Leadership plays an essential role in leading innovation at their organization.
“Studies have shown that 20 to 67 percent of the variance on measures of the climate for creativity in organizations is directly attributable to leadership behavior. What this means is that leaders must act in ways that promote and support organizational innovation.”
– Center for Creative Leadership
“Never forget that, at the most, the teacher can give you fifteen percent of the art. The rest you have to get for yourself through practise and hard work. I can show you the path but I can not walk it for you.” – Master Tan Soh Tin
One of the core principals of Kung Fu or any martial art is that of mastery. You must master one level before progressing to the next. Skills that aren’t adequately honed at one level become compounded as you progress to more advanced levels. There is no defined timeframe for how long it should take for you to master each level. All that matters is that you do — and do so in sequence. Read more
The rate of disruption is accelerating and established industry leaders are failing and disappearing faster than ever. The average lifespan of a Fortune 500 company is in rapid decline. The 33-year average tenure of companies on the S&P 500 in 1965 narrowed to 20 years in 1990 and is forecast to shrink to 14 years by 2026. The key to survival for leading organizations may lie more in continuous innovation vs drastic innovation.
It’s something we all intuitively know: Good leaders are trusted by their employees. A happy, engaged, productive workforce is built on trust, and trust in the person leading the charge is a vital part of this.
Yet trust isn’t working for many organizations. A whopping 60 percent of employees don’t trust their workplace. And this distrust is holding back productivity and wounding employee engagement.
Leaders need to start building trust. In this post you’ll learn more about why trust should be a priority, what Carlos Ghosn can teach us, and get five tips on how to earn trust.
Come one come all and get your ticket to the show under the big top!
Today’s main attraction? Why it’s that secret ingredient of high-performing employees and organizations everywhere…
That’s right, trust at work!
Time and again we hear that one of the primary reasons behind companies not embracing innovation is that they have a risk averse culture. This is not completely unexpected as we live in a culture where caution is supported and courage is questioned. With that said, risk aversion has stunted the growth of many organizations and it can lead to the demise of your own.
Think your organization may be risk averse? Then look for these three signs.
Recently our CEO Brennan was invited to a breakfast with Isadore Sharp, the founder of Four Seasons, who is also a Ryerson University alumni. One of the anecdotes from the conversation that ensued was how Isadore would walk into his hotels and regularly ask the bellhop how they could improve the customer experience, because bellhops are the most knowledgeable about customers’ needs. It’s a telling tidbit from an organization that built a reputation for excellent service through valuing and empowering front-line employees.
I believe this style of leadership is needed now more than ever. Here’s why.
Measuring employee engagement on your idea management program can be one of the most difficult things to accomplish (aside for employee engagement ROI). In order to do it, you need to consider the engagement equation.
The engagement equation has two key components:
- The employees must be engaged.
- The leaders must be engaged.
Seems simple enough but let’s take a deeper dive into these two parts of the equation.
When new hires hit the scene, they tend to be hopeful and optimistic. Better pay, career development, benefits—the future looks bright and shiny.
However, day after day, small things continue to stack up and build upon one another. Eventually that platform grows to be so high that the employee chooses to jump ship either mentally (they are disengaged) or physically (they quit).
Employee disengagement does not happen overnight; it is a process. In this post, we will look at how it happens and what you can do to keep it from happening to your employees.
Frugal innovation is being touted by some industry gurus as the next generation of disruptive innovation. Through this concept, organizations strive to do more with less. Nokia, for example, designed a “bare bones” basic phone, which, apart from a flash light, had little features apart from voice and text. Two hundred million units sold within four years, making it one of the best selling phones of all time. Another example is the solar light bulb crafted from one litre soda bottles filled with bleach and water, which provides inexpensive lighting in poorer areas of the Philippines.