Q: After 40 years in the business, our top management has finally recognised the importance of having innovative people to get the organisation moving at a faster pace. So, there is a serious directive to all our offices worldwide to make innovation a way of life here. I have been assigned the role to lead in this initiative which I am not at all familiar with. What and where should I focus on to get innovation started in my organisation?
A: Innovating the organisation entails changing your people’s mindset from a dull way of thinking to an adventurous one by getting them out of their comfort zones to try new things. Fundamentally, for this to be successful it means motivating your people to find compelling reasons for the change and be enthusiastic about this new way of doing things too.
At the macro level, in order to allow the “fresh air” of innovation to enter and enliven everyone in the organisation, your top leaders need to champion this cause. The success of this depends on their support and enthusiasm. They will act as role models to their subordinates, letting their enthusiasm for innovation cascade from one level to the next until the entire organisation is “infected” by it.
At the micro level, make it a rule that every leader identifies critical areas within his workplace for further improvement. Run a recognition programme to support and reward innovative behaviours. Add a series of training programmes on creativity and innovation to help them learn how to innovate and be creative. Be patient until you start seeing substantial results as a rusty cog requires time to grind smoothly again. There may be some resistance too, so find ways to convince the stubborn ones that they have more to gain than lose when they become more innovative.
POWERFUL QUESTIONS
- On a scale of 1 to 10, how innovative is your organization?
- What is causing it to be in this state?
- What changes need to take place in the organization?
- How can you be the champion in organizational innovation?
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