Creativity and innovation are essential skills for leaders in today's complex and dynamic world. But how do you train leaders to develop and apply these skills effectively? In this article, you will learn some practical tips and techniques to foster a culture of creativity and innovation among your leaders and teams.
The first step to train leaders to be more creative and innovative is to identify the challenges and opportunities that require new and better solutions. You can use tools such as SWOT analysis, PESTLE analysis, or gap analysis to assess the strengths, weaknesses, opportunities, and threats of your current situation, as well as the political, economic, social, technological, legal, and environmental factors that affect your business. By defining the problems and goals clearly, you can help your leaders focus on the areas that need improvement and innovation.
Après avoir réalisée une analyse de type SWOT ,j’ai souvent constaté qu’une equipe de direction mettait ses ressources en action corrective, dans une energie de correction, d’amélioration.Mobiliser l’energie de l’entreprise à piloter son présent par des actions sur les écarts ne permet pas d’atteindre un haut niveau de créativité et de prise d’initiative . Une approche de type VISION axée sur la finalité et surtout sur le SENS permet de mettre son système en ANTICIPATION , et donc par l’imaginaltion et le sens partagé, trouver des idées pour traiter les obstacles qui empêchent d’atteindre le rêve envisagé.L’entreprise est alors dans une energie de transformation et non pas dans l’énergie de la correction .Donc le FOR WHAT avant le WHY.??
Training leaders to be more creative and innovative involves a combination of fostering the right mindset, providing the necessary skills, and creating a conducive organizational culture. Remember that developing creativity and innovation skills is an ongoing process. It requires commitment, practice, and a supportive organizational culture. By investing in the development of leaders in these areas, you can drive positive change and keep your organization competitive in today's rapidly evolving business landscape.
A ideia de formarmos líderes mais criativos é inovadores é uma estratégia antes de mais nada de espalhar a palavra e os conceitos de inova??o. S?o eles, esses líderes que ir?o criar o ambiente favorável a inova??o para que a criatividade possa florescer nas organiza??es. De nada adiantará termos líderes inovadores se o ambiente n?o permitir que as iniciativas sejam executadas. Lembre-se que o processo de evolu??o dessas softskills sao contínuos e precisam de acompanhamento, resiliência e foco.
Innovative spirit and creativity are among the top future skills. Previous managers were promoted in the umbrella region in particular because of their good work, perseverance and reliability. Innovation and creativity often go hand in hand with a rather playful way of working. Methods from the design thinking toolbox are also suitable for people who would initially describe themselves as predominantly analytical in order to gain access to their own creativity. Here, managers are slowly introduced to creative methods and see their first successes.
Menschen werden in der Regel kreativ, wenn sie in einem Zustand sind, der es ihnen erm?glicht, neue Ideen, und Konzepte zu generieren. Der Begriff?"Mind-Wandering"?wurde in der Literatur gepr?gt, um das Ph?nomen der ziellosen Gedankenstr?mung zu beschreiben. Ein Pionier in der Erforschung dieses Konzepts war der Psychologe Jerome L. Singer. Er pr?gte den Begriff in den 1970er Jahren. Mind-Wandering?bezieht sich auf Momente, in denen unsere Gedanken von der aktuellen Aufgabe oder Wahrnehmung abschweifen und unsere Gedanken ungerichtet in verschiedene Richtungen wandern. Dieses Ph?nomen ist oft mit Alltagssituationen verbunden, in denen unsere Aufmerksamkeit nicht fest auf eine bestimmte Sache gerichtet ist.
The next step is to encourage your leaders to generate as many ideas as possible, without judging or filtering them. This is called divergent thinking, and it helps to expand the range of possible solutions and stimulate creativity. You can use techniques such as brainstorming, mind mapping, or SCAMPER (substitute, combine, adapt, modify, put to another use, eliminate, reverse) to facilitate divergent thinking among your leaders and teams. The key is to create a safe and supportive environment where everyone can share their thoughts freely and respectfully.
Some leaders are naturally inclined to judge ideas quickly. It can be difficult for these individuals to focus on brainstorming. Instead, their minds jump ahead to thinking about logistics, cost, and barriers for the ideas already on the table. In the mid-1990s, a trainer named Robert Dilts documented the "Disney Process"—the technique Disney used in product development. Robert's work gives organizations a tool for coaching leaders. The process involves three phases: Dreamer (ideation without critique), Realist (refinement of ideas to fit known parameters, such as budget or deadline), and Critic ("devil's advocacy," identifying potential trouble spots). Leaders need to cultivate the self-discipline to keep these three phases separate.
Fundamentally creativity can only thrive in a psychologically safe environment. The true key to divergent thinking is the opportunity and safety for open idea generation and failure. In an environment created for innovation, judgement isn't visible.
Begin with a broad overview, providing your audience with the context of the category you are addressing. Next, introduce the conventional aspect you intend to re-evaluate. Conclude by presenting a vision of the transformed world that could emerge following your innovative re-imagination.
You can′t incentive divergent thinking. You can only do your best in creating the environment were it becomes second nature. Techniques like brainstorming, mind mapping, SCAMPER unlock creativity gates. But the real key is crafting a safe space where everyone voices ideas without fear. Foster the perfect environment for divergent thinking and watch your team flourish. Stand by their ideas and witness the extraordinary become feasible. But remember...Change starts with you.
Sugiro estabelecer um ambiente de 'amea?a zero'. Um ambiente de confian?a mútua, entre todos os participantes, de forma que qualquer pessoa tenha liberdade e confian?a de se manifestar. Uma vez que todos somos singulares, com nossas características únicas, naturalmente o pensamento divergente se manifestará. O papel do líder será ent?o o de manter em todas as intera??es o respeito entre as partes, bem como valorizar cada contribui??o. Caso a equipe n?o tenha ainda esse grau de confian?a entre os membros, sugiro utilizar técnicas que valorizem o anonimato. Por exemplo: em uma sess?o de brainstorming, os participantes registram suas ideias em post-its, sem se identificarem. Essss ideias s?o discutidass mantendo-se o anonimato dos autores.
After generating a large number of ideas, you need to evaluate and select the most promising ones for further development and testing. This is called convergent thinking, and it helps to narrow down the options and make decisions. You can use techniques such as voting, ranking, or scoring to prioritize the ideas based on criteria such as feasibility, desirability, viability, or originality. You can also use techniques such as prototyping, piloting, or experimenting to test the ideas in real or simulated situations and gather feedback and data.
One interesting technique that I learned at the Disney Institute is the "Yes, and" and "Yes, if" that helps refine the brainstormed ideas. The objective is to build on the last idea presented and help the conversation converge. When someone shares an idea, the other person says: "Yes, and" to complement the idea. "Yes, if" to present a condition to make that idea work. It fosters collaboration and people making efforts to create a more robust idea.
Not all ideas are created equal, but each deserves fair consideration. Leaders should establish criteria for evaluating ideas based on feasibility, alignment with organizational goals, and potential impact. By implementing structured evaluation processes, leaders ensure that promising ideas are identified and nurtured while impractical ones are respectfully set aside.
Aqui suele armarse un gran desafío. En mi experiencia, cuando se comienzan a aplicar estos métodos las personas tienen la expectativa de que lo que proponen se haga. Yo uso técnicas cualitativas y cuantitativas para elegir por votación las ideas más fácilmente aplicables. Es importante que el líder se comprometa con el testeo de la viabilidad de las propuestas de mejora. ?Cómo hacerlo? Empoderando al equipo para que piense, evalúe y, más allá de los egos, elija la propuesta que más facilmente se pueda implementar por varios motivos: primero para entusiasmar y generar la experiencia y segundo para empezar de lo más fácil a lo más difícil cuidando el verdadero sentido: promover la innovación como una forma de trabajo.
Utilizing a nuanced approach to convergent thinking allows for more effective decision-making and idea prioritization, consider the following: Multi-criteria analysis: Combine multiple evaluation criteria (feasibility, desirability, etc.) into a matrix, enabling a comprehensive and balanced assessment of ideas. Weighted scoring: Assign weights to criteria based on their importance in your specific context. Expert consultation: Involve industry professionals or experienced colleagues to provide insights and validate your decision-making process. Iterative filtering: Apply multiple rounds of prioritization to refine the selection, ensuring that only the most promising ideas make the cut for testing.
???????????????? ??????????????????????: Establish clear criteria for evaluating ideas, such as feasibility, potential impact, alignment with organisational goals, and resource requirements. ?????????????????????????? ????????????: Engage diverse teams in the evaluation process to gain multiple perspectives and ensure a thorough assessment of each idea. ?????????? ??????????????: Implement pilot programs to test the most promising ideas on a small scale, allowing for adjustments and improvements before full-scale implementation.
The final step is to implement and improve the selected ideas and turn them into reality. You need to plan and execute the actions and resources needed to launch and sustain the innovation. You also need to monitor and measure the results and outcomes of the innovation and compare them with the expected goals and benefits. You can use techniques such as PDCA (plan, do, check, act) or DMAIC (define, measure, analyze, improve, control) to continuously improve the innovation and address any issues or gaps.
Taking action is where ideas transform into tangible results. Leaders should empower their teams to experiment, iterate, and refine concepts through active implementation. Encouraging a culture of experimentation allows for continuous improvement and ensures that even failed attempts contribute to the learning process.
Uma ideia se torna mais responsivo se chocar com outras ideias de mesmo propósito. Compartilhe seu conceito, apresente os pontos positivos e negativos dela e pe?a sugest?es de evolu??o. Assim terá uma ideia mais forte com major probabilidade de sucesso.
The first question I ask is - Have you trained your team on Creative Thinking Techniques? In most cases answer is negative, here are a few practical tips - Conduct workshops and seminars on creative thinking. These sessions can cover techniques such as brainstorming, mind mapping, and lateral thinking to stimulate innovative ideas. Leaders should exemplify a creative mindset. Demonstrate a willingness to take risks, try new approaches, and learn from failures. Leaders who embody creativity set the tone for the entire team. Schedule dedicated time for idea generation sessions. These can be specific workshops focused on generating and exploring new ideas. Implement digital or physical platforms where team members can submit and discuss ideas.
Fostering a creative mindset among your leaders and teams is an important step for success in a changing world. This mindset includes attitudes and beliefs that support and enable creativity and innovation. You can foster this mindset by promoting curiosity and learning, embracing uncertainty and risk, celebrating diversity and collaboration, and rewarding creativity and innovation. By implementing these tips and techniques, you can train your leaders to be more creative and innovative, leading your business to success.
Leaders should encourage their team members to step away from their desks more often - and lead by example. Instead of “powering through” task after task, consider taking a walk or pursuing a hobby to increase creative and innovative thinking. By stepping outside or away from the constant pinging of your work computer or phone, you can develop a renewed ability to focus, feel purposeful in your work, and contribute more fully to the things that matter to you.
Creativity is not a one-time endeavor but a continuous journey. Leaders must cultivate a mindset that values curiosity, resilience, and adaptability. By celebrating creativity, acknowledging efforts, and providing opportunities for growth, leaders inspire their teams to embrace innovation as a way of life.
Leaders who embrace a creative mindset can navigate complex problems more effectively. Encouraging curiosity sets a foundation for continuous learning, which is vital as innovation often stems from knowledge across different domains. Embracing risk and uncertainty is crucial, as it allows leaders to step out of their comfort zones and experiment with novel solutions. Celebrating diversity is not just about social responsibility; diverse teams bring a range of perspectives that can spark creativity. Lastly, rewarding innovation reinforces a culture where creative efforts are valued, driving sustained innovative behavior across the organization.
First of all there may be mechanisms to observe and identify the creativeness and methodology adopted to rate the creative behavior. Mere saying more creative is not enough , whether that creativeness bringing any positive change in the organization has to be measured by certain scientific methods of available.
Através de ritos, rituais e rotinas e possível criar uma cultura criativa. Requer esfor?o e trabalho mas com disciplina é totalmente plausivel e possivel estabelecer esse comportamento nos indivíduos.
I think creativity also comes with more knowledge. You need to constantly be learning and utilizing the latest resources. If you stay stagnant, so will your leadership skills. Read, read, read on leadership topics and also find yourself a network that shares the best new resources (like Global Coach Group).
Freeing up their time from repetitive work; my leadership clients find time for creativity. The most common struggle I have seen especially in leaders is their time in the meetings, decision making and managing people. While that is important the core of their work expands with many frill activity that can be delegated or now with an automated. Past six months I have been working with many clients to reclaim this time and it works Their connection to their creative side has given them effectiveness in other areas as well.
Kreativit?t und Innovation in der Führungskr?fteentwicklung zu f?rdern, erfordert mehr als nur Techniken und Workshops. Es geht darum, eine Kultur zu schaffen, die Neugier, Experimentierfreudigkeit und das Akzeptieren von Risiken unterstützt. Führungskr?fte sollten ermutigt werden, au?erhalb der üblichen Denkmuster zu agieren und Vielfalt in Ideen und Perspektiven zu sch?tzen. Die F?rderung einer kreativen Denkweise beinhaltet, Unsicherheit als Teil des kreativen Prozesses zu akzeptieren und Misserfolge als Gelegenheiten zum Lernen und Wachstum zu sehen. Letztendlich h?ngt der Erfolg in der Kreativit?tsf?rderung von einer Unternehmenskultur ab, die Innovationen auf allen Ebenen wertsch?tzt und belohnt.
Na minha opini?o, existem 2 pontos importantes na quest?o da criatividade e inova??o, considerando a posi??o de lideran?a: - para temas técnicos, é importante que esse gestor estude muito. Vi em muitas empresas gestores trazerem ideias "inovadoras" que, na verdade, já eram assuntos descobertos e que ele n?o conhecia por n?o ser da área; - para a inova??o da equipe, o gestor precisa ser capaz de ouvir, oferecer treinamento e colocar as ideias na prática pra ver o que de fato funciona. Nesse sentido, fazer treinamentos de lideran?a e forma??o de times vale a pena.
N?o cometa o erro de alocar 100% do tempo útil dos seus liderados. Pessoas precisam de tempo livre para a criatividade e inova??o explodir. Pense nisso.