The concern of an organization’s management is to treat business results and processes in ways that create sustainability and achieve a long and healthy life for the organization.

We can call this “doing things right”!

In fact the process may seem sustainable, but when we speak of innovation, any new idea that moves through a process has little chance of success. On the one hand, we know that executives are comfortable with process management and are not very involved with creative projects and initiatives within those processes.

On the other hand it is good not to forget that leadership is about people, about purposes and expectations, that is, about the “right things”.

Leaders of a company must use the same practices and tools to define what is right for each business process as they do for each function. We’re comfortable with leaders organizing the business around functions (i.e., IT, Finance, HR, Manufacturing, etc.)and paying functional managers  for compliance with agreed to criteria for success – usually defined by  a combination of behaviors within  their job description and organizational  policies with metrics/expectations around  resources, finances,  capital, sales, revenues, market share, new products development and/or operations, etc. …  This takes great vision, persistence, motivation, synthesis, and analysis – which is clearly the work of the leaders, not managers.”

The key to good leadership is the passion, the urgency to tackle and solve the complex problems that all organizations face, such as:

The culture of indifference – The most talented and innovative, those whose abilities are too necessary to help set the business on course, are no longer present or have become so disenchanted that they have nothing to give.

Exile or isolation – New ideas are almost always rude and poorly formed when they are first presented. This may lead people to isolation in organizational silos, which is one of the biggest obstacles to innovation.

The emergence of hostility – Others show their initial reaction to any new idea in a negative, if not completely hostile, way. This is particularly true if the idea or project comes from someone outside our own organization.

A possible analogy to reflect:

By observing herd behavior and the dominance games that go on you’ll probably be shocked at how rough horses can be. They chase after each other, tear off pieces of skin and then they settle down and graze and scratch each other’s backs. The key is that they have a strong relationship to begin with because they are members of the same herd, they play together and they spend a lot of time together — undemanding time.

Now think about how humans usually interact with horses. We decide today is when we’re going to ride, we only have a certain amount of time so things get pretty direct line. Catch the horse, saddle up, head to the arena to practice something… with a pretty unwilling horse. It’s interesting how quickly horses forget who feeds them; they start to feel like we only want one thing. So where you have to start is with the thought process. Think about what might be important to your horse.”

What might be importante to teams?

In organizations, a collaborative approach to innovation helps provide the emotional energy and support that new ideas need in the early stages. For such a state of mind to manifest itself, it must become an integral part of the company’s culture.

Each organization has a unique culture that directs the form, degree and speed of its responsiveness, adaptability and innovation.

The culture of an organization, which consists of deeply rooted values, beliefs, philosophies, attitudes, and operational norms, condenses the way “how things are done”.

And in this sense we should think of:

Create a healthy environment where innovation can flourish.

Observe obstruction behaviours and clarify objectives.

Promote the recognition of positive attitudes.

Break the silos and encourage communication and collaboration in and out of the organization.

Encourage the dialogue shuttle that is fundamental to help shape the idea into something more concrete, understandable and achievable.

“It is a mistake always to contemplate the good and ignore the evil, because by making people neglectful it lets in disaster. There is a dangerous optimism of ignorance and indifference.” – Helen Keller


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Note: This text has been adapted from my text published in  Cavalinova and aims to recall and correct points of view.



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