Nutshell: How to signal courageously

Signalling that we want a creative response to our ideas, rather than a default or analytical one, sets clear expectations and helps to prevent our teams from working at crossed purposes.

Traditionally, companies have tended to place more value on ideas that are ‘properly thought through’ than on those that occur in the moment – meaning that people can be reluctant to share any thoughts that are not yet fully formed.

At the same time, when someone does find the courage to voice a novel or fledgling concept, it can be pulled apart, shot down or crushed by the weight of analysis. This can result in potentially great ideas being lost forever instead of given wings and encouraged to fly.

We can help to counter this by signalling at the outset that we are seeking a creative response rather than an analytical one.

How signalling helps

 The basic idea behind signalling in the workplace is simple: if we let people know what we expect from them when sharing an idea, they will be better able to give us what we need in response to it. For example:

• “I have an idea; please help me identify the holes in it.” (analysis)

• “I have an idea and I need you to help me build on it.” (creativity)

To do this successfully, we need to determine which of the two approaches is required at any given moment. And this applies both to specific meetings and to the overall trajectory of the company. For example:

• “Are we in a place where we should be taking decisions and ‘getting on with it’?”

• “Should we be spending more time creatively exploring our options?”

Working more cohesively

A core benefit of better signalling is that it can help to prevent team members from working at crossed purposes.

For example, we’ve all been in meetings where we’ve felt frustrated, either by people who seem totally unable to be rational and get things done (cue frustrated analysts) or by those so eager for ‘action’ that they dismiss or shut down our ideas way too early (cue frustrated creatives).

That’s because most of us are naturally more analytical or naturally more creative, and if no one establishes what’s required of us, we’ll revert to type. Hence signalling expectations is one of the best ways to get everyone onto the same page, thereby avoiding potential conflict.

How to signal effectively

In their book Sticky Wisdom: How to Start a Creative Revolution at Work, co-authors Dave Allan, Matt Kingdon, Kris Murrin and Daz Rudkin set out a three-part formula for signalling the need for a creative response: Tune in + choose to act + propose a response.

Tuning in… means recognising there’s an issue:

“Our project has hit a brick wall…”

Choosing to act… means recognising there’s an issue and deciding to do something about it:

“Our project has hit a brick wall and I’ve got an idea of how to unstick us…”

Proposing a response… means recognising there’s an issue, deciding to do something about it and inviting creative collaboration:

“Our project has hit a brick wall and I’ve got an idea of how to unstick us. It’s a bit of a wild idea, so I’d love to hear how you could work with me on it. Is now a good time to talk? Or should we chat when you’re less busy – maybe grab a coffee later?”

Signalling by meeting place

The mention of ‘a coffee’ matters here, as it not only acknowledges that the person might be busy now (and in ‘analytical mode’) but also signals the more creative approach typically associated with less-formal environments, such as coffee shops.

There’s a reason why advertising agencies have ping-pong tables and bars, Microsoft calls its headquarters a ‘campus’, and the largest biomedical facility in Europe – the Francis Crick Institute – was built to break down silos and encourage inter-disciplinary collaboration.

These environments are all designed to nurture and support creativity, something that many traditional box-like, strip-lit, carpet-tiled office spaces fail to signal.

Signalling by meeting type

 Of course, some meeting types also signal the nature of the response that is likely to be called for. It’s easy to gauge that a ‘brainstorm’ is likely to be more idea-friendly than a status meeting.

In these already more creative settings, we can still use signals to guide the conversation, such as to ensure that ideas already on the table are fully developed, rather than being dismissed too soon. For example:

“What do we like about this idea?”; “Let’s stick with this idea for a minute; can we improve it?”; “Let’s all give this one final push.”

Other types of meeting may require us to be both analytical and creative, in which case it may help to break things down and clearly explain what is needed in each section. For example:

“I’ll cover the facts first and you can ask me any questions straight after (analysis). Then we’ll move on to some new ideas that I’d really like your help to improve (creativity).”

Similarly, as leaders, we won’t just be sharing our own ideas. Our colleagues and team members will also ask for our input on their ideas. In which case, we should prompt them to signal what type of response they need from us. For example:

“Are you asking me for a critical evaluation of your idea, or do you want me to help you build on it and, if necessary, find some alternatives?”

Developing our signalling language

 While it might feel a little bit strange at first, adopting a ‘running commentary’ style can help us to keep the need for signalling front of mind. For example, we might find ourselves saying:

“I’m not sure where this idea is heading, but…”

Hearing our own thoughts out loud can also help with course correction from default analytical to consciously creative mode. For example:

“This isn’t a build on what you just said… [realisation]… but if I were to build on that idea, then my thoughts are…” [course correction]

It sounds simple, and – when we’re focused on it – it is simple. However, it’s hard to apply this way of speaking routinely. That’s because we all have habits that are deeply entrenched and one of those is to leap in with our own ideas instead of listening and building.

The key is to keep practising until signalling becomes part of our new default setting.

By modelling this behaviour, we’ll not only improve our own interactions with others but also help to build a signalling culture, which will encourage our team members to break out of their comfort zones too.

Having the courage of our convictions

Just as some businesses prefer tried-and-tested thinking, others unwittingly curtail creativity with a culture of risk analysis, risk management and risk avoidance. No wonder people feel safer staying quiet. So, as well as signalling that ideas are welcomed, we need to give our people the courage to express their creativity, because sharing our ideas is often horribly exposing.

In the words of Coco Chanel: “The most courageous act is still to think for yourself. Aloud.”

Having a culture where off-the-wall thinking is unwelcome is often cited by businesspeople as one of the main barriers to bravery. This matters, because people who feel that they must constantly hold back or monitor their ideas for ‘acceptability’ will inevitably end up feeling unexcited about their roles – and even like they’re in the wrong job.

Here are five ways to help us build braver teams and to show our people that they are actively invited to come out of their comfort zones:

1. Show our own struggle.

2. Visualise a positive outcome.

3. Beware the self-defeating narrative.

4. Nurture a supportive culture.

5. Be brave in the small things.

Show our own struggle

 The biggest idiots we meet in life are the ones who think they know it all. It’s ok to be fallible. And it’s ok to feel a smidgeon of fear when we share our ideas, because they’re so personal. So, just like we can signal the response we want, we can also signal our own struggle. For example:

“I’m not sure about this, but…”; “I am feeling a bit stuck; however…”; “This may sound bonkers, but…”

It shows our team members that we’re human and that they can be human too. Plus unless we show our unfinished ideas, what room is there for other people’s creativity?

Visualise a positive outcome

 Building up a picture of how we want things to be not only establishes a destination but also helps us to identify the various routes that might get us there.

Starting a meeting with a vision of how we’d all like to feel at the end of the day – in this example, energised and with a ton of exciting ideas in the bag – might help our team members to realise what types of things will have been introduced and explored in order to reach that point.

It’s the kind of approach sports coaches use to motivate their athletes. And scientists have concluded that the brain responds extremely well to scenarios involving mental visualisation. For example, when athletes imagine performing a particular skill, their muscles fire in exactly the same sequence as they would if they were actually performing it.

While a running commentary can be useful when it comes to signalling, we must be mindful not to perpetuate negative self-perceptions. If a team member’s running commentary is “I’m just not creative…”, then this becomes a self-fulfilling prophecy.

In such a case, we might encourage our team members to develop a more positive narrative by asking them to imagine that they are wrapped in a cloak of the words they use to describe themselves.

Narrative is certainly powerful. For example, Eric Peacock, the successful entrepreneur who helped to turn around Babygro, ensures that the companies he invests in have a ‘Learning Account’ for all expenditure that intended but failed to drive growth. This is reviewed by senior managers for its learning value, and that learning is then cascaded through the company. Yet, how would this look if it were called a ‘Failure Account’?

If we want bravery and off-the-wall thinking, we must welcome it (through signalling) and also support and celebrate courage when we see it. We must also be mindful not to perpetuate the lone hero stereotype. More often than not, great ideas are built by teams who pick up the “what if…?” and run with it.

We also need to show our team that being brave doesn’t just apply to the big bold decisions, but to the smaller things too. For example, we must have the courage to do everyday things such as giving honest feedback, even when it’s not what people want to hear and it would be easier all round to just let things ride.

Equipping colleagues with courage

 In summary, then, just as we’d never change lanes in a car without first signalling what we need from other drivers, we should let people know what we expect from them in response to our ideas.

And we should encourage others to signal to us in a similar way. We also need to equip our fellow travellers with the courage to take to the open road, not always knowing what direction they’re heading in, but with the confidence that together we will find the way.

Test your understanding

• Explain Allan et al's three-part formula for signalling the need for a creative response.

• Outline five ways in which we can help to build braver teams that feel able to signal courageously in this way.

What does this mean for you?

• Practise signalling when suggesting ideas and consider how this affects the responses you receive.