Chris Taylor

NEW YORK, (Reuters) – If there’s one skill that has helped us get through these last few years without a hitch, it is creativity.

LEGO Group is a leading organization in creative thinking. Its chief product and marketing officer, Julia Goldin, spoke with Reuters about unlocking and developing this critical skill – not just at the C-Suite, but across entire organizations.

Q: What is the importance of creativity in an organisation?

Q: People often think of creativity as performing or artistic art. Based on our experience, we know that creativity requires a wider range of skills and has broader application.

It’s essential and becoming more essential than ever before. Creativity can be applied to the workplace by problem-solving and resilience. It also helps you come up with new ideas and develop them into solutions.

Q: How can creativity be encouraged?

Q: LEGO bricks are used in training and in daily life. These bricks provide the opportunity for people to get together. For example, once a year we have a global ‘Play Day’ where we bring all employees into environments where they can play and learn and build connections.

Q: Could you please give me an example?

A: COVID allowed us to make a mental model out of our experiences and thoughts using the bricks at home. It forces you to consider what your message is and how you can make it concrete.

Some people’s models showed how torn they were between working and taking care of children; or what was giving them pleasure, like gardening or making dinner. To strengthen emotional bonds and create closer relationships, everyone had the chance to talk about their lives with bricks.

Q: Since COVID-19, has it been particularly important for businesses to think out of the box?

A: Many companies have had to face challenges and issues over the years. Flexibility and creative problem solving are essential. There were many changes that needed to be made quickly.

Companies have to think outside the box, whether the problem is your impact on the environment or the supply chain.

Q: We adults tend to think the same way. What can you learn from children?

A: Our role models are always our children. Children have a wide range of imaginations and are flexible. Because they are able to see the future with LEGO bricks and can also explore and discover new possibilities, they are comfortable working with problems.

Learning to walk involves falling, which is how children learn. Children can teach us a lot and help us to improve our work.

Q: What are your methods of communicating creativity and leadership to large groups?

A: To be very clear and ensure that everyone (including leadership) understands what you are saying.

When we are doing things in the company, for example, all of us do them. If we have all been given a ‘play box’ of bricks, executive leadership teams will sit down and do exactly the same thing.

That way when new people come into the organization, they understand where we’re coming from. This boils down to communication that is clear and frequent as well as hands-on, continuous learning.

Q: Do you have any favorite products because you are involved in product development?

A: That’s like asking me about my favorite child. I couldn’t pick one, but right now I am building the Barcelona soccer stadium with my two sons. Both are huge fans.

Also I worked recently on a grand piano; I’m a pianist myself, so that was very special. I have quite a few other big boxes waiting for me, but I’m waiting until I have more time.

Q: Do you have any advice for companies looking to foster creativity?

A: Creativity needs to be seen in a broader sense – not just artistic ideas, but something that is important for everybody. All of us can be creative when solving problems. You must create a safe and trusting environment. This will encourage people to be open-minded and not fear of making mistakes. Creativity is encouraged when people are confident that they will be heard no matter their position in an organization.