Making Innovation Happen
A Global Aggregation of Leading Edge Articles on Management Innovation, Creative Leadership, Creativity and Innovation.
This is the official blog of Ralph Kerle, Chairman, the Creative Leadership Forum. The views expressed are his own and do not represent the views of the International or National Advisory Board members. Tweet ______________________________________________________________________________________
Entries in behaviors (27)
Why good bosses tune in to their people - McKinsey Quarterly - Leadership - Prof. Bob Sutton, Stanford
Why it matters Your success and influence as boss depends on correctly reading those with whom you interact most frequently and intensely. Because your leadership style reverberates throughout the organization, ultimately it will bolster or undermine company performance and culture. What you should do about it The first and most important task is to convince others that you are in charge, otherwise your job will be impossible and your tenure short. Second, boost your subordinates’ performance by “watching their backs”: making it possible for them to learn, take intelligent risks, and feel pride and dignity along the way.
Ask – don’t tell. What if you were to ask one innovative question to a leader you encounter? What if you held back a strong opinion, in favor of learning from others today? Imagine the ground-breaking results for innovative workplace solutions you pioneer. Yet experts remind us how innovation loses because leaders remain locked in the past. Sadly, innovative opportunities get stomped on by narrow-minded demands. It doesn’t have to be that way! Can you see growth benefits for holistic leading that inspires organizational change?
The interesting discussion we had about innovation being a matter of age brought up a lot of insights, one in particular was that to breed innovation an environment is more important than the age of the innovator. How this works is a little complicated to understand but let me explain how a cognitive bias impedes us from seeing change coming from our environment and then use some examples of how tweaking the environment makes change simple. What looks like a person problem is often a situation problem.