Innovators in difficult times - Hero or Human?

Surely disruptive change in the external market environment results in rapid and dramatic innovation inside organisations?

No necessarily, at least not straight away.? Typically, the more established and successful the organisation, the greater the degree of inertia to change.?

This makes sense when we consider that established, successful organisations have invested a great deal in the products that brought them success and have worked hard to win efficiencies with processes and systems that took time to build and implement.? If the leaders have been around a while, they may even see the business as defined by its historical “cash cow” products and services.?

Not only that, but with success comes stability, attracting employees who appreciate security and a definite career path.?Consequently, there tend to be fewer of the creative, risk-tolerant employees normally found in start-ups or young fast-growth firms.???

What researchers have found, is that when its markets suddenly shift, a previously stable organisation tends to respond by earnestly cranking up what it knew worked to that point.?But as we all know (intellectually, anyway), doing the same thing repeatedly while hoping to get different results is rarely fruitful.?

At an individual level, panic and anxiety can strike when results slip significantly. The frontal brain lobes (where our higher-level thinking takes place)?shut down to allow the amygdala to take charge for survival.??Daniel Goleman called this the Amygdala Hijack in his seminal book “Emotional Intelligence: Why it can Matter more than IQ”.? This hijack causes people to default to familiar ways of coping in a crisis, significantly diminishing capacity to think creatively. Unfortunately, when leaders are caught in this hijack, their state can heighten the fear and anxiety team members through the well-recognised contagion effect as defined by social psychologists. ?Not great for innovation.

It is therefore helpful if innovation leaders develop several underestimated capabilities…

-?????????The capability to self-regulate their emotions faster and more effectively than their reports, so that they regain composure quickly under stress.? Different people find different techniques work for them - whether it's vigorous exercise, breathing techniques, mindful meditation (and many more) - what matters is that it works for the individual. Restoring equilibrium enables the leader to think more creatively and strategically, plus they are better equipped to notice unconscious biases that might otherwise drive poor decisions in a crisis.?Being grounded and balanced will help the leader convey confidence and clarity in?what may be a messy and ambiguous situation and spot opportunities for change that others may miss.

-?????????This next one can be a challenge in sectors such as engineering and tech firms where left-brain intelligence (rational, logical) tends to dominate: leaders need to relate to the emotional needs of their reports.?What does this look like??Meeting individuals where they are at and getting their pain on the table before attempting rational problem-solving.?It is often a surprise to those who learn to do so – but the simple act of listening, while demonstrating authentic empathy powerfully defuses fear and angst.?Leaders who excel at deep listening, offering reassurance, modelling learning from mistakes, keeping things in perspective, and maintaining a focus on improving the whole system (rather than seeking to blame a single person or issue for failures), foster a work environment that is more psychologically safe, and where people are more likely to experiment and take more risks - essential for innovation.?

-?????????Because innovation typically means experimenting and venturing into the unfamiliar, risking failure, and not being sure of outcomes, leaders need great patience and precision when giving guidance.?They need to communicate clearly and transparently.? Many employees (especially those with a preference for detail and order) appreciate big goals being broken down into small steps that they know how to execute in times of stress.?Grand visions may inspire but don’t always generate appropriate actions when the leader leaves the room.?Detailed pictures of “what next” may need to be spelled out.

In conclusion, although it may be counter-intuitive, when tough times hit established engineering and tech firms, innovation is more likely to flourish where leaders are grounded, attentive, and empathetic human beings, rather than charismatic, distant, superheroes.??

What do you encourage in the development of your leaders and innovators?

Any thoughts or questions, just drop me a note.

Siobhan Soraghan 28Jul23

[email protected]

Director, Active Insight and Moderator, the Innovation Network.