Dissatisfied With Your Work Results? Give Co-Creation A Try

If you’re like most of us, somewhere, sometime you were told that working harder and smarter is the key to success in business and in life.

Sure, there’s nothing wrong with working hard. And hard work can produce especially good results if you’re smart about it.

But as we see the pain and burnout caused by hustle culture, it may occur to us that there’s a better approach.

Chris Deaver and Ian Clawson think so. They’re the authors of Brave Together: Lead by Design, Spark Creativity, and Shape the Future with the Power of Co-Creation.

These guys know a thing or two (and a lot more) about what works best in the workplace. Deaver has coached C-level executives like Tim Cook and Michael Dell and has worked with teams creating iProducts and Star Wars experiences. Clawson is an advisor to startups and accelerator programs and has led culture transformation initiatives in the healthcare industry. They are co-founders of BraveCore, a consultancy that builds cultures based on creative collaboration.

The status quo, they say, causes some people to remain “stuck in place” in their careers.

Ian Clawson explains. “The status quo feels safe and familiar, but it can undermine our creative identity,” he says. “Most people don’t take risks because it means moving through the unknown. This can be scary headspace. Many employers want to protect the status quo, believing it maintains stability. But for employees, the status quo means a static work experience.”

Clawson says people feel “stuck” because they can’t be their true selves. “They’re afraid to use their voice to share creative ideas, or to challenge the familiar,” he says. “They continue to ‘blend in’ because they’re afraid to stand out.”

The authors recommend something they call the “Mirror Test” to help people assess their current situation and envision their possibilities.

“Most of us fail to face the reality of our situation,” Chris Deaver says. “[We must confront] the good the bad and the ugly, the fears, doubts, and insecurities found at our core. If unchecked, this just makes things worse. The Mirror Test helps you deal with your real versus ideal self. It helps you see your true self, and not get stuck in the past. It powers you with responsibility.

People accelerate, Deaver says, as they stop looking for others to change their circumstances and they stop blaming. “By doing the deep work, we create lasting change that expands our growth, transforming relationships, and shaping a meaningful life.”

Deaver and Clawson write about the employee mindset, the entrepreneur mindset, and the co-creator mindset.

“These mindsets exist in our default experience,” Clawson says. “Most employees face a baseline of fear. They are dependent on an employer to be happy or successful and to provide structure for their work life. Entrepreneurs lean into being brave. They crave independence. But in the extremes, this mindset can be self-focused and feel isolating. Society tells us we need to choose between these two career paths.”

Clawson says the co-creator mindset is a path to make better connections. “Instead of just being different, we thrive in making a difference and being brave together. The key to this framework is having an awareness of how a particular mindset correlates with your behaviors and knowing how to make adjusts that could lead toward better experiences and outcomes.”

In many workplaces, meetings have fallen into disrepute because they’re often regarded as little more than an annoying timesuck. Deaver and Clawson say meetings should be designed as “brave conversations.”

“Meetings were never meant to be boring, one-sided info dumps or download sessions,” Deaver says. “How do we change that? Reimagine meetings as brave conversations. Make things fluid, less scripted, more true and real. This amplifies our connection with others. Give people permission to share personal feelings and stories. This elevates the experience. Design meetings for ideation and building different strategies together. Create brave space for people to share and watch it energize teams.”

Deaver and Clawson say “leading with a question” can have a significantly positive impact on relationships and performance.

“Leaders need to fight the temptation to control everything,” Deaver says. “They don’t need to have the all the answers. People want to feel inspired they are not looking for expertise. They want to be heard and understood. By leading with questions, leaders open portals to new possibilities, extending trust to teams who want to build solutions together. Questions plant seeds for co-creative cultures. They empower people to share ideas, producing endless energy.”

So-called “quiet quitting” is hitting many workplaces where people don’t stay engaged. Clawson shares a helpful perspective.

“People are here to create and contribute,” he says. “People are not machines. Leaders should invest in employees, not treat them like a line-item expense. Don’t just talk about leadership. Be a leader. Embody inspiring principles. Empower others. Show how much you care. Trust them. Help them grow. Help them feel seen, heard, and valued.”

He advises changing relationships from transactional to transformational and watching workers and the business transform for the better. “Give people a reason to stay,” he says, “by activating their hearts and minds. Then show them support as they do the best work of their lives, in a culture they love.”

“Make others the mission” is a principle that Deaver and Clawson recommend.

“Compassion is an approach that helps us give rather than receive,” Deaver says. “It’s about serving others, while also taking care of ourselves. We influence as leaders by strengthening our relationships. When we make others the mission, we expect more of ourselves. We lead with empathy and generosity. Serving others fuels our mood and helps with our overall well-being, giving us a greater sense of purpose. True compassion makes us more gracious with others. By being present we help them feel safe, seen, and heard.”

The Covid pandemic has caused countless paradigm shifts regarding how work is done. Among other things, it has arguably made co-creation more relevant and seem more possible than ever.

“Prior to the pandemic, people were already disengaged and unhappy in the workplace,” Deaver says. “Since the pandemic we have seen a rise in mental health challenges. People everywhere are feeling more lonely, isolated, and disconnected. They’re starving for connection, for more humanity, for relationships. Co-creation offers all of that. In a world more divided than ever, we can find strength in working creatively with others. Instead of remaining divided, we can build bridges that help us connect dots. We can be brave together. Co-creation gives us hope, inspires us to feel more peace, and optimism for the future.”

Clawson offers ideas on how people can confidently identify their “true north” in managing their lives.

“Most people who feel frustrated with their direction need to start with the macro view,” he says. “Focus on the big picture. How are you leading? How are you treating others? How are you building the best relationships and best solutions together?”

People start heading toward their “true north” by shifting from a to-do list to a to-be list, he says. “Who do you need to become in the future? Follow the direction of timeless principles by living with more empathy, integrity, and service. Principles have the power to inspire us long term, infusing energy into how we live and lead others, changing the world around us.”

So, what can leaders do to help shape cultures people love?

“Culture evolves or declines based on the attention we give it and what we put into it with intention,” Clawson says. “A culture must have an aim. So, give people a reason to contribute and resources to do it. Stop chasing results. Be less of an auditor. Spend time with your team. Immerse yourself in meaningful work with others. Involve them. Culture shaping takes brave new leadership. Focus on building the best work experience for the people. Create the conditions for co-creation.”