If you're a seasoned creative with years of experience under your belt, you're probably pretty good at managing your to-do list, your time and your career. But are you ready to take it to the next level? Do you have the necessary skills to be an effective project manager or creative director? Take this month's quiz to assess your management potential.

1. You're asked to assemble and lead a team of writers, web designers, and web developers to create a microsite for a campaign your company is launching. How do you decide whom to select and which qualities are necessary to get the job done right?
2. • Pick your favorite coworkers with whom you know you'll get along.
   • Select only those who have less experience than you do; they'll be more receptive to your direction.
   • Once you completely understand the parameters of the project, choose professionals with talent and sufficient experience in all relevant areas.
   • Choose people who work well independently and who don't require constant supervision.

2. You're managing a team that's redesigning a corporate website. It's a high-profile, high-stakes project. As a group leader, what is the most important thing you can do to ensure the project is a success?
3. • Involve yourself in every aspect of the redesign and directly supervise every round of revisions.
   • Before the actual work begins, clearly communicate to the team what's expected and how success will be measured.
   • Do the initial redesign yourself, and then solicit feedback from team members.
   • Give your design team all the information they need regarding the business objectives for the website. Then, after a preliminary brainstorming session, trust the team to do its best creative work.

3. The senior vice president of Marketing strongly criticizes a new ad concept that you and your team spent weeks developing. You're stunned and you know that the team will be disappointed. What do you do?
4. • Gently inform your team their concept was rejected, explain why and get ready to go back to the drawing board.
   • Politely remind the VP that as creative professionals, you and your team might be better equipped to assess the concept than he is.
   • Tell the team exactly what the V.P. said; hearing how vehemently the concept was rejected will provide good direction – and fuel – for the second round.
   • Inform the team that the VP liked the project but thought a different approach might be in order.

4. Which is the best way to deliver criticism to those you manage?
5. • In writing; it's not as confrontational as face-to-face feedback and there is less room for misunderstanding.
   • Framing your remarks so that you're critiquing the work, not the person.
   • Following the criticism with a compliment to help alleviate some of the sting.
   • Avoiding direct criticism; softening what you say with words like "maybe" or "perhaps."

5. What is the best way to motivate members of a creative team?
6. • Praising them publicly and often, and encouraging their professional development.
   • Tying compensation levels to the success of a project; if they do a good job, they'll be rewarded financially.
   • Giving them as much creative freedom as possible.
   • All of the above.

6. You're overseeing a group of five creatives and you notice a personality conflict among two team members. What should you do to prevent an all-out clash among the team?
7. • Tell the feuding team members to resolve the problem or they risk having to leave the team.
   • Ignore the problem; it will probably resolve itself.
   • Speak with the problematic team members privately and ask them to set aside personal differences for the good of the project.
   • Dismiss the team member who is most easily replaceable.

7. One of the designers in your agency is complaining that her manager (you) always gives the "best" projects to other people. You don't feel this is true, but her perception has taken hold with the other designers, and the atmosphere has become divisive and competitive. How do you correct this situation?
8. • Ask the complaining designer how he defines "best," and then promise to give him a similar project in the near future.
   • Dismiss the "difficult" designer.
   • Adopt a method of random selection to distribute the workload.
   • Explain to the design staff your method of delegating projects and ask for their feedback. It may help you come up with an even better system.

8. You're a freelancer who's been called to be the creative director on a major marketing campaign for a new client. At the first meeting with the creative team, you detect resentment from the staff that you – an "outsider" – are the one leading the initiative. How can you defuse this potential time bomb?
9. • Be firm and tell them upfront that you expect all team members to cooperate with the approach you decide the team should take.
   • At the outset, encourage team members to share with you their "insider" knowledge about the firm's procedures and best practices.
   • Solicit their feedback about your management style, even if you have no intention of changing your methods.
   • Disregard hostile stares – and hopefully things will smooth out once the project is underway.

9. There are 10 people in the art department you manage. How do you make sure they get the individual attention they need?
10. • Sponsor periodic rewards for the group, such as lunches and happy hours.
    • Routinely check in with each person you manage and inquire about how projects are going and how they like the work.
    • Send e-mails to individual team members containing an inspirational message or funny image.
    • Don't worry too much about the attention issue – you don't want to appear overbearing.

10. After doing some research, you determine that professionals in your design department are not paid competitive salaries. Two of your best people have already accepted better offers elsewhere, and you're afraid of losing others. What do you do?
11. • Try to spread out the departing staff members' work so you can use the money you would have spent on their salaries as bonuses.
    • Alert senior management to the salary problem and request retroactive higher wages for your staff effective immediately.
    • Meet with senior managers and cite the data you've uncovered. Explain that it will be easier to recruit and retain top talent if the company offered better compensation.
    • Give your staff members extra time off to make up for the lack of financial compensation.

Quiz Answers:

Award yourself one point for each correct answer:

1. Leadership, ability to see the "big picture"
2. • No! This option is about as sensible as flipping a coin.
   • Careful – less experience could mean insufficient know-how to do the project well.
   • Good choice! You can only staff a project effectively if you thoroughly understand it.
   • Bad idea – as a manager, you're supposed to be able to give your staff direction.

2. Resistance to micromanaging
3. • Not a good strategy – this is the essence of micromanagement.
   • Excellent! It's important that team members understand project expectations.
   • Watch out – if you're going to do the work yourself, why have a team?
   • Close – by describing the goals of the project, you'll give them a strong foundation on which to build, but it's important to maintain an active role throughout the process, from start to finish.

3. Communication skills
4. • Correct answer! By showing that you're ready to move on, you'll help your staff do the same.
   • Bad idea – taking an "us vs. them" attitude will be counterproductive.
   • This could erode morale even further. Brutal honesty isn't the best policy in this situation.
   • No – glazing over the truth isn't a good idea. While they don't need the painful details, your team does need to know that the concept was rejected so they can improve in round two.

4. Diplomacy, courtesy and tact
5. • No good – when written, even mild criticism can seem terse or harsh.
   • Right! Your goal is to solve problems in the work, not offend or alienate the employee.
   • While it's nice to temper criticism with kudos, the nicest compliment won't negate a critique.
   • Careful – if you make a critique sound optional, you won't get the results you want.

5. Leadership, ability to motivate
6. • Close – making your colleagues feel that they are valued members of the organization is one part of the equation, but it's not the only component that yields high-quality performance.
   • Good idea – but praise and professional growth also are good motivators.
   • It's a good idea to allow your staff a degree of autonomy.
   • Yes! The best managers use multiple means of motivating.

6. Conflict resolution
7. • Threats rarely are effective motivators.
   • No! Hiding from the problem won't lead to a solution.
   • Good choice! By appealing to their professionalism, you give them a chance to rectify the situation themselves.
   • Bad idea – try to resolve the situation before taking drastic action.

7. Willingness to be accountable
8. • Watch out – by making such a promise, you make yourself hostage to the designer's demands.
   • Too extreme – although difficult, she might be one of the most talented people on your staff.
   • No good – you want to be able to assign projects to the staff members whose expertise best matches what's needed.
   • Smart move! Offer a reasonable explanation (not a defense) of your management practices, but leave the door open for any good staff suggestions.

8. Diplomacy, conflict resolution
9. • Bad tactics – the "tough guy" approach will create more problems than it solves.
   • Wise choice! Acknowledging their expertise may assuage hurt feelings.
   • No good – the team will find it difficult to work for a dishonest manager.
   • If you ignore it, the problem will only get worse.

9. Leadership, ability to motivate
10. • This is a good idea for team building but not for recognizing individual contributions.
    • Right choice! The time you invest will be repaid in increased employee loyalty.
    • A fun idea but personal interaction is better.
    • While you don't want to mollycoddle, it's important to acknowledge employees for their efforts.

10. Ability to advocate for those you manage
11. • Nice try, but poor choice. You'll likely overwork your remaining employees who aren't apt to be placated by bonuses.
    • Demanding retroactive salaries isn't likely to be approved.
    • Correct! You're taking care of your staff while letting senior management know you're sensitive to bottom-line issues.
    • Try to adjust salaries first before looking at alternatives.

What the scores mean:

8-10 points: You're on the fast track
You possess many of the traits necessary for thriving in a management role. If you'd like to assume a leadership position, communicate your goals with your current manager and identify next steps for getting there.

5-7 points: You're halfway there
But you need to build on what you've got. Develop the abilities and skills you lack by taking a leadership training course or finding a mentor to whom you can turn for advice.

0-4 points: Don't lose hope
Although some of these concepts are probably new to you, it's possible to learn by observing the effective managers you admire. The earlier you identify a role model, the better equipped you will be to pick up important skills that will help you land a management role.

As a creative professional, a key part of your job is coming up with innovative ideas – but how good are you at convincing others of their merits? Being able to sell clients and coworkers on your concepts is an essential skill that isn't easily mastered. You must be confident and articulate without appearing arrogant or overbearing. How savvy are you at swaying others to your point of view? Take our quiz to find out.

1. You have some great ideas for a direct marketing campaign but your client wants to take the project in a different direction – one you think won't work. How do you react?
   • Tell her that her ideas are off base and point out that she should leave it to the expert: you.
   • Explain that while you value her input, her concept is flawed. Then explain why your own ideas accomplish the objective more effectively.
   • Discuss the rationale for her ideas as well as your concerns about it. Then try to come to a consensus on a modified concept that you both can agree on.
   • Do what she say's – she's the boss, after all.
2. You and another artist are redesigning your company's marketing materials. You think a clean and simple look is more appropriate but your colleague tends to prefer a more ornate approach. How do you convince him to scale it down?
   • Get your boss who favors your technique to weigh in on the project.
   • Create a few mock-ups of the look you think is best and e-mail them to your coworker – your work will speak for itself.
   • Bring in samples of simple designs that have been effective for companies and discuss why you think a basic design is more effective for the brand. Then ask if there's any way you can simplify the look and feel.
   • Go with the ornate design, trying to tone it down a little where you can.
3. You want your company to cover the fees for an editing class at the local university but your boss points out that the budget is tight. How do you convince him to foot the bill?
   • Fill your correspondence with typos and grammatical errors; he'll get the message.
   • Provide examples of coworkers who have taken company-paid classes and point out that it would be unfair to reject your request.
   • Acknowledge that times are tough, but highlight how the department will benefit from you taking the class and agree to share what you learn with coworkers.
   • Pay for it yourself – the skills may help you earn a raise in the future.
4. You're part of a two-person team working on a website redesign. You find your extra-sensitive coworker's page design confusing. How do you communicate this?
   • Honesty is the best policy. Tell him the look needs to be revised.
   • Redesign the page yourself – sometimes it's easier to show than tell.
   • Point out the parts of the page you like and then discuss your concerns so you can work together to identify a way to address them.
   • Ask your manager to tell him. Why should you jeopardize your working relationship with a colleague?
5. A senior executive at your agency just called you in to question the ad concept you spent weeks developing. How do you convince her that your ideas are on target?
   • Point out that you have spent a significant amount of time on the concept and that it's too late in the game to change the idea behind the campaign.
   • Politely explain that as the creative professional, you're best equipped to assess the situation.
   • Listen to her concerns, tell her that you'll consider her thoughts and come up with a plan that addresses both of your issues.
   • Apologize and ask her what direction she thinks you should take. Then come up with some new ideas that reflect her input.
6. You're working with the IT team on redesigning your company's internal site, but you feel like they're dismissing your design ideas. How do you react?
   • E-mail all of your ideas to them, being sure to copy the senior executives on them, so at least they'll know you tried.
   • Ask your boss to step in and back you up.
   • Take them out to lunch and try to find some common ground. Tell them how much you admire their technical skills and ask that they respect the creative flair you bring to the project.
   • Let them make most of the decisions since they know the most about IT.
7. A new graphics software package, although expensive, will cut in half the time your team spends on certain tasks. Senior management is reluctant to pay for it, claiming that old applications are serving the department well enough. How do you sway them to your side?
   • Ask your team members to sign a petition requesting the software and then forward it to the executives.
   • Copy your company executives on an article pointing out that it's important for companies to invest in technology if they expect to move ahead.
   • Draft a memo explaining specifically how the return on initial investment will save them money in the end by reducing work hours and making the department as a whole more efficient.
   • Hold your idea until the economy rebounds.
8. You're redesigning a client's business card and you think the design she has chosen leaves much to be desired. Do you:
   • Produce the card that you like; she cannot help but love it.
   • Drop a few subtle hints that her card could be better and see if she takes the bait.
   • Show the client some other business cards you have done that you thought were particularly successful and voice your concerns about her design choice.
   • Produce the card as your client specified; after all, you won't be using it.
9. You're pursuing a freelance web design job. Although the client is impressed with your credentials, he seems reluctant to hire you because most of your experience is in print media. How do you convince him you're the right candidate for the job?
   • Deluge the client with samples of your work until she agrees to give you a shot.
   • Offer to take the job at a discounted rate.
   • Point out how your skills in the print world can easily transfer to an online medium and show him a few more samples to illustrate this.
   • Keep your fingers crossed and hope your work speaks for itself.
10. A client wants to hire you for a prestigious freelance writing opportunity but the pay is much lower than you expected. How do you negotiate a higher salary?
    • Tell her that she can't possibly expect professional-level writing with such a low pay scale.
    • Ask her if there's any room for a salary adjustment since you would have a hard time making ends meet with such low pay.
    • Research salary levels for the position, then call the client and point out that her rates are below market. Highlight your qualifications and ask her to consider raising the pay.
    • Run with it – you don't want to miss out on the opportunity by haggling over pay.

Quiz Answers:

If most of your answers were:

A: You're known for being confident, assertive and telling it like it is, but your direct approach may inadvertently turn off some of your clients and coworkers. Although it's admirable to pursue your goals, keep in mind that forcing is not persuading. Communication is key: If clients or coworkers feel put on the defensive, they'll be much less receptive to your ideas. Taking the other person's point of view into account before presenting your idea will better prepare you to tactfully and professionally address their concerns.

B: You have a pretty good idea of how to sway people to your point of view but your communications skills could use a little finessing. Don't underestimate the value of "selling" your suggestions. You can't assume that the other person will automatically see the value in your input. When discussing ideas, keep the conversation professional rather than focusing on personal needs. And don't forget to listen; your coworkers and clients will be more receptive to your suggestions if they feel that you're taking their opinions into consideration.

C: You're a born diplomat who's skilled at maximizing political capital and smoothing over miscommunications. You're also a realist who treads the middle ground – possessing confidence while remaining aware of your own limitations. This healthy professional outlook means that you're able to address your clients' and coworkers' concerns while persuading them that your ideas are on target.

D: You have skills and talent, but lack self-confidence. Although it's healthy to recognize your own shortcomings and limitations, focusing on them is detrimental to your professional development. It's vital to listen to your clients and coworkers, but don't be afraid to assert your own opinion. The more influence you gain in the office, the more effective and successful you will be on the job.