aside from strongly encouraging (and allowing!) employees to get healthy amounts of sleep, and leading by example, is there more that we can do? Do we have a “napping” policy and the means to accommodate napping? Do we downplay the “masochistic sense of honor about sleep deprivation” in our offices? Do we manage our businesses in a way to allow our employees to “have lives”, being able to spend time with their families, be involved in creative endeavors, volunteer their time and/or spend time outdoors, perhaps by shortening the work week?

We owe it to ourselves and our employees. (And our employees should give their best to us and each other.)

The romantic notion of being a creative recluse in a cabin by a lake in the woods is far from the day-to-day reality of a collaborative creative business. Time management as well as the “management” of interpersonal relationships is an integral part of work.

Making Time to Make by Merlin Mann of 43Folders deals with exactly these concerns from the creative person’s perspective. We’re going to repurpose Merlin’s article to take a look at meeting creatives’ needs from a managerial perspective.

One of the keys to productivity is making a conscious choice to determine the most important thing to be working on at any given time. Of course, this choice alone is not enough; structures and conditions must be present to shelter creatives from distractions and the office environment must be conducive to creativity. Ultimately, it is up to managers to ensure these conditions are present.

Merlin’s article is primarily about interactions with people and determining what is appropriate; specifically, interacting with people “enough”, yet not so much that work is inhibited. It asks a series of questions (and I’ve added a few of my own) to optimize both work and creative output.

Environment/Conditions:

• What kind of environment does my talent need to do its best work? The needs may change depending upon personalities, moods, energy, and even the time of day.
• What can I change today to protect that environment for extended blocks of time?
• How much busy work is expected of the creatives? Meetings? Paperwork?
• Does the busy work support the creative work by optimizing blocks of time or inhibit it?
• Can you assist with the busy work or hire an assistant to do this for the creatives?

Time to Create:

• How can we allow our creatives to be “unavailable” for blocks of time?
• How can we keep interruptions away from them?
• Can we shield them from phone calls, e-mail, IMs, and meetings?
• How can we structure work schedules to allow blocks of time to work?

We need the entire company as well as clients and collaborative third-parties to understand the reasoning for this.

Finally, creatives need to be trained to be social and yet stay on task. “Creative breaks” such as foosball or video games are healthy in small doses.

• Which kinds of interaction with clients and co-workers are necessary?
• Can we encourage mealtime interaction?
• Do co-workers make unnecessary demands on your creatives’ attention?
• Can we run interference if need be?

We may need to be the bad guy for them. Enforce a kind of elitism where you help shape interaction to focus on the bigger picture, whether that be the current project, client service, or long-term career decisions. Some requests for attention do not even deserve a response.

Ultimately, this is about keeping perspective. Creatives’ ideas are our company’s products; they’re often the primary source of income. Everything that gets in the way of ideas is a waste of precious talent, so let’s allow creativity to flourish!

Author and keynote speaker Stephen Shapiro had his BlackBerry stolen in Malaysia at the beginning of a three week trip and has been detailing his “withdrawal”. In Stay Connected by Disconnecting he explains the difficulties involved and in CrackBerry Addiction he has had 24 hours to contemplate his dilemma, and decided that periods of “disconnection” are healthy, as they “should improve your productivity, increase your ability to stay focused, enhance your relationships, and reduce your stress”.

USA Today had an article Monday on Utah’s efforts to transition its state employees to a four-day work week. Utah has numerous reasons for doing this, largely centered on the state saving money. While the governor says it will also improve customer service, he admits state residents will have to adjust to the Monday through Thursday schedule, albeit with longer hours, and while the employees will soon have Fridays off, little is said about the impact this will have on working parents, who likely will see even less of their children on workdays. I’m not sure the trade-off is a good one as a longer work day may be less productive.

Contrast this to 37Signals’ four-day work week, which I blogged about here, which endeavors to not only allow employees to have Fridays off, but also be more productive within the shortened work week. Now that’s ideal. Of course, we’ll have to decide for ourselves what’s best for our departments and businesses.