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Turn and Face the Strange: changing to meet the needs of your community

To quote the great philosopher, David Bowie, “Turn and face the strange.” It may seem weird to quote a song from 2015, to look at issues facing municipalities in 2025. With that said, get ready to mix metaphors; Turn and Face the Strange is also a secondary quest which will unlock powerful upgrades to Geralt’s [The Witcher] skills which will add additional skill slots. So, now you are asking, What does any of this have to do with understanding Municipal Government? Nothing, yet everything. You see, when you turn and face the strange, you embrace the inner working of your community, yourself, and others, and address problems as possibilities and seek creative solutions. You need to be willing to move past the status quo, and face issues in creative, innovative ways designed to truly bring growth and energy. You need to unlock a new set of skills to change/grow in the 21st century.

Let’s face it, the ability to lead organizational to change has never been as critical in governmental operations as it is today; it’s not easy, but it’s critical. Many City Managers, County Administrators, Elected Officials, and Local Government Executives should be asking themselves; How can we rethink what it means to be a local government with a heart towards innovation, inspiration, creative, and agility? Yet many connect that question with another; Why do all our change initiatives seem to fail? I am excited, they’re asking the first question, I think the answer to the second questions is simply; they’re not using innovative, inspirational, creative, or agility to truly face issues – they’re doing the same old things, sometime in slightly different ways, to address complex issues facing municipalities in the 21st century.

With all the issues facing municipalities today, affordable housing, racial equity, gun violence, housing affordability, financial, climatic, and social threats, expiring federal funds and congressional dysfunction, the pressures on ageing city infrastructure, rising costs and complexity of providing critical services, workforce development, also efficiently retain economic competitiveness, are being addressed by policies, laws, and codes written in the mid to late 20th century, with forced updates to meet what they think will address the issues facing them in the 21st century.

For many municipalities, small and large, what I’m going to suggest might seem simplistic, and it is, yet I am surprised how many executive leaders ignore them. You need to realize you need to seek a whole greater than the sum of its parts.  You’re either in, or you’re not; there is very little room for a happy medium. This isn’t change based on small increments over the next 20 years; because many cities don’t have 20 years, and if they do, when you finally implement a 20 year plan, you’ll need to develop a new 20 year plan. I’m talking straight up, down and dirty change with built in flexibility where changes to the plan can switch on a dime. The plan needs to be focused, centering on an action plan with transparency and fresh approaches in a model of flexibility.

Focus on an Open and Honest Dialog Concerning the Needed Changes:
If there’s one thing, you must do is shift the dialog around change; change needs to be part of the communities DNA. This focus needs to include the voices of as many people as possible. Yes, it can be hard to gather, sypher through, and develop great ideas – but it will be worth all the effort. Many leaders I know assume most people have no desire to change, this is not true. What is true, is many leaders fear change, so they center on projecting their fear of change on others. Professor Jim Bright[1], BA (Hons) PhD is a consultant organizational psychologist shares two very interesting facts concerning  change: First, Over 76.51% of people said they could be fearless in a situation if they need to be, and second, Almost 9 out of 10 people believe their lives will be very different in five years’ time.

People are not as fearful of change as we think, the idea is to be open, honest, and transparent dialog concerning change – hold nothing back, and nothing is secret; no closed door meeting, or backroom deals, everything out in the open. Change flourishes in open and honest dialog with as many people as possible, from all areas of life. Here are four things I think are central to being a positive change agent as an executive leader.

Dream Big:
It doesn’t matter how big, or how small, your community is, if you don’t have big dreams, you lost even before you started. If you’re honestly listening to the voices of those in the community you serve, you will find the dream. Once found, lay out the plan, connect the dots, echo the voices, give credit where credit is due, and share how it all comes together. I’m dismayed when executive leaders don’t have a dream, a vision, a connection to the future, it tells me they’re not listening to the community. Christopher Reeve [Superman] said it best, So many of our dreams at first seem impossible, then they seem improbable, and then, when we summon the will, they soon become inevitable.

People in your community are looking for those who can listen and weave dreams together. If you don’t have the will they’ll stay away as if you’re the carrier of disorder.

Without a dream, a vision, a future, you have noting for others to invest in. Dreams needs to be so big, so crazy, so driven it might seem impossible, but if they are built on the voices of other people will stand strong to the vision. Think of it this way, when you dream big, you have less competition; besides, even if you fall short of the big dream, you still did better than others without a dream.

Don’t Fear Failure:
Everyone fails, failure is a great teacher. I think one of the reasons people don’t dream is fear. Fear of failing limits our ability to be innovative, creative, and dreaming big; fear of failure keeps us safe in the status quo. I know when I say dream big, many of you think, easier said than done. I agree,when 70% [more people fear failure, then those who fear spiders] have a fear of failing, it’s not easy to jump in headfirst; keep in mind executive leadership is not easy, but taking a chance and moving forward is essential to executive leadership. Here is something I try to keep in my mind: failing is not being a failure, not trying is being a failure.

The key is finding the win in failure; and ensuring failure does not kill the dream. No matter what, take the chance, reach out for the impossible, and if you fail – have a great party to celebrate the try, and learn from it. Sometimes big dreams have setbacks, and those setbacks don’t kill the dream, they can empower the dream. Even if you fall short of the big dream, you still did better than others without a dream.

Be 100% Transparent and Authentic:
Not being 100% transparent and authentic comes from our fear of failing. It is easier to hide what we perceive as failure behind a wall of silence. We need to value transparency and authenticity because people seldom see it in Leaders. Leaders aren’t absent from temptation or failure. We’ve spent too many years with those who claim to be leaders hide their mistakes, run from responsibility, and lie about short comings. As an executive, people are not expecting you to be perfect, they’re expecting you to be open, honest, transparent, and authentic. I’m very willing to admit when I make a mistake, and I never blame others for my mistakes. I own them, I learn from them, and I try to do better as I move along in life.

Embrace the Culture:
From experience, I can assure you when you’re not transparent and authentic you’ll never connect with the culture around you; you’ll never have those willing to walk with you. If you hide behind your position, and don’t get involved in the community, your community will assume you don’t care; and lets ne honest, they’d be right. People are looking to engage with you and find ways to help. When executive leaders are pessimistic towards the culture, they miss the opportunity to be optimistic about the possibilities.


Understanding the community is a non-negotiable part of an executive leader. Executive leaders value a community that’ll move them beyond the surface issues of life and asks the hard questions we all struggle with. Communities aren’t looking for new drinking buddies, they’re looking to be challenged. That’s not to say being social in the community isn’t important, because it is. Municipal leaders should address the hard questions.

When we embrace culture, we think in terms of unity, and unity brings us together as a community, not just in place, but in lives. As an executive leader you need to value differences: racial, generational, gender, sexuality and socio-economic, and see all as important thread in the tapestry of community.

Closing thoughts:
Being an executive in a municipal setting, or any governmental setting, requires you to be the go to for the needs of the people. You need to be more than just an executive, you need to be the leader who is willing to be open, honest, transparent, and see the community as a valued place where people connect. Many executive leaders I know see their place as focusing on the tax base, economic development and fixing potholes, and while those are important, true growth comes when you can build true and lasting relationships – not just with the important people, but all people in the community.

[1] https://www.linkedin.com/pulse/what-do-1-3-people-say-change-some-surprising-stats-jim-bright/

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One End of the Stinky Stick: The unprofessional reality of ghosting

Recently I had the opportunity to apply for a position I really wanted [COO], with a Veterans Organization in San Diego.

In doing my due diligence, here is what I found:

  • Many of the past and current employees give the organization very low [I mean VERY low] ratings as a workplace on Indeed.
  • The current C-Suite, and other Executives and Managers, tried to counter the negative reviews by adding five star reviews.
  • Since the beginning or 2022, the NEWS has been filled with stories of how this organization has fallen from grace because of drug use on site and deaths [6 in this year alone].
  • The sudden resignation of a top c-suit executive [COO].
  • The loss of government organizations and others from referring clients to their services.

Knowing this, knowing all this, I knew I had the skills, experience to help “right the ship.” I opened my old, dusty CV and tried to resurrect the dinosaur and bring it into the 21st century, and I applied.

After sending CV I receive the canned response the same day from the VP of Human Resources, “Thanks, John!  I’ll forward this on to the hiring manager and will be in touch regarding next steps.  Appreciate your interest!” I thought we were off to a great start, except the next steps never appeared.

After hearing crickets for a month I decided to email the VP of HR an ask about the process, “bluh, bluh, bluh, I would like to kindly ask if you could share with me your decision timeline. bluh, bluh, bluh” – The silence was deafening.

So, I emailed the Hiring Managers [which would have been the CEO] Assistant – Crickets.

I must admit, it has been several years since I decided to send out a CV for a position. I am used to just growing in my current position or getting promoted from within. But from what I can remember, not receiving a reply to a position opening has never happened. Sometimes I would receive an email, or call, to set-up and interview, and a few times I have received the ever polite, but canned email saying,  Thanks for applying, we have decided to go in another direction – I am good with either, at least I know. But I have never been ghosted.

Since this is something new to me, I needed to do some research – it’s my nature, I need data.

Two Ends of the Stinky Stick:[i]

In my research I have found that ghosting happens on both ends of the stinky stick – employees ghosting employers, and employers ghosting perspective employees. In my mind, both are unprofessional. Even though there are two ends to the stinky stick, I am concerned with my end of the stinky stick – Employer ghosting prospective employees.

Let’s start by developing a working definition of ghosting in relationship to business. The term ghosting comes from the world of dating. It is when a person cuts off all communication with the person, and their friends, after dating, without any warning or notice before hand. So, to extend ghosting into the business world we can say, Employer ghosting is when employers, recruiters, or HR does not communicate after the original application, resume or CV, is received for a position, and ignores any attempt on the part of the applicate top communicate.

Excuses for Putting Stink of the End of the Stick

One article[ii] from Shippenburg University strives to take the pressure off the employer by sharing several points to excuse the unprofessionalism of ghosting.

  1. The organization might have done you a favor. I will give them this one.
  2. One hiring manager’s actions don’t necessarily reflect the entire organization. Yes, the hiring manager is reflective of the whole organization. Just as the actions of one used car salesperson puts shade on all used car salespeople, the individual applying for the position may only have one contact with a member of the organization, so they are the only person reflecting the values of the whole organization.
  3. This is an opportunity for growth. Don’t you just love it when the abuser tells you by them abusing you, they are helping you grow.
  4. You may not be far along enough in the process. Interesting. How about this, when you email back the applicant about receiving their information you explain the process and time frame is beyond their capability.
  5. You (or they) may have been sent to spam. What? I’ll give you the If I received spam, but not the, They received spam. If the email the supplicate received was spam, and you do not have an opening, just email the applicant and tell them.
  6. You haven’t given them enough time. See point 4.

Blaming the applicant seems to be the norm. Chris Thorne of Thorne Consulting[iii] advises job seekers to rethink what constitutes ghosting in the interview process. In his mind, by not hearing from a hiring manager, or recruiter, before it even gets to the initial phone screen, it doesn’t count as ghosting. “Understand that in the job-seeking candidate pool out there, an initial contact unresolved is not being ghosted,” he said. “So recalibrate your expectations of what … being ghosted, as a term, is in the first place.”[iv] Nothing like the sweet sounds of a Boomer sharing, the Company is always right.

Payscale.com share even more wisdom [ code for company excuses]:

  • You missed a critical instruction.
  • They’ve had unexpected budget changes.
  • They’ve hired someone internally.
  • It’s a disorganized company. This I will agree with.

None of those conditions excuse being ghosted. They may all be honest reasons, but to ghost an applicate because of them echoes the very last point in their reasoning:

You really can’t Afford to Ghost Applicants in Business.

In 2020, a survey conducted by Indeed showing employers ghosting applicants has affected 77% of applicants surveyed since March of 2020. While that is alarming, what is even more alarming is only 27% of employers say they haven’t ghosted an applicant in the past year; 73% of employers say they have ghosted applicants in the past year. This can only indicate, ghosting is becoming, or has become, a standard operating process in many employers. This will only lead to creating a disastrous candidate experience and in the days of Social Media,[v] this will affect the employers ability to hire the right people.[vi]

Be Professional: When you ghost applicants, your sharing personal business mantra “People Do Not Matter, Professionalism does not matter” Even if you have been ghosted by employees or applicants, be the professional, be the adult in the room, and show you value those who currently work with you, and those who will work with you in the future.

Be Respectful: Respect is not earned, it is given. It can be taken away, but everyone starts with 100% respect. If you see respect as something earned, you’ve lost the conversation before it started. Companies and organizations who treat people with respect, with human dignity, with respect will control the future. They will find, when you respect others, it will come back to you. 

Be Transparent: In the world of Social Media, and instant communications, direct, open, honest and transparent communication is a life changer. It’s not easy, and you may have to share some warts, in the end it is freeing and life giving.

Be the adult:

Here’s What I’ve Learned: Like it or not, ghosting has become the new normal; and I will add it completely sucks. Remember, in ALL cases ghosting is a reliable indicator of future behavior. An organization ghosting you now, IS an organization who will not value you in the future.

[i] Like the way I used “Stinky Stick” and not…. Well, you know.

[ii] Employers Ghosting Applicants | What to Do If You Don’t Hear Back – Career Center | Shippensburg University: Accessed 10/9/2022

[iii] https://thorneconsulting.com

[iv] Why Employers Ghost Job Seekers, and How to Respond (shrm.org) Accessed 10/9/2022

[v] r/recuitinghell, r/ghosting, r/jobs. Facebook, LinkedIn, Indeed, Tik Tok, and more

[vi] Employer Ghosting: A Troubling Workplace Trend (indeed.com) Accessed 10/9/2022

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Face The Strange: Changing to Meet this Generation

Are you looking for the latest amazing new program you can implement in your company to attract the next generation? After all, this generation is rather weird, an enigma dancing in a mist of wonder wrapped in the cloche of invisibility eating avocado toast; but you see them as your hope, your future, and you so want to attract them, right? You know you do, after all…

How much have you spent on books trying to learn to do just that?
How many articles have you read to understand how they think, including this one?
How many consultants have you brought into your company share their wisdom, only to realize you spent a butt load of cash, and got jack for it?

How many conversations have you had about what to do?
How many meetings have you sat through trying to figure out how you can attract new applicants for open positions?

You might’ve even thought about increasing the salaries offered; changing the house, or even offering better benefits. Heck, I bet you even thought about buying skinny jeans, a plaid shirt and a cool pair of new glasses; only to realize you’d look like a lollipop in skinny jeans and the really cool glasses won’t hold a tri-focal lens.

Well, I’ve great news for you. If you’ve been looking for that one new, amazing, vision centered program that will attract the elusive Millennials/Gen-Z by the droves, here it is:

THERE ISN’T ONE.

SNAP, who just got burned?

Think of it this way, Millennials/Gen-Zs aren’t looking for an attractive model: that, “come and see how cool we are” model died years ago. If you think you can attract the next generation with a slick ad campaign, or catchy slogan, or smooth vision statement you’re so wrong. This generation is immune to the marking games that brought older generations running to your company in years past. In fact, being slick to the next generation is like trying to run a Windows95 program on a new iMac.

So, what can you do?

Is there an answer?

Is it possible?


Before I share, let me ask you some very important questions:

Do you want to change your company?

I mean, do you truly want to change?
Are you willing to change?
I mean, are you willing to truly change everything you think about your business and vison?
Is change part of your DNA?
Are you more action than talking?

For many companies what I’m going to suggest will be hard, very hard – if not impossible. But it is not a magic pill. You need to realize this is a sum-total change. You’re either in it, or you’re not. This isn’t change based on small increments over the next five to ten years. I’m talking straight up, down and dirty change, knees on the ground change. If you try to piecemeal this, and simply try to force your old ways into new wineskins it’ll blow-up in your face.

Before I start, you need to keep in mind, this generation is not a uniformed monolithic culture. Some will think differently, but in my experience most, if not all, would agree with me.

Now, let’s see if I can shine a little light on what needs to change.

1.) You need to have an honest, open desire to change:
If there’s one thing that’ll turn off this generation, it’s your inability to change: change is part of their DNA. This generation doesn’t understand your desire to hold to the past or old traditions. They’re not tied to tradition, they’re not tied to programs, activities or events just because they’ve been done in the past. This generation is going to come-up with new, crazy, creative ideas on their own, and you need to welcome those ideas, and not shut it down. You can make all kinds of excuses as to why traditions are important, but your arguments are mute.

Many companies hold traditions so close; they miss the opportunity to do something new, something amazing – something wild. Let me be honest, if you’re not changing, you’re dying. This generation has a strong desire to change the world and if they see you’re not willing to change, you lost them.

Don’t just change to change. Listen, then change.

2.) You need to dream big:
It doesn’t matter how big, or small, your company is, if you don’t have big dreams you lost from the get-go. I’m always dismayed when a company has no dream, no vision, no connection to the future. If all your company can do is look back at the good old days, you’ll miss out on what is possible in the future, worse yet, you miss on what is happen right now, around you. Big dreams require quick moves, the ability to turn on a dime, to decide to change directions at a second’s notice. Long decision making will kill big dreams; gather the data, analyze the information, and move.

This generation is looking for your dream and the ability to be part of and implement your dream, and to add their DNA to your dream.

Without a dream, a vision, a future, you have noting for this generation to invest in. Don’t limit your dreams. Your dream needs to be big, crazy, even if it seems impossible.

3.) Don’t be afraid to fail:
Keep this as a mantra in your thinking: failing is not being a failure. This generation does not fear failure. Look at the past 25 years and see all the failure they lived through; they can find the win in failure.

No matter what, take the chance, reach out for the impossible, and if you fail – have a great party to celebrate the try, learn from it, and try again. This generation gets the idea that big dreams sometimes have setbacks, and those setbacks don’t kill the dream. If you fear failure, they will smell it on you, and run for the hills.

4.) They want a voice:
If you believe this generation will allow their age from having a set a the “grown-up table,” you’re so wrong. If your company will not invite this generation to speak their mind, they will leave and find a place, any place, where they will feel their voice will be heard.

You need to understand; this generation isn’t looking for you to empower them because they know you don’t have the power. You may have the authority, but they don’t care about your authority. Statements like, “I’m the leaders” is like pointing to the door and telling them to leave.

This generation is looking for a task, not a title; titles mean nothing. They’re looking for the freedom to do, to take on a project, to move ahead and fail or succeed. With that in mind, never micro-manage, if you do, they’ll feel like a child and they’ll leave. If you think they cannot do the task because of their age, or experience, you’ll never get them to do anything. You may see them as know it alls, but that is not how they see themselves. They see themselves as someone who wants to know more, and they want their voice to be heard.

5.) Focus on how you communicate:
A lessons I learned a while back was to ask to end every introduction, What is your preferred method of communication? If they say text, text them; if they say messenger, message; if say email, email them; if they say phone call, laugh and inform they we don’t live in the 20st century – not really – email them. Use their preferred method of communications.

How many times have you received an email with the subject line that reads, “Let’s set-up a meeting this week” only to open and find the body of the email reads, “Let’s set-up a meeting this week.”

6.) You must be 100% transparent and authentic:
For many companies this is hard, but it’s not an option. This generation values transparency and authenticity because they seldom see either. So, what does it mean to be authentic? Just be you. If you’re a 45 year-old who lives in your moms basement and likes playing Dungeons and Dragons, be that 45 year-old, don’t try to be someone you’re not. Just be you. This generation is not looking to make fun of you for who you are, and they do not want you to make fun of them who they are. Keep in mind, they’ve seen the heroes of the past fall from grace, so if you be you, they be good with it. They’re looking for real, honest, open people willing to share who they are, scars, warts  and all.

This also includes being 100% transparent. Many companies hiding behind a wall of secrets; things don’t need to be hidden. Just be honest and open with people. Being transparent and authentic goes a long way to building trust. When companies operate outside of transparency, silos are built and that will drive this generation crazy.

7.) Redefine your understanding of mentoring:
I’m willing to bet your company has a mentor program something like this: when new teammates join, they’re assigned a mentor. Usually a person of the same gender, or ethnic background, who is a manager or higher. This mentor sets up a weekly meeting [usually in their office, or breakroom] to address questions the new teammate may have. It usually lasts a year – and this is the losers way of mentoring.

This generation likes mentoring, but not the way you may think. This generation wants to learn from older generations, or long term teammates. They want to seek out people who can give them support and help to them succeed. What they’re not looking for is to be assigned a mentor. They want the freedom to ask different people the same questions and come to a conclusion on their own. They’re no looking to be told what to do, they’re looking for ideas; they seek wisdom, they seek out the sage, they’re not looking for a mom or dad to tell them what to do. If you are a manager, any level, or an executive get ready for them to knock on your door to ask a question. If they feel they are unable to ask anyone, anything… well, just look at number 6.

8.) Embrace the culture:
If your company separates itself from the outside world, you’ll never appeal to this generation. They believe most companies are pulling away from the needs of the world and living behind the fortress walls. You see, this generation is looking to engage the world around them and find ways to help. While older generations tend to be pessimistic towards the events of the world, this generation is optimistic; they want to help. If your company has no idea what’s happening around it, you’re not only missing the opportunity to help people in need, but you’re also not even seen by this generation. This generation is increasingly optimistic about the surrounding culture because they honestly want to help others.

9.) Think community, and then think community again:
Community is a non-negotiable part of this generation. They value a community that’ll move them beyond the surface issues of life and asks the hard questions we all struggle with. They aren’t looking for new drinking buddies [some are], they’re looking to be challenged. That’s not to say Social Community isn’t important to this generation, because it is.

This generation is grounded and focused by community. They know that community will challenge them to reach heights they could never reach alone. This generation want to go deeper, and they want their lives to have meaning, they believe this can only happen in a deep, authentic, community of co-workers.

10.) Think Diversity:
If, when you look around your company and all you see are people that look like you, you missed. This generation value racial, generational, gender, sexuality and socio-economic diversity. they see the narrative of life reflected when all groups can be brought together, and most are crazy enough to believe this can be accomplished. Keep in mind, this is the most racially, sexually, ethnically diverse generation ever. They see traditional boundaries as limiting who they are, and who they can become.

Closing thoughts:
If you see these as impossible, or you’re just not the person to carry out the changes needed, all is good. There is comfort in being safe, and that’s something you’ll have to work out on your own.

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The Need For Creative Leadership

The Need For Creative Leadership

Einstein said, “The true sign of intelligence is not knowledge but imagination.” This seems to be backed up in the 2010 IBM Global poll of 1,541 Chief Executive Officers, General Managers, and high-level Public-Sector Leaders from 60 countries and 33 industries to find what qualities they felt would be needed for future leaders to build a successful organization. What seemed to surprise some was, those Leaders polled felt creativity was the most important quality for leaders to be successful into the future.

For me, and others, seeing creativity as the quality to face the future makes perfect sense. When we consider the forces facing today’s leaders, vast complexities, new and evolving markets, an overdose of complex data, shifting cultural mindsets, and so much more, it is no wonder those polled felt creativity needed to be front and center.

Being a Creative Leader focuses on helping organizations dance in the realm of future. Creative Leadership is key to helping organizations, at every level, face the future with speed and focus, while embracing a lateral understanding of change. Given the need for Creative Leaders, let’s address the question, “What is Creative Leadership?”

What is Creative leadership:

Without trying to develop an “official” definition, Creative Leadership can be seen as a style of leadership where creativity is embraced, nurtured, and encouraged to truly develop innovative ideas at every level of the organization. It is less about “top-down” ideas of change, but a “lateral encouragement” to encourage change. It fosters an environment of “continuous change.”

By doing so, the Creative Leader guides an organization where ideas are triggered at every level and embraced at every level. They strive to supply the conditions for all to flourish, innovate, and in turn, be more productive. For example, a new staff person may see a new and different way to meet the customer’s needs quicker, with a greater level of efficiency, at a lower cost. Most current leadership models would stifle the possibility. Current leaders may say something like, “Well, you’ve not been here long enough to know what we do” or “We will need to move that idea to the Executive Staff, but I can assure you they will not change what we currently do” or, and this seems to be the most popular answer, “We’ve never done it like that before.”

Creative leaders would encourage them, work with them, embrace their ideas and watch the magic happen; the new idea will either bring great change, or fail, but either way the Creative Leader is willing to take the chance. New ideas should not have to “travel the food chain up three levels” just to be shot down by a manager, or executive, who have no idea about the need for change. Let the people doing the process find a better way. Let’s be honest, as an Executive, I do not care how the customer needs are met – all I want to know is that the customer needs are met, to the satisfaction of the customer.

The Two Core Elements:

To truly embrace creative leadership, one must be willing to stand firm on two very important elements which can elevate the entrepreneurial spirit in everyone. An entrepreneurial spirit is to embrace the ability to anticipate opportunities, envision new concepts, work with teams, and maintain flexibility to change.

The two core elements to Creative leadership are Divergence and Convergence.

The Divergent Element embraces and encourages change as a given at every level. Divergence is when the leader develops a culture of change, and an acceptance of change. It unleashes the courage, creativity where no idea is seen as silly of out of bounds.

Don’t confuse divergence thinking with brainstorming. Brainstorming is always done in teams, and usually addresses fixing a current process. In a normal brainstorming session, you may get 5-10 ideas which may, or may not, address the issues. Another downfall of brainstorming is someone may have a great idea that is so crazy, they fear being laughed at, or ignored as, “That’s just crazy.” Brainstorming is saying, “How can we fix what we are currently doing?”

Divergence encourages the crazy, the weird, the impossible and feeds off the crazy. It centers on a generous, inclusive, driven approach to the ideas and in developing new possibilities. You do not need a team to have divergent ideas come to life. While divergence woks within a team, it must go beyond the concepts behind brainstorming. Divergence encourages the weird, the crazy, the impossible; it breaks barriers, where anything is fair game. Divergence encourages breaking all preconceived patterns and encourages violation of the norms. Divergence is saying, “Forget about what we currently do, what can we do differently to get better results.”

The Convergence Element encourages people to make sense of the ideas and make mistake. It NEVER punish for a failed idea and embraces those willing to take a chance and dive into the deep end of change. Creative leadership focuses on finding the “positive points” and building upon them. If we concentrate on the problems, we only see the negative. But when we see problems as possibilities, we move ahead and find exciting ways to make changes. This is where we embrace ideas that may sound crazy, may require a calculated risk, but may bring about wonderful changes. Creative Leadership requires risk-taking, agility, and participation. Convergence is saying, “Now that we have all these crazy ideas, let’s actually do something with them and see what happens.”

Closing:

Creative Leaders are not looking for new solutions to old problems, they truly seek to find new paradigms to face challenges. Creative Leadership breaks the bonds of poor communication, lack of clear direction, low energy, problem focused mindset, trust issues, and more. A creative leader has a clear and cohesive vision for growth and possibilities, the ability to share that vision with others, and the courage to let the team develop ideas to see the vision through. While they have the “overview” of the vision, they remain flexible and responsive to shifts consumer demands, employee needs, and cultural shifts while anticipating and adapting to new trends and changes in order stay relevant. They have the confidence to act on the weird and unconventionally, and fail, while seeking new ways to improve organizational challenges.