Creativity

There is a big call for creativity within organisations but how do you develop creativity in people? When does someone feel called to ‘out’ their ideas? And when does the need for creativity and initiative stop? For many companies, this issue is something of a double-edged sword. On the one hand, they’d like their employees to come up with new ideas and improvements but on the other hand, the introduction of these new ideas and improvements can be in conflict with existing processes, ways of working and even reward schemes. Such creative and enterprising employees are then seen as troublesome, leading to these workers ultimately leaving the company or simply keeping their mouths shut and their ideas to themselves.

For these reasons, not only do we train employees, we also train the board and the management team for their role in fostering creativity. We show the implications this has for the organisation, the employees and the board and management themselves. In the process of doing this, we make sure that the aforementioned leaders themselves become more creative. It’s not about being able to paint or sing nicely together, it’s about finding new approaches, products and opportunities for the company.  Employees who need to work most on their creativity skills are actually often considered to be the ‘creative’ professionals, for example; designers, business developers, advertisement producers, R&D workers, strategists and even artists.

This type of training is given only by Arnold Blits. He can help creative – and often complicated – personalities take major steps in developing their own creativity. Most people are initially sceptical but that quickly changes as soon as they realize that Blits himself has an exceptionally quick and creative brain. His approach goes a lot further than brainstorming sessions. Participants experience a personal growth spurt which gives their creativity a new lease of life. It’s also possible to call in Arnold Blits to literally develop new products and concepts.