Independent Banker - June 2024 - 31

PORTFOLIO LEADERSHIP AT ALL LEVELS
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Make space
for creativity
By Lindsay LaNore, ICBA
Don't impose limits on creativity.
Encourage your team to come up with
ideas-as many as possible-and to
share them, even if they think they're
bad. Flex your creative muscles. It's
easy to obsess over perfection, but
spontaneity can produce much more
interesting ideas and solutions.
On a similar note, make space
for failure. Obviously, failing can be
challenging, even dangerous at times,
but letting it happen under controlled
circumstances invites innovation,
without fear of reprisal.
ut of all the qualities that make
a great leader, it could be argued
that creativity ranks highest. It's an
essential tool in the workplace that
can help with problem-solving, change
management and projects that aren't
headed in the intended direction.
Creative leaders are actively
experimental and encourage
experimentation within their teams.
They take calculated risks and
encourage disruptive innovation.
Fueling creativity can also be a great
motivator and increase productivity. It
taps into the emotional side of work,
and with that comes the opportunity
for personal growth and fulfi llment.
So, how do you foster creativity,
when it can feel like an elusive
concept? Start by carving out time
to be creative. Give your team
permission to schedule time for
something they don't normally do.
Let them research an area of interest
within their role, or give them space
to get to know how another bank
department works. If you can, allow
them to have fl exible schedules or
O
work in a diff erent physical area of the
bank for a change in scenery. Break
some habits!
You can also try injecting downtime
into the week, whether it's 20 minutes
at the end of a team meeting to
brainstorm ideas informally, a fun
team-building activity, a meeting
outside of the offi ce or a walking
meeting. Physical exercise has been
shown to encourage creativity, and
a change of scenery is perfect for
outside-the-box thinking.
As a leader, ask questions to draw
out responses from your team. What
are the biggest challenges we face
as a team? What are some creative
solutions to consider? What's the worst
thing you do as a bank? How would
you change it? What's the best thing
we do as a team and how can we apply
it to other processes? What's one thing
you learned from someone recently
and how can you apply that learning
to work?
More from ICBA
For more inspiration,
check out ICBA Education's
Creativity and Innovation
in the Workplace online
training course.
icba.org/education
Leaders should create a space to
explore ideas. Whether it's an ideas
jar, a brainstorming board or an online
form, let everyone add their ideas as
they come up. Give the suggestions
space to breathe, then come back and
discuss them all during an informal
team meeting. Brainstorming in
groups helps form bigger-picture
ideas. Looking at things from diff erent
perspectives expands possibilities. And
as a bonus, it can also be very bonding.
Incentivize sharing new ideas by
rewarding the most successful ones.
Start with small changes and work
up to bigger ones. And most of all,
remember to have fun with it.
Lindsay LaNore (lindsay.lanore@
icba.org) is ICBA's senior
executive vice president and chief
learning and experience off icer.
independentbanker.org // 31
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http://www.icba.org/education http://www.independentbanker.org
Independent Banker - June 2024

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