Difference between revisions of "Innovation Leadership"
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*Empathetic – Along the lines of design thinking, new ideas start with understanding the people they are created for. | *Empathetic – Along the lines of design thinking, new ideas start with understanding the people they are created for. | ||
*Models Learning: Leaders need to be “elbows deep in learning." It is simple to fall into the trap of doing things that have always been done, or simply going with what is known. Leaders need to immerse ourselves into new learning opportunities. We rarely create something different until we experience something different. | *Models Learning: Leaders need to be “elbows deep in learning." It is simple to fall into the trap of doing things that have always been done, or simply going with what is known. Leaders need to immerse ourselves into new learning opportunities. We rarely create something different until we experience something different. | ||
| − | *Open Risk Taker – This building upon the previous point. The term “risk-taker” has become quite | + | *Open Risk Taker – This building upon the previous point. The term “risk-taker” has become quite cliché, as leaders often promote it, but rarely model it. People are less likely to take risks in doing something different unless they see those above them in the hierarchical structure do the same thing. If leaders want people to try new things, they have to openly show, that they are willing to do the same. |
| + | *Networked – Networks are imperative to growth and innovation. Great leaders create networks beyond their orbit. They are not limited by their own ideas but draw upon best practices and the experience and knowledge of other thought leaders. | ||
| + | *Observant – Great ideas often spark other great ideas. Consortiums, leadership Councils and Leadership Bootcamps are on the rise. The power of the Internet has also led to myriad of information resources. | ||
| + | *Team Builder – The least innovative organizations often seem to surround themselves with like-minded people. Innovation often comes from conflict and disagreement, not in an adversarial way, but in a way that promotes divergent thinking. The idea is not to go with the idea of one person over another, but to actually create a better idea. Innovate Leaders do not surround themselves with yes men. | ||
| + | *Focused on Relationships – The focus only on Innovation makes one forget that it is ultimately a human endeavor. For example, it isn't the smartphone that is innovative, but the thinking behind creating a smartphone where the innovation happens. Being an “innovative leader” is not only about creating new and better ideas, but also about developing those who report to you as future leaders. | ||
Revision as of 19:35, 29 April 2021
Innovation Leadership is the ability to inspire productive action in yourself and others during times of creation, invention, uncertainty, ambiguity, and risk. It is a necessary competency for organizations that hope to develop truly innovative products and services.[1]
Innovation Leadership Components[2]
Innovation Leadership Has Two Components
- An innovative approach to leadership. This means to bring new thinking and different actions to how you lead, manage, and go about your work. How can you think differently about your role and the challenges you and your organization face? What can you do to break open entrenched, intractable problems? How can you be agile and quick in the absence of information or predictability?
- Leadership for innovation. Leaders must learn how to create an organizational climate where others apply innovative thinking to solve problems and develop new products and services. It is about growing a culture of innovation, not just hiring a few creative outliers. How can you help others to think differently and work in new ways to face challenges? What can be done to innovate when all resources are stressed and constrained? How can you stay alive and stay ahead of the competition?
This two-tiered approach generates the kind of innovation that can produce the next new product or design, but it goes well beyond. It ca spur the development of programs, services, and tools, including Innovation Leadership initiatives to build leadership capacity within and beyond the organization.
source: CCL.Org
Business Thinking Versus Innovative Thinking[3]
Today’s managers are not lacking ideas, theories, or information. They have extraordinary knowledge and expertise. They are skilled practitioners of traditional business thinking. Business thinking is based on deep research, formulas, and logical facts. Deductive and inductive reasoning are favored tools, as we look for proof or precedent to inform decisions. Business thinkers are often quick to make decisions, looking for the right answer among the wrong answers. Business thinking is about removing ambiguity and driving results.
But ambiguity cannot be managed away. Driving results is impossible when the situation is unstable or the challenge is complex or the direction is unclear. Many of today’s leadership problems are critical and pressing; they demand quick and decisive action. But at the same time, they are so complex that we can’t just dive in. Because the organization, team, or individual does not know how to act, there is a need to slow down, reflect, and approach the situation in an unconventional way— using innovative thinking. Innovative thinking is not reliant on past experience or known facts. It imagines a desired future state and figures out how to get there. It is intuitive and open to possibility. Rather than identifying right answers or wrong answers, the goal is to find a better way and explore multiple possibilities. Ambiguity is an advantage, not a problem. It allows you to ask “what if?” Innovative thinking is a crucial addition to traditional business thinking. It allows you to bring new ideas and energy to your role as leader and to solve your challenges. It also paves the way to bring more innovation into your organization.
source: CCL.Org
Characteristics of the Innovative Leader[4]
- Visionary: Visionary leaders can take a “powerful vision” and break it down. To create a culture of “innovation”, it takes small steps forward towards a greater vision, not a gigantic leap to the top of the summit. Innovative leaders help people continuously grow with small steps that build both confidence and competence, so they are more willing to become more innovative themselves.
- Empathetic – Along the lines of design thinking, new ideas start with understanding the people they are created for.
- Models Learning: Leaders need to be “elbows deep in learning." It is simple to fall into the trap of doing things that have always been done, or simply going with what is known. Leaders need to immerse ourselves into new learning opportunities. We rarely create something different until we experience something different.
- Open Risk Taker – This building upon the previous point. The term “risk-taker” has become quite cliché, as leaders often promote it, but rarely model it. People are less likely to take risks in doing something different unless they see those above them in the hierarchical structure do the same thing. If leaders want people to try new things, they have to openly show, that they are willing to do the same.
- Networked – Networks are imperative to growth and innovation. Great leaders create networks beyond their orbit. They are not limited by their own ideas but draw upon best practices and the experience and knowledge of other thought leaders.
- Observant – Great ideas often spark other great ideas. Consortiums, leadership Councils and Leadership Bootcamps are on the rise. The power of the Internet has also led to myriad of information resources.
- Team Builder – The least innovative organizations often seem to surround themselves with like-minded people. Innovation often comes from conflict and disagreement, not in an adversarial way, but in a way that promotes divergent thinking. The idea is not to go with the idea of one person over another, but to actually create a better idea. Innovate Leaders do not surround themselves with yes men.
- Focused on Relationships – The focus only on Innovation makes one forget that it is ultimately a human endeavor. For example, it isn't the smartphone that is innovative, but the thinking behind creating a smartphone where the innovation happens. Being an “innovative leader” is not only about creating new and better ideas, but also about developing those who report to you as future leaders.
- ↑ Definition - What Does Innovation Leadership Mean? Taylor Cone
- ↑ Innovation Leadership Components ccl.org
- ↑ Business Thinking Versus Innovative Thinking ccl.org
- ↑ 8 Characteristics of the Innovative Leader George Couros