Development and Corporate Objectives


Development activities ought to reflect the situation and circumstances of a company, its business objectives and its key priorities. For example, there is little point in a company building hypothetical team skills without addressing the following:

  • The purpose of the team. For example, a bid team might require specific bidding skills such as defining value in customer terms.
  • Where team members are located. People in virtual teams may be widely scattered and they may need special training.
  • The role of groups and teams in the management of change, the management culture and management style must be supportive.
  • The clarity of the goals given to teams, and the relevance of their priorities to business objectives. People need to understand the broad boundaries within which they operate in terms of goals and priorities.
  • The discretion given to teams, and the extent to which people are given the required freedom to act.
  • The commitment of senior management to team work, and especially cross-functional and inter-organizational team work. They must be dedicated to ensuring that decisions are taken as close to the customer as possible, and people are enabled to do what is necessary to add value for customers.
  • Prevailing attitudes, such as the extent to which people feel part of teams. Empowered team work should be pervasive, rather than the isolated experiment.
  • The management cadre. Managers should counsel and coach, value diversity, and foster and encourage teamwork, collaborative activities, self-development and group learning.
  • How open people are, and the degree of trust and confidence they have. People need to feel they are able to take initiatives without being paralyzed by fear of the consequences.
  • Existing performance within teams, the tools shared within teams, and the approaches and support in terms of technology and process available to them. For example, there should be relatively open access to relevant information.
  • Rewards and performance management. This should be supportive of, and should recognize, team work, the acquisition of team skills and the exhibiting of role-model behavior.

My Consultancy–Asif J. Mir – Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please visit www.asifjmir.com, Lectures, Line of Sight

Characteristics of Managerial Creativity


The creative manager must be a creative human and an effective manager. He/she tends to be characterized by following group of traits:

1) Hunger for knowing curiosity, constant questioning; strong interest in stimulating ideas, theories, and philosophies, always wanting to know the ‘how’ and ‘why of things; strong interest in trying to understand people’s motives and behavior.

2) Sensitivity responsiveness to literature, arts and other fine and delicate things; interest in meeting interesting and sensitive persons; empathy for the suffering; responsiveness to beauty and elegance.

3) Complexity intuitively finding correct solutions; being a visionary; having odd, even conflicting ideas; moodiness.

4) Venturing calculated risk-taking; preference for starting own ventures; aiming big; striking out in one’s own.

5) Independence and courage questions the status quo or established order; sticking to core convictions; listens to experts but makes up own mind; clear and forceful assertion of feelings and viewpoints.

6) Reality contact initiative taking in finding out operating constraints; confidence in managing crisis; quick adjustment to new challenges and information; grip on reality despite fantasying.

7) Self-sufficiency absorbed in challenging tasks; confident in operating in alien situations; tendency to take on tough tasks; persistence in getting ventures accomplished.

The creative manager operates in a fairly tightly regulated system in which creativity failures may be penalized; creativity needs to be directed towards organizational requirements; almost all creative initiatives require approval from superiors and acceptance by colleagues and subordinates to succeed; the cynical need to be won over; opposition of vested interests to these initiatives needs to be neutralized; dedicated teams need to be developed to execute creative initiatives; creative initiatives need to confirm to evaluate and control mechanisms of the organization; changes and creative initiatives need to be synergized for maximum impact—so on and on.

My Consultancy–Asif J. Mir – Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please contact www.asifjmir.com, Line of Sight