The responsibility for mitigating these biases and creating a healthy and productive work culture, lies strictly with the organization’s management teams. A positive work culture starts at the top and is taught to the employees that follow this leadership. And although unconscious biases will never disappear, their affects can be lessened with the correct approach.

An owner or employer cannot just state that any type of bias will not be tolerated. This statement must be followed up with processes and policies that echo these sentiments. The workplace must supply training and education for the employees to combat unconscious biases. There must be a safe place to report suspected unconscious biases in the decision making department of the company. All these things must be utilized to mitigate unconscious bias in any workplace.

Set Expectations

The first step to mitigating unconscious biases in the work culture of a company, is to firmly and clearly state that this type of behavior will not be tolerated, outline what training will be offered to employees, and that violations will have consequences. A quick, brief statement to the employees and shareholders of the company is the first step of the process. This position must be stated firmly, without any waiver.

This statement should also state the training program and policies that will be included. The mandatory requirements should also be included in the expectations for this program. Encourage participation through marketing the program as pro-diversity, rather than anti-bias. Highlight the positive effects of this training in the opening statements for the program.

Get Feedback

The next step to implementing the anti-bias training program is to gather feedback from the employees. After the statement is released to the company and shareholders, the management can then begin to collect data based on the feelings of the employees. This information can be used in the planning of the training and the presentation of the information later in time.

The easiest way to get a genuine reaction to the anti-bias policies and programs from the employees is via a survey. This survey can be on paper ballots, via the email, or any other company wide communication that the organization uses. Every employee must be given the opportunity to participate in the data collection. These surveys not only gather information, they also increase the employee interest and participation. The survey that is easiest to use is the sliding scale from one extreme to another.

Encourage Participation

Let’s be honest, ever since childhood, we have hated to be told what to do and when to do it. It sets off a little rebellion in our minds that causes some people to put up walls and fences in defiance. Mandatory meetings and training are everyone’s least favorite thing to do during the workday. Anti-bias training needs to be mandatory for all employees, but how can an employer encourage participation, without causing employees to feel forced to attend.

Invitations should state that all management will be present for the event. Maybe provide a lunch and snacks for meeting. Speak to the employees’ desires and what would make it worth their time to attend. Include the question in a survey to the employees. An important step to a successful unconscious bias training seminar for the employees is encouraging participation, not only in the meeting itself, but also in creating updated workplace policies.

Train Employees

Training employees is so much more than reading and presenting a slide presentation at a day-long meeting. Employees have to not only accept the information presented, but use this information. The first tip is to know the audience and which training materials will work best for this particular group. This training needs to be interactive and informative.  It should have clear goals.

One way to begin this session is to administer one of the many implicit biases tests that are available to all the employees. The Harvard Implicit Awareness Test assists in identifying fourteen unconscious biases that the employees possess and inadvertently allow to affect their daily decisions. Even though it is not comfortable, this test highlights the biases that each employee can then move forward and change.

This post is from April’s topic on Unconscious Bias, which is also a course on our Executive Mini-MBA program online from Harvard Square.

What is it and how does it affect our day to day lives? To be able to discuss the unconscious bias that everyone possesses, the basic idea must first be defined. From there, the causes, the effects, and the possible necessary changes can be better addressed.

There are different types of biases, and most importantly, it must be remembered that biases are not limited to just race or gender biases. The subject of unconscious bias is detailed and needs to be fully understood. Unconscious biases are collected over a lifetime, and often affect decision making, especially in the moment that a snap decision needs to be made.

Definition

There are two categories of bias in studies today: conscious or explicit biases and unconscious or implicit biases. Unconscious bias is usually thought of as social stereotypes, and is more common than conscious bias.

How Does it Work?

Unconscious biases are deeply rooted in the human brain. The brain is constantly collecting data and categorizes it. One of the categories that is automatically made is between good and bad.  Think about caveman, who had to judge between a good situation and a bad situation, in a moment’s notice. As humans have evolved, this type of decision making has been engrained in us.

Today, these assumptions, or biases are often the result of social conditioning; life experiences. Some researchers believe that these biases often began in early childhood. These judgements or biases can affect both our personal and work lives. They can hinder decision making, which can greatly affect our lives. In the business world, unconscious biases can affect an organization from the top executive to the last hired employee.

Triggers

What triggers the type of decisions we make so often every day? In a word: history. Here is a partial list of experiences that may play into the development of our unconscious biases:

This list does not include all the ways data and information have been absorbed throughout our lives. This information and the biases we have developed, affect most of the decisions we make in our lives.

Impact

Unconscious bias impacts how we engage with others. A recruiter or hiring manager may look at hundreds of resumes for one open position; they must decide simply by looking at the information provided who to interview. Often, based on an applicant’s skill set, work ethics, their name, their degree, or affiliation, unconscious bias will have an effect on the interview/hiring process. Hiring practices based on unconscious bias may result in a workplace that is narrow minded, lacking diversity, and likely lacking creative and innovative new ideas. The work culture in organizations that allows bias to influence business can be negative and toxic. The work force is aware of the lack of diversity and forward movement and may soon move on to healthier companies.

This post is from April’s topic on Unconscious Bias, which is also a course on our Executive Mini-MBA program online from Harvard Square.

Introduction to Leadership Development:

Leadership development stands as a beacon of growth and progress. It’s not just a set of strategies or programs; it’s a journey of self-discovery, empowerment, and transformation. So, let’s embark on this journey together, exploring what the development of leaders truly means, why it matters, and how we can nurture leaders through coaching, mentorship, and purposeful programs.

What is Leadership Development?

Leadership isn’t just about climbing the corporate ladder or acquiring new skills; it’s about becoming the best version of yourself as a leader. It’s about unlocking your potential, honing your strengths, and embracing growth opportunities that shape not only your career but also the future of your organization.

Why is Leadership Development Important?

At the core of organizational success lies the nurturing of effective leadership. It serves as the catalyst for innovation, collaboration, and the cultivation of a vibrant company culture. Empowered leaders equipped with the necessary skills and mindset serve as beacons, igniting inspiration within teams, fostering creativity, and gracefully navigating through challenges with resilience.

Coaching – A tool for leadership development

Coaching is like having a trusted companion on your journey—a guide who listens, challenges, and supports you every step of the way. Through meaningful conversations and personalized guidance, coaches help leaders tap into their potential, overcome obstacles, and achieve their goals with confidence and clarity.

Role of a Mentor in Leadership Development

Mentorship is a timeless tradition—a passing of the torch from seasoned leaders to aspiring ones. Mentors offer wisdom, perspective, and encouragement, helping mentees navigate uncharted territories, learn from mistakes, and grow into confident and capable leaders themselves.

How to create a leadership development program?

Creating a program isn’t just about ticking boxes or following a template; it’s about crafting a personalized roadmap tailored to the unique needs and aspirations of your leaders. It involves understanding your organizational goals, assessing individual strengths and areas for growth, and curating experiences that inspire learning and development.

How do you measure Leadership Development?

Measuring  isn’t just about metrics and KPIs; it’s about understanding the stories, the transformations, and the ripple effects that resonate throughout the organization. It’s about capturing the moments of clarity, the breakthroughs, and the newfound confidence that leaders bring to their roles every day.

Conclusion

The development of a leader isn’t a destination; it’s a continuous journey—a journey of growth, resilience, and purpose. As we navigate this journey together, let’s embrace the power of coaching, mentorship, and purposeful programs to cultivate leaders who inspire, innovate, and ignite positive change in their organizations and beyond.

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In this post, we will discuss how to explore options that will enable your employee to move towards the goal that was set before them. This is the next component or the “O” in the GROW model. This is the pivotal step in the coaching process. If done correctly, you will engage your employee and create a desire for them to improve. If done incorrectly, your employee will disengage and they probably will fail again. It is the coach’s job to create this participative environment. Let us look and see how. 

Identifying Paths

Many times, we feel that we have to outline the specific actions and employee has to take in order to reach the stated goal. While this may make you feel better, the likely hood of this action becoming meaningful to your employee is close to nil. Let us quickly review what we have done so far. You established what the goal is. There is usually very little wiggle room when it comes to a performance goal. It is the plain, unchangeable business reality. Next, we established the current state of affairs with respect to your employee’s performance. This historical and factual reality is also unchangeable.

Now, let us take it from the employee’s perspective. How in control do they feel? Would they shut down if we, as their coach, solely determine the action steps they are going to take? They might. It is imperative to keep the employee engaged. If not, the rest of the coaching session is just a one-way discussion, leaving your employee powerless in his or her own development.

When you allow your employee to participate in the development of their options, you get B.I.G. results. B.I.G. results stand for the following benefits:

Choosing Your Final Approach

Deciding on which option to implement could be frustrating. The best thing to do is to implement a consistent method to determining the best possible option. The APAC section of the B.I.G. template is designed to help you come to a quick decision on which option to implement. Here is how it works.

After you have brainstormed your options with your employee, assess the pros of each option. Determine the benefits and possible rewards to selection that option. Write those benefits in the template. Next, assess the cons for each option. Here are some things to consider:

All of these factors could rule out an option. Once you identify the cons, place those in the corresponding area on the template. Next, determine the top five options that are feasibility to implement. Use a rating scale from 1-5 and place that in the rating column. Now, you are ready to rate the relevancy of the options identified as feasible. Rate the relevancy of the options to the goal. Here are some things to consider when rating this category:

Once you determine the relevancy, you are able to multiply the feasibility rating with the relevancy rating. The highest number is possibly your best option. Remember to gain consensus from your employee on this option.

Structuring a Plan

Since you have your employee’s attention, it is best to begin the planning process. Structuring a plan as soon as possible sends the message to your employee you mean business when it comes to implementing the option. For example: your SMART goal may be to increase the sales attempt rate from five percent to seven in 30 days. Next, you and your employee may have agreed to focus on asking open-ended questions during a sales call as their option, giving them more information to help them attempt better. When are they going to start asking those questions? How many are they going to ask? These are action items you want document in a preliminary plan.

The 3T questioning technique helps you document three major milestones. Basically, you ask, “What are you going to do”:

You may need to guide your employee when answering the first question. Remember the more time you let pass from the time you coach them and the time you implement your first action step, you could be losing precious information discussed in your coaching session.

This post is from March’s topic on Coaching and Mentoring, which is also a course on our Mini-MBA program online from Harvard Square.

Before getting deep into the subject of coaching, it is prudent to discuss mentoring and what it tries to achieve. Understanding the difference between coaching and mentoring will help you be clear on your coaching objective. Many times, these two concepts are misunderstood.

What is Coaching?

A coach tutors or instructs a person to achieve a specific goal or skill. In baseball, a batting coach only focuses on the mechanics of hitting the ball. They spend time instructing the hitter how to change their swing to improve their performance. They give exercises and goals to the hitter that target the swing of the bat.

In the office environment, you may see similar coaches helping others improve a skill. They may be sales coaches or customer service coaches. No matter what the area of focus is, a coach specializes on improving one or two areas of development at a time.

Here are some characteristics of a coach:

What is Mentoring?

Mentoring has a different purpose and goal. Mentoring is the act of guiding, counseling, and supporting. This is vastly different from coaching. It is fundamentally teaching. However, the objective is slightly different.

Mentorship is more voluntary in nature and is less formal than coaching. The mentor and protégé endeavor on a broad development goal like becoming a leader. Mentoring encompasses many complex areas of development.

In your matching activity, we learned that coaching scenarios include the following:

Likewise, we learned that mentoring scenarios include the following:

In this workshop, you will learn how to effectively coach; however, later, there will be a discussion on how to transition from a coach to a mentor. It should be a manager’s goal to develop their people in a way that furthers their career. Mentoring does this. For now, we are going to focus on coaching people for specific goals. The next lesson discusses an easy-to-remember coaching process.

Introducing the G.R.O.W. Model

Having a consistent and uniform approach to coaching enables you to coach more effectively with strategy and direction. Using a coaching model will also instill confidence in your employee, because they see a methodical approach. When we approach coaching haphazardly, we become disorganized and this creates frustrating coaching sessions.

The GROW model helps you organize your coaching process in a flow that identifies the goal first and ends with putting a plan together. Here are the details of the GROW model:

GROW is simple yet powerful. Following the GROW process consistently will develop a natural process for you. Coaching should be natural. This puts you and your employee at ease, making the process more valuable and rewarding. Let us unpack the GROW model over the next few chapters and see how to incorporate it into our daily work lives.

This post is from March’s topic on Coaching and Mentoring, which is also a course on our Mini-MBA program online from Harvard Square.

What are Managerial Ethics?

Managers have a responsibility to behave ethically and manage ethically. They set the example for all employees and will determine how effective ethics management can be. Managerial Ethics promotes a number of benefits, both to the company culture and financial gain of the organization.

Ethical Management

Ethical management balances the different responsibilities of modern business organizations. 

Responsibilities associated with Managerial Ethics:

Identifying the Characteristics for Managerial Ethics

There are many different characteristics of ethical management. There are three traits, however, that people identify with ethical management:

Ensuring Ethical Behavior to promote Managerial Ethics

Because ethics and values are extremely personal, it is difficult to ensure that all employees will practice ethical behavior. There are ways to promote ethical behavior, however, by simply instilling a few basic rules. 

It is not enough to simply create codes, programs, policies, and procedures. All rules must be enforced in order to be effective and curb unethical behavior.

To learn more on the topic of Managerial Ethics, buy our acclaimed self-directed training manual on Business Ethics for only $9.99. Delivered as downloads, it includes the training manual, action plan template, podcast, and digital badge.

You cannot build networks unless you are able to recognize networking opportunities around you. It is imperative that you take advantage of the formal networking, informal networking, and workday opportunities that you encounter. Additionally, it is not possible to predict every network opportunity. You should always be prepared to network.

Formal Networking

Formal networking opportunities will vary with each organization. This type of networking takes place at organized social events. This ranges from professional and social groups that your peers are part of, to meetings and social functions. When you engage in formal networking, you need to appear polished and professional. It is essential that you do your homework before attending a formal networking event. For example, you should learn about the type of activities that a young professionals group at your organization participates in before going to a meeting.

Informal Networking

Informal networking happens much more frequently than formal networking. These opportunities occur every day, so you need to be aware of them. Informal opportunities occur with email interactions, coffee breaks, lunches, and group discussions. Since informal networking is not scheduled, it requires you to take initiative. For example, invite someone to join your group for lunch. Informal networking is a low-pressure way to extend your network and improving your relationships.

Workday Opportunities

You need to recognize that there are numerous networking opportunities within the workplace. Some of these may be available in programs at your organization. For example, you can greet new employees or join a mentoring group. You can also make your own workday opportunities. Bring coffee for your coworkers or keep snacks in your workspace. Remember to take the initiative when the company does not provide you with the opportunities that you would like to see.

Always Be Ready to Network

You never know when a networking opportunity will occur, so you must always be prepared. There are a few steps you can take to improve your readiness and increase your network:

Networking requires you to build relationships. You need to listen to the people in your network, offer value, and build trust. As you master the basic principles of networking, you will begin to see your network develop.

Relationships

Networking requires building true relationships. Like any other relationship, networking requires time and energy. If you are not willing to put the effort into building new relationships, there is not point in networking. We will delve deeper into relationship building later, but here are some common sense methods to building relationships.

Listen

It is easy to underestimate the importance of listening when networking. While networking requires selling yourself, it is more than a sales pitch. You need to listen in order to build relationships and network effectively. Do not just allow the other person to talk, actively listening will ensure that you truly understand what the other person is saying.

Tips for Listening:

Offer Value

As we have already stated, networking is a two-way street. You cannot simply expect your contacts to support you and share their knowledge if there is no value in it for them. You must show new contacts that you are an asset. Offering value requires you to understand your networks.

How to Offer Value:

Do not over complicate offering value. It can be something as simple as helping a coworker install a new program or sharing notes from a missed meeting.

Build Trust

Trust is needed for every functional relationship, and networking is no different. Your contacts need to feel that you can be trusted. Building trust with new people takes time, but it is not that difficult to accomplish if you pay attention to your behavior.

Steps to Building Trust:

In the ever-evolving landscape of business, the pursuit of efficiency and productivity has often led to a narrow focus on cost-cutting and process optimization. However, a rising tide of evidence suggests that the integration of good jobs – characterized by fair pay, meaningful work, and growth opportunities – with effective operations is not just a moral imperative but a strategic one. This approach not only boosts productivity but also sharpens a business’s competitive edge.

The Paradigm Shift: From Cost-Cutting to Value-Adding

Traditionally, businesses have viewed labor as a cost to be minimized. This perspective led to practices like outsourcing, automation, and lean staffing. While these strategies can yield short-term savings, they often overlook the long-term value employees bring to an organization. The new paradigm views employees as assets whose contributions are critical to the company’s success.

Evidence of Impact

Numerous studies have shown that companies offering good jobs outperform their peers. These businesses often experience lower turnover rates, higher employee engagement, and better customer satisfaction. This translates into tangible benefits like reduced hiring and training costs, increased loyalty, and a more positive brand reputation.

Integrating Good Jobs with Effective Operations

Case Studies

Several leading companies have embraced this model. For example, [Company X] restructured its operations to prioritize employee well-being and training. As a result, they saw a significant increase in productivity and a reduction in errors. Similarly, [Company Y] introduced employee-led innovation programs, leading to groundbreaking process improvements.

Conclusion

The integration of good jobs with effective operations is more than a feel-good strategy; it’s a smart business move. Companies that recognize the value of their employees and invest in their development can expect to see not just enhanced productivity but also a stronger competitive edge. As the business landscape continues to evolve, this approach will likely become increasingly vital for sustainable success.

This post is presented by Leaders Excellence and was generated with the assistance of AI technology.

What is Interpersonal Awareness?

Interpersonal awareness means really tuning in to the people around us. It’s not just about hearing their words, but also sensing how they’re feeling and what they might be trying to communicate beyond the surface. It’s like having a good read on someone’s mood or needs even before they say anything. In simple terms, it’s about being super aware and understanding of others in our everyday interactions.

As you develop a greater degree of self-awareness, you will also become more aware of the dynamics at play in your interactions with others. However, this awareness doesn’t always go two-ways. When you have a greater awareness of thinking, learning, and personality styles, you also have a responsibility to be more adaptable in your interactions with others.

Addressing Different Thinking Styles

People who share the same thinking styles often have no problems working together. If both people are global thinkers then they will appreciate each other’s willingness to see the bigger picture. However when one person thinks differently from another, this different thinking style can not only seem foreign but irrelevant. However, these differences in thinking styles can, with the right approach, complement each other. While you may be aware of your thinking style, the people you interact with might not be as aware of theirs. A subtle way of intervening is to try to accommodate different styles of thinking when you interact with others. If you are a global thinker and find yourself at odds with someone who doesn’t understand why you can’t just give them a specific step by step plan, this is your opportunity to step beyond your limitations and try a more linear thinking style. 

Addressing Different Learning Styles

One side effect of deepening your own self-awareness is that you might often find yourself in a position of leadership where you have to teach others or give presentations, which is a kind of teaching when you consider it. If you are an auditory learner, take steps to design presentations and seminars that accommodate other types of learning. Use power-point and other visual aids to help visual learners, and find activities that allow tactile learners an opportunity to learn by doing, even as you accommodate your own auditory learning style through spoken instructions and explanations. One way to make sure you are accommodating the different learning styles is to video record your presentations before when you practice and during the presentation itself. This way you can study for areas where you are strong and for areas where you can improve. 

Active Listening and Body Language

Another important factor in being aware of your interactions with others is being able to listen and to truly hear others. Employing the techniques of active listening can help, but these are not simply tricks. In order to be effective with others, you must be truly interested in their point of view.

In addition to being aware of a person’s speech, you also need to be aware of both their body language and your own. Typically, when there is a discrepancy between the words that are said and a person’s tone and body language, the latter will more accurately reflect the circumstances.

Transactional Analysis

Transactional analysis is a way of interacting with others where you can recognize certain behavioral patterns in another person and by adjusting your behavior you can induce a change in the other person’s as well. 

Examples of Interpersonal Awareness:

Meeting a New Colleague:
Imagine you’re introduced to a new colleague at work. Interpersonal awareness would involve noticing their body language, facial expressions, and tone of voice to gauge how they’re feeling about the introduction. If they seem nervous or reserved, you might adjust your approach to make them feel more comfortable, perhaps by offering a friendly smile, a welcoming gesture, or initiating a casual conversation to break the ice.

Giving Feedback:
Providing feedback to a colleague requires sensitivity and awareness of their emotions. Instead of delivering feedback bluntly, you might approach the conversation with empathy, acknowledging their efforts and strengths before addressing areas for improvement. By showing understanding and respect for their perspective, you create a supportive environment for growth and development.

Networking Event:
At a networking event, interpersonal awareness helps you navigate social interactions effectively. You might observe the body language and conversational cues of others to assess their level of interest or engagement. If you notice someone feeling left out or uncomfortable, you could approach them, initiate a conversation, and make them feel included. By demonstrating empathy and attentiveness, you can build meaningful connections with others at the event.

This post on Interpersonal Awareness is from April’s topic on Improving Self-Awareness, which is also a course on our Executive Mini-MBA program online from Harvard Square.

Learn More about Leaders Excellence.

TOP Benefits of Emotional Intelligence:

Emotional intelligence in the workplace offers numerous benefits, extending beyond simply completing tasks; it encompasses excellent communication skills and effective team leadership. Emotional intelligence starts with identifying our own emotions and how we manage these feelings. Through identification of our emotions, we can begin to use these emotions for positive reasons and to improve our day-to-day relations with others and with ourselves.

Reducing Anxiety and Stress

Anxiety is a term that is normally used in a negative light. There are medications to curb anxiety, tips on alleviating anxiety, but do we really understand the purpose for stress and/or anxiety? Anxiety can help keep us alert like in the nervousness before a speech. Identifying these emotions is the first step to controlling those feelings when they arise.

Managing the symptoms of stress and anxiety can be as simple as easy, physical exercises. For example, fast and shallow breathing is one of the symptoms that comes with these emotions. Identifying these symptoms and counteracting it is recommended. Hold your breath for five seconds or deliberately slow your breathing down, in through the nose and out through the mouth. Anxiousness also releases hormones into the bloodstream and keeps you stressed for a period of time. Working out, jogging in place, and other physical activities can also lower these hormones and relieve the stress.

Conflict Resolution

Everyone cringes at these words. Who is good at conflict resolution? You can be good at conflict resolution. With emotional intelligence, skills like effective communication, active listening and empathy, conflicts can be de-escalated quickly and rapport built in the place of negativity.

First, active listening is key to understanding what the conflict concerns. Empathy for each side of the disagreement allows you to feel the emotions of each person and better understand their position. Even social skills come into play when each side’s opinions and needs are mirrored for both sides to hear. From there, a solution can be determined so that everyone feels satisfied that they have been heard.

Relationship Management

Another benefit to emotional intelligence and all it includes is better relationship management. Once we come into focus with our own emotions, we can then use it to build and maintain better, more positive relationships, both in the workplace and in everyday life.

How does emotional intelligence aid in our relationships? First, through our communication. Through our empathy we can bring out the best in others, mentoring and motivating. Communicating in a more positive manner improves our relationships with everyone we encounter. Better communication equals better relationships.

Overcoming Obstacles at Work

Overcoming obstacles at work does not seem to be related to emotional intelligence, however, it is. When thinking of obstacles at work, one usually thinks about failure. Failure can come in all kinds of forms, and almost always feels negative. Failure can be controlled through more emotional intelligence. And with these skills, we can turn a negative event into positive growth.

The hardest and first step of the process is to recognize the failure. Admit to the emotions that you are feeling and then the learning process can begin. Determine how the failure could have been avoided and then make changes. Making a change to avoid future failure is growth, that came from a negative.

To learn more about Emotional Intelligence, Check out our Certificate course on Developing Emotional Intelligence.

The creative process is based on problem solving and making connections. It begins by analyzing a problem, determining strategies and possible solutions, followed by turning these ideas into reality. The process adheres to five stages; however, individuals may alternate back and forth between the stages. The five stages of the creative process are: preparation, incubation, illumination, evaluation, and verification. The more this process is practiced, the more likely employees are to master this skill set.

Preparation

The first stage in the creative process is the preparation stage. This stage involves gathering background information, and absorbing knowledge from various resources. The consumption of this information will ignite inspiration that will help with accomplishing creative problem solving.

Throughout this stage, goals should be clearly defined in order to ensure focus on what you are solving or creating. It is helpful to gather knowledge and materials in a quiet environment. Preparation is essential prior to any breakthroughs or construction of the work. Do not be afraid to go out of your comfort zone when it comes to new projects- it could be the start of something big!

Incubation

The second stage in the creative process is the incubation stage. This stage is all about experimentation and reviewing of the ideas accumulated from the previous stage. There is no set time frame for the incubation period; it could be days or months. At this point, new connections are starting to be made and ideas are examined from different perspectives, which will help set the stage for the illumination period.

Illumination

The third stage in the creative process is the illumination stage. It is at this stage the breakthrough occurs, which will typically happen while having your mind focused on something else. All of the concepts and information have finally come together to build that big idea that will be increase work productivity. Although the illumination stage is the smallest stage of the five, it is the most significant.

Evaluation

The fourth stage in the creative process is the evaluation stage. Now that the breakthrough has happened, it is time to reflect and evaluate the solution. It is advantageous to use both self-evaluation, and the opinions of your colleagues to determine the quality of your creative thoughts.

Creative individuals are known to do well with this part of the process. There are questions you can ask yourself that will help with your assessment, including:

• What are some changes I can make to this idea?

• Does this solution align with my vision or goal?

• Will this solution benefit my business?

• Has this solution been done before?

Verification

The final stage in the creative process is the verification stage. After considerable review of the solution, the last step is to put the business plan into action and do the work. You must be willing to put in hard work to complete the process in order for it to be successful. This work will require trial and error; however, strong work ethic will ensure it gets completed. After a long journey of undergoing the creative process, it is highly rewarding to see your creative skills flourish.

This post is from December’s topic on Creativity: Thinking Outside the Box, which is also a course on our Executive Mini-MBA program online from Harvard Square.