We work for the people that work for us
The difference between a leader and a boss
I have really high expectations of myself. And of other people.
I was an only child. I have a few, very distinct, memories that in hindsight really define only child-ness.
Here’s one: One day, a kid came over to play. We played a game, like Sorry or Clue or one of those classic Parker Brothers games.
I think we were 9 or 10.
The kid didn’t really understand the rules. Or maybe he did but he didn’t want to follow them.
And it pissed me off.
I got so frustrated with him not doing it “right” that he eventually left crying. It’s not always easy making friends when you’re an only child.
Now I am a partner of a design & branding studio in San Francisco. And I still have really high expectations of myself, and everyone who works here.
And that’s really important. It’s also still really, really frustrating to me when people don’t meet those expectations. But luckily I’ve gotten older and (somewhat) more mature and I’ve learned a few things about how to work together with people to achieve a common goal. Here are three of those things:
1. Success or failure in our business is primarily dependent on the people we surround ourselves with. Talent (plus effort) is the differentiator.
2. You need to create an environment that encourages those unique, varied and talented individuals to do their best work. This is culture, and a much bigger topic. In short, you need to inspire people, give them the tools they need, provide guidance, give them freedom and responsibility, and then support them when things don’t go exactly right.
3. You need to provide the kind of work that inspires those people. I feel an insane amount of responsibility to do that. There is nothing worse than trying to rationalize why a project has “great potential” to a really talented designer, when you both know in your gut that it actually doesn’t.
This is the goal– a group of talented people, working in an environment that encourages them to do great work, on projects that inspire them.
This is the goal– a group of talented people, working in an environment that encourages them to do great work, on projects that inspire them.
If you can make this happen, then as a leader you really only have to provide two more things– clear expectations and support or mentorship along the way. You should never have to tell anyone how to do their job, or even worse do their job for them. Or get frustrated because they aren’t doing it “right”.
What I have learned above all else is that we work for the people that work for us. This mindset is the difference between a leader and a boss. Go get amazing projects for people to work on. Set goals and expectations upfront. Give talented people freedom to figure things out. Take the time to learn about and fully understand them. Help and support them when things aren’t going as planned. Sometimes, let people fail a little bit. A little bit. (You do have high expectations after all).
What I have learned above all else is that we work for the people that work for us. This mindset is the difference between a leader and a boss.
Be an enabler of creative people. If you do this leadership thing right, there’s absolutely no reason to get frustrated when someone isn’t doing things “right”. Because if they aren’t, it’s your fault. And if you do get frustrated with them, you’re behaving exactly like I did when I was 9 or 10.
About me: I’m a Partner/Creative Director at Teak in San Francisco. I’m from Colorado, moved to Chicago for 8 years then settled down in San Anselmo, California (the birthplace of mountain biking) with my wife to raise two amazing kids. I’m a huge fan of the Chicago Cubs, Denver Broncos and Peet’s Coffee.
