In order to remain competitive in today’s marketplace, you need to be creative and innovative. If you are not, someone somewhere is, and they are passing you by. We all want to be innovative and different, to think of the next groundbreaking idea, but we hinder ourselves with fear of failure and ridicule. Can leadership help us overcome the forces of inhibition and push us into the arena of the truly creative?
Great leaders recognize that the tactical side of creativity – what we do and how we do it – comes as a result of cultivation, not control. As General George S. Patton said, “Never tell people how to do things. Tell them what to do and they will surprise you with their ingenuity.”
The freedom to think and brainstorm as we choose won’t occur without the security of knowing our leaders and peers will support new ideas. We often spend inordinate amounts of time and energy to ensure that we are seen doing and saying the right thing. While this strategy may provide comfort, it also causes us to lose sight of the fact that what is acceptable often is simply ordinary.
Reward Success
It is the leader’s responsibility to break this mold by rewarding those who show a willingness to move into uncertain territory for the sake of new and creative thinking. Effective leaders understand the subtleties that enable creativity – such as searching for meaning and using language that supports new ideas – and establish a climate of trust by encouraging collaboration. We trust our ideas and indeed, ourselves, more when we work in a collaborative, open-minded climate; we take chances and risk more, knowing that our colleagues, peers, and leaders will accept what we create.
Leaders must work on holding themselves responsible for learning and practicing the competencies, skills and behaviors that create an innovation climate. Showing, not telling has proven the most successful in encouraging a change in behaviors, as is possessing the maturity to realize that everyone’s viewpoints are different and therefore valuable. Leaders must collaborate – ask for suggestions, opinions and contradictions alike – rather than dictate.
Bringing innovation into an organization also includes changing the way we speak. Use “I” and “We” language instead of “You” and “They” language to create a sense of camaraderie, as well as allowing for disparate thoughts and ideas to become part of the discussion.
The Right Architecture
A leader guides creativity and innovation by communicating across teams and the organization, putting systems and structures in place, developing a rewards and recognition program centered on creativity and innovation, making sure this is integrated with departmental and organizational strategy, and ensuring balance with both short-term and long-term goals.
Leaders must also pay attention to what not to do. A simple word or the harsh sound of silence can bring creativity to a screeching halt. There is no better way to kill an idea than to ignore it. Using phrases such as “you must be joking,” “we’ve tried that before,” or “if the idea is so wonderful, why hasn’t someone else already though of it?” only serve to drown the current idea and stifle future ideas from seeing the light of day.
Follow General Patton’s lead – create an environment that sustains and encourages high performing teams. Help teams turn fresh ideas into workable results. While the ultimate solutions to problems are often rational, the process for thinking of innovative solutions is not. Innovation for innovation’s sake is not the answer, but innovation with a purpose will drive results.
Ken Cook is managing director of Peer to Peer Advisors, an organization that facilitates business leaders helping each other. You can reach him at kcook@peertopeeradvisors.com.
