{"id":650,"date":"2024-08-19T02:54:32","date_gmt":"2024-08-19T00:54:32","guid":{"rendered":"https:\/\/360.qualintra.com\/?p=650"},"modified":"2025-02-20T15:42:42","modified_gmt":"2025-02-20T14:42:42","slug":"developing-innovative-leadership-simple-idea-or-headache","status":"publish","type":"post","link":"https:\/\/360.qualintra.com\/en\/developing-innovative-leadership-simple-idea-or-headache\/","title":{"rendered":"Is developing innovative leadership a simple idea or a headache?"},"content":{"rendered":"<p><strong>There can be no leadership model or skills framework without a dimension devoted to innovation.<\/strong><\/p>\n\n\n\n<p>All companies expect their directors and top managers to be innovative. However, the consolidated results of<strong>&nbsp;cross feedback<\/strong>&nbsp;(180\u00b0 or 360\u00b0) highlight not only a significant difference compared to other<strong>&nbsp;skills&nbsp;<\/strong>better control, but also&nbsp;<strong>expectations&nbsp;<\/strong>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?<\/p>\n\n\n\n<h2 class=\"wp-block-heading\"><strong>Geo Trouvetou or vector of innovation?<\/strong><\/h2>\n\n\n\n<p>The regular discussions we have with<strong>&nbsp;managers<\/strong>&nbsp;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.&nbsp;<strong>creative genius&nbsp;<\/strong>on a daily basis. In reality, their role is first and foremost to encourage&nbsp;<strong>a culture of innovation<\/strong>to be agents of innovation, in short those who \"<em>&nbsp;where innovation comes from&nbsp;<\/em>\". 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.<\/p>\n\n\n\n<h2 class=\"wp-block-heading\"><strong>Understanding innovation as a whole<\/strong><\/h2>\n\n\n\n<p>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.<strong>continuous improvement<\/strong>. From this point of view, it may be a question of \"<em>&nbsp;challenger<\/em>&nbsp;\"the<strong>&nbsp;teams<\/strong>&nbsp;and to push them to the limit by asking candid questions: \"How can I help you?&nbsp;<em>What could be done faster? Cheaper? With more value for the customer? Simpler?<\/em>&nbsp;\".<\/p>\n\n\n\n<p>This openness to innovation can also be seen in the systematic encouragement of research into new technologies.<strong>&nbsp;benchmarks<\/strong>&nbsp;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.<\/p>\n\n\n\n<p>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.&nbsp;<strong>adoption process.<\/strong><\/p>\n\n\n\n<h2 class=\"wp-block-heading\"><strong>Getting the word out<\/strong><\/h2>\n\n\n\n<p>A more in-depth analysis of&nbsp;<strong>feedback<\/strong>This is reinforced by the content of the individual&nbsp;<strong>reporting the results<\/strong>In 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.<\/p>\n\n\n\n<p>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.<em>&nbsp;underestimate<\/em>&nbsp;\"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.<strong>&nbsp;let people know.<\/strong>&nbsp;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\".&nbsp;<em>advertise&nbsp;<\/em>\". As a result, their role as<strong>innovation agent&nbsp;<\/strong>is not sufficiently appreciated.<\/p>\n\n\n\n<h2 class=\"wp-block-heading\"><strong>Valuing and recognising contributions<\/strong><\/h2>\n\n\n\n<p>Reflection on&nbsp;<strong>behaviour<\/strong>&nbsp;that encourage creativity and innovation, and their evaluation through cross-feedback systems, is an important step in strengthening a<strong>&nbsp;culture of innovation<\/strong>&nbsp;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&nbsp;<strong>performance&nbsp;<\/strong>and to index part of the&nbsp;<strong>variable remuneration<\/strong>. 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&nbsp;<strong>rewarding training.<\/strong><\/p>\n\n\n\n<p>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.<\/p>\n\n\n\n<p><strong>These three steps will make managers the first ambassadors of the innovation strategy. Didn't Pasteur say&nbsp;<\/strong><em><strong>Chance only favours the prepared\".<\/strong><\/em><strong>?<\/strong><\/p>","protected":false},"excerpt":{"rendered":"<p>There can be no leadership model or skills framework without a dimension devoted to innovation. All companies expect their leaders and top managers to be innovative. However, the consolidated results of cross-feedback (180\u00b0 or 360\u00b0) highlight not only a significant gap compared with other skills that are better mastered, but also strong expectations [...].<\/p>","protected":false},"author":5,"featured_media":651,"comment_status":"closed","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[1],"tags":[],"class_list":["post-650","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-uncategorized"],"yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v26.6 - https:\/\/yoast.com\/wordpress\/plugins\/seo\/ -->\n<title>D\u00e9velopper un leadership innovant, id\u00e9e simple ou casse-t\u00eate ? - Qualintra 360<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/360.qualintra.com\/en\/developing-innovative-leadership-simple-idea-or-headache\/\" \/>\n<meta property=\"og:locale\" content=\"en_GB\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"D\u00e9velopper un leadership innovant, id\u00e9e simple ou casse-t\u00eate ? - Qualintra 360\" \/>\n<meta property=\"og:description\" content=\"Point de mod\u00e8le de leadership ou de r\u00e9f\u00e9rentiel de comp\u00e9tences sans une dimension consacr\u00e9e \u00e0 l\u2019innovation. Toutes les entreprises attendent de leurs dirigeants et top managers qu\u2019ils fassent preuve d\u2019innovation. Cependant, les r\u00e9sultats consolid\u00e9s des&nbsp;feedback crois\u00e9s&nbsp;(180\u00b0 ou 360\u00b0) mettent en \u00e9vidence non seulement un \u00e9cart important par rapport \u00e0 d\u2019autres&nbsp;comp\u00e9tences&nbsp;mieux ma\u00eetris\u00e9es, mais \u00e9galement des&nbsp;attentes&nbsp;fortes exprim\u00e9es [&hellip;]\" \/>\n<meta property=\"og:url\" content=\"https:\/\/360.qualintra.com\/en\/developing-innovative-leadership-simple-idea-or-headache\/\" \/>\n<meta property=\"og:site_name\" content=\"Qualintra 360\" \/>\n<meta property=\"article:published_time\" content=\"2024-08-19T00:54:32+00:00\" \/>\n<meta property=\"article:modified_time\" content=\"2025-02-20T14:42:42+00:00\" \/>\n<meta property=\"og:image\" content=\"https:\/\/360.qualintra.com\/wp-content\/uploads\/2024\/10\/e2bt7UYYHjH1X0EAC1kyYCD3MMQ.webp\" \/>\n\t<meta property=\"og:image:width\" content=\"1536\" \/>\n\t<meta property=\"og:image:height\" content=\"1025\" \/>\n\t<meta property=\"og:image:type\" content=\"image\/webp\" \/>\n<meta name=\"author\" content=\"Benoit Moransais\" \/>\n<meta name=\"twitter:card\" content=\"summary_large_image\" \/>\n<meta name=\"twitter:label1\" content=\"Written by\" \/>\n\t<meta name=\"twitter:data1\" content=\"Benoit Moransais\" \/>\n\t<meta name=\"twitter:label2\" content=\"Estimated reading time\" \/>\n\t<meta name=\"twitter:data2\" content=\"4 minutes\" \/>\n<script type=\"application\/ld+json\" class=\"yoast-schema-graph\">{\"@context\":\"https:\/\/schema.org\",\"@graph\":[{\"@type\":\"Article\",\"@id\":\"https:\/\/360.qualintra.com\/developper-un-leadership-innovant-idee-simple-ou-casse-tete\/#article\",\"isPartOf\":{\"@id\":\"https:\/\/360.qualintra.com\/developper-un-leadership-innovant-idee-simple-ou-casse-tete\/\"},\"author\":{\"name\":\"Benoit Moransais\",\"@id\":\"https:\/\/360.qualintra.com\/#\/schema\/person\/752cb4c0ed0c6e0b892d0074501d53f0\"},\"headline\":\"D\u00e9velopper un leadership innovant, id\u00e9e simple ou casse-t\u00eate ?\",\"datePublished\":\"2024-08-19T00:54:32+00:00\",\"dateModified\":\"2025-02-20T14:42:42+00:00\",\"mainEntityOfPage\":{\"@id\":\"https:\/\/360.qualintra.com\/developper-un-leadership-innovant-idee-simple-ou-casse-tete\/\"},\"wordCount\":890,\"publisher\":{\"@id\":\"https:\/\/360.qualintra.com\/#organization\"},\"image\":{\"@id\":\"https:\/\/360.qualintra.com\/developper-un-leadership-innovant-idee-simple-ou-casse-tete\/#primaryimage\"},\"thumbnailUrl\":\"https:\/\/360.qualintra.com\/wp-content\/uploads\/2024\/10\/e2bt7UYYHjH1X0EAC1kyYCD3MMQ.webp\",\"articleSection\":[\"Uncategorized\"],\"inLanguage\":\"en-GB\"},{\"@type\":\"WebPage\",\"@id\":\"https:\/\/360.qualintra.com\/developper-un-leadership-innovant-idee-simple-ou-casse-tete\/\",\"url\":\"https:\/\/360.qualintra.com\/developper-un-leadership-innovant-idee-simple-ou-casse-tete\/\",\"name\":\"D\u00e9velopper un leadership innovant, id\u00e9e simple ou casse-t\u00eate ? 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