Why the best team building happens in the gaps between the big projects.
Team building is often presented as a grand intervention—a weekend retreat, a professional facilitator, or a series of highly orchestrated icebreakers designed to force vulnerability.
But for a small, grassroots arts organization, these methods often feel forced, expensive, and fundamentally at odds with the organic way creative communities actually form. When you are a team of three, five, or ten people working out of a shared studio or a group chat, you do not need a ropes course. You need a shared language of care. True team building in a small group is not an event you schedule; it is the environment you cultivate through the small, repeated rituals of your daily work.
The reason this matters so deeply for young creative leaders is that our work is inherently precarious. We are building things with limited budgets and high emotional stakes. In this environment, the team is not just a collection of skills; it is a support system. If the foundation of that system is purely transactional—focused only on who is finishing which task by what deadline—it will eventually crack under the pressure of the first real crisis. However, when a team is built on a foundation of genuine relational trust, it becomes resilient. Resilience is not about being indestructible; it is about knowing exactly who to reach out to when things get heavy.
One of the most effective approaches to building this trust is what we might call Side-by-Side work. This is the practice of doing the mundane, unglamorous tasks of running an organization together. It might be a Saturday afternoon spent painting the gallery walls, folding zines, or even just sitting in the same room while everyone catches up on their own emails. There is a specific kind of magic that happens when people work in proximity without the pressure of a formal meeting. In these quiet gaps, the real conversations happen. You learn about each other’s creative anxieties, your shared influences, and the things that make you laugh. You are not building a team in a corporate sense; you are becoming a presence in each other’s lives.
Another powerful tool is the Low-Stakes Learning session. Once a month, have one team member teach the others a skill that has nothing to do with your immediate project. Maybe someone knows how to bake bread, or someone else is great at basic coding, or someone can explain the history of a specific art movement. This flips the power dynamics of the group. It allows everyone to be a beginner and everyone to be an expert in turn. It reinforces the idea that the group is a place of growth, not just production. When we see our peers as multifaceted humans with lives outside of their roles, we treat them with more empathy when the work gets difficult.
Finally, we must normalize the Human Check-In. Before you open the spreadsheet or start the brainstorm, spend ten minutes asking how everyone actually is. Not the fine version, but the version that explains what is taking up their brain space. This is not about trauma-dumping; it is about situational awareness. If a teammate is exhausted because of a family situation, knowing that allows the rest of the group to adjust their expectations and offer support.
Small is a gift because it allows for this level of intimacy. You do not need a human resources department to tell you how to be a good neighbor. You just need to show up, stay curious about the people you work with, and remember that the art you make together will only ever be as strong as the relationships that produced it.
The work is the fruit; the community is the root. Tend to the roots, and the rest will follow.
Thoughts on Creative Leadership
Creative Leadership is about turning vision into action by empowering people, cultivating trust, and building momentum around shared purpose. It blends imagination with accountability, inviting diverse voices to shape solutions while navigating complexity with clarity and courage.
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