The article started a confluence of thoughts in my mind about leadership and innovation. Great leaders have an uncanny ability to create a culture where people see opportunities where others looked and discovered none. They can articulate a vision that is easily understood by others. They surround themselves with people who share a similar passion for bold ideas and ways of thinking about everyday problems. They develop unique ways to accomplish what they set out to do.
Remember the early days of your business or job when you assessed what needed to be done, determined a plan and made sure everyone was on the train as it left the station? It was exhilarating. It created a sense of purpose for you and those around you.
Another article I read about innovation points out that we were more compelled to take risks in the early days. We relied on facts and figures, but were less inclined to kill a great idea before it got off the table. Besides our logic, our “gut” encouraged us to go for it, to take a chance.
Think about how great companies came into being by encouraging new, bold ideas. A few short years ago, no one had heard of Google. Today Google is a verb and a noun! And what about the Blackberry or iPhone, or the hundreds of other products that are around today as a result of innovative ideas? Think of 3-M … it’s a long-term player in the sand box of ideas.
Look around. Are the people around you excited about what they are doing? Do they still have a sense of purpose? What about you? Do you think about climbing the next mountain and touching the clouds? If not, sack yourself and begin again with a fresh perspective.
How do you respond when presented with a new idea? Do you instantly say no? According to Roger L. Martin in the Jan. 14 issue of Business Week, “Innovation is killed with the two deadliest words in business: Prove it.” He continues, “When faced with a new idea, the boardroom impulse is to ask for proof in one of two flavors: deductive or inductive [logic]. Instead, he encourages readers to turn to a third form of logic, abductive logic, the logic of what can be. He explains, “Abductive logic helps us assemble disparate experiences and relevant data to lead us to a logical leap to the best possible conclusion.”
It’s easy to become comfortable, even complacent, about what we do and how we do it. But what would your staff say about that? Ask them if they believe the business has reached its full potential. Ask them how things can be done better.
What would your customers say about doing business with your company? Are they happy? What about your suppliers? Are they satisfied with how you represent their product(s)? Have you asked them? What are you waiting for? I bet you would have asked them when you first started!
Continuous innovation and asking and answering the tough questions can pay big dividends.
By asking tough questions, you will discover improved ways to do business. So think about how your dealership can do things better, faster, cheaper, easier, etc., to improve not only your bottom line, but the entire experience and outcome for customers, suppliers and staff .
OK, enough with the questions, but I hope you see the point. Continuous innovation and asking and answering the tough questions can pay big dividends. Lack of innovation in an organization can be devastating if it goes unchecked. I can speak from experiences where I’ve been called upon to take over organizations aft er they slipped into complacency or even severe disrepair.
So make a radical move and fire yourself (figuratively speaking, of course!) Th en rehire yourself, but when you do, be more open to innovation and ideas. Great leaders encourage innovation even if it means you must “Fire Yourself ” … and that’s the way I see it.