Leadership and the Innovative Culture
In 1912, Sir Earnest Shackelton, along with 27 men and their ship became stuck in an icepack while trying to reach Antarctica. They remained on the icepack for over 450 days. The innovation and optimism of Shackelton kept his men from starving, going mad, or undisciplined behavior. Their dire straits necessitated using every resource available in novel ways. Though many arctic explorations of the time ended in death and disaster, none of Shackleton’s men died despite extreme odds.
Leadership has a high impact on an organization’s innovation initiatives. These activities aid innovation.
Communication
Employees are constantly on the lookout for clues from leadership on direction. The more that leaders communicate the priority of innovation, the more innovation will become embedded into that culture. Communication comes through press releases, internal newsletters, speeches, and informal comments. Occasional lip service doesn’t cut it—it relegates innovation to “flavor of the month” status.
Reward Systems
Employees typically do what they are paid to do. If reward systems favor the status quo, then employees will not rock the boat with new innovations. If compensation systems reward challenging the status quo, creating new systems and products, then those behaviors will be encouraged. Likewise, if individual contributions are compensated, then employees will focus on individual metrics. If, on the other hand, team efforts (from which most innovation occurs) are rewarded, an organization will see more team efforts.
Vision
Leadership facilitates the creation and execution of shared vision. Is innovation a vital part of that vision? If not, an organization will not honor it as such.
Attention
Does the top leadership of an organization notice its innovation efforts? Does the CEO check in on the Research and Development efforts or wander into process redesign meetings? Or are innovation efforts treated as an after-thought? In order for innovation to become embedded in the DNA of an organization, the leadership has to push it as a necessity, as a part of day-to-day activities, and as a vital part of the organization’s ongoing success, nothing less.