DL2022 Naomi Schofield - Leading creative teams into the new normal

Many of us have taken for granted the ability of our teams to show up for work with energy, positivity and a willingness to jump into a room with several other humans for days at a time to swarm on a design challenge.

This is not true anymore. Leading design teams in the context of ‘the new normal’ (hybrid teams, fully remote, new resilience challenges) requires us to really understand the principles of design thinking, while re-evaluating some of the practices.

In doing this, I have seen an opportunity for deeper empathy, more global collaboration, and found new ways to foster creativity to add to our toolkit of in-person methods.

Transcript

1. Leading creative teams into the new normal Naomi Schofield GM Design Xero
2. Atomic Physics PhD Lean/agile consultant Product strategy Project and Program Management Design MBA
4. REALITY NEED HYPE LEADERSHIP
5. REALITY NEED HYPE LEADERSHIP
6. REALITY NEED HYPE LEADERSHIP
7. REALITY NEED HYPE LEADERSHIP
8. The hype
9. The hype Increased focus Fewer barriers
10. The hype COVID-19: A Boon or a Bane for Creativity? Mercier et al. 2021
11. The hype Tired manager Just trying to concentrate for more than 3 minutes at a time I couldn’t be more thrilled to share an exciting update with you all...
12. The reality Low mood and poor performance. Can’t concentrate. Unmanaged and prioritised physical health concerns Fear of leaving home because of unvaccinated children Concerned for aging parents
13. The reality The world happiness report, Chapter 7, 2021 Feb Mar Apr Happiness for UK workers across 2021 May Jun Jul Aug Jan Sept Oct Nov Dec 20% 30% 40% 50% 60% 1st lockdown 2nd lockdown Feeling happy? White collar Blue collar
14. The reality 58% are concerned about their personal health and wellbeing Reproduced from Xero’s Changing world of work report, 2022 64% 58% 37% 30% 26% 24% 19% 19% 18% Work-life balance Staff morale and productivity Personal health and wellbeing Job security Overwork/ longer working hours Being underpaid Job loss Having the right skills for the workforce Unfair compensation Changing values
15. The reality Our teams • Periods of unemployment • Financial stress • Tired, potentially grieving • Trauma recovery • Reduced social connection Our workplaces • Hybrid • Disconnected • Gone altogether? • Sparse/lonely • More flexible and balanced
16. REALITY NEED HYPE Exceptional conditions for creative potential Adjusting to changed conditions for flourishing
17. 20% 40% 60% 80% Reproduced from McKinsey, Innovation in a crisis: Why it is more critical than ever Pre-crisis normal June 2020 Communication services Healthcare systems/ services Consumer packaged goods Financial services Industrial Pharma and medical supplies Retail Basic materials The need Innovation as a top two priority
18. 2007 2008 2009 2010 2011 2012 2013 Normalised market capitalisation 2009 financial crisis Crisis recovery Through crisis innovators* S&P 500 10% 30% From McKinsey, Innovation in a crisis: Why it is more critical than ever *Fast Company World’s 50 Most Innovative Companies The need Innovation as competitive advantage
19. Organisations are: Stabilising their core business Pursuing known opportunities Waiting for more certainty Conserving cash and minimising risk The need
20. Stabilising their core business When they should be…. Pursuing known opportunities Waiting for more certainty Conserving cash and minimising risk Adapting the core to meet changing needs Identifying new opportunity areas Building a foundation for post-crisis growth Re-evaluating the innovation portfolio The need
21. REALITY NEED HYPE Exceptional conditions for creative potential Adjusting to changed conditions for flourishing Reduced investment in innovation LEADERSHIP
23. Sick family member at home, bad nights sleep, bad internet Chronic depression, trauma, grief Financial distress, grief, period of low self worth Permanent Temporary Situational
24. 24 What sort of leader do you want to be? Has your recent experience changed that?
25. Leadership Empathy The drivers of workplace well-being have remained constant. 61% Of people with highly empathetic senior leaders report often or always being innovative at work, compared to only 13% of people with less empathetic leaders** 0 2 4 6 8 Effect on happiness at work Achieve Purpose Learn Paid fair Manager Support Inclusive Appreciate Flexibility Trust Belonging Dec 2019 June 2020 **Van Bommel, T. (2021). The power of empathy in times of crisis and beyond. Catalyst.
26. Leadership Don’t replicate
27. Leadership Time well spent Focus time Meetings Digital hygiene Prioritisation
28. Leadership Credit: Erin Casali @folletto Async by default
30. Leadership Money today? Money tomorrow? No Yes No Yes Question marks Stars Pets Cows The questions every board asks
31. What methods could you try for ‘just a week’ What sort of leader do you want to be? How well are you using your empathy muscle? What influencing conversations might you need to have?
32. Thank you