Archive for the ‘Leadership Training’ Category
Leadership and Innovative Work Cultures
What supports a workplace culture that is creative and innovative? According to Ken Robinson, a leading thinker on creativity and innovation there are three aspects of the work culture that are critical.
Creative cultures are supple
Organizational structures and processes are supple and responsive. They have looser hierarchies. The focus is on new ideas. Where the idea comes from is less important than the idea itself. The leader’s role in creating a great culture is to drive and reinforce the culture. Leadership is about collaboration and team work rather than command and control. Robinson sees value in training a generalist group of leaders who learn and operate in collaborative teams and who can think across organizational silos. Important characteristics for today’s workforce include: being flexible toward change, confidence to continuously learn and a breadth of vision to understand the many influences at play. Openness toward different experiences and viewpoints is needed.
Creative cultures are inquiring
An inquiring workplace culture must be open to trial and error and keep the long term view in sight. Organizational creativity balances freedom and risk taking with the organization’s tolerance to risk. Leaders don’t need to be the smartest person in the room. They need to know how to delegate and tap into the capacity of others. They support and encourage colleagues rather than try to score points. Leaders in creative cultures provide a sense of direction. They work hard balancing directness and openness with a willingness to listen and consider other viewpoints positively.
Creative cultures need creative spaces
The physical environment of the workplace embodies its organizational culture. Traditional workplaces are designed around principles of productivity, maximum occupancy and uniformity. These environments are not conducive to imagination, creativity and innovation. Creative workplaces are more likely to allow staff to personalize their workspace in ways that support creative work. Shared collaborative spaces for meetings and workshops are made available.
Robinson believes that creative leadership invests in the creative powers of the people who form the organization. Organizations that make the most of their people find their people make the most of the organization.
Fern Richardson MBA CED PHEc
Leading Creativity and Innovation
A culture of creativity and innovation needs three related processes according to Sir Ken Robinson. They are: imagination- the ability to bring to mind events and ideas that are not present in our senses; creativity- the process of having original ideas that have value; and innovation- the process of putting original ideas into practice.
A creative organization starts with the top leadership and flows from there. This doesn’t mean leadership comes up with all the ideas but rather they create a culture where everyone can have and express new ideas. Creative leaders facilitate the relationship between the external and internal cultures of the organization.
Creative leaders understand that all member of the organization have creative potential. There are untapped talents and abilities everywhere in the organization. Challenging people to think more broadly and deeply is one way to reveal their untapped capability.
Talent management is a priority for organizations that want to foster creativity. To attract and retain this kind of talent, Robinson says senior management needs to answer the question, “Why would smart, energetic, ambitious people want to come and work for us rather than the organization next door?” The next question to ask is, “How are we going to recruit the talent and develop them?”
The richest opportunities for new ideas occur where differences cross-over. Creative leaders know that innovation thrives on diversity whether age, gender, ethnicity, work experience, education or expertise. It takes more effort to manage a diverse team but the benefits include increased flexibility and creativity. The savvy leader knows who to put on a team, what work to give them and when to move them on to a new challenge.
Collaborative processes are one way to support a diverse team. Creative impulses can be suffocated by negative criticism, cynical put-downs, and dismissive remarks. Two simple principles can help:
- accept every suggestion that is offered and build on them
- always make your work partners look good.
Effective collaborators support the creative process with flexibility and responsiveness to new opportunities.
How do you support creativity in your team?
Fern Richardson MBA CED PHEc
Leadership Management and Servant Leadership
I recently read The Power of Servant Leadership by Robert Greenleaf. A former AT&T executive, Greenleaf’s writings on leadership have been foundational in developing our current perspectives on leadership. Peter Senge, Max DePree, John Carver, Warren Bennis, Jim Kouzes and Peter Drucker all cite Greenleaf’s work as influential to their thinking.
Some people find the combination of servant and leadership to be at odds. Greenleaf describes a call to servant leadership as follows:
“It begins with the natural feeling one wants to serve, to serve first. Then conscious choice brings one to aspire to lead. The difference manifests itself in the care taken by the servant- first to make sure the other people’s highest priority needs are being served. The best test is: Do those served grow as persons; do they, while being served, become healthier, wiser, freer, more autonomous, more likely themselves to become servants.”
This style of leadership is more about others than self. The focus is to build people and encourage them to be the best they can be.
Greenleaf described ten characteristics of the servant leader including: listening, empathy, healing relationships, awareness, persuasion, conceptualization, foresight, stewardship or the holding of something in trust for another, commitment to the growth of people and building community. One can see how these characteristics have influenced the work of the leaders and researchers noted above.
I find the concept of servant leadership resonates deeply with me. It’s not easy to walk the path of a servant leader but the journey and those met along the way make it worth the effort.
Robert K. Greenleaf: The Power of Servant Leadership: The Greenleaf Centre for Servant Leadership, 1998
Leadership and Loneliness
I have noticed most books and articles on leadership discuss the joys, challenges and how-to’s of the leader’s role. Two recent experiences of mine started me reflecting on a seldom addressed area of leadership- the loneliness that can occasionally accompany a leadership position.
I see the leader as an integral part of the group with a few differences. Leadership requires us to build and foster a strong team to get the job done. It also requires making tough and sometimes unpopular decisions often for the long term good of the group. This is one of the differences as the leader must stand slightly apart from the group. Herein lays the potential for loneliness.
In one leadership position different group members came to me expressing a similar concern. Addressing the issue had the potential to be a hot button issue but if it was a concern for multiple people I felt it needed to be addressed. After much thought, I chose to address the situation directly with the group. I’m a big fan of the “teachable moment” and like to leverage discussion using real situations. So after careful planning and with knocking knees I brought the issue up with the group. This engendered a lively and I hope, productive debate as people aired their differences, considered the perspectives of others and moved to agreement on a solution.
What I found most intriguing is that no one who initially “owned” the concern provided me with feedback on the process used to address the issue or the resulting solution. Were they satisfied? Dissatisfied? Or perhaps even horrified that I addressed the issue in a public forum as opposed to simply making a leadership pronouncement from on high? Afterward a few other group members did share their comments about the situation for which I was grateful. At least I knew someone was out there!
I was thankful to have several colleagues with whom I could discuss the situation. It brought home that one excellent solution to the loneliness of leadership is having a network of supportive peers. Whether they offer insight, a listening ear or act as your cheerleader loneliness will not be an issue.