Writing for Harvard Business Review, Jeffrey Cohn, Jon Katzenbach and Gus Vlak tackle the problem of seeking out innovators to sustain a company's long-term success.
Truly innovative people have many attributes, as the authors point out: "They have excellent analytic skills, never rest on their laurels, and can identify the solutions likeliest to win over top leadership. They are socially savvy and can bring a diverse group of constituents into alignment. They tend to be both charming and persuasive."
Unfortunately, real innovators are also very rare. However, there are several talent-management procedures that can help in the process of spotting potentially innovative business people.
Cohn, Katzenbach and Vlak cite the example of Reuters, where candidates are interviewed one-on-one and given complex, real-world scenarios in which they must reach and defend decisions, accommodate new information, and convincingly sell their point of view. They also highlight Starwood and McDonald’s policy where would-be innovators are required to lead cross-functional teams in developing promising ideas and then present those ideas to senior management.
Mentoring and peer networks are also effective in the development of breakthrough innovators, say the authors: "Mentors provide insight into the motivations, goals, mind-set, and budget constraints of managers in a variety of relevant functions."
The article suggests that, once developed, innovative leaders are most effective when removed from revenue-generating line positions and placed in the middle of the organisation, where they have better access to influential managers, a broader remit and increased autonomy. This way, companies are more open to new ideas and can respond more effectively to innovation from elsewhere in the industry.
Finding and Grooming Breakthrough Innovators
Jeffrey Cohn, Jon Katzenbach, and Gus Vlak, Harvard Business Review, December 2008
Innovation and leadership
Innovation and leadership don't necessarily go hand in hand. However, I think a good leader knows how to work with innovators - they can be difficult because they see possibilities. As a leaders, whenever I work with an innovator, I try and help that person clarify their vision so that others around them understand - I take on a coaching, mentoring and often protective role of the innovation - until everyone can understand.