“Individuals are simultaneously emotional and rational, so how we feel about something often gets in the way of how we think about it. This is particularly the case when human beings are confronted with complexity. When it comes to changing something important about what we do and how we do it, we crave simplicity so we can navigate the fear of the new and unknown—and it really helps when we can look to peers and colleagues for insight, support, and encouragement, if not positive personal experience. When people we trust and admire clearly model and encourage a few key behaviors, those behaviors spread much more quickly, and they stick.”
Extrapolated from this excellent article is a key driver to allow innovation to flow and not be resisted. Not have the “CEO” ignite an innovative culture, instead identify internal influencers at all levels of your company. See who are the people that others look up to, respect. Tap into the people who most need, want, get what you are trying to implement.
“You’ve picked the behaviors you need to change or energize. You understand which facets of your existing culture can help spread the new behaviors you are seeking. Now, focus your efforts on a critical few groups and specific people within the organization who can help bring this transformation about and make it last.”
But those internal influencers should not be the ones to use to be ambassadors of your new culture.
Instead you should learn from them “what they do differently that appeals to their co-workers on an emotional level, what works, what doesn’t—and then work with them to codesign a specific set of tools that will encourage others to follow their lead.”
I recently read this comment posted by a friend “I giggled as I saw the faces of the business school students that I was giving a talk to today, when I told them I never went to University.”
The part that got me was “the giggle”.
Why is this most natural of reactions so missing in business settings today? Why does it seem so foreign to a workplace? Why are we taking everything so seriously creating unnecessary burdens in what we do, which is already a tense and stressful enough environment?
I mean we should definitely work with intensity, giving it all, taking what we do seriously … but up to a point.
There is an element of lightness and joy that is so useful to opening our mind, to creating a truly innovative, powerful, fully engaged culture. Feeling free to giggle in the midst of an intense session, how liberating!
So let’s indeed giggle away and BE our real selves.
(and by the way yes, there are plenty of new and better ways to grow our capacities and of learning than to go through the traditional and outdated educational University system) !
As I myself giggle away thinking how counterproductive this last statement is to the many courses that I give in universities and business schools. 😁
“It’s the way things work around here”, “It’s always been done this way”, “This is the culture”…
When leading necessary change and #innovation in your workplace, these default obstacles hinder you.
So, substitute with new defaults.
For example ways to open the doors to innovation include:
FROM focusing on your work ignoring what is around you – TO paying attention to what is happening, what is changing around you.
FROM forgetting the dreams of the founders – TO dreaming daily.
FROM not having time for your team mates – TO enjoying time for / with your team mates to create resilient, trusting teams.
FROM it can’t be done because … – TO it could be done if.
FROM this is it! – TO “what-if” scenario thinking and doing.
FROM assuming – TO questioning
FROM judging bad behaviours – TO encouraging good behaviours