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How to Lead Creative Groups - Part 2

Once the leader has thought through the answers to the basic questions about the problem, he is then ready to plan his own part in the meeting.

He should keep in mind that the secret of success in leading a creative group is to manage the actions of the group and to manage to do it unobtrusively. A good leader accomplishes this by thinking through the problem in advance, and then matching up various work methods and continuity devices to the thinking steps he believes will be required. Then, in action, he suggests, rather than forces, the use of the procedures and techniques which might be of help.

The leader will try to guide the group in such a way that they will balance the narrow line between strict rigidity of methods and disorganized confusion. He will resist any inclination on his own part to "mastermind" the problem, knowing that this can backfire in the form of group reaction. (In fact, if the leader is in any position to "mastermind" a problem, he should probably go ahead and do so on his own, without tying up the expensive investment in time and disrupted work schedules that use of any group involves!)

And the leader must somehow manage to stimulate, encourage, assist, and recognize group contributions on the problem, all the while keeping them on the track and moving toward a goal. In a truly creative group, calling upon the full resources of its members, it may be that the leader will make his greatest contribution by creating an atmosphere that permits free ex­pression of opinion, along with giving directional guidance.

Finally, the group leader must maintain complete objectivity. He must learn to work, at least during the time that he is in a leadership position, impersonally. He must himself learn, and enforce on the group, if necessary, the art of give and take. He must realize that a group member who expresses intense dislike for a plan or an idea isn't necessarily disliking either the person who proposed it or the fact that it was proposed.

So far as the leader's own ideas or proposals are concerned, in a productive group the leader's own ideas are bound to be challenged. Moreover, his plans for the group and his own ideas of the way the group should go are apt to receive some jolts and may even be disrupted completely once the group begins to function as a group. Therefore, the leader will try to keep his eye on the basic objectives, rather than on any individual and isolated expressions of thought or opinion.

The leader's attitude is usually the determining factor in whether or not a creative group will succeed in reaching its objective. Skill in techniques he needs—but unobtrusive skill. Group members will usually respond to the leader who does not try to change their natures or force their thinking, but who uses both to the fullest extent.

The leader who seems to understand his members instinctively and to respect them sincerely will quickly command their respect in turn. But if the leader does not have a genuine regard for the people with whom he is working, he will never "get through" to them. There are no tricks, techniques, methods, or gimmicks to replace genuine understanding and respect in the communication and leadership process.

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