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    Supporting Innovators: Trust, Purpose, Partnership
    Supporting Innovators: Trust, Purpose, Partnership
    Supporting Innovators: Trust, Purpose, Partnership
    Ebook45 pages27 minutes

    Supporting Innovators: Trust, Purpose, Partnership

    By Michael T. Mitchell

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    About this ebook

    Innovation work is risky, stressful, and emotionally draining, and the only way to span this innovation gap, and address the needs of innovators, is effective leadership. By trusting your innovation team, keeping them focused on the purpose of their work, and becoming a partner rather than just a boss, you can provide the support your team needs to create great innovations.
    LanguageEnglish
    PublisherCenter for Creative Leadership
    Release dateJan 29, 2019
    ISBN9781604918762
    Supporting Innovators: Trust, Purpose, Partnership

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      Book preview

      Supporting Innovators - Michael T. Mitchell

      THREE PILLARS OF INNOVATION LEADERSHIP

      When we are creating we are at our most human. When we are at our most human, we are at our most vulnerable.

      Most companies and their leaders consider innovation vital. In a 2015 Center for Creative Leadership (CCL) survey of leaders, 94 percent told us just that. But those same leaders also admitted that most of their organizations aren’t very good at it. Just 14 percent said their companies were effective innovators.

      Source: CCL panel of 500 executives

      The companies most successful at innovation bridge the gulf between the value of innovation and their capacity to do it effectively—the knowing-doing gap. While there are myriad factors involved in innovation, CCL research has found five keys that separate champion innovators from the rest.

      Organizations good at innovation have:

      •  leaders supporting innovation

      •  leaders who create a culture that supports innovation

      •  a formal innovation strategy

      •  a budget set aside for innovation

      •  a clear direction for innovation efforts

      The first and second of those characteristics—leaders supporting innovation and a culture supporting innovation—speak to how a leader interacts with those responsible for driving innovation efforts—innovators and innovation teams. Leaders responsible for innovation must understand that how they lead is a crucial component of innovation success. In CCL surveys, 80 percent of leaders agree that leading innovation is different from leading other kinds of business activity. Innovation leadership requires many of the same disciplines required to lead operations, but the constant ambiguity, risk, and need for creativity require special attention to emotional intelligence and sensitivity. Those factors are the difference between competent and great innovation leadership.

      Leading day-to-day operations involves well-understood practices in finance, strategy, management, and leadership of the business. Other executives and companies have walked these leadership paths before. Operational leaders know how to support those they lead by securing resources for them, protecting them from disruptive forces, and selling ideas up a company’s organization chart. They also understand business elements such as finance, strategy, and management practices, and that case studies, company history, and industry best practices provide information that can guide the decisions of leaders at every level.

      However, we have found in our research that innovation requires something more from innovation leaders. Innovation, according to CCL,

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