Leadership’s attitude makes innovative companies

Professionals engaged in innovation processes become much more efficient when top leadership is in fact truly willing to implement solutions that are developed. When innovation overcomes corporate self-censorship, the result is not only the implementation of that innovation itself, but an exponential increase in self-esteem and internal engagement resulting from that successful example.

Innovation goes far beyond simply having a great idea. The focus should be on creating fertile ground for business solutions to appear and be realized. And working alongside professionals, the executive leader should be the one to drive this change within companies.

The executive should be the first to push his or her team to produce innovation. The boss serves as a bridge and needs to have an open and tolerant attitude toward risks and failures.

In a recent study, the major obstacles in the innovation processes were identified. According to the survey, 95% of respondents said they believe that an innovative approach by executives is critical to generate innovation from teams. The research also shows that innovation is hindered by the lack of continuity in processes (34%). Ideas may appear, but they are not encouraged to come to fruition.

I do not believe that just any idea is worth it. On the contrary, an innovative solution needs to be subject to several prerequisites and considerable criticism, but should persevere. This is also true for assertive feedback. Putting ideas on the backburner and ignoring them ultimately creates a sense that it is not worth producing ideas and seeking disruptive changes.

Today, in this era of reduced profits and falling consumer confidence, companies need truly innovative leaders now more than ever.

The executive should be the first to push his or her team to produce innovation. The boss serves as a bridge and needs to have an open and tolerant attitude toward risks and failures. To overcome the concept of failure, it is necessary to think about new metrics for measurement, considering risks as part of the process. It’s up to the leader to adopt these new metrics and to take firm action to support teams that produce innovative ideas.

A leader aligned with his or her team motivates, corrects, praises, challenges and inspires. With a structured plan, innovation can get off the ground. Resources are mobilized and a series of goals are implemented to enhance the value of the team’s work. Today, in this era of reduced profits and falling consumer confidence, companies need truly innovative leaders now more than ever.

By: Carol Romano