'Dad-dancing' and the things leaders do that get in the way of innovation - by Fiona MacGregor
Every business leader I meet talks about an intent to be more innovative – 84%, according to McKinsey Quarterly research (which probably begs the question about the other 16%). Innovation has found its way into all the frameworks businesses hold in such high esteem – it's a core competency, it's a performance objective, it's on the values poster and it's up there in the CEO's latest strategy speech. But it is translating that intent into a genuine competitive advantage that's the difficult bit; and where we often see well-intentioned leaders getting stuck in a mire of unwieldy employee suggestion schemes or poring over exec education case studies of Google or Amazon. Innovation teams are periodically bought in, then later restructured out when a more pressing business issue takes hold.
Talent: The Holy Grail Within - By Ian Chisholm, Bradley Chisholm and Mark Bell
"One may have a blazing hearth in one's soul and yet no one ever comes to sit by it. Passers-by see only a wisp of smoke from the chimney and continue on the way." Vincent Van Gogh
Our attention was caught the other day by a managing partner who told us she was immersed in what she called "the war for talent". She went on to decry the "talent vacuum" created by high numbers of retiring employees combined with a shrinking core of new "talent" — younger people willing and able to don the leadership mantle and take on the responsibilities and sacrifices it requires.
She did have one source of hope, however — a few exceptional individuals hand-picked for possessing the right stuff, her "talent pool." And she wanted us to meet them over a drink, a talent-pool party, one might say.
John F Kennedy delivered an inspirational speech at Rice University in 1962. His speech was setting out his rationale for embarking on the ambitious project of sending a manned flight to the moon and returning it safely to Earth again. The words he used in his speech are illuminating:
"We choose to go to the moon. We choose to go to the moon in this decade and do the other things, not because they are easy, but because they are hard, because that goal will serve to organize and measure the best of our energies and skills, because that challenge is one that we are willing to accept, one we are unwilling to postpone, and one which we intend to win"
High Performance Leadership alumni know the importance of taking one high performance "move" at a time. By doing this, they create the capacity or value that will deliver the resources for the next move. This approach makes accelerating progress possible. Progress is also a key component in creativity and morale.
To find out more from Peter Casebow, CE of our partners, Goodpractice - click here.
Peter Casebow, CE, Goodpractice on the NeuroLeadership Debate
Science is starting to understand the brain and through the neuroscience of the brain, how it works. David Rock's key gripe with the learning and HR community is that we do not follow the evidence and the science to select our leaders better, create effective work environments or help leaders manage better.
When we have a sense of purpose, we tap into the full range of our personal power. We are capable and confident. We challenge boundaries and received wisdom. We are infinitely resourceful, resilient and creative. Our motivation to act and to change is integral to our being, and the source of our energy to keep going when otherwise we would be exhausted. What’s more, we excite and engage others with our passion; they find themselves making connections with our purpose and, if there is sufficient overlap between us, we join together.
Every business leader I meet talks about an intent to be more innovative – 84%, according to McKinsey Quarterly research (which probably begs the question about the other 16%). Innovation has found its way into all the frameworks businesses hold in such high esteem – it's a core competency, it's a performance objective, it's on the values poster and it's up there in the CEO's latest strategy speech. But it is translating that intent into a genuine competitive advantage that's the difficult bit; and where we often see well-intentioned leaders getting stuck in a mire of unwieldy employee suggestion schemes or poring over exec education case studies of Google or Amazon. Innovation teams are periodically bought in, then later restructured out when a more pressing business issue takes hold.
John F Kennedy delivered an inspirational speech at Rice University in 1962. His speech was setting out his rationale for embarking on the ambitious project of sending a manned flight to the moon and returning it safely to Earth again. The words he used in his speech are illuminating:
