New managers in creative fields got the job because they were good at being makers--and learned to strategize their time, relationships, and mindset to produce the best creative work possible on their own. But when they're put in charge, the rules change, and they must unlearn their hard-won working habits in favor of new ones, and navigate a minefield of complex relational dynamics with colleagues and bosses. Successful leaders of creative teams have mastered the difficult transition from doing the work to leading the work, and this book shows how. Todd Henry picks up where The Accidental Creative left off, and provides an indispensable handbook of on-the-ground, tactical advice for new managers of creatives. He draws from interviews with brilliant leaders and his experience consulting in creative organizations to share a wealth of practical advice, including- Why conflict can be a good thing, and how to manage it in a healthy way. How to build time and attention buffers to protect your team's ability to do its best work. How to deal with the imbalance of power on your team, and manage inevitable struggles that arise. How to create "hunting trails" that will keep your team inspired and motivated to deliver brilliant work. Why you should still "get your hands dirty", even as you strive to remove yourself from the work. Why you should fight to measure value, not time, when evaluating your team's work. Readers will come away with the tools and resources to handle the most challenging aspects of new leadership, from how to talk to your work friends when you've been promoted above them to how to maintain quality control without being a micromanager. A practical handbook for every manager charged with leading teams to creative brilliance, from the author ofThe Accidental CreativeandDie Empty. Doing the work andleadingthe work are very different things. When you make the transition from maker to manager, you give ownership of projects to your team even though you could do them yourself better and faster. You're juggling expectations from your manager, who wants consistent, predictable output from an inherently unpredictable creative process. And you're managing the pushback from your team of brilliant, headstrong, and possibly overqualified creatives. Leading talented, creative people requires a different skill set than the one many management books offer. As a consultant to creative companies, Todd Henry knows firsthand what prevents creative leaders from guiding their teams to success, and in Herding Tigers he provides a bold new blueprint to help you be the leader your team needs. Learn to lead by influence instead of control. Discover how to create a stable culture that empowers your team to take bold creative risks. And learn how to fight to protect the time, energy, and resources they need to do their best work. Full of stories and practical advice, Herding Tigers will give you the confidence and the skills to foster an environment where clients, management, and employees have a product they can be proud of and a process that works.