When a group does creative work, a large body of research shows that the more that authority figures hang around, the more questions they ask, and especially the more feedback they give their people, the less creative the work will be. Why? Because doing creative work entails constant setbacks and failure, and people want to succeed when the boss is watching.
(h/t David Jackson in When management stifles creativity)
“No” is not a complete answer; a complete answer is, “yes, if only we had <fill in the blank>”. You’d be amazed how often simply stating what would make things easier can do… for relationships, for earning trust, for identifying root issues, and most importantly for driving innovation.
Ben Foster in What’s the recipe for invention?
(h/t David Jackson in How to develop a culture of yes)
While celebrating wins is hard but important, I know from personal experience that founders can be particularly bad at it. How LinkedIn CEO Jeff Weiner runs staff meetings was helpful: Weiner also kicks off these weekly staff meetings a bit unconventionally with “wins.” Before delving into metrics or the business at hand, he goes around the room and asks each of his direct reports to share one personal victory and one professional achievement from the previous week.
David Jackson in Celebrating wins starts with staff meetings
At work, make time to connect with others as people. Do what you say you’re going to do. Make it bigger than your wants. Acknowledge the positives, not just the problems. Criticize ideas, not people. Be visibly and sincerely enthusiastic. Looks for ways to allow others to contribute. Don’t let your expertise make others feel inferior.
David Jackson in Ideas spread inside a company due to positive energy; 8 ways to increase it