Category: Management
Intellect… an Asset or Liability?by Mike MyattMy question is this: Is your intellect an asset or liability?All one has to do is watch a very bright person defend their position to understand what I’m driving at with today’s post. Observing intelligent people lecture, spin, posture, position, cajole, rationalize, or justify their beliefs in order to “get the win” is often times entertaining, but it can also be exceedingly frustrating. I’ve come across more than a few self-proclaimed “intelligent” people who believe that their intellectual acuity is far superior to the discernment ability of their peers and co-workers. Not only are these intellectual giants wrong, but sadly, by the time they awaken to a state of reality it is already too late. In today’s post I’ll share the keys to leveraging your intellectual assets as opposed to having your intelligence serve as a barrier to your success.When a person begins to … Continue reading
Of all the management ‘gurus’ I have met and worked with, CK Prahalad will always stand tall. His sad and sudden departure a few days ago has robbed the world not only of a great mind, but also of a great heart. I bid him farewell.CK and I first joined forces in 1995, when I was writing the manuscript for “Rethinking The Future.” Our conversations back then taught me a great deal about strategic renewal – the capacity to maintain continuity by constantly creating new sources of profit. In fact, this principle went on to become a cornerstone of my work in the field of business innovation. I therefore feel I owe it to CK to repeat some of those strategy lessons here by way of a tribute. Think of the following words (which are CK’s own) as a last lecture – a legacy – from a true intellectual giant:”With … Continue reading
by Holly G. GreenThere’s been a lot of talk in the media lately about the dangers of over-protective parenting. In fact, it’s gotten so bad that psychologists have coined a new phrase – ‘helicopter parents’ – for the moms and dads who get over-involved in their kids’ lives.These are the parents who yell at the soccer coach when Emma doesn’t get enough playing time during the game. These are the parents who intervene at school when Dylan receives a B instead of an A, even though he turned the assignment in late and poorly done. And these are the parents who constantly hover over their kids and swoop down to rescue them any time it looks like they might stub their toe or suffer some minor distress.Helicopter parents mean well. But they end up doing real damage to their children by being way overprotective and micro-managing every aspect of their … Continue reading
The Work Foundation published the results of an interesting study: Exceeding Expectation: the principles of outstanding leadership. Amongst the differences that make the difference between good and great leadership, I picked this distinction: Delegate task v. Delegate space for autonomyThe distinction most definitely applies to innovation leadership. You do not grow a plant by instructing it to do so, or worse by pulling on it. You do not get people to innovate by tasking them with innovating. You grow a plant by providing the Soil, the Space, the Sun… and letting it happen. You foster innovation by providing:The Soil – access to internal and external knowledge and experiences where people can extend their roots,The Space – the autonomy, as opposed to breathing down their neck,The Sun – letting people draw their energy from their own passions,The Strategy – direction and challenge…. and letting it happen.Great leadership in general and innovation … Continue reading
This is the eighth of several ‘Innovation Perspectives’ articles we will publish this week from multiple authors to get different perspectives on ‘How should firms develop the organizational structure, culture, and incentives (e.g., for teams) to encourage successful innovation?’. Here is the next perspective in the series:by Braden KelleyWhen it comes to creating an innovation culture, often people make it far too complicated. If you’re part of the senior leadership team and you’re serious about innovation then your job is simple – reduce friction.If you’re serious about innovation and you’re not a senior leader, then your job is to do what you can to convince senior leadership that innovation is important. Then, gently help your execs see the areas of greatest friction in your organization so they can do something about it.When it comes to creating a culture of innovation, the most frequently cited area of friction in organizations is … Continue reading
Great news… you’ve established your innovation platform to solicit ideas, and gosh, did you get them! Hundreds of ideas. Wow!Now what?It just doesn’t make sense to go into an innovation initiative with only half a plan. As in, a plan to market to employees and get the ideas, but not have nailed down what happens afterward. Do that, and you’re going to regret the deluge. Employees will rightfully grouse, and become cynical.It is vital to have a plan for soliciting ideas. It is also vital to have a plan for handling the ideas once they are submitted. This benefits both employees and management:Before addressing the benefits, what exactly is a governance model?Who Does What WhenIf you needed a headline for a governance model, that’d be it. Let’s break it down:Who: Companies decide who has a role in the process of evaluating, informing and approving ideas. It is a given that … Continue reading
