(by 2 people)
There's plenty being written about the 'Creative Class' and the new 'Creative Economy', but very few books about the specific practical challenges faced by a manager in a creative business - such as an advertising agency, a TV studio, a design consultancy, a video games developer, a fashion house or an architect's practice.
There are also a million books on why and how every person and every business should be more creative - but this isn't one of those. As the author, Winston Fletcher, points out:
"There have been innumerable books and articles, speeches and theses dealing with the question of how to encourage and engender the seeds of creativity which germinate in every human being... But Tantrums and Talent is not about that. It is about squeezing every last ounce of creativity out of those human beings who are, seemingly naturally, especially creative... Perhaps because many of the creative industries are still comparatively young, astonishingly little has yet been written about the problems involved in the management of highly creative people."
This book sets out to rectify that with an entertaining and practical guide to the business of managing creative professionals. Fletcher draws on his own experience as a leading figure in the UK advertising industry, as well as a series of fascinating interviews with leading figures in various creative industries, including the film producer Lord Puttnam, TV executive Michael Grade and Alan McGee, chairman of Creation Records.
The book
Tantrums and Talent: How to Get the Best From Creative People
Amazon Price: $39.95 (as of 10/12/2008)
Is Managing 'creative people' really different?
This book is about managing 'creative people' in 'creative businesses' - film, TV, advertising etc. - but do you think that managing in these businesses is much different to managing people in any workplace?
Quotes from the book
Tim Bell, Chairman, Lowe Bell Communications
'I try to explain to them the enormous significance of what they are doing, the enormous power that they have in the world... I try to make them feel a sense of responsibility.'
Wally Olins, Chairman, Wolff Olins
'Very good creative work falls into the area of problem solving. All you've got to do is set the problem. You set the challenge, you set the objective, and the creative person can function within those parameters.'
David Puttnam, Chairman, Enigma Productions
'Their work is umbilically linked to them. It is hard to take criticism of your children without taking it personally.'
Chris Jones, Chief Executive, J Walter Thompson Worldwide
'Your prime role as a manager is enabling creativity to fulfil itself. That's what you're there to do. You're not there to stop people being creative, you're there to help people be creative.'
Jeremy Isaacs, General Director, Royal Opera House
'I allow people to be perfectionist... we let the artist be the artist. Then they feel they've got to deliver.'
Alan McGee, Chairman, Creation Records
'There's only one way to handle rejection and that's to be absolutely blunt and honest and clean. You can't let people down lightly.'
Michael Grade, BBC Chairman
What it inspired me to do
I interviewed some outstanding managers and development professionals involved in the UK Creative Industries - the report will be available for free on my website soon, in the meanwhile you can listen to the interview podcasts I recorded.
Comments and experiences please!
Let me know what you think of this lens. I'd also like to hear about your experiences of managing creative people - or of being managed - good or bad!
