According to G. Michael Maddock and Raphael Louis Viton on BusinessWeek.com, the first step towards managing innovation is addressing a key question from employees: "Why should I follow you?"
They explain: "When you introduce your vision to have your company be more innovative, you may think your employees will ask about cost, potential audience, probable success rates, how long will it take to get to market, and the like. And they will. Out loud.
"But the first (unasked) question that pops into their heads is going to be: 'Why should I follow you?' By which they mean: 'Why should I believe you are going to take us where we need to go?'"
Those questions need to be answered immediately, say the authors, otherwise the full attention and best work of the employees will not be guaranteed.
Maddock and Viton offer the following advice:
* Focus on the essential: Important is rational; essentials are emotional. The important goes on a to-do list while the essentials go on a to-die-for list.
* Stay above the drama: Don't act like a victim and don't look for something or someone else to blame. As a leader, you cannot afford to waste energy by focusing on the wrong things.
* Lean into adversity and find opportunities: Don't panic in difficult times, or play it safe. Stick to your growth strategy and believe in yourself.
Maddock and Viton conclude: "Why should your people follow you? Because you have demonstrated by words and actions that you understand and live these three pillars of innovation leadership, in the best and worst of times."
Question No. 1 for Managers of Innovation
G. Michael Maddock and Raphael Louis Viton, BusinessWeek.com, 18/08/09
