Tag Archives: change leadership

The Keys to Successfully Leading Change

The Keys to Successfully Leading Change

GUEST POST from Stefan Lindegaard

In the infographic below from Justin Mecham you’ll see a comprehensive overview that serves as a source of inspiration for leading change. Regarding this, I have a question for you:

Which three aspects of this overview do you find most compelling, and why?

My top three:

  1. Motivating and persuading others, as it is crucial for everyone to understand why change is personally beneficial.
  2. The emphasis on team dynamics, acknowledging that lasting and sustainable change is achieved more effectively through collective learning and scaling rather than on an individual basis.
  3. Communicating the vision, recognizing that without a clear and well-executed communication strategy, much can be lost in translation.

I am curious on your perspectives on this.

Please leave your thoughts as a comment below.

EDITOR’S NOTE: While executing the change plan is mentioned as number eight in the infographic, the building of a change plan is completely missing. While Change Leadership is one of the Five Keys to Successful Change in the Human-Centered Change methodology, it is in the use of the Change Planning Toolkit where the magic happens. Click the link to find out more.

Image Credits: Pixabay, Justin Mecham

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Humanizing Agility

Humanizing Agility

GUEST POST from Janet Sernack

Like many others, I invested time in isolation during the pandemic to engage in various online learning programs. As a highly credentialed coach to many global Agile and SCRUM leaders in major international and local organizations, I enrolled in an Agile coach certification program and enthusiastically attended all daily sessions. It was a disastrous learning experience, verifying my perception of the Agile community’s focus on a prescriptive rules-driven process to agility. The Agile Manifesto’s  highest priority is satisfying customers through the early and continuous delivery of valuable software; only two of the 12 principles mention people – “Business people and developers must work together daily throughout the project” and “the best architectures, requirements, and design emerge from self-organizing teams.” So, with this in mind, what might be some of the benefits of integrating a technological and process-driven disciplined approach towards humanizing agility?

I am a conceptual and analytical thinker, an entrepreneur, and an innovator who is acknowledged as a global thought leader on the people side of innovation. I also teach, mentor, and coach people to be imaginative, inquisitive, and curious, always asking many open questions. I empower, enable, and equip them to become change-agile, cognitively, and emotionally agile and develop their innovation agility. The presenters responded to my method of inquiry by assuming that I knew nothing about Agile despite knowing nothing about my background.

As a result, they failed to certify me without communicating or consulting with me directly, despite my meeting all of the course evaluation criteria and having more than 10,000 hours of facilitation and more than 1,000 hours of coaching experience on the people side of change. I also have a comprehensive background in humanizing total quality management, continuous improvement, and start-up methodologies in major organizations.

I contacted the training company and challenged their decision, only not to be “heard” and be paid lip service when confronted by a rigid, linear, conventional, disconnected approach to agility and its true role and capability in catalysing change, innovation and teaming.

This is especially true considering the senior SCRUM and Agile leaders I was coaching at the time experienced very few problems with Agile’s disciplined process and technological side. They specifically requested coaching support to develop strategies to resolve their monumental challenges and complex issues involving “getting people to work together daily” and operating as “self-organizing teams.” How do they go about humanizing agility?

Making sense of agility

Despite my disappointment, I bravely continued researching how to make sense of agility and link and integrate it with the people side of change, innovation, and teams. I intended to enable leaders to execute agile transformation initiatives successfully by combining a human-centered approach to agile software development through humanizing agility.  

Agility refers to a leader, team, or organization’s ability to make timely, effective, and sustained changes that maintain superior performance. According to Pamela Myer’s book “The Agility Shift”, – an agility shift is the intentional development of the competence, capacity and confidence to learn, adapt and innovate in changing contexts for sustainable success. We have incorporated this approach into our innovation learning and coaching curriculum at ImagineNation™ and iterated and pivoted it over the past 12 years in empowering, enabling and equipping people to become “agility shifters” by humanizing agility.

Humanizing agility differently

Agility can be humanized and expanded to include change, cognitive, innovation, and organizational agility, all powerfully fueled by people’s emotional energy. This is fundamental to achieving success through non-growth or growth strategies and delivering equitable and sustainable outcomes that will make the world a better place for all humanity.  

It involves identifying pivots, unlearning, learning, and relearning, embracing new approaches, frameworks, and tools, and developing new 21st-century mindsets, behaviors, and skills.

Humanizing agility involves empowering, enabling, and equipping people to be, think and act differently autonomously and competently, especially in the conflicted, chaotic, unstable post-COVID world of emerging unknowns.

Like innovation, agility is contextual.

Humanizing agility supports people to adapt, grow and thrive, become nimble by enabling:

  • Teams to deliver product releases as shorter sprints to collect customer feedback to iterate and pivot product development.
  • Leaders, teams, and organizations respond quickly and adapt to market changes, internally and externally.
  • People must think and feel and be able to quickly make intentional shifts to be effective, creative, inventive, and innovative in changing contexts.

That empowers, enables and equips people with the mindsets, behaviors, and skills to adapt, grow, and thrive by developing their confidence, capacity, and competence to catalyze and mobilize their power to move quickly and easily, think creatively and critically to make faster decisions and solve complex problems with less effort.  

Humanizing Agility – The Five Elements

1. Emotional energy

Emotional energy is the catalyst that fuels creativity, invention, and innovation.

Understanding and harnessing this energy inspires and motivates individuals to explore and embrace creative thinking strategies in partnership with AI.

Emotional energy catalyses people’s intrinsic motivation, conviction, hope, positivity, and optimism to approach their world purposefully, meaningfully, and differently.

When people are true to their calling, they make extra efforts and are healthier, which positively impacts their well-being and improves their resilience.

2. Change agility

Change agility is the ability to anticipate, respond, be receptive, and adapt to constant and accelerating change in an uncertain, unstable, conflicted world.

It involves developing a new perspective of change as a continuous, iterative, and learning process that has to be embedded in every action and interaction, not a separate standalone process.

Requiring the development of new mental models, states, traits, mindsets, behaviors, and skills to drive business and workforce outcomes that are critical for an organization to survive and thrive through any change.

Change becomes an ongoing opportunity, not a threat or liability, and humanizing agility in the context of change agility is a core 21st-century competency for leaders, teams and coaches.

3.Cognitive agility

Cognitive agility is the extent to which people can adapt and shift their perspectives and thought processes when doing so leads to more positive outcomes. 

Cognitive agility refers to how flexible and adaptive people can be with their thoughts in the face of change, uncertain circumstances, and random and unexpected events and situations. Being cognitively agile helps people break down their neuro-rigidity and eliminate any core fixed mindsets; it supports their neuro-plasticity and develops a growth mindset and ability to perceive the world through multiple lenses and differing perspectives.

Humanizing agility in the context of cognitive agility enables people to make sense of and understand the range of challenges, problems, and paradoxes at the deeper systemic and surface levels, preparing them for smart risk-taking, effective decision-making, and intelligent problem-solving. 

4.Innovation agility

Innovation agility is the extent to which people develop the courage, compassion and creativity to safely deep-dive into and dance with cognitive dissonance—to passionately, purposefully, and apply creative tension and develop neuro-elasticity, to play in the space where possibility lives—between the present state and the desired creative, inventive, and innovative outcome.

To empower, engage, and enable people to use their human ingenuity and harness their collective intelligence to be innovative in the age of AI by adapting and growing in ways that add value to the quality of people’s lives, which is appreciated and cherished.

5.Organizational and leadership agility

Organizational agility involves developing an ability to renew itself, adapt, innovate, change quickly, and succeed in a rapidly changing, uncertain and unstable operating environment. It requires a paradoxical balance of two things: a dynamic capability, the ability to move fast—speed, nimbleness, responsiveness and stability, and a stable foundation—a platform of things that don’t change to provide a rigorous and disciplined pillar.

Organizations and leaders prioritizing humanizing agility also prioritize differing and creative ways of being, thinking and acting. They maintain their strength by focusing on their core competencies while regularly stretching themselves for maximum flexibility, adaptiveness and resilience.

Finally…. Imagine humanizing agility

Imagine what you could do and the difference we could make to people, customers, organizations, communities and the world by humanizing agility in ways that embrace and embody the five elements of agility to harness the human ingenuity and people’s collective intelligence guide vertical, horizontal and transformational changes the world and humanity need right now.

Please find out more about our work at ImagineNation™.

Please find out about our collective learning products and tools, including The Coach for Innovators, Leaders, and Teams Certified Program, presented by Janet Sernack. It is a collaborative, intimate, and profoundly personalized innovation coaching and learning program supported by a global group of peers over 9-weeks. It can be customized as a bespoke corporate learning program.

Image Credit: Pexels

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The Runaway Innovation Train

The Runaway Innovation Train

GUEST POST from Pete Foley

In this blog, I return and expand on a paradox that has concerned me for some time.    Are we getting too good at innovation, and is it in danger of getting out of control?   That may seem like a strange question for an innovator to ask.  But innovation has always been a two edged sword.  It brings huge benefits, but also commensurate risks. 

Ostensibly, change is good. Because of technology, today we mostly live more comfortable lives, and enjoy superior health, longevity, and mostly increased leisure and abundance compared to our ancestors.

Exponential Innovation Growth:  The pace of innovation is accelerating. It may not exactly mirror Moore’s Law, and of course, innovation is much harder to quantify than transistors. But the general trend in innovation and change approximates exponential growth. The human stone-age lasted about 300,000 years before ending in about 3,000 BC with the advent of metalworking.  The culture of the Egyptian Pharos lasted 30 centuries.  It was certainly not without innovations, but by modern standards, things changed very slowly. My mum recently turned 98 years young, and the pace of change she has seen in her lifetime is staggering by comparison to the past.  Literally from horse and carts delivering milk when she was a child in poor SE London, to todays world of self driving cars and exploring our solar system and beyond.  And with AI, quantum computing, fusion, gene manipulation, manned interplanetary spaceflight, and even advanced behavior manipulation all jockeying for position in the current innovation race, it seems highly likely that those living today will see even more dramatic change than my mum experienced.  

The Dark Side of Innovation: While accelerated innovation is probably beneficial overall, it is not without its costs. For starters, while humans are natural innovators, we are also paradoxically change averse.  Our brains are configured to manage more of our daily lives around habits and familiar behaviors than new experiences.  It simply takes more mental effort to manage new stuff than familiar stuff.  As a result we like some change, but not too much, or we become stressed.  At least some of the burgeoning mental health crisis we face today is probably attributable the difficulty we have adapting to so much rapid change and new technology on multiple fronts.

Nefarious Innovation:  And of course, new technology can be used for nefarious as well as noble purpose. We can now kill our fellow humans far more efficiently, and remotely than our ancestors dreamed of.  The internet gives us unprecedented access to both information and connectivity, but is also a source of misinformation and manipulation.  

The Abundance Dichotomy:  Innovation increases abundance, but it’s arguable if that actually makes us happier.  It gives us more, but paradoxically brings greater inequalities in distribution of the ‘wealth’ it creates. Behavior science has shown us consistently that humans make far more relative than absolute judgments.  Being better off than our ancestors actually doesn’t do much for us.  Instead we are far more interested in being better off than our peers, neighbors or the people we compare ourselves to on Instagram. And therein lies yet another challenge. Social media means we now compare ourselves to far more people than past generations, meaning that the standards we judge ourselves against are higher than ever before.     

Side effects and Unintended Consequences: Side effects and unintended consequences are perhaps the most difficult challenge we face with innovation. As the pace of innovation accelerates, so does the build up of side effects, and problematically, these often lag our initial innovations. All too often, we only become aware of them when they have already become a significant problem. Climate change is of course a poster child for this, as a huge unanticipated consequence of the industrial revolution. The same applies to pollution.  But as innovation accelerates, the unintended consequences it brings are also stacking up.  The first generations of ‘digital natives’ are facing unprecedented mental health challenges.  Diseases are becoming resistant to antibiotics, while population density is leading increased rate of new disease emergence. Agricultural efficiency has created monocultures that are inherently more fragile than the more diverse supply chain of the past.  Longevity is putting enormous pressure on healthcare.

The More we Innovate, the less we understand:  And last, but not least, as innovation accelerates, we understand less about what we are creating. Technology becomes unfathomably complex, and requires increasing specialization, which means few if any really understand the holistic picture.  Today we are largely going full speed ahead with AI, quantum computing, genetic engineering, and more subtle, but equally perilous experiments in behavioral and social manipulation.  But we are doing so with increasingly less pervasive understanding of direct, let alone unintended consequences of these complex changes!   

The Runaway Innovation Train:  So should we back off and slow down?  Is it time to pump the brakes? It’s an odd question for an innovator, but it’s likely a moot point anyway. The reality is that we probably cannot slow down, even if we want to.  Innovation is largely a self-propagating chain reaction. All innovators stand on the shoulders of giants. Every generation builds on past discoveries, and often this growing knowledge base inevitably leads to multiple further innovations.  The connectivity and information access of internet alone is driving today’s unprecedented innovation, and AI and quantum computing will only accelerate this further.  History is compelling on this point. Stone-age innovation was slow not because our ancestors lacked intelligence.  To the best of our knowledge, they were neurologically the same as us.  But they lacked the cumulative knowledge, and the network to access it that we now enjoy.   Even the smartest of us cannot go from inventing flint-knapping to quantum mechanics in a single generation. But, back to ‘standing on the shoulder of giants’, we can build on cumulative knowledge assembled by those who went before us to continuously improve.  And as that cumulative knowledge grows, more and more tools and resources become available, multiple insights emerge, and we create what amounts to a chain reaction of innovations.  But the trouble with chain reactions is that they can be very hard to control.    

Simultaneous Innovation: Perhaps the most compelling support for this inevitability of innovation lies in the pervasiveness of simultaneous innovation.   How does human culture exist for 50,000 years or more and then ‘suddenly’ two people, Darwin and Wallace come up with the theory of evolution independently and simultaneously?  The same question for calculus (Newton and Leibniz), or the precarious proliferation of nuclear weapons and other assorted weapons of mass destruction.  It’s not coincidence, but simply reflects that once all of the pieces of a puzzle are in place, somebody, and more likely, multiple people will inevitably make connections and see the next step in the innovation chain. 

But as innovation expands like a conquering army on multiple fronts, more and more puzzle pieces become available, and more puzzles are solved.  But unfortunately associated side effects and unanticipated consequences also build up, and my concern is that they can potentially overwhelm us. And this is compounded because often, as in the case of climate change, dealing with side effects can be more demanding than the original innovation. And because they can be slow to emerge, they are often deeply rooted before we become aware of them. As we look forward, just taking AI as an example, we can already somewhat anticipate some worrying possibilities. But what about the surprises analogous to climate change that we haven’t even thought of yet? I find that a sobering thought that we are attempting to create consciousness, but despite the efforts of numerous Nobel laureates over decades, we still have to idea what consciousness is. It’s called the ‘hard problem’ for good reason.  

Stop the World, I Want to Get Off: So why not slow down? There are precedents, in the form of nuclear arms treaties, and a variety of ethically based constraints on scientific exploration.  But regulations require everybody to agree and comply. Very big, expensive and expansive innovations are relatively easy to police. North Korea and Iran notwithstanding, there are fortunately not too many countries building nuclear capability, at least not yet. But a lot of emerging technology has the potential to require far less physical and financial infrastructure.  Cyber crime, gene manipulation, crypto and many others can be carried out with smaller, more distributed resources, which are far more difficult to police.  Even AI, which takes considerable resources to initially create, opens numerous doors for misuse that requires far less resource. 

The Atomic Weapons Conundrum.  The challenge with getting bad actors to agree on regulation and constraint is painfully illustrated by the atomic bomb.  The discovery of fission by Strassman and Hahn in the late 1930’s made the bomb inevitable. This set the stage for a race to turn theory into practice between the Allies and Nazi Germany. The Nazis were bad actor, so realistically our only option was to win the race.  We did, but at enormous cost. Once the ‘cat was out of the bag, we faced a terrible choice; create nuclear weapons, and the horror they represent, or chose to legislate against them, but in so doing, cede that terrible power to the Nazi’s?  Not an enviable choice.

Cumulative Knowledge.  Today we face similar conundrums on multiple fronts. Cumulative knowledge will make it extremely difficult not to advance multiple, potentially perilous technologies.  Countries who legislate against it risk either pushing it underground, or falling behind and deferring to others. The recent open letter from Meta to the EU chastising it for the potential economic impacts of its AI regulations may have dripped with self-interest.  But that didn’t make it wrong.   https://euneedsai.com/  Even if the EU slows down AI development, the pieces of the puzzle are already in place.  Big corporations, and less conservative countries will still pursue the upside, and risk the downside. The cat is very much out of the bag.

Muddling Through:  The good news is that when faced with potentially perilous change in the past, we’ve muddled through.  Hopefully we will do so again.   We’ve avoided a nuclear holocaust, at least for now.  Social media has destabilized our social order, but hasn’t destroyed it, yet.  We’ve been through a pandemic, and come out of it, not unscathed, but still functioning.  We are making progress in dealing with climate change, and have made enormous strides in managing pollution.

Chain Reactions:  But the innovation chain reaction, and the impact of cumulative knowledge mean that the rate of change will, in the absence of catastrophe, inevitably continue to accelerate. And as it does, so will side effects, nefarious use, mistakes and any unintended consequences that derive from it. Key factors that have helped us in the past are time and resource, but as waves of innovation increase in both frequency and intensity, both are likely to be increasingly squeezed.   

What can, or should we do? I certainly don’t have simple answers. We’re all pretty good, although by definition, far from perfect at scenario planning and trouble shooting for our individual innovations.  But the size and complexity of massive waves of innovation, such as AI, are obviously far more challenging.  No individual, or group can realistically either understand or own all of the implications. But perhaps we as an innovation community should put more collective resources against trying? We’ll never anticipate everything, and we’ll still get blindsided.  And putting resources against ‘what if’ scenarios is always a hard sell. But maybe we need to go into sales mode. 

Can the Problem Become the Solution? Encouragingly, the same emerging technology that creates potential issues could also help us.  AI and quantum computing will give us almost infinite capacity for computation and modeling.  Could we collectively assign more of that emerging resource against predicting and managing it’s own risks?

With many emerging technologies, we are now where we were in the 1900’s with climate change.  We are implementing massive, unpredictable change, and by definition have no idea what the unanticipated consequences of that will be. I personally think we’ll deal with climate change.  It’s difficult to slow a leviathan that’s been building for over a hundred years.  But we’ve taken the important first steps in acknowledging the problem, and are beginning to implement corrective action. 

But big issues require big solutions.  Long-term, I personally believe the most important thing for humanity to escape the gravity well.   Given the scale of our ability to curate global change, interplanetary colonization is not a luxury, but an essential.  Climate change is a shot across the bow with respect to how fragile our planet is, and how big our (unintended) influence can be.  We will hopefully manage that, and avoid nuclear war or synthetic pandemics for long enough to achieve it.  But ultimately, humanity needs the insurance dispersed planetary colonization will provide.  

Image credits: Microsoft Copilot

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Igniting Innovation with Deep Dialogue

Igniting Innovation with Deep Dialogue

GUEST POST from Janet Sernack

I have just returned from a short sabbatical in Bali, Indonesia, a place of unparalleled beauty, lushness, and deep spirituality. Bali invites and fosters opportunities for retreat, reflection, and replenishment and is a vital space for restoration and renewal. As you may know, a sabbatical is an extended period away from work for study, travel, or personal growth. In my case, it was in response to an invitation to attend a deep dialogue session that included high-level leaders from many countries and sectors of society across the Asia Pacific region.  This entailed days spent in deep listening and inquiring processes involving quietening the mind, accessing the heart and respecting the body within a unique environment. It supported people through their change fatigue, unleashed their emotional energy, and sparked collective intelligence to emerge hopefulness, unity, faith, and possibility in the future of humanity.

It allowed people to emerge, diverge, and converge their positive and creative change choices to transform their worlds.

What is deep dialogue?

Dialogue can be defined as “a sustained collective inquiry into the processes, assumptions, and certainties that structure everyday experience”. The word “dialogue” originates from two Greek roots, ‘dia’ and ‘logos’ suggesting “meaning flowing through.”

It’s important to understand that dialogue is not the same as the often unproductive and mechanistic debates we are familiar with. Deep dialogue is a sustained collective inquiry that sparks collective intelligence through a facilitated process that delves into the values, needs, beliefs, thoughts, feelings, assumptions and certainties that shape our everyday experiences, feelings and thoughts about the future.

Deep dialogue is not just a creative conversation; it involves strategic, collective and insightful inquiry, detached observation, attention and intention, and multi-faceted listening processes.

It requires a willingness to suspend and let go of reactive and defensive exchanges and delve into their systemic causes. It helps to spark people’s collective intelligence to create moments of clarity in resolving complex and critical problems creatively and differently.

In contrast with more familiar modes of inquiry, deep dialogue involves an emergence process. It begins without an agenda and a ‘leader’ but with an accomplished facilitator and without a specific task or decision to make.

One key element in fostering productive dialogue is the role of the facilitator. The facilitator’s task is to co-create a collective holding space that encourages participants to disrupt and safely challenge their habitual thinking processes. This approach is based on the understanding that our problems cannot be solved using the same thinking that created them.

Knowing that we can’t keep on producing the results we want.

Deep dialogue evokes collective intelligence, opening new possibilities for shared thinking and fostering a sense of authenticity, unity and shared purpose in any endeavour.

What are the barriers that often hinder deep and meaningful dialogue?

The constant, relentless impact of accelerating change, disruption, and uncertainty, as well as the ongoing impact of our post-COVID isolation and people’s lack of belonging, never allows or permits us the key moments that enable us to engage in and reap the benefits that deep dialogue offers.

This lack of belonging and isolation are significant barriers to meaningful dialogue that evoke the positive changes we seek in our personal and professional lives.

As a seasoned corporate trainer, facilitator, coach, and consultant, I have observed that many people unconsciously still suffer from emotional overwhelm, causing them to lose their ‘spark’ or emotional energy. They also unconsciously suffer from cognitive overload, with little mental or thinking space to explore the impact of their thoughts and feelings on who they are, which diminishes any positivity, hope, and optimism for themselves, their teams, and organisations today and in the future.

Alternately, it is much easier and more comfortable for some people to be unconsciously reactive, defensive, and singularly focused, never developing their pause power.

By avoiding taking any personal responsibility or being accountable for interrupting their busyness and shifting their inner being, and developing the deliberate calm required to be, think, and act differently in the face of any instability, insecurity, sorrow, or unwellness, they may be experiencing in their hearts and minds.

Upon arrival, I discovered I was also unconsciously doing this despite my regular wellness routine and habits.

During the three-day process, I was encouraged to pay attention and notice how energetically, emotionally, and physically exhausted I felt and how my mind had been kidnapped and overloaded by my unconscious fears and anxiety over the state of the world.

Like many others, I had also unconsciously been wilfully pushing myself as a human doing rather than as a human being.   

This left no space or safe moments for sparking moments of clarity, never mind socialising or connecting with others to spark collective intelligence and consciously effect positive change.

Why is deep dialogue critical in today’s uncertain and disrupted world?

Fortunately, I was supported to enter and engage in deep dialogue, which allowed our group of global leaders to safely interrupt our ‘busyness’, stop, and emerge a range of vital and subtle moments.  

To cultivate and nurture our inner awareness by retreating and reflecting through mindfulness, contemplation, meditation, and silence.  

It awakened us to become conscious of the subtle world that connects our unique cognitive and emotional inner structures of thoughts and feelings to the outer world we mostly unconsciously created and experienced. 

It was a powerful, transformative experience for every one of us.

Because when we change, the world changes.

Choosing to cross the bridge consciously

We can engage in deep dialogue when we are empowered, enabled and equipped to stop, pause, retreat, and reflect.

By being curious, compassionate, and courageous in opening our hearts, minds, and will, we can spark regeneration, replenishment, and renewal of the range of options, choices, and intentions.

We can cross the bridge, individually and collectively, to re-create or co-create a compelling, sustainable, inclusive, and equitable future for everyone.

Anyone can be proactive and evoke creative sparks collectively and collaboratively to unleash our options, choices, and intentions by being in the present and bridging the past with a desirable future.

It is foundational to creating, inventing, and innovating our futures and reclaiming our inner dignity and power over our lives.

To spark our collective intelligence, all leaders must commit to consciously using this moment to create what is possible rather than reacting and passively accepting what might appear inevitable to some of us.

Please find out more about our work at ImagineNation™.

Please find out about our collective learning products and tools, including The Coach for Innovators, Leaders, and Teams Certified Program, presented by Janet Sernack, it is a collaborative, intimate, and profoundly personalised innovation coaching and learning program supported by a global group of peers over 9-weeks, and can be customised as a bespoke corporate learning program.

It is a blended and transformational change and learning program that will give you a deep understanding of the language, principles, and applications of an ecosystem focus, human-centric approach, and emergent structure (Theory U) to innovation, and upskill people and teams and develop their future fitness, within your unique innovation context. Please find out more about our products and tools.

Image Credit: Pixabay

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Why Neglecting New Hire Ideas Hurts Revenue

The Cost of Silence

Why Neglecting New Hire Ideas Hurts Revenue

GUEST POST from Robyn Bolton

Stop me if this sounds familiar. A new hire bounces into your office and, with all the joy and enthusiasm of a new puppy, rattles off a list of ideas. You smile and, just like with new puppies, explain why their ideas won’t work, and encourage them to be patient and get to know the organization. 

Congratulations!  You just cost your company money. Not because the new hire’s idea was the silver bullet you’ve been seeking but because you taught them that it’s more critical for them to do their jobs and maintain the status quo than to ask questions and share ideas.

If that seems harsh, read the new research from Harvard Business School professor Amy Edmondson.

Year 1: Rainbows and Unicorns (mostly)

From 2017 through 2021, Dr. Edmonson and her colleagues collected data from over 10,000 physicians.  Using biannual (every two years) surveys, they asked physicians to rate on a 5-point scale how comfortable they felt offering opinions or calling out the mistakes of colleagues or superiors. 

It was little surprise that agreement with statements like “I can report patient safety mistakes without fear of punishment” were highest amongst people with less than one year of service at their employer.

These results all come down to one thing: high levels of psychological safety.

Years 2+: Resignation and Unhappiness

However, psychological safety erodes quickly in the first year because:

  • There’s a gap between words and actions: When new hires join an organization, they believe what they hear about its culture, values, priorities, and openness.  Once they’re in the organization and observe their colleagues’ and superiors’ daily behavior, they experience the disconnect, lose trust, and shift into self-protection mode.
  • Their feedback and ideas are rebuffed: This scenario is described above, but it’s not the only one.  Another common situation occurs when a new hire responds to requests for feedback only to be met with silence or exasperation, a lack of follow-through or follow-up, or is openly mocked or met with harsh pushback
  • Expectations increase with experience: It’s easier to ask questions when you’re new, and no one expects you to know the answers.  Over time, however, you are expected to learn the answers and you no longer feel comfortable asking questions, even if there’s no way you could know the answer.

20 years to regain what was lost in 1

According to Edmondson’s research, it takes up to 20 years to rebuild the safety lost in the first year.

As a leader, you can slow that erosion and accelerate the rebuilding when you:

  • Recognize the Risk: Knowing that new hires will experience a drop in psychological safety, staff them on teams that have higher levels of safety
  • Walk the Talk: Double down on demonstrating the behaviors you want. Immediately act on feedback that points out a gap between your words and actions.
  • Ask questions: Demonstrate your openness by being curious, asking questions, and asking follow-up questions.  As Edmonson writes, “You are training people to contribute by constantly asking questions.”
  • Promises Made = Promises Kept: If you ask for feedback, act on it.  If you ask for ideas, act on some and explain why you’re not executing others.
  • Be Vulnerable: Admit your mistakes and uncertainties.  It sets a powerful example that it’s okay to be imperfect and to ask for help. It also creates an environment for others to do the same.

The Cost of Silence vs. The Cost of Time

Building and maintaining psychological safety takes time and effort.  It takes 5 minutes to listen to and respond to an idea.  It takes hours to ensure new hires join safe teams.  It takes weeks to plan and secure support for post-hackathon ideas. 

But how does that compare to 20 years of lost ideas, improvements, innovations, and revenue?  To 20 years of lost collaboration, productivity, and peak effectiveness? To 20 years of slow progress, inefficiency, and cost?

How many of your employees stick around 20 years to give you the chance to rebuild what was lost?

Image credit: Pixabay

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How to Build Innovation Resilience in Uncertainty

Reality Strikes Back

How to Build Innovation Resilience in Uncertainty

GUEST POST from Robyn Bolton

“This time feels different.”  I’ve been hearing this from innovation practitioners and partners for months  We’ve seen innovation resilience tested in times of economic uncertainty and geopolitical volatility.  We’ve seen it flourish when markets soar and capital is abundant.  We’ve seen it all, but this time feels different.

In fact, we feel a great disturbance in the innovation force.

Disturbances aren’t always bad.  They’re often the spark that ignites innovation.  But understand the disturbance you must, before work with it you can.

So, to help us understand and navigate a time that feels, and likely is, different, I present “The Corporate Innovator’s Saga.”

Episode I: The R&D Men (are) Aces

(Sorry, that’s the most tortured one.  The titles get better, I promise)

A long time ago (1876), in a place not so far away (New Jersey), one man established what many consider the first R&D Lab.  A year later, Thomas Edison and his Menlo Park colleagues debuted the phonograph.

In the 20th century, as technology became more complex, invention shifted from individual inventors to corporate R&D labs. By the late 1960s, Bell Labs employed 15,000 people, including 1,200 PhDs.  In 1970, Xerox’s famed Palo Alto Research Center (PARC) opened.

Episode II: Attack of the Disruptors

For most of the twentieth century, R&D labs were the heroes or villains of executives’ innovation stories.  Then, Harvard Business School professor Clayton Christensen published, The Innovator’s Dilemma: When New Technologies Cause Great Firms to Fail. 

He revealed that executives’ myopic focus on serving their best (most profitable) customers caused them to miss new waves of innovation. In example after example, he showed that R&D often worked on disruptive (cheaper, good enough) technologies only to have their efforts shut down by executives worried about cannibalizing their existing businesses.

C-suites listened, and innovation went from an R&D problem to a business one.

Episode III: Revenge of the Designers

Design Thinking’s origins date back to the 1940s, its application to business gained prominence with l Tim Brown’s 2009 book, Change by Design: How Design Thinking Transforms Organizations and Inspires Innovation.

This book introduced frameworks still used today’s: desirability, feasibility, and viability; divergent and convergent thinking; and the process of empathy, problem definition, ideation, prototyping, and testing. 

Innovation now required business people to become designers, question the status quo, and operate untethered from the short-termism of business,

Episode IV: A New Hope (Startups)

The early 2000s were a dizzying time for corporate innovation. Executives feared disruption and poured resources into internal innovation teams and trainings. Meanwhile, a movement was gaining steam in Silicon Valley.

Y Combinator, the first seed accelerator, launched in 2005 and was followed a year later by TechStars. When Eric Ries published The Lean Startup: How Today’s Entrepreneurs Use Continuous Innovation to Create Radically Successful Businesses in 2011, the US was home to nearly 100 startup accelerators.

Now, businesspeople needed to become entrepreneurs capable of building, and scaling startups in environments purpose-built to kill risk and change.

In response, companies spun up internal accelerators, established corporate venture capital teams, and partnered with startup studios.

Episode V: Reality Strikes Back

Today, the combination of a global pandemic, regional wars, and a single year in which elections will affect 49% of the world’s population has everyone reeling. 

Naturally, this uncertainty triggered out need for a sense of control.  The first cut were “hobbies” like innovation and DEI.  Then, “non-essentials” like “extra” people and perks.  For losses continued into the “need to haves,” like operational investments and business expansion.

Recently, the idea of “growth at all costs” has come under scrutiny with advocates for more thoughtful growth strategies emerging There is still room for innovation IF it produces meaningful, measurable value.

Episode VI: Return of the Innovator (?)

I don’t know what’s next, but I hope this is the title.  And, if not, I hope whatever is next has Ewoks.

What do you hope for in the next episode?

Image credit: Pexels

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SpaceX is a Masterclass in Innovation Simplification

SpaceX is a Masterclass in Innovation Simplification

GUEST POST from Pete Foley

This capture from a recent SpaceX tweet is a stunning visual example of smart innovation and simplification. 

While I’m not even close to being a rocket scientist, and so am far from familiar with all of the technical details, I’ve heard that breakthroughs incorporated into this include innovative sensor design that allows for streamlined feedback loops. But this goes beyond just impressive technical innovation.   To innovate at this level requires organizational and cultural flexibility as well as technical brilliance. That latter flexibility is probably far more broadly transferable and adoptable than specific advances in rocket science, and hence more useful to the broader innovation community. So let’s dig a little deeper into that space.

Secret Sauce?  Organizationally SpaceX is well known for less formal hierarchies, passion, ownership and engineers working on the production floor.  This hands on approach creates a different, but important kind of feedback, while passion feeds intrinsic motivation, ownership and engagement, which is so critical to consistent innovation. 

Learning from Failure – An Innovation Superpower?  But perhaps most important of all is the innovation culture. Within SpaceX there is a very clear willingness to experiment and learn from failure.  Not lip service, or the sometimes half-hearted embrace of failure often found in large, bureaucratic organizations, where rewards and career progression often doesn’t reflect the mantra of learning by failing.  This is an authentic willingness to publicly treat productive failure of individual launches as a learning success for the program, and to reward productive failure and appropriate risk taking.  Of course, it’s not always easy to walk the talk of celebrating failure, especially in spacecraft design, where failures are often spectacular, public, and visual gold for the media.  And no doubt this is compounded by Musk’s controversial public profile, where media and social media are often only too keen to highlight failures.  But the visual of Raptor 3 is for me a compelling advertisement for authentically embedding learning by failure deeply into the DNA of an innovative organization. 

Stretch Goals:  Musk is famous for, and sometimes ridiculed for setting ambitious stretch goals, and for not always achieving them.   But in a culture where failure is tolerated, or if done right, celebrated, missing a stretch goal is not a problem, especially if it propelled innovation along at a pace that goes beyond conventional expectation.    

Challenging Legacy and ‘Givens’:  Culturally, this kind of radical simplification requires the systematic challenge of givens that were part of previous iterations.  You cannot make these kind of innovation leaps unless you are both willing and able to discard legacy technical and organizational structures.  

At risk of kicking Boeing while it is down, it is hard not to contrast SpaceX with Boeing, whose space (and commercial aviation) program is very publicly floundering, and facing the potentially humiliating prospect of needing rescue from the more agile SpaceX program. 

Innovation Plaque:  But in the spirit of learning from failure, if we look a bit deeper, perhaps it should not be a surprise that Boeing are struggling to keep up. They have a long, storied, and successful history as a leader in aerospace.  But history and leadership can be a blessing and a curse, as I know from P&G. It brings experience, but also bureaucracy, rigid systems, and deeply rooted culture that may or may not be optimum for managing change.  Deep institutional knowledge can be a similar mixed blessing.  It of course allows easy access to in-domain experience, and is key to not repeating past mistakes, or making naïve errors.  But is also comes with an inherent bias towards traditional solutions, and technologies.  Perhaps even more important is the organizationally remembered pain of past failures, especially if a ‘learn by failure’ culture isn’t fully embraced.  Failure is good at telling us what didn’t work, and plays an important role in putting processes in place that help us to avoid repeating errors.  But over time these ‘defensive’ processes can build up like plaque in an artery, making it difficult to push cutting edge technologies or radical changes through the system.

Balance is everything.  Nobody wants to be the Space Cowboy.  Space exploration is expensive, and risks the lives of some extraordinarily brave people.  Getting the balance between risk taking and the right kind of failure is even more critical than in most other contexts. But SpaceX are doing it right, certainly until now. Whatever the technical details, the impact on speed, efficiency and $$ behind the simplification of Raptor 3 is stunning.  I suspect that ultimately reliability and efficiency will also likely helped by increased simplicity.  But it’s a delicate line.  The aforementioned ‘plaque’ does slow the process, but done right, it can also prevent unnecessary failure.   It’s important to be lean, but  not ‘slice the salami’ too thin.  Great innovation teams mix diverse experience, backgrounds and personalities for this reason.  We need the cynic as well as the gung-ho risk taker.  For SpaceX, so far, so good, but it’s important that they don’t become over confident.  

The Elon Musk Factor:  For anyone who hasn’t noticed. Musk has become a somewhat controversial figure of late. But even if you dislike him, you can still learn from him, and as innovators, I don’t think we can afford not to. He is the most effective innovator, or at least innovation leader for at least a generation. The teams he puts together are brilliant at challenging ‘givens’, and breaking out of legacy constraints and the ‘ghosts of evolution’. We see it across the SpaceX design, not just the engine, but also the launch systems, recycling of parts, etc. We also see an analogous innovation strategy in the way Tesla cars so dramatically challenged so many givens in the auto industry, or the ‘Boring company in my hometown of Las Vegas.

Ghosts of Evolution I’d mentioned the challenges of legacy designs and legacy constraints. I think this is central to SpaceX’s success, and so I think it’s worth going a little deeper on this topic.  Every technology, and every living thing on our planet comes with its own ghosts.   They are why humans have a literal blind-spot in our vision, why our bodies pleasure centers are co-located with our effluent outlets, and why the close proximity of our air and liquid/solid intakes lead to thousands of choking deaths every year. Nature is largely stuck with incrementally building on top of past designs, often leading to the types of inefficiency described above. Another example is the Pronghorn antelope that lives in my adopted American West. It can achieve speeds of close to 90 mph. This is impressive, but vastly over-designed and inefficient for it’s current environment. But it is a legacy design, evolved at a time when it was predated upon by long extinct North American Cheetah. It cannot simply undo that capability now that it’s no longer useful. So far, it’s survived this disadvantage, but it is vulnerable to both competition and changing environment simply because it is over-designed.

Bio-Inspiration:  I’ve long believed we can learn a great deal from nature and bio-inspired design, but sometimes learning what not to do is as useful as ‘stealing’ usable insights. It’s OK to love nature, but also acknowledge that evolution has far more failures than successes. There are far, far more extinct species than living ones.  And virtually every one was either too specialized, or lacked the ability to pivot and adapt in the face of changing context.  

As innovators, we have unique option of creating totally new 2.0 designs, and challenging the often unarticulated givens that are held within a category. And we have the option of changing our culture and organizational structures too.  But often we fail do so because we are individually or organizationally blind to legacy elements that are implicitly part of our assumptions for a category or a company.  The fish doesn’t see the water, or at least not until it’s dangling from a hook. By then it’s too late.   Whatever you think of Musk, he’s taught us it is possible to create innovation cultures that challenge legacy designs extremely effectively.  It’s a lesson worth learning

Image credits: Twitter (via SpaceX)

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Bringing Emotional Energy and Creative Thinking to AI

Bringing Emotional Energy and Creative Thinking to AI

GUEST POST from Janet Sernack

The impact of disruption, hyper-connectivity, and uncertainty, coupled with the pace of change, is causing many people to feel fearful and anxious. They become defensive and reactive and ‘go under’ emotionally and ‘go inwards’ cognitively by ruminating about their past and what bad things may happen in the future.  Dwelling on past mistakes, failures, and poor performance also causes them to disengage emotionally, take flight and move away, avoid taking action, fight, or freeze and become inert, paralyzed, and immobilized. The outcome is resistance to the possibilities and creative changes using Generative AI might bring. Because they lack the vital creative and emotional energy to generate creative thinking in partnership with AI, they will resist innovation-led change and stay ‘stuck’ in their habitual, safe and conventional roles, capabilities and identities.

Emotional energy is the catalyst that fuels the creative process. Understanding and harnessing this energy inspires and motivates individuals to explore and embrace creative thinking strategies in partnership with AI.

When a person’s emotional energy has contracted, it results in constrained, negative, pessimistic, and even catastrophic thinking habits.

Where there is no space, doorway, or threshold to take on anything new, novel, or different or to imagine what might be possible in an uncertain future to evolve, advance, or transform their personal or professional lives.

Emotional energy catalyzes people’s hope, positivity and optimism to approach their worlds differently.

When people are constrained from becoming hopeful, positive, and optimistic, they cannot apply foresight to explore future possibilities and opportunities at the accelerating pace that Generative AI tools offer in unleashing the human ingenuity and generating creative thinking required to solve challenges and increasingly complex problems.

Augmenting human creativity

Generative AI, as highlighted in a recent Harvard Business Review article, How Generative AI can Augment Human Creativity, has the potential to assist humans in creating innovative solutions. Its role is not to replace humans but to augment their creativity, helping them generate and identify novel ideas and improve the quality of raw ideas.

To empower individuals to make intelligent decisions and solve complex problems, it is crucial to notice, disrupt, dispute and deviate from their unresourceful default patterns or habitual ways of doing things.

Because emotional energy is the catalyst that fuels the creative process, it is crucial to help people find ways to re-ignite their emotional energy.

Empowering, enabling, and equipping them to embody and take on new, more resourceful emotional states and traits that allow them to break free from the constraints by identifying and letting go of old, irrelevant roles, capabilities, and identities. To take on new ones to facilitate positive changes, solve challenges, and deliver highly valued innovative solutions in partnership with Generative AI to generate creative thinking.

Generating the power of questions in problem-solving

I applied and implemented three key strategies to partner with Generative AI during the six-month coaching partnership. I used creative thinking strategies to develop a comprehensive life-coaching plan for a coaching client that serendipitously co-created a range of transformational outcomes.

Identify the key challenges, strengths, and systemic nature of the core problem and set a goal for change.

Encouraged to experiment with coaching in partnership with Generative AI, I created a comprehensive summary of what my client and I agreed her core problem was.  We defined a goal for effecting positive and constructive change and outlined evidence of achieving a successful outcome. I incorporated these elements into a descriptive paragraph and uploaded it into the Generative AI platform.

Develop a range of catalytic questions.

I focused on designing four key catalytic questions, to evoke and provoke creative thinking strategies. I requested the platform to design and develop a life-coaching plan to achieve our goal and solve her unique problem:   

Integration involves showing that two things which appear to be different are actually the same:

  • What might be some key existing transformational coaching elements that can be integrated into the new life-coaching plan I am trying to create to solve this problem?
  • Splitting involves seeing how two things that look the same might actually be different and can be divided into useful parts, like an assembly line:
  • What might be some key components of transformational coaching plans that can be combined to connect with a life-coaching plan to help solve this problem?
  • Figure-ground reversal involves realizing that what is crucial is in the background and not in the foreground, like the invention of Slack.
  • What might be some of the missing parts in the transformational and life coaching processes that might be included to help solve this problem?
  • Distal thinking involves imagining things different from the present, like the Tesla electric car.
  • What could be possible without boundaries, rules or limitations in harnessing the emotional energy required to partner with my client in our coaching relationship?
  • How might I create value for my client? What key constraints in her whole system relate to life coaching, and how might I leverage these to solve the problem differently?

It took less than a minute and consisted of a comprehensive, step-by-step, detailed plan that would have taken me at least half a day to consider and construct.

I was delighted to have an evidence-based example of successfully augmenting human creativity, partnering with Generative AI to generate creative thinking to advance my coaching partnership.

Partner with applying a transformational process.

It took less than a minute and consisted of a comprehensive, step-by-step, detailed plan that would have taken me at least half a day of using my pause-power to construct. I was delighted to have an evidence-based example of successfully augmenting human creativity to experiment with when partnering with Generative AI to generate creative thinking in my coaching partnership:

  • Generating and identifying a range of novel ideas towards improving her well-being.
  • Exploring and improving the range and quality of the initial raw ideas by applying pause power to incubate, illuminate, and generate creative thinking.
  • Identifying and developing a range of options for my client to choose from, allowing her to let go of what was depleting her emotional energy and retain her hopefulness, positivity, and optimism.
  • Identifying and developing a range of options for my client to choose from, to take on to manifest the desired future state of well-being and re-energize her emotional energy.

What was the outcome?

By co-creating a safe and collective holding space with my client, we supported her in re-energizing emotionally and applying future-oriented creative thinking strategies. We partnered with Generative AI to innovate my coaching approach and maximize our intelligence.

The outcome was personally transformative and sustained by:

  • Ensuring she re-ignited and identified strategies and new habits to sustain her emotional energy and make the necessary changes and future choices.
  • Applying circuit breakers and divergent thinking strategies to disrupt and dispute unresourceful beliefs, biases and behavior patterns.
  • Creating a safe space allowed her to deviate from her feelings, thoughts, and mindset to identify what new roles, capabilities, and identities to take on in the future and how they could benefit her and add value to the quality of her life.
  • Assisting in creating various ideas and options to refine when making significant lifestyle change choices.

It was a powerful learning experience for both my client and myself, reinforcing and validating that “Generative AI’s greatest potential is not replacing humans; it is to assist humans in their individual and collective efforts to create hitherto unimaginable solutions. It can truly democratize innovation.”

Please find out more about our work at ImagineNation™.

Check out our learning products and tools, including The Coach for Innovators, Leaders, and Teams Certified Program, presented by Janet Sernack. It is a collaborative, intimate, and profoundly personalised innovation coaching and learning program supported by a global group of peers over nine weeks and can be customised as a bespoke corporate learning program. Please find out more about our products and tools.

Image Credit: Pixabay

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Breaking Free From Stagnation

Breaking Free From Stagnation

GUEST POST from Robyn Bolton

As a leader in your organization, you’re under tremendous stress. Not only do you need to deliver against a “growth strategy” that demands constant increases in revenue and profit, but you also need to cut costs and support employees who are more disengaged and burned out than ever before.  If it feels like you’re working harder and running faster than ever to maintain the status quo, then I have good and bad news for you.

Bad news: You’re right. 

The feeling of working harder or moving faster simply to stay in the same place is called the Red Queen effect or hypothesis.  The hypothesis asserts “that species must constantly adapt, evolve, and proliferate in order to survive while pitted against ever-evolving opposing species.”  Its name is inspired by the Red Queen in Lewis Carroll’s Through the Looking Glass, who explains to Alice, “here, you see, it takes all the running you can do, to keep in the same place.”

You probably feel the same need to adapt to survive “while pitted against ever-evolving opposing species” every time you see new technologies, read about another new management framework, or hear news from your competitors. You also understand that your organization needs to grow and often hear that it needs to do so at all costs, so you buckle down, work hard, and pull off quarterly miracles.

Good for you! You’re reward?  You get to do it all over again, and faster, this quarter.  And, to add insult to injury, all that growth you’re working harder and harder to achieve is a mirage.

75% of companies do not grow.

HBS professor Gary P. Pisano examined the growth rate of 10,897 publicly held US companies between 1976 and 2019.  When adjusted for inflation, the top quartile grew 11.8% yearly, but the other 75% showed little to negative growth. 

Being in that top quartile was no guarantee of success, as only 15% (3% of the total sample) were able to sustain a growth rate of 0.3%+ for 30 years. In fact, only SEVEN companies—Walmart, UPS, Southwest, Publix, Johnson & Johnson, Danaher, and Berkshire Hathaway—were top-quartile growth companies throughout the thirty years studied.

If you worked at one of those 7 companies, congrats!  Your hard work delivered real and repeatable growth.  If you worked at any of the other 10,890, I hope they offer great benefits?

We know why.

Every good academic knows you can’t just throw out some data without trying to find a causal link, and Professor Pisano is a good academic

“I have found that while the usual explanations for slow or minimal growth—market forces and technological changes such as disruptive innovation—play a role, many companies’ growth problems are self-inflicted. Specifically, firms approach growth in a highly reactive, opportunistic manner. When market demand is booming, they go on hiring binges, throw resources at developing new capacity, and build out organizational infrastructure without thinking through the implications… In the process of chasing growth, companies can easily destroy the things that made them successful in the first place, such as their capacity for innovation, their agility, their great customer service, or their unique cultures. When demand slows, pressures to maintain historical growth rates can lead to quick-fix solutions such as costly acquisitions or drastic cuts in R&D, other capabilities, and training. The damage caused by these moves only exacerbates the growth problems.”

(Bold text added by me)

Good news: You Can Do Something About It

In fact, as a leader in your organization, you’re among the few who have any prayer of pulling your organization out of the Red Queen’s race and putting it on track to real and sustainable growth. Achieving this incredible success requires you (and your colleagues) to decide three things:

  1. How fast to grow (target rate of growth)
  2. Where to find sources of new demand (direction of growth)
  3. How to assemble the resources required to grow (method of growth)

Together, these three decisions comprise your growth strategy and enable your organization to achieve the “delicate balance” between demand and supply required to sustain profitable growth.

Getting to these decisions isn’t easy, but neither is slaying the Jabberwocky.  So, as this brief rest stop in your race comes to an end, who do you choose to be – Alice, who works hard and deals with a bit of nonsense to progress, or the Red Queen, content to work harder to stay in the same place?

Image credit: Unsplash

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Creating Value from Nothing

Creating Value from Nothing

GUEST POST from Robyn Bolton

Doing nothing fuels creativity and innovation, but that fuel is wasted if you don’t put it to use. Idleness clears the mind, allowing fresh ideas to emerge, but those ideas must be acted upon to create value.

Why is doing something with that fuel so difficult?

Don’t blame the status quo.

The moment we get thrown back into the topsy-turvy, deadline-driven, politics-navigating, schedule-juggling humdrum of everyday life, we slide back into old habits and routines.  The status quo is a well-known foe, so it’s tempting to blame it for our lack of action. 

But it’s not stopping us from taking the first step.

We’re stopping ourselves.

Blame one (or more) of these.

Last week, I stumbled upon this image from the Near Future Laboratory, based on a theory from psychologist Mihaly Csikszentmihalyi’s book Flow:

There’s a lot going on here, but four things jumped out at me:

  • When we don’t have the skills needed to do something challenging, we feel anxiety
  • When we don’t feel challenged because our skills exceed the task, we feel boredom
  • When we don’t feel challenged and we don’t have the skills, we feel apathy
  • When we have the skills and feel challenged, we are in flow

Four different states.  Only one of them is positive.

I don’t love those odds.

Yet we live them every day.

Every day, in every activity and interaction, we dance in and through these stages.  Anxiety when given a new project and doubt that we have what it takes. Boredom when asked to explain something for the 82nd time to a new colleague and nostalgia for when people stayed in jobs longer or spent time figuring things out for themselves.  Sometimes, we get lucky and find ourselves in a Flow State, where our skills perfectly match the challenge, and we lose track of space and time as we explore and create. Sometimes, we are mired in apathy.

Round and round we go. 

The same is true when we have a creative or innovative idea. We have creative thoughts, but the challenge seems too great, so we get nervous, doubt our abilities, and never speak up. We have an innovative idea, but we don’t think management will understand, let alone approve it, so we keep it to ourselves.

Anxiety.  Boredom.  Apathy.

One (or more) of these tells you that your creative thoughts are crazy and your innovative ideas are wild.  They tell you that none of them are ready to be presented to your boss with a multi-million-dollar funding request.  In fact, none of them should be shared with anyone, lest they think you, not your idea, is crazy.

Then overcome them

I’m not going to tell you not to feel anxiety, boredom, or apathy. I feel all three of those every day.

I am telling you not to get stuck there.

Yes, all the things anxiety, boredom, and apathy tell you about your crazy thoughts and innovative ideas may be true. AND it may also be true that there’s a spark of genius in your crazy thoughts and truly disruptive thinking in your innovative ideas. But you won’t know if you don’t act:

  • When you feel anxious, ask a friend, mentor, or trusted colleague if the challenge is as big as it seems or if you have the skills to take it on.
  • When you feel bored, find a new challenge
  • When you feel apathetic, change everything

Your thoughts and ideas are valuable.  Without them, nothing changes, and nothing gets better.

You have the fuel.  Now, need to be brave.

We need you to act.

Image credit: Pexels

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