I like to say that you should start every day with a healthy dose of vitamin C — Creativity.

However, it seems like too many managers and companies stifle creativity — a trait that should be celebrated and encouraged. Innovation never happened by supporting the same old, same old. January is International Creativity Month.

Years ago, I wrote a column about creativity killers that included statements like: It's not in the budget. The boss will never go for it. Let's form a committee to tackle it. Who will we get to do it? Let's think about it for a while. Why not leave well enough alone? Why fix it if it isn't broken? We tried it five years ago and it didn't work. That's not how we do things around here. That's not my job. Let's let the competition try it first and see what happens. If we do it, they'll wonder why we didn't do it sooner. It will create more work for the rest of us. And finally, it sounds like a good idea … Let's run it by legal. If you recognize any of these, fix them at once!

Here are a few more unfortunate but true ways that organizations typically approach managing people and projects, which of course kills the creative incentive and capabilities. Do you recognize the model?

1. Always pretend to know more than everybody around you.

2. Run daily checks on progress of everyone's work.

3. Ensure that highly qualified people do mundane work for long periods.

4. Put up barriers between departments.

5. Don't speak personally to employees, except when announcing increased targets, shortened deadlines and tightened cost restraints.

6. Schedule lots of meetings.

7. Place the biggest emphasis on the budget.

Research suggests that our brains are wired to resist change and be content with the status quo. Fortunately, the business world is full of examples of creative thinkers who ignored the naysayers.

Starbucks CEO Howard Schulz refused to listen to his business partners who didn't think Americans would pay for lattes and cappuccinos. 

Most people told Maxine Clark that her idea of creating a store where kids could assemble their own teddy bears was crazy. Build-A-Bear Workshop now has more than 400 stores throughout the world.

Jason Kilar was selling products on the internet when he had an idea to reimagine how television programming was delivered. His family and friends thought he was insane, but he forged on and created Hulu.

John Paul DeJoria was selling encyclopedias door-to-door and getting a lot of rejections when he and a business partner created a line of hair-care products for professional stylists. He saw many more rejections from hair salons but his passion turned into the Paul Mitchell company.

When it comes to overall culture, be aware of several factors that contribute to stifling creativity within companies.

Rigid hierarchies — In many organizations, strict hierarchies can limit the flow of ideas. When employees feel that only those at the top can make decisions, they may hesitate to share innovative ideas, fearing they won't he heard or valued.

Fear of failure — A culture that punishes mistakes rather than viewing them as learning opportunities can deter employees from taking creative risks. Creativity often involves experimentation and the possibility of failure. If employees fear repercussions, they may stick to safer, conventional approaches.

Overemphasis on efficiency — While efficiency is important, an excessive focus on productivity and meeting tight deadlines can leave little room for creative thinking. When employes are constantly under pressure to deliver quickly, they may not have the inclination to explore new ideas.

Lack of diversity — Diversity in backgrounds, experiences and thought processes can foster a more creative environment by bringing a variety of viewpoints to the table.

Inadequate resources — Without the necessary resources — be it time, tools or support — employees may struggle to bring their creative ideas to fruition. When resources are scarce, creativity can be stifled as employees focus on immediate tasks rather than exploring innovative solutions.

Limited autonomy — When employees lack autonomy and control over their work, they may feel restricted in their ability to innovate. Allowing employees some freedom to explore and experiment can lead to more creative outcomes.

Negative feedback culture — A culture that focuses on criticism rather than constructive feedback discourages employees from sharing their ideas. Constructive feedback should aim to build and refine ideas, not shut them down.

Mackay's Moral: It is better to create than to stagnate.

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Harvey Mackay is the author of the New York Times bestseller "Swim With the Sharks Without Being Eaten Alive." He can be reached through his website, www.harveymackay.com, by emailing harvey@mackay.com or by writing him at MackayMitchell Envelope Co., 2100 Elm St. SE, Minneapolis, MN 55414.