Video from Big Think: Empower Your People with Diane Paulus, Tony Award-winning director

To keep any business or team agile, relevant, and competitive, you need all hands on deck — everyone bringing their A-game (which does not stand for “autopilot”). Creating these conditions is the job of every manager and leader; left to its own devices, any organization will settle into a hierarchical structure in which the majority just try to follow orders, which results in disengagement and uninspired performance.

Creative collaboration is essential for any organization, but no one understands it better than a theater director. A leader in her field, Diane Paulus emphasizes the importance of creating a structured environment that tolerates enough instability and “play” to produce the unexpected—which is the essence of art and innovation. It’s also the leader’s job to emphasize, from the beginning, that everyone is welcome and expected to contribute ideas, offer critical feedback, and build upon the ideas of others.

Set the tone

Authenticity is key. You must be genuinely interested in what others have to say. People need to feel from you that they’ll be heard and that they have a voice.

Start projects by saying: I’m going to come with an idea, and I’m going to expect you to come with an idea. And I know that together we’ll make a third idea that’s better than both of our ideas.

As the project director, your job is to remind people of the big picture, or shared goal. Constantly articulate what you’re doing and why you’re doing it. This is especially important when the work is difficult or motivation is low.

To boost low morale, say: I know what you’re feeling; I know this might feel impossible. But I know if we try one more time we can do this.

Be specific: This is where we’re not succeeding. This is what success looks like. How can we get there together?

Lay the ground rules

Present the project’s shared goal and essential features. Then, open the floor for discussion. Invite team members to join you in critical analysis.

Ask for contributions: What do people like or dislike about specific aspects? Where is there clarity or confusion? Where are the connections to job role or motivation?

Make it clear that you expect presence and investment. Consider implementing a no distractions policy during planning sessions.

To redirect a discussion, say: Let’s address that point at another time. We’ve spent enough time on this topic for now. Good point, but we need to move on.

Create the conditions for team transformation

Transformation cannot be planned. It’s your job to help your team navigate the unknown. The goal is to help team members build their tolerance for instability.

Help your team find the next practice by asking: Why not? Why can’t we do that differently? Would it be possible to . . . ?