Consulting Director at Qualintra
There can be no leadership model or skills framework without a dimension devoted to innovation.
All companies expect their directors and top managers to be innovative. However, the consolidated results of cross feedback (180° or 360°) highlight not only a significant difference compared to other skills better control, but also expectations expressed both by the leaders themselves and by their observers. So what does this mean? Is innovation incompatible with leadership? Are leaders neglecting to develop this skill?
The regular discussions we have with managers show that the expectations are not always clearly expressed. They are quick to imagine that they themselves must be at the origin of the innovation and demonstrate their ability to innovate. creative genius on a daily basis. In reality, their role is first and foremost to encourage a culture of innovationto be agents of innovation, in short those who " where innovation comes from ". This means adopting an attitude of openness and curiosity, a form of exemplarity that should pave the way for boldness and breakthroughs among their employees.
Innovation is not limited to the development of new products or services, but of course involves questioning processes and ways of doing things in a search for new ways of doing things.continuous improvement. From this point of view, it may be a question of " challenger "the teams and to push them to the limit by asking candid questions: "How can I help you? What could be done faster? Cheaper? With more value for the customer? Simpler? ".
This openness to innovation can also be seen in the systematic encouragement of research into new technologies. benchmarks These initiatives also help to strengthen collaboration through the emulation and cross-fertilisation that they generate. At the same time, these initiatives strengthen collaboration through the emulation and cross-fertilisation they generate.
In addition to traditional creativity tools, in the case of customer-focused innovation research, the use of co-development sessions involving certain customers (internal or external) in the brainstorming process enhances the generation of ideas while speeding up the process. adoption process.
A more in-depth analysis of feedbackThis is reinforced by the content of the individual reporting the resultsIn some cases, there is a discrepancy between the perception of teams and that of other observers, peers and line managers. While direct reports recognise their manager's innovative and open-minded skills, other categories are more critical.
By talking to the managers concerned - and even if they also tend to "think" that they are not the only ones involved - we can help them to make the right choices. underestimate "In short, they initiate and encourage innovative approaches but neglect to publicise them. In short, they initiate and encourage innovative approaches but neglect to publicise them. let people know. This is reinforced by the natural tendency of these people not to put themselves forward, convinced as they are that value is judged by results and doesn't require them to "get things done". advertise ". As a result, their role asinnovation agent is not sufficiently appreciated.
Reflection on behaviour that encourage creativity and innovation, and their evaluation through cross-feedback systems, is an important step in strengthening a culture of innovation starting with the management population. It risks being a dead letter if these behaviours are not clearly valued and rewarded. This may involve considering innovation in the broadest sense as a component of the performance and to index part of the variable remuneration. This can also involve rewarding managers who are exemplary in terms of innovation, by enabling them to benefit from faster career opportunities, more exposure to top management or to rewarding training.
A culture of innovation relies first and foremost on the conviction and exemplary behaviour of senior executives and top managers. For this culture to really take root, it is important to clarify what the company expects of them in this area. Next, we need to ensure that what has been achieved is known and communicated, and finally that innovation is recognised as a factor in performance.
These three steps will make managers the first ambassadors of the innovation strategy. Didn't Pasteur say Chance only favours the prepared".?
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