Creators at the Workplace: Antisocial Nerds With Their Heads in the Clouds?

Hi. How are you today? I'm good, thank you. Thank you for having me here. Actually, I heard a lot of very good words about you, about your design, about your creative work. Thank you very much, thank you very much. This is very flattering. Kuba, zacznijmy od początku. Pierwsza pytanie jest, dlaczego kreatorzy nie lubią spotkań? Przede wszystkim, to nie jest tak, że ktoś może zdawać sobie sprawę, Antisocial nerds and that's why they don't like attend the meetings. That's in most cases probably not true. I believe that's because the nature of the tasks that creative people like programmers, designers, writers, etc. The nature of those tasks is that they usually need some deeper focus and they require

Yeah, exactly. And that's why some creative people, when they are deep in the zone, they tend to at least be late for some meetings, because You know, they just missed the reminder that it's like ten minutes before the meeting and they are running late to the meeting because of the You know, the urge to finish up this focused slot. Yeah, and the attendees on the meeting are getting angry. Yeah, yeah, but overall it's something that we, at least in the IT industry, we need to cope with because, you know, in the IT industry, I believe that we have like a pretty high ratio of managers to creatives.

They have to be dressed very well. And they have zero extra time. Like zero free time for creative things, for leisure, for relax. They have strictly schedule and they stick to it. That's my first opinion. You know, in general, people who manage, companies who manage teams, usually work really well under this schedule, because what they do is very high level and, you know, they One, oczywiście, mają świetny wzór na temat strategii, więc są w stanie wyrazić każdego dnia decyzje na miejscu, na spotkaniu, albo po spotkaniu, a potem delegować podstawową pracę gdzieś na dół, aby być w stanie zmienić kontekst, iść do kolejnego spotkania i powtórzyć cały cykl.

You know, both of those schedules, the creative one and managerial one, on its own, they work pretty well for those kinds of people. And the problem emerges when we try to clash those two. If managers need to meet with some programmers, with some copywriters, designers. And you know, those people, managers are in there. When I think about creator, I think about the man who's in his zone and he's creating all the time.

Oczywiście wymagania są ważne, ale One leg in a managerial world and one leg in a creative world, you have responsibilities on both sides. So if I wouldn't prevent calls Interrupting my focused work slot, I wouldn't be able to deliver my deliverables like designs, upscreens, flows and everything that is at the end of the day the fruit of my labor. Extreme on both sides is of course dangerous.

For some people, what works very well Przede wszystkim, to jest rozwiązywanie pewnych części dnia na pewne rodzaje wydarzeń, więc są ludzie, którzy lubią pracować na tych kreatywnych wydarzeniach w rano i odpoczywają w południu na dziennikarze, albo tak samo. For me personally, I'm not partial into focusing more in the morning or in the evening, so I'm just very flexible in terms of that. So as I have mentioned, I move my focused work slots around in order to be flexible to fulfill the meetings and then fulfill the creative tasks.

But it comes with time and from my perspective it is a foundation of an efficient planning in general. I have one conclusion after this entire episode. Let's say we have a manager role and the manager is looking for some creative stuff. And you connecting those two things, like creator stuff and manager stuff, maybe the manager role is looking for some creative activities just to recalibrate his brain. . . . . . .

Are you referring to managers having like a creative hobby in order for them to get a taste of how creative work looks like? Yeah, it might be like that. Yeah, it might be like that. And I would, if I were to recommend, because I'm like a fresh learner in programming as well, I have started on January to learn some programming in order to broaden my horizons a little bit. I ja bym polegał na tym wszystkim, bo wierzę, że to jest umiejętność, to jest wątpliwość, którą każdy manager IT powinien mieć. I może wtedy będą bardziej świadomi, dlaczego na stronie IT, na stronie programowania,