Management Perspectives

Figuring out what motivates us can sometimes be tricky. We all know that motivation is something we want more of, but actually finding it is an altogether different challenge. What’s worse is that the overall output of the organisation inevitably starts to dip when dealing with a whole team—or even a whole company—full of people feeling disengaged.

Employers might go about addressing this disengagement in a number of ways. Some might be tempted to be more stern with their teams, ensuring they are given strict deadlines and suggesting longer working hours to ensure targets are met. Others might take the opposite tact, making more time for team building or introducing ‘fun’ equipment into the office such as pool tables or games consoles. Of course, there might be evidence to suggest that either approach helps with engagement initially; the trouble is that neither option works as a long-term solution.

This is because, ultimately, such measures only address the symptoms of employee disengagement at work, rather than actually getting to the crux of the issue. After all, if we actually think about what makes us feel engaged at work, it can all be boiled down to one word: purpose. Whether it is doing the laundry or running a marathon, purpose is something which motivates people of all backgrounds and skill sets to follow through on the tasks that they set themselves.

While we might be temporarily motivated by the fear of a hard deadline, or energised by the novelty of having a bit of fun at work, neither can compete with the robustness that a sense of purpose can offer. A sense of purpose is powerful because it connects us to the bigger picture. It allows us to see the value and ultimate end goal of a task or project—and this, in turn, allows us to approach work with tenacity, even when it involves tasks we might not otherwise typically enjoy.

So, the next big question is how can we generate purpose at work? Obviously, every person has a different role and ability, so it would seem fair to assume there is no magic, one-size-fits-all solution to generating engagement. And yet, this is actually (and happily) untrue. Applied correctly, creativity can enable just about anyone to deepen their sense of purpose and reengage with their work. Creativity is the secret sauce for deep-rooting a sense of purpose at work, and so, boosting engagement in the process. The reason for this is manifold, and what’s more, it is a quality which can actually be utilised by any person, regardless of what they do. This is good news for employers looking to bring in new measures to banish disengagement and replace it with waves of fresh motivation and well-being amongst their workforce.

But first, let’s address the elephant in the room. While all we have certainly heard positive things about creativity and innovation in a general sense—these are, after all, the qualities most-frequently associated with success— being creative is not necessarily something we all feel confident doing. In fact, “I’m just not creative,” is a common complaint amongst workers, especially, those with more technical or numerical backgrounds. But this simply isn’t true! There’s no evidence1 at all to suggest that creativity is a binary trait—something you either have or you don’t. Instead, just like a muscle, creativity can be grown and strengthened through use.

This is ultimately a very liberating thing as it means the more time we make for creativity, the more it naturally gains momentum within us. In truth, creativity really is for everyone. The idea that innovative thinking is something which should be reserved for bohemian artists or pioneering entrepreneurs is a damaging one—doing away with this kind of thinking can allow us to tap into new abilities we didn’t know we had. Yes, bringing more success but also establishing a higher level of general purpose at work.

Still, you might be wondering why exactly creativity is so integral in producing this effect? Well, first and foremost is human nature itself. While we might not reflect on it often, humans are inherently creative beings. Whether it be working through a puzzle, doodling in the margins of a notebook, or even just imagining what new recipe we might try for dinner, creativity does not have to be glamorous—but it is something we engage and take satisfaction in more often than we realise. It is also infamously effective2 in opening up our mind and perspective.

This is very beneficial when looking to break out of bad habits at work, and rediscover—once again or even for the first time—how our work might bring us joy. It is important to note, too, that being creative at work doesn’t always mean direct acts of ideation. Instead, we might apply creativity when reimagining how to structure our working day. It could come in the form of a particularly innovative solution to a tricky problem. The nature of creativity is broad and mutli-faceted, and there is really no end to how we might apply it at work, or even in our lives more broadly. Knowing this, it seems obvious that every employer, manager, or C-suite executive should be encouraging more creativity amongst teams in order to reap the benefits of a reengaged and connected workforce.

Certainly, the right working culture is incredibly important in encouraging this. An environment in which employees know they are able to experiment, take risks, and— crucially —fail, is one which also breeds rich ideas and noteworthy successes. Still, it might be daunting to attempt to improve creativity amongst individual employees given the vast differences between roles and teams. That is why I always recommend focussed daydreaming as a technique to be used across the board to improve a creative mindset and output. Many people think of daydreaming as simply slacking off. Something we fall into when bored or procrastinating, and yet it is actually an essential neurological process.

A wealth of research3 has connected the act of daydreaming with enhanced creativity, problem solving and general positivity. You can encourage employees to make the most of this by recommending they take regular breaks in which they do activities that open up the daydreaming mind, such as walks, doodling or even working through their chores. This practice will allow everyone— regardless of their role—to tap into the most creative version of themselves. When combined with a work culture which actively encourages creative ways of doing things, teams will organically begin to feel re-engaged and connected with the purpose of their work. It might take longer than a quick fix, but the results will also be longer lasting—and the ultimate successes you reap from a creative, re-engaged team are worth the effort.