Innovation involves more than turning out high-tech gadgets, and innovators are complex human beings of different backgrounds and all types. Unfortunately, innovation has hit a wall in the workplace because the human component has frequently been neglected. Organizations focus too much on the mechanics of innovation and not enough on the underlying people-based principles. To promote innovation, leaders must first understand what drives it: people.
If the ability to lead and manage change is the great differentiator in today's increasingly fast-paced business environment, then executives who can adapt to change, rather than simply cope with it, will be the ones who consistently deliver outstanding results. A model to frame adaptability focuses on two dimensions: courage and curiosity. With motivation and opportunities, both can be developed.
Any organizational culture holds tremendous power. Culture is a system of closely held beliefs that require certain behaviors and exclude other behaviors. It sets norms on everything in the organization. To change the organizational culture, senior leaders must begin by acknowledging their place in the culture, engaging fully in the work of advancing the leadership culture, and standing up first so that others can follow.
Of the many business challenges leaders face, communicating effectively with their employees is one of the most important, and effective communication is the foundation for a number of other leadership competencies. Leaders need to understand that they are never notcommunicating. As a result, their awareness and use of nonverbal communication may be a key factor in improving their leadership abilities.
A wide range of sensitive issues can emerge in a team environment, and the range of causes can be equally wide. Such issues can threaten a team's viability and the quality of the final work product. Team leaders may need to intervene when such situations develop, and once they have decided to intervene, they need to know how best to do so.
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