LEADERSHIP: INNOVATE - BUT CAREFULLY

Check out these quotes!  "Your planning process is superb."  It's "excellent ... a very simple but very effective management tool."  And, the resource material is "the best stuff I've seen."  Yes, I'm showing off.  These three recent comments refer to our online Leadership-Action-Planning tool.  And, they're from: the CEO of a web-based business; the local head of a global investment bank; and, the CEO of a specialist insurance business.  Sounds good.  But, we're still struggling for uptake.  So, how's your own (product and process) innovation?  In tough times, innovation's key.  But, it comes with challenges.  So, let's review the lessons.

1. Black Swan syndrome (afflicting something entirely new).  Take our V|E|C|T|O|R tool.  In terms of planning, leaders often have personal action lists.  But, not from a structured process (as for marketing or operations plans) to define: what's holding their people back.  And, what actions to take so their team commits to the journey ahead.  So, if your innovation breaks new market territory, learn to have patience - and loads of enthusiasm and resilience.
2. Time scarcity.  As we all know, using new software or equipment requires an upfront investment to gain familiarity.  That's not only true for something like V|E|C|T|O|R but any business process or product - whether it's your own or bought-in.  In our case, the first full plan takes a client an hour or more.  But, in these times, when we're all frantic, that's another hour.  So, think through how you can encourage and reward that initial effort.  In our case, we also offer a shorter and simpler problem-solver tool - and a free trial using it.
3. Change fatigue.  These days, no goal post stands still.  Clients and customers change their demands - or disappear.  Staff numbers are cut.  Governments change regulations.  Banks increase demands and reduce their offering.  Technology moves on.  So, why would anyone take on anything optional?  The answer: offer a strong value-add.  Our example is higher business performance and profitability - driven by more effective leadership.
4. The distant horizon.  There are times I forget my monkey-gland pills, which is risky.  The V|E|C|T|O|R journey has already been long, and will need my love and attention for a time yet.  Like trees, some projects take a long time to bear fruit.  And, we've learnt to assume each development horizon takes twice what's quoted.  The lesson: ensure your burn rate (of energy as well as money) is low enough to survive.

For any innovation, there are set-backs, trade-offs and needed adjustments.  For example, people's current overload and wariness (and yes, weariness too) led us to abandon self-motivated uptake via search-engine advertising.  And, to focus instead on gatekeepers, who're empowered to find good tools and ensure they're used.  In our case, for example, HR managers.  So, if you know any, please do us a favour and pass this on!

If, like us, you believe passionately in what you offer, then you'll be determined to succeed - both during the slump and (eventually) into better times.  And, you'll continue to innovate in both your offerings and your processes - perhaps including how you lead.

Categories for this Potshot:

Embed innovation, Model stamina and discipline, Deliver performance rewards, Align resourcing with goals, Recognise internal limits, Show self-leadership, Understanding V|E|C|T|O|R,

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