Innovation - Intentionally reenvisioning and bringing renewal

Julian Consulting

Promoting healthy teams: The right people with the right fit, enjoying right relationships.

March 2012

Greetings!

Change is the only constant (to paraphrase Heraclitus).

The question is whether you are the agent of change or the object being acted upon - whether you are proactive or reactive.

Innovation is proactive change that reenvisions or renews. Are you an innovator?

Innovation - intentionally reenvisioning and bringing renewal

Methods, practices, and products run their course and need to be reenvisioned or renewed

"There is nothing new under the sun" (Solomon). Solomon didn't have in mind objects, but the actions of people. We may make new things but we don't act in new ways.

Is it time for you and your team to create something new by reenvisioning or renewing that which is losing its impact?

Global innovation - reenvisioning

Recently I was listening to "Living on Earth," (click on the link to read the interview) and heard an interview of Gavin McIntyre, founder and chief scientist with Ecovative Design in Green Island, New York. Ecovative Design has developed a method for using inert mushroom roots as the basis for packing material - an environmentally friendly way to replace Styrofoam peanuts, as well as some building materials.

This is what I call "global innovation" - it is something truly new and not merely the repackaging (forgive the pun) of something old.

So how does this qualify as innovation? Because it reenvisions packaging material, but does so in a way that uses an entirely different process and material.

Contextual innovation - renewing

A less drastic form of innovation is "contextual innovation" where something currently in use is brought into a new context.

BusinessWeek (Mar 26) had an article about Therapick.com, a company that markets therapists to patients by posting videos of the therapists online for patients to consider before choosing someone to contact.

This uses an existing technology and practice, simply translating it into a new context (think online dating sites, advertising by personal injury lawyers, etc.).

What do you need to reenvision or renew?

Sometimes people are in vocations where they don't feel free to reenvision. Public education operates within a never-ending stream of mandates from the state and federal governments. Financial advisors must answer to their corporate overlords, the SEC, and FINRA.

Others are in fields that allow for greater "global innovation," for true reenvisioning of a product or service. They see mushroom roots replacing Styrofoam.

I've worked with a few organizations where people don't feel they are free even to renew that which has run its course. They believe they are powerless and trapped under the weight of bureaucracy. Perhaps - I think it is more likely this becomes a self-fulfilling prophecy.

You may have the opportunity to take a technology that is being used effectively elsewhere and translate its use into your context through "contextual innovation." One example is the spreading use of social media as a business tool.

Four principles for innovation

Identify methods, practices, and products that have run their course. Don't vilify them in their deaths as mistakes, rather celebrate them as having lived good, meaningful and productive lives. Give them a good burial - then move on.
Don't view questioning and skeptical team members as the enemy, rather, if they are loyal, competent, and healthy members of the team, encourage them to identify areas that need to be reenvisioned or renewed. Going further, empower them to try out that which is new, to test out their ideas. Expect them to turn their questioning skepticism on their own ideas and to work with others in developing the best methods and practices for making them effective.
Never forget that just because "A" ran its course and died, doesn't mean that it isn't time to try "A" again. Sometimes the best way to move forward is to return to that which worked previously. The key with any method, process, or product is to remember that you are not looking for that which is perfect but for that which works within your current context. Sometimes the best ideas are old ideas resurrected.
The goal isn't change or resistance to change, but effectiveness. What is effective today will not be effective forever. Typewriter repairman was a good job at one time. The postal service looked secure, but the current model is moving toward collapse. Then, of course, there are creative ideas delayed - like the paperless office. It still seems possible that the paperless office is on its way. Amazon now sells more digital books than printed books.

At Julian Consulting, we are committed to purposeful innovation - reenvisioning and renewing that makes a difference in your calling. Call us TODAY to find out more.

Everything DiSC® - The Work of Leaders

Vision / Alignment / Execution

The Everything DiSC reports continue to draw attention and so I wanted to look at one report in greater detail this month - the Work of Leaders (click on the link for a sample of the report).

First, Everything DiSC avoids the leader/manager debate by defining both in neutral terms, suggesting that there is a place for each, often within the same role. Leadership is a one to many relationship, while management is a one to one relationship. You lead groups and manage individuals (even if you manage several individuals).

The Work of Leaders report focuses on three elements, with each element having six best practices associated with it. Depending upon your leadership style, it is likely that you excel naturally in one or two of the elements, but not all three.

Vision is the first element in the Work of Leaders. Those who lead must be able to clarify and communicate a vision for the organization, those who work within it, and its public.

Alignment is bringing key stakeholders on board with the vision, making sure that they understand the purpose for the vision, what is meant by it, and how it will be realized.

Execution is bringing the vision to life through the aligned efforts of team members.

As I said, most leaders excel in one or two of these areas, but not all three. If they excel in all three it is because they have learned to adapt their natural style to incorporate those elements that are difficult for them or because they have surrounded themselves by empowered individuals who make sure each of the elements is realized.

For example, one leader I know is great with vision and execution, but struggles to take the time needed to build alignment. He is willing to slow down and recognizes the importance of alignment, but he needs the encouragement of other strong leaders around him to make it happen.

Another leader struggles with defining vision, but is gifted in creating alignment and leading team members in execution. He has surrounded himself with those who can help to articulate vision, while he becomes the spokesperson and driver for it.

Learn more about your leadership style, how you do the Work of Leaders, as well as which of the 18 best practices are areas of strength and which are areas of challenge.

Contact me TODAY for more information - to find out how you and your organization can benefit from this amazing tool. Everything DiSC® - it's all in the reports!

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