BUILDING, ORGANIZING, AND EMPOWERING CREATIVE TEAMS

I've led teams, I've scaled teams, I've seen the impact growth has on creative cultures, and I've learned a thing or two about how to navigate the unique challenges and opportunities in such environments. I believe there are multiple versions of each one of us, and I have had the fortune to work with some of the most talented people in the world, helping them bring all of themselves to work, and leverage who they uniquely are in that context.

CREATIVE CAPACITY
Find talent
​Grow talent
Retain talent
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Amongst many, some of my go-to best practices:
When hiring:
What is the composition of the existing team?
​What skills or personality traits could further complement and augment the team's performance?
​Should a position be filled internally or externally?

When scaling capabilities or teams:
​Nurture talent and help people excel in their pursuits be it career wise or on a personal level. Keep people engaged, inspired, and challenged. Have a clear approach to how things are done. Continuously challenge and improve that approach.
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Where to look:
Maintain relationships with schools and stay close to emerging talent. Keep an eye out for rising stars within the organization.

​Motivation:
Celebrate successes and always make sure credit is shared with those who have contributed to success.
Model desired behavior and be an example, particularly in challenging situations.
Collaborate across the organization to make sure the work environment is desirable. Make it fun!​

Case study:
CREATIVE CULTURE
When you are in the talent business.

What:
Despite business success, Teague's employee engagement and morale was declining, and some of the company's most talented contributors were heading for the door. I was selected by Teague's CEO to look into matters and develop a process as well as recommendations for how to get Teague's culture back on track. 

​How:

• Met with CEO on a regular basis to share progress and get feedback.
• Met with employees of varying degrees of seniority from all sorts of departments.
• Collaborated with VP of People and Engagement to come up with a framework and an implementation strategy.
• ​Communicated findings and detailed recommendations company-wide in several in-person sessions.

Insights:
Even though Teague was led by individuals who were designers by training, there wasn't enough focus on creativity and content at the top of the company. Fast growth and organically developed, centralized decision-making resulted in too much red tape and frustration by all. Teague's talent was looking to have a stronger voice and being able to help the company succeed.

Outcomes: 

• ​New role established to allow for creative representation on Senior Leadership Team.
• Commitment to invest in creative leadership and funding to establish a group of creative directors company-wide.
• ​Operational adjustment to empower functional leaders to access funding and have more agency in how they run their teams.
• Revised hiring practice to streamline talent onboarding.
• Adjustments of who had visibility. Empowered employees to have a stronger voice and the ability to represent their work, passions, and interests.
• ​Streamlining of internal team engagement processes to make sure stakeholders were involved at the right level at the right time.
• ​Development of clear organizational and project specific roles and responsibilities.
• ​Clear definition of career paths and personnel growth.​

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