<font color="#ff0000">Guest Article: </font> Vinay Kanchan: Leading in Creative AD

How does one lead a revolution, where the destinations are hazy at best, and no trusted model of corporate behaviour seems apparent?

After journeying through agrarian, industrial and knowledge phases, the economy has now entered an exciting new era, the age of ideation. But while companies hurriedly try to grapple with the transition from 'limited to unlimited' mentalities, those at the helm are faced with an interesting challenge. How does one lead a revolution, where the destinations are hazy at best, and no trusted model of corporate behaviour seems apparent?

The field of organizational creativity in itself is formally taking birth in our country. Not that the rest of the world is much further ahead. New rules are being written and fresh approaches are incessantly presenting themselves. Eventually though, as Morpheus would advise Neo, 'It's all about leaving your fears behind and taking a leap of faith.'

As organizations (would that be the right word to use anymore?) experiment with newer issues in this creative century, some important themes will recur. One needs to take notice of them, even if briefly, because they are milestones along an expedition into the unknown.

One 'rotten' apple might save the whole bunch

"No matter what he does, he will never amount to anything." These words could easily be those of any irate teacher, predicting the fortunes of his incorrigible student. But when the student in question turned out to be Albert Einstein, one wonders what the teacher would have had to say just a few years later.

In many ways, this episode reflects the human tendency to disregard and ostracize those who tend to think differently. These 'standard deviants' are classified as people most likely to be pushed out at the next appraisal. But they just might possess the different perspective one needs in companies that are ensconced in the routine. Taking a closer look at these individuals and ensuring that these dissenting voices have an audience, might just ensure a breakthrough in innovation. As Indians know well enough, under the right conditions, even infamous 'Valyas' can transform into venerated 'Valmikis'.

Crossing each other's path could just be the thing

One seemingly peculiar initiative, which was believed to have accelerated the rise of Athens as an intellectual powerhouse many moons ago, was the creation of public wells.

Peisistratos, the leader then, wisely inferred that this otherwise mundane ritual of drawing water, just by bringing people to a common point, might, through mere conversation, also irrigate the channels of the many minds involved.

Today, as companies grow larger and faces appear increasingly less familiar, there seems to be a need to recreate these moments for chance encounters. Having cross-departmental meetings perhaps does not capture the true spirit of this.

For it to be truly effective, this concept can never be forced. The engagement needs to be far more informal and agenda-less. Initiatives such as promoting sporting teams, book or movie clubs within the company might make for more evocative interaction. Even having subtle cues in the company elevator, which serve as conversation starters, could go a long way in the process of bringing up new ideas.

Unleashing the 'I' of the (corporate) storm

One of the reasons why Manchester United has thrived on the world stage over the last few years, was the license to 'do what you think best', given by Sir Alex Ferguson to the twinkle-toed talent of Cristiano Ronaldo. And football qualifies for the ultimate in team sport and disciplined group ethic.

It is hardly surprising that most of the wonder gadgets that enjoy fierce loyalty these days carry the 'i' prefix. These are the times, more than any other in history, where the importance of individual expression has come to the forefront. And while companies essentially entail a team dynamic, those that nurture individual needs will actually emerge as more fulfilling places to work, and will, subsequently, be much better at retaining talent.

Some companies have begun encouraging the use of a slice of official time towards personal projects. However, an interesting, basic step might be a culture shift in offices, towards the attitude that 'If one is really not busy, there is no need to pretend to be so'. Just not having to witness the furious typing on keyboards and the perpetually furrowed brows, whilst trundling along the corridors, might be reward enough.

Welcoming the 'unwanted' guests

The 'Medici effect' describes the mood in Renaissance Italy, where a wealthy nobleman patronized the presence of some of the richest, most diverse minds the world has ever seen. It is prudent to imagine that the works of Leonardo da Vinci, Michelangelo, Dante and the like had immense influence on each other, and subsequently, raised the bar for excellence.

A similar creative churn was witnessed in the early 20th century in Paris, where quantum physicists, writers, poets, painters, sculptors and philosophers rubbed shoulders and conjured up sparks of electric creativity, the likes of which have seldom been seen since.

Sometimes, an outside, random influence, especially one completely divergent from one's own field, is what is needed to embark on the next phase in innovation. Perhaps, this is the time to invite sports people, filmmakers, army personnel, scientists, anthropologists and so on, formally into the corporate fold. The diametrically different viewpoints that they would infuse might just ignite new initiatives and solutions. They could be provocateurs like the legendary Narad muni, whose strategic fleeting interventions made Indian mythology the mega blockbuster that it is.

Often, it requires an outsider to take the blinkers off our eyes and reveal the world for what it is, thereby inspiring action.

To lead or not to lead, when that is the question

An interesting aspect, which is revealed when Jay dies in Sholay, is the fact that while appearing to be the secondary character, he has subtly led Veeru all the way, courtesy the 'predictable' behaviour of his pet coin.

Herein lurks an interesting principle relevant to the new creative era -- the ability to lead without appearing to do so. Leadership today faces an interesting dichotomy -- a need to release control to actually gain it.

Modern-day business comprises such specialized intricacy over multiple domains that it's best to let the area-specific experts lead the internal conversation at relevant times, much like a well-oiled jazz band at play. This rotation of leadership also serves to motivate and enrich the team involved.

The official (designated) leader might find her company's interests best served by fostering such a process, acting as a silent orchestrator at times. She might find it hard to initially accept the inherent uncertainty involved in such methods, but could just be rewarded when better courses of action emerge.

Though if all else fails, she could always, like Jay, flip a coin to decide…

Eventually, as someone has said, creativity is a human adventure. Variance in the gene pool, just like creating better ecosystems, might have a spectacular influence on the economy as well. It has, thus, become all the more important, that those in leadership positions understand how to unleash the human potential that lies within their workplaces.

(The writer is an independent ideation consultant and trainer. He is also the author of the book 'The Madness Starts at 9').