Evolving a Creative Workplace: Step 6

Written by: Sandy Greene

In this series, I’ve been using an organic garden analogy to describe how we’ve grown Intuitive Company sevenfold over the past five years. In previous installments I gave advice on how to prepare your organization for growth, and what it means to plant the right people into the mix, water and add fertilizer to encourage success, and then till and experiment to continue pushing yourselves.

Now comes time for observing and protecting. We’ve been thrilled to watch Intuitive Company grow and thrive, but we keep on the lookout for issues. Sometimes we need to provide cover for employees, be it by managing schedule conflicts or addressing tension with clients so that nothing escalates to a boiling point.

Protect and observe

One reason we’re able to do this goes back to our open environment. We’re aware of what’s going on with each project, as well as what may be going on personally with some staff members. This awareness allows us to act preemptively rather than defensively when we sense a deliverable or client or employee relationship might be on the verge of taking a wrong turn.

Problems will still arise every once in a while, but they aren’t showstoppers because of our vigilant observing. For example, if any employees are not performing as well as we know they could, we’ll revise their roles to better fit their likes and skill sets. This results in both happier employees and happier co-workers.

The staff often rallies together to tackle issues as well. We empower everyone to solve their own problems; being design-minded, solving complex issues is already their forte. Resourcing is a good example of this. When someone has free time, they proactively let their peers know in case another project could use a hand. Conversely, when someone needs help, they’re not afraid to ask. It bears repeating that none of this would be possible without the open culture we’d established upfront.

When your team or company has been succeeding, it’s time to take a step back, see what you notice, and make any necessary tweaks.

Ask yourself these questions during the observing and protecting phase:

  • Do you have a good sense of how each project team is doing?
  • Could someone use a break? Is there a better way to distribute the workload?
  • How often do issues arise, and could they have been avoided?
  • How are problems solved, and could more responsibility be given to employees to work things out on their own?

Stay tuned for Step 7: Picking!

Illustration by Ruslan Khaydarov.

Sandy Greene

Sandy Greene

Sandy has been Intuitive Company’s Creative Director since our humble beginnings and is a constant driving force of quality and innovation. Sandy previously was the Interface Design Director for Chase and directed the team responsible for all Chase public marketing and secure banking online experiences. Having graduated in 1989 from Carnegie Mellon University with a BFA and focus on Interaction Design, he’s worked in small to medium sized digital and print agencies in NYC and Philadelphia, from hands-on Designer to Director. In addition to all the accomplishments, few know that Sandy sports a creative past as Art Director for a small independent record label (Bar/None Records in Hoboken), an indie-rock magazine (Big Takeover), and developed an ID Magazine award-winning furniture line (eat your heart out, IKEA). He’s also the proud owner of a car his kids think is cool, especially since acquiring the after-market rims.
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