Category: Business

Rethinking Motivation

Beyond Rewards and Punishments

Common Assumptions Questioned

Two studies that call into question the ideas that:

  • If you reward something, do you get more of the behavior you want?
  • If you punish someone, you get less of the behavior you want.

Mechanical Tasks

As long as the task involved used only a mechanical skill the bonuses worked as expected. Higher pay = better performance. That makes sense.

For simple, straightforward tasks reward mechanisms work great.

Cognitive Tasks

Once the task called for rudimentary cognitive skill the larger the reward led to poorer performance.

When a task gets more complicated, it requires some conceptual, creative thinking, those types of motivators don’t work.

The Role of Money

Fact: Money is a motivator. If you don’t pay enough, people won’t be motivated.

Pay people enough to take the issue of money off the table. So pay people enough to take money off the table so they aren’t thinking about money, but rather the task/work at hand.

Three Factors for Better Performance

Autonomy

The desire to be self-directed

Mastery

The urge to get better at stuff

Purpose

More organizations want a transcendent purpose

Traditional notions of management run foul of this. Management is great if you want compliance but if you want engagement, self-directed is better.

The Power of Purpose

When the profit motive gets unmoored from the purpose motive, bad things happen.

“Our goal is to be disruptive but in the cause of making the world a better place.”

— Skype

“I want to put a ding in the universe.”

— Steve Jobs

We are purpose maximizers, not profit maximizers. We care about mastery very deeply and we want to be self-directed.

Join the Conversation

Which of these three factors—autonomy, mastery, or purpose—motivates you the most in your work? Have you experienced the limitations of traditional reward systems?

David Kelley: How To Build Your Creative Confidence

Unlocking the creative potential that exists within all of us through design thinking and guided mastery

How to build your creative confidence | David Kelley

David Kelley’s influential TED Talk on building creative confidence has inspired millions to rediscover their innate creativity

We’ve all heard the familiar refrain: “I’m not the creative type.” It’s a self-imposed limitation that David Kelley, founder of the global design firm IDEO and Stanford University’s d.school, has spent his career dismantling. According to Kelley, this division between “creative types” and “practical people” is not only artificial but harmful—it prevents countless individuals from unlocking their innovative potential.

In his groundbreaking work, Kelley argues that creativity isn’t some rare gift bestowed upon a lucky few; it’s a natural capability we all possess. The key distinction isn’t about having creativity, but having the confidence to exercise it. This belief in our own creative abilities—what Kelley calls “creative confidence”—is the foundation for innovation across all domains of life and work.

In this expanded exploration of Kelley’s philosophy, we’ll dive into the principles of creative confidence, examine practical techniques for building it, and discover how design thinking can transform not just how we solve problems, but how we see ourselves as creators and innovators.

The Creative Confidence Revolution

David Kelley’s journey toward championing creative confidence began with a profound personal experience. During a battle with cancer, facing a 40% chance of survival, Kelley found himself contemplating his purpose in life. The answer came clearly: he wanted to help as many people as possible regain the creative confidence they had lost along the way.

This mission became the cornerstone of his work at both IDEO and Stanford’s d.school, where he observed a troubling pattern: people entering with brilliant minds but limited creative self-assurance. The problem wasn’t a lack of creative ability, but rather a lack of belief in that ability.

Kelley’s approach draws inspiration from psychologist Albert Bandura’s work on “guided mastery”—a technique for helping people overcome phobias through incremental exposure to the source of their fear. For creativity, the “phobia” is often the fear of judgment or failure that prevents us from expressing our ideas.

The breakthrough insight of Kelley’s work is that creative confidence isn’t just about making better art or products—it fundamentally changes how people approach all aspects of their lives. Those who regain their creative confidence show more resilience in the face of challenges and bring fresh perspectives to problems that once seemed insurmountable.

Design Thinking: The Path to Creative Confidence

At the heart of Kelley’s approach to building creative confidence is design thinking—a methodology that has transformed how organizations solve problems. Design thinking provides a structured framework that makes creativity less intimidating and more accessible to everyone, regardless of their background or self-perception.

The process typically includes four key phases:

  • Inspiration: Building empathy by deeply understanding the needs of the people you’re designing for
  • Synthesis: Making sense of what you’ve learned to identify opportunities and insights
  • Ideation/Experimentation: Generating potential solutions and testing them through quick prototypes
  • Implementation: Bringing the most promising solutions to life

“What we, as design thinkers, have, is this creative confidence that, when given a difficult problem, we have a methodology that enables us to come up with a solution that nobody has before.”

The Four Fears That Block Creativity

According to Kelley and his brother Tom (co-author of their bestselling book “Creative Confidence”), our creative potential is often blocked by four specific fears:

  • Fear of the Messy Unknown: Creativity requires embracing ambiguity and navigating uncharted territory
  • Fear of Judgment: Concern about what others will think of our ideas prevents many from sharing them
  • Fear of the First Step: Getting started is often the hardest part of the creative process
  • Fear of Losing Control: Creative work often requires surrendering control and being open to unexpected outcomes

Recognizing these fears is the first step toward overcoming them. By naming and understanding them, we can develop targeted strategies to build the confidence needed to push past these creative blockers.

Practical Exercises to Build Creative Confidence

Building creative confidence isn’t just theoretical—it requires practice. Here are several practical exercises developed by David Kelley and his colleagues at IDEO and Stanford to help strengthen your creative muscles:

  • The 30 Circles Exercise: Draw 30 circles on a page and try to transform each into a different object in just three minutes. This simple activity demonstrates how constraints can boost creativity and helps overcome perfectionism.
  • Idea Wallet: Carry a small notebook to capture observations, insights, and ideas throughout your day. This practice builds the habit of noticing creative opportunities in everyday life.
  • Journey Mapping: Chart the step-by-step experience of a user interacting with a product or service to identify pain points and opportunities for innovation.
  • Rapid Prototyping: Create quick, simple models of your ideas to test them early and learn from feedback rather than waiting for perfection

These exercises share a common philosophy: creativity improves with practice, and starting small builds momentum. Each small creative success increases confidence for tackling larger challenges, creating a positive cycle of growth and experimentation.

The Eight Core Design Abilities

As practitioners become more experienced with design thinking, Kelley and his colleagues at the d.school have identified eight core abilities that distinguish creative problem-solvers:

  • Navigating Ambiguity: Becoming comfortable with the uncertain, unclear phases of creative work
  • Learning from Others: Building empathy and gathering insights from those you’re designing for
  • Synthesizing Information: Finding patterns and insights in complex data and observations
  • Experimenting Rapidly: Creating quick prototypes to test ideas and learn through iteration
  • Moving Between Concrete and Abstract: Shifting between big-picture thinking and practical details
  • Building and Crafting: Making ideas tangible through various media
  • Communicating Deliberately: Sharing ideas in ways that resonate with your audience
  • Designing Your Design Work: Strategically planning your creative process

These abilities aren’t fixed traits, but skills that can be developed through intentional practice and experience. The journey from novice to master in design thinking involves strengthening these core capabilities.

Creative Confidence in Action: Transformative Case Studies

The power of creative confidence is best illustrated through real-world examples of transformation. One of Kelley’s favorite stories involves Doug Dietz, a designer at General Electric who created MRI machines.

For years, Dietz took pride in his technical designs until he witnessed a young girl crying in terror before entering one of his machines. The realization that his creation was frightening children led to a creative breakthrough: he transformed the clinical MRI experience into an adventure, decorating the machines and surrounding areas as pirate ships or space adventures.

The results were remarkable:

  • Children’s fear dramatically decreased, with many actually looking forward to the experience
  • The need for sedation dropped from 80% of pediatric patients to just 10%
  • Hospital staff reported significantly improved experiences for both children and parents
  • No technical aspects of the machine needed modification—just the experience surrounding it

This case illustrates the essence of creative confidence: seeing beyond conventional solutions, empathizing deeply with users, and having the courage to implement transformative ideas—even when they might initially seem unconventional or risky.

Embracing Your Creative Potential

David Kelley’s mission to foster creative confidence has grown from a personal calling into a global movement. Through his work at IDEO, Stanford’s d.school, and his bestselling book with brother Tom, he has helped countless individuals rediscover the creative abilities they were born with but may have lost along the way.

The message is clear: creativity isn’t a magical talent possessed by a select few. It’s a fundamental human capability that can be nurtured, developed, and strengthened through practice and guidance. By overcoming our fears, embracing design thinking methodology, and practicing creative exercises, we can all build the confidence to innovate and create.

As you consider your own creative journey, remember that the goal isn’t to become an artist in the traditional sense. Creative confidence is about approaching all aspects of life—from personal challenges to professional problems—with the belief that you can create new solutions. It’s about seeing possibilities where others see roadblocks, and having the courage to bring those possibilities to life.

Join the Conversation

When was a time you felt creatively blocked? What helped you overcome it? Or if you’re currently facing a creative challenge, which of the techniques from this article might you try? Share your experience in the comments!

Boss vs. Leader: Understanding the Difference

What separates management from true leadership?

The distinction between being a boss and being a leader is crucial in today’s workplace. While both roles involve guiding others, the approach and impact can be dramatically different. This comparison highlights the key differences in mindset and behavior that separate traditional bosses from effective leaders.

BOSS

LEADER

Drives Employees

Coaches Them

Depends on Authority

Depends on Goodwill

Inspires Fear

Generates Enthusiasm

Says “I”

Says “We”

Places Blame for the Breakdown

Fixes the Breakdown

Knows How it is Done

Shows How it is Done

Uses People

Develops People

Takes Credit

Gives Credit

Commands

Asks

Says “Go”

Says “Let’s Go”

Which Are You?

The most effective managers in today’s workplace embody the qualities of true leadership. While being a boss might gain short-term compliance, being a leader builds long-term commitment and fosters a culture of growth, innovation, and mutual respect.

Leadership isn’t about position or title—it’s about influence, inspiration, and empowerment. By shifting from commanding to coaching, from taking credit to giving it, and from saying “I” to saying “We,” anyone in a management role can transform their impact and truly lead their team to success.

Join the Conversation

Have you worked with both bosses and leaders? What differences did you notice in team morale, productivity, and creativity? Share your experiences in the comments below.

The Power of Community

How Helping Others Helps You

What if working to help others also helped you? Simon Sinek, leadership expert and author believes just that.

In the video embedded above, Sinek says:

Key Insights from Simon Sinek

  • People are looking for a community or culture. Community is defined as a group of people with a common set of values and beliefs.
  • When you are surrounded by people who believe what you believe, something interesting happens: trust. Our very survival depends on trust, doesn’t it?
  • You find and create communities of like-minded individuals by going out and meeting people.
  • Every decision you make is a piece of communication. This is why you have to say and do things you believe.
  • The things you say and do are symbols of who you are. People look for symbols similar to what they are looking for.
  • Whatever you say and do will attract people with similar behavior, whether intended or not. Say and do what you actually believe.
  • People want to work for companies and work for clients who believe what they believe. They want to show up and contribute, or feel a part of something bigger than themselves.
  • People use symbols and graphics to say who they are, or what they represent. We put company logos on us to show we believe in, or we are part of something. We wear logos and colors to represent who we are. When people respect your company, they will show it in various ways. When was the last time you saw a dirty Mac?
  • In order to feel truly fulfilled, you need to do something good for someone else. Generosity is doing something for someone else and expecting nothing in return.

This is also similar to the idea of the movie Pay it Forward, where a teacher challenges his class to change the world and put it into action.

The Art of Communication

Now let’s discuss what it means to be communicators. We communicate to express an idea, or a thought. We communicate to ask a question, or to get a better understanding of the world around us. As communicators it is our job to help inform, as well as to ask questions. If our communications are one sided, meaning we are simply doing all the talking and no listening, how engaged are you in the conversation? If you are asking those who you are communicating with to do something and ask nothing in return, I wonder how likely it is for others to do anything for you.

In the new world of digital media, everyone is a communicator and everyone needs, or wants to be heard. Whether you are communicating via print, web, video, email, voicemail, 1:1 meetings, 1:many meetings, or via phone, we are all communicating to seek knowledge, to ask questions. We are likely also communicating to seek community so make sure what you are communicating is generating the desired result. The world is about relationships, connecting with others, and helping others.

How are you going to put this idea into action in your personal and professional lives?

Community

“You make a living by what you get. You make a life by what you give.”

– Winston Churchill

Join the Conversation

What communities are you a part of that share your values? How do you contribute to these communities?