Unlocking your flow state: why discovering what energises you matters

Both ends of the spectrum – and those in-between – are essential for any team to produce creative and novel solutions. While individuals may naturally gravitate toward one approach, it’s possible to develop skills that allow for a balance between exploration and execution.

One of the most powerful insights I’ve gained through leading both communication and creative teams is that both roles are essential, and both can learn to take on each other’s tasks. However, the key lies in understanding where each individual naturally feels energised.

For individuals with Explorer tendencies, navigating the unknown and seeking out patterns from ambiguity doesn’t feel like a challenge – it feels like play. They enter a flow state when they are free to explore, invent and innovate. The experience itself energises them. Meanwhile, Executors feel the same sense of flow when they are perfecting processes, refining designs or following a clear plan. They are energised by seeing a project through from concept to completion with precision.

It’s not that an Explorer can’t execute or that an Executor can’t innovate. Both can absolutely do both, but their natural traits make one approach feel more effortless, and when they’re aligned with those traits, work feels less like work.

One of the biggest challenges I’ve seen with Implementers is their tendency toward achieving perfection. For them, venturing into the unknown – where failure is a possibility – can be intimidating. This fear of getting it wrong can prevent them from fully embracing the exploratory process. But fear of failure is not limited to Implementers. Explorers, too, can face this barrier, especially when they start moving from conceptual ideas to concrete execution, where the stakes feel higher and the unknown becomes more personal.

Through coaching, I often ask the question “Is perfection a realistic goal?” The answer is almost always no. Failure isn’t something to avoid – it’s a necessary step in the process of exploration and innovation. When failure is embraced, rather than feared, it becomes a learning tool. Helping creatives and others understand the philosophy that done is better than perfect allows them to experiment more freely, without the fear of judgement or failure. This unlocks their potential to approach tasks with greater creativity and less hesitation, enabling them to work on a collection of concepts and designs, and quickly test ideas in low-fidelity ways.

This shift in mindset opens the door to embracing failure as part of the process, where the unexpected often leads to the winning outcome. The freedom to explore without the burden of perfection invites surprising breakthroughs – especially in environments where low-risk experimentation is encouraged. For both Explorers and Implementers, learning to embrace failure is key to unlocking innovation and moving beyond the barriers of fear and perfectionism.

The magic happens when individuals recognise what energises them. Whether it’s the thrill of exploring new ideas or the satisfaction of executing a well-structured plan, flow comes naturally when they’re aligned with their strengths and natural traits.

For leaders, this understanding is crucial when considering team structure and design. The type of work a team needs to deliver should inform the talent they hire, develop and promote, as well as the freelancers they engage. Leaders must ensure they consider the balance of Explorers, Implementers and those who sit in between to meet the needs of their business and projects at hand.

The challenge for leaders is to help their team members recognise these traits in themselves and provide opportunities for them to work in ways that align with their energy. For some, energy comes from tackling ambiguity and discovering new patterns; for others, it’s from perfecting a process and delivering a flawless final product. Recognising and embracing these natural traits not only helps individuals feel more engaged and fulfilled, but also ensures that the team is optimised for success.

Peter Drucker, one of the most influential thinkers in management theory, emphasised the importance of people allocation – the critical decision of “who does what”. He believes that matching an individual’s strengths, talents and skills with the right role is fundamental to both individual and organisational success. Drucker’s philosophy reminds us that effective management is less about doing things right and more about doing the right things, which includes placing the right people in the roles where they can thrive.

While people may naturally gravitate toward exploration or execution, it’s important to remember that both roles can be developed. Exploration can be taught, and implementation can be refined. By helping your team understand where they get their energy – and giving them the tools to work outside their comfort zone when needed – you create a more dynamic, adaptable and fulfilled team.

Ultimately, whether you’re an Explorer or an Implementer, the goal is to find a balance between the two – knowing when to dive into the unknown and when to focus on perfecting the process. In most industries, both are vital, and learning to navigate both roles is what allows for true innovation.