Here's how you can cultivate innovation and creativity in your team as a manager.

Understand that in some cultures showing initiative is neither encouraged nor taught so be prepared to mentor and support your brightest team members while they find the confidence, and comfort, to speak up and shine

Some key points: 1. Foster an Open and Inclusive Culture Encourage Open Communication Diverse Perspectives 2. Provide Autonomy and Ownership Empower Consultants Flexible Work Environment 3. Encourage Risk-taking and Experimentation Accept Failure Pilot Projects 4. Invest in Continuous Learning Training and Development Learning Resources 5. Promote Collaboration and Cross-pollination of Ideas Interdisciplinary Teams Collaboration Tools 6. Recognize and Reward Innovation Incentives Celebrate Successes 7. Create a Stimulating Work Environment Inspiring Workspace Access to Tools 8. Implement Idea Management Systems Idea Platforms Regular Feedback

Recuerdo no hace mucho, que tras un bloqueo creativo leí en “Roba como un artista” de Austin Kleon, que la creatividad no es un don exclusivo de genios solitarios, sino un proceso colaborativo en el que todos tomamos inspiración de otros. Esto me sirvió para entender que la creatividad es subjetiva, desordenada y caótica y que iniciar un proceso creativo es como querer ense?ar a cocinar a alguien desde 0, sin guiarle con una sencilla receta. Por este motivo no se trata de crear algo completamente nuevo, sino de dar un giro único a las ideas existentes, enfocándonos a reinterpretar y ver conexiones inesperadas, que nos llevaran a innovar, uniendo conceptos aparentemente dispares.

? Encourage Open Communication: Foster an environment where team members feel safe to share ideas and challenge the status quo. ? Diverse Teams: Build teams with varied backgrounds and skills to bring different perspectives to problem-solving. ? Provide Resources: Allocate time and resources for brainstorming sessions, workshops, and training. ? Recognize and Reward: Acknowledge creative efforts and innovative solutions to motivate the team. ? Lead by Example: Demonstrate creative thinking and a willingness to take calculated risks, inspiring the team to do the same. ? Continuous Learning: Promote a culture of continuous learning and curiosity to keep the team engaged and forward-thinking.

In the course of my management : encourage open dialogue, build diverse teams, provide training, foster collaboration, celebrate diversity, support risk-taking, and lead by example to cultivate innovation and creativity.

Establishing a culture that values taking measured risks is essential to promoting innovation and creativity. It's about enabling groups to experiment without fear of failure, understanding that this is an essential step on the path to invention. Following the process helps the team become more resilient and self-assured while also promoting continuous growth.

I find encouraging risk is really about reducing perceived risk. First, avoid using the word risk! It's a word that has no place in building a more dynamic workplace. You can reduce risk and encourage idea sharing by seeking out the smallest ideas. Many small ideas add up to big change after all. Inviting MINUTE ideas takes perceived risk away from employees who often think they don't have good ideas. MINUTE idea sharing is the best way to increase participation in innovation. Implement several MINUTE ideas - people will get the culture is changing, new things are happening in the organization, and change is the new imperative. Successful implementations build momentum and positivity about change. Finally celebrate every small win.

A key to innovation is to learn how to take risks in a calculated way. One area that I realized is risk taking required some sense making skills, study by scholars on sense making have indicated that the ability to have foresight is a critical aspect of risk taking. In my doctorate research based on Weick's sense making framework within an entrepreneurial perspective, sensemaking has seven properties that companies can look at to encourage more risk taking:?Sensemaking has seven properties: grounded in identity construction, retrospective, enactive of sensible environments, social, ongoing, focused on and by extracted cues, and driven by plausibility rather than accuracy.

Large Corporations and "Risk and Experimentation" are inherently in conflict - however this self-governing conflict is an asset if you can find balance. It becomes a situation of the leadership, onboarding and "management" if you will on a day-to-day basis that makes the difference. The change will stick if people are enabled to experiment, encouraged to fail and held accountable for outcomes. AMAZON is a good example. The 6-pager is a good example. Also the book "Grow from Within" written by former professor and colleague Rob Wolcott while at Northwestern goes into great detail about how to drive corporate entrepreneurship which is at the heart of this question. This is a passion for me in my work world.

I make sure to bring loads of positivity and joy to the table every day. I teach with enthusiasm and listen with intent and care. I heap on optimistic affirmations when work is done well and constructively guide when someone falters. I never make them feel alone; my team knows we are all in it together, and it's okay to make mistakes because every mistake is a lesson. I have never had one team member quit their position during my entire career as a leader; that must say something.

I've always found that if you provide your team the conditions they need to do their job and be successful then you never have to ask them to go above and beyond - their environment will nuture and propell them beyond 100%. Give your team everything they need to be successful, including your presence, and they will take it from there.

I would rely on anyone to make a meaningful business decision when given two things: 1) a framework under which they understand the cadence of when they need to make a business decision, and 2) the data necessary to make the decision. My clients have always been empowered to make business decisions when, for example, they are instructed "it is your responsibility to reduce direct labor $/widget. Use this PowerBI report to review input costs and direct your team as you see fit for each day." After coaching hundreds of leaders at my clients' sites I have only encountered less than a handful of individuals that were unwilling, or unable to make business decisions when given these two things. 1) when to make a decision 2) data to use

Access to the right resources significantly enhances your team's ability to innovate. Ensure your team has the time, tools, and information necessary to develop and test new ideas. Whether it's investing in new technology or allocating time for research and development, your support is crucial in bringing innovative concepts to fruition.

Invite others early in the process, when people are invited during the ideation process you can foster collaborative environment early. This ensures engagement, input, buy-in from all that are impacted by decisions and create synergy in overcoming the challenges and bumps from growing and evolving pains.

On thing I have found helpful is to: - schedule regular quick team meetings to share new findings and lessons learned - assign tasks that require creativity for their completion between team members - become a place for my team to deposit confidence, new ideas, innovative solutions, amazing proposal for day to day tasks

Getting people to come together to collaborate need not be from your own team or company. Look beyond the limits of your sphere of influence, and start engaging people from different backgrounds. I often find solutions when speaking or sharing issues with people that have no idea of your issues. In many situations, you may not get much useful information or solutions, but one should see the benefit of generating extra ideas or even just create totally different views that could lead to solutions.

Here's a way to get started that I've found takes the perceived risk out of sharing ideas, while building a team-driven collaborative approach. 1- Choose a wide topic and invite groups of 12-20 people from different groups to share ideas about how to improve that aspect of the organization. 2- Topics like how to make this a Great Company to work for - everyone has ideas about how to make the company better 3- Use an outside facilitator to lead these workshops; it's important to eliminate every factor that causes people to hold back - encourage participation! 4- As individuals share ideas, have them team up to refine the ideas and present them to a group of 3-5 managers. 5- Commit to implement even small scale the winning idea.

Intentar crear equipos intergeneracionales, donde la combinación del talento del junior y la experiencia del talento senior de como resultado la condición de experto. Unos aportan tecnologías, otros resiliencia. Unos aportan creatividad, otros pasión. Unos aportan inquietud, otros aprendizajes. Consigue un equipo intergeneracional y tendrás buenos resultados.

A few things I've learned about Recognition as I work with a myriad organizations to build collaborative cultures based on innovation, adaptability and thriving on change. Above all else, AVOID building a Hero culture! We often recognize those who go above-and-beyond. Over time, this backfires by encouraging people to slack off, waiting to rise to the occasion when they can be the "hero" who saves the day, pulls the rabbit out of the hat, and wins kudos from senior management. If you want to build a legitimate collaborative culture, recognize TEAMS over individuals.

In some cases the reward for doing a job well is being seen. With continuous improvement clients in the past what I would do is have the person responsible for a specific CI initiative create an update presentation to give to managers 3, 4, 5 or more levels of the Org. Chart above them. These are managers that they would rarely interact with on a normal basis. This opportunity lets the individual know that this CI initiative is important to the organization, and gives them an opportunity to shine and been seen by management. This also lets more senior management get a more granular feel for the work being done in their organization.

Si eres un buen gerente, un buen líder o un buen emprendedor, intenta rodearte de talento. No cometas el error de sentirlo como una amenaza. Siempre es bueno rodearte de los mejores y permitir que desarrollen su talento y darle el sitio y el reconocimiento que merecen. Esa es la rueda que genera la energía de un equipo ganador.

Entendo que um ambiente saudável, com autonomia, respeito e reconhecimento far?o toda a diferen?a para a inova??o nessa companhia. As pessoas precisam de apoio adequado para ousarem novas ideias e práticas em suas atividades.

Sin duda, dar ejemplo es la base para cualquier gerente. Intenta dominar o al menos conocer con máximo detalle las funciones de cada área y cuando llegue el momento de delegar, de procesar y de automatizar, implica a los compa?eros y permíteles aportar lo que cada uno desea capaz de dar. El ejemplo es muy amplio, ejemplo de tolerancia, ejemplo de empatía, de seriedad, de creatividad, de participación, de corrección... Hay que dar ejemplo de todo.

As a leader, model the behaviors and mindset you want to see in your team. Demonstrate curiosity, embrace challenges, and be open to new ideas and perspectives. You will have to encourage questioning and critical thinking, and be transparent about your own thought processes and decision-making. It can be challenging but lead HOT; honest, open and transparent.

Leading by example is crucial for our team's success. Demonstrate the values we uphold through our actions, showing commitment, integrity, and dedication. By setting a positive example, we inspire and motivate each other to achieve our best, fostering a culture of excellence and accountability. Together, we can achieve great things.

Common managerial experience as well as academic research shows that the number one condition for creating an innovation mindset is to provide a greater degree of autonomy for the members of the team, combined with the conditions to develop mastery by the team members. It’s extremely difficult to generate innovation without autonomy. So the primary role of a manager should be to define which autonomous spaces the team members would have and to protect them even in the face of the inevitable mistakes that will occur.

As a manager here are some other considerations: Continuous Learning: Encourage learning and professional development opportunities for your team members. Exposure to new ideas, technologies, and best practices can spark innovation and creativity. External Collaboration: Seek partnerships and collaborations with similar organizations, thought leaders, or subject matter experts. Fresh perspectives from outside your organization can challenge assumptions and inspire new ways of thinking. Feedback Loops: Establish robust feedback mechanisms to gather insights from customers, stakeholders, and your team. Use this feedback to refine and improve products, services, or processes continuously.

We can cultivate innovation and creativity in our team as a manager by resorting to the following: *Encourage Open Communication *Provide Resources and Training *Set Clear Goals with Flexibility *Create a Collaborative Environment *Reward Innovation *Embrace Failure as Learning *Diverse Teams *Time for Creativity *Lead by Example

One must be careful about ideas. We can be very creative as human beings, but in a business context, creating ideas or solutions that do not bring any real values i.e. bottomline benefits or some intangible benefits that could be converted to profits and revenue, in my opinion, are simply just creative not innovative. I see innovative things in a business context that must be able to be monetized, otherwise, being creative have no meaning in a business context .

Migrating from the natural stage of "innovation for survival" to "innovation for prosperity" is THE monumental edge that makes the real difference at the finish line. Striving for excellence is better than striving for obedience because its high adaptation ratio allows immediate adjusting to adversities. Show-by-action leaders as opposed to law-enforcing managers understand that the real liability lies in the stagnant failure of reaching revenue targets, rather than toleraring minor risks to achieve greater results. "Nothing will kill a good employee, faster than a leader supporting a bad one" Perry Belcher. The fertility of a harvest is based on the ability to act & respond to the variations of its ecosystem, not the other way around.