Tend to Your CROPs: The Mindset That Keeps Creative Teams Energized

Creative operations isn’t a department; it’s a mindset.

Over the last decade, a new department took shape called Creative Operations. This new department was dedicated solely to supporting the ever-growing and changing demands of their creative teams during a time of rapid expansion fueled by cheap capital. This team was tasked with supporting creative output by focusing on process improvements, workflow optimization, and resource management. 

The need for Creative Operations emerged as a way to keep pace with the chaos. During a time when companies were in a heated arms race for market share and priorities changed rapidly, the need for consistent, high-quality creative materials was non-negotiable if you wanted to stay in the game. 

Now, the proverbial coin has flipped. The cheap capital has dried up. The arms race is officially over, and everything has changed. 

Companies are now in the uncomfortable position of having to fight two battles simultaneously. They must shift their focus from growth-at-all-costs to proving profitability. Secondly, they have to address the reality of a consumer base that has become increasingly savvy and skeptical. To deliver profits, they have to connect with their audience in more authentic and meaningful ways, but now with less money and even fewer resources. Resulting in (you guessed it) the need for the delivery of consistent, high-quality, creative materials during a time of rapidly changing priorities.

And caught in the middle of all this? Creative leaders trying to keep their teams’ heads above water while the undertow of shifting priorities keeps trying to pull them back down.

CROPs is about being proactive in a reactive world.

Creative Operations (or CROPs for short) is a team sport. Instead of being the responsibility of one department, it’s the shared team mindset of shifting from focusing solely on WHAT work gets done to also focusing on HOW the work gets done. 

Obviously, the day-to-day work is still a priority. But as creative leaders, our goal isn’t just about closing tickets, it’s about creating the environment in which teams do their best work. With priorities shifting and pressure growing, the CROPs mindset helps creative teams build the systems, rituals, and processes necessary to support sustainable, high-quality output while reducing burnout and disengagement. 

“Our goal isn’t just about closing tickets, it’s about creating the environment in which teams do their best work. ”

CROPs isn’t a leadership mindset. It’s a team mindset.  

This isn’t just the responsibility of the creative leader to implement, or a side project you can task to someone on the creative team. 

What makes CROPs a powerful function of every creative team, rather than a department, is that it’s implemented through the process of co-creation. That means everyone on the team has a say on how work gets done. 

Co-creation serves multiple essential purposes as a creative leader implementing CROPs. Not only are you getting a diverse perspective, which leads to better results, but also stronger buy-in and adoption of this new process. Co-creation creates a sense of ownership, rather than feeling like they are handed something they had no input on. 

CROPs can also satisfy emotional needs for your team members who may often go overlooked. Much of our work is in service to others and highly reactive. Often, with people who don’t always understand the complexity and nuance of our work. That disconnection can make it feel like the world is happening to you, rather than with you. This lack of agency will inevitably lead to burnout, frustration, and decreased motivation. 

Having a safe space to discuss what’s working, what’s not working, and what can be improved helps creatives feel like they have more agency and control over their day-to-day work, which is not only great for morale, but also crucial for sustainable, long-term growth for your team.  

“Co-creation creates a sense of ownership, rather than feeling like they are handed something they had no input on.”

All good CROPs take patience and consistency to grow. 

Before you get started, it’s important to remember this one important detail. This can’t be rushed. 

Much like a garden, you can’t force your plants to grow on your time schedule. Instead of narrowly focusing on the end result, you must prioritize creating the best environment possible for growth to happen. Consistently, but not obsessively. Overwater it, and you drown the roots. Neglect it, and they will struggle to produce anything at all. 

That is the most important mindset to adopt as you step into implementing this process on your team. This is a consistent practice of improvement, not a one-off retrospective or something so time-intensive that it makes getting their day-to-day work done an exhausting challenge. 

Here are a few simple examples of what that might look like.

• Systems Development: Building the foundational tools and assets your team relies on to execute creative work.
  • File folder structure: Creating a clear, consistent system for where files live so they are easy to access anytime.
  • File naming conventions: Establishing a robust file naming system makes searching easier and simplifies version control.
  • Brand Asset Maintenance: Keeping approved assets organized and current to prevent outdated materials from slipping in.
  • On-Going Process Documentation: Capturing evolving workflows in a central place so they are not stuck in one person’s head.
• Process Development: Aligning on how your team kicks off, moves through, and closes out projects across all work types.
  • Project Board Hygiene: Keeping project statuses accurate and boards up to date so they support visibility and momentum.
  • Project Process: Defining how projects start, what is needed up front, and the key steps that guide work to the finish line.  
  • Stakeholder Communication: Establishing where and how updates happen so nothing gets lost across tools or channels. 
  • Template Development and Roll Out: Identifying repeatable workstreams where templates can save time and boost consistency.
  • Retrospective Reflective Process: Creating space to reflect, document learnings, and apply improvements to future work.
• Team Rituals: Setting recurring moments for your team to pause, align, and reconnect beyond day-to-day execution.
  • Weekly CROPs Check-Ins: Dedicating time to a weekly 1-hour CROPs meeting (or two, depending on workload). Start with one, but don’t be surprised if your team asks for more. These were always my team’s favorite meetings of the week. 
  • Shared Agendas: Building a shared habit of adding to the CROPs agenda as a team. This isn’t your meeting to own. You’re there to help facilitate the process. 
  • Space to Pause: Creating moments to reconnect, celebrate small wins, or play a quick game (my go-to favorite is Scribbl, by the way). Sometimes the best move is canceling the meeting entirely and giving the team time back. The goal is for your team to recharge and reset.

The Wrap Up

As a creative leader, it’s easy to get sucked into the vortex of being hyper-reactive to stakeholders and business needs. Dedicating time to building out robust Creative Operations on your team can feel like a luxury these days when there is so much work to be done. 

That is understandable and frankly something all creative leaders grapple with. 

If you are to take anything away from this post, it’s this: 

Creative Operations isn’t about creating a process for the sake of it. It’s about something so much more important. It’s about protecting your team’s love and enthusiasm for this work.

“Creative Operations isn’t about creating a process just for the sake of it…It’s about protecting your team’s love and enthusiasm for this work. ”

You wouldn’t be here if you didn’t absolutely love this work. But, sadly, the demands of our work can make it so easy to forget how lucky we are to do this for a living. While other teams are buried in spreadsheets or cold calling strangers, we get to push pixels around, chase silly or strange ideas, and turn them into something unique and beautiful. 

It certainly doesn’t come without its challenges, but it’s still such a special thing we get to do, and it’s something worth protecting. 

CROPs isn’t just a process. It’s taking back control in an unpredictable world. It’s about protecting your team’s energy, creativity, and motivation. 

So start small. Pick one area of your team’s processes and systems that feels messy or uncertain. The key is to start somewhere, and whatever you do, remember this. 

CROPs isn’t something you finish. It’s something you tend to.

Have any questions or want to chat more about this mindset?

Feel free to drop me a comment here or reach out to me at chrispizzodesign@gmail.com