Natalie Nixon

full-time, have not looked back.

And what I do as a creativity strategist is I help leaders and organizations catalyze creativity's ROI.

Because in my experience and from my perspective, there's not a fuzzy dotted line between creativity and business results.

There's a solid bold line.

Well, that's not bad.

It's just that the ways we've thought about productivity are an either-or model, right?

It's either we focus on efficiency, output, speed, or productivity.

we're not doing anything worthwhile.

And to me, that is a relic of the first Industrial Revolution, which started in the mid-19th century, which radicalized everything.

It changed cities and towns and transportation and little villages' relationship to the church and power dynamics, et cetera.

And that has gotten us to where we are.

The challenge is that the modes of working don't quite align anymore

with that first industrial revolution model of work, which is based on you measure only what you see.

It is speed-based, efficiencies only get rewarded and it's output space.

And so the model that I offer in my book, Move, Think, Rest is one that's grounded in cultivation and it is a both and model.

So yes, we should care about speed and efficiency measuring what we see, but we value the solo practitioner

and the collective.

We value speed and also slow.

We acknowledge that, yes, we should be measuring what we can see.

We also understand that there's a lot happening during dormant periods when we need to sleep on it, when things are in an incubation stage.