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Listening to Innovation

December 26, 2013

listening to innovation

Among the influencers of organizational and team culture that contribute to, or inhibit innovation and creativity, none is more essential than that of how people feel listened to. I’m not suggesting that we overlook other factors that invite and stir creativity, including physical environments that provide unique workspaces, fascinating furnishings, and fun and engaging areas that stir the imagination and invite collaboration. Nor am I recommending that companies not invest in unique and emotionally engaging applications of technology. What I am strongly suggesting is that while these all bring value, it is easy to overlook the power, simplicity, and value of how people openly communicate and listen to one another

To explore this further, I ask that you consider the following questions: What are the traits of an organization’s or team’s culture that most influence the ability of its people to innovate? What separates leaders of innovation from their competition?

Starting with the basic premise that business is the most advanced form of art we engage in as human beings, success depends on the creativity and innovation of its artists. This requires an environment in which artists can freely be imaginative and inventive, without the fear so often associated with the risk of being genuine and authentic. This is an important aspect of organizational and team culture too often overlooked and far too frequently given lip service to. Think how often leaders encourage their employees, staffers, and team members to “think outside the box” and “take risk”, or express themselves openly, only to then ignore them when they do act expressively and creatively, or share new ideas with unbridled imagination.

One of the true keys to the successful innovation of any organization or team is the ability of its members to express their creative thoughts openly and without fear. This puts the act of listening square at the center of innovation itself. An unheard idea is an unheard opportunity.

There are a number of reasons listening is such a powerful force behind innovation. At the core, it begins with how artists relate to and are motivated by being listened to. In the end, all artists want to be heard, regardless of the form it takes. Much like painters want to talk through their brush and canvas, engineers display their creativity through fantastic displays of technology and design. At the core of this motivation is our desire to be paid attention to and the belief that we have something of value to offer. Beginning with early childhood, we live under the assumption that we will be paid attention to. Throughout our lives, we measure our self worth to how well we are heard.

Having our ideas heard and paid attention to are also powerful ways through which we allow ourselves to feel competent and contributing. Sure, at the end of the day, not every idea or suggestion is a good one. Yet, how will one know unless it is heard? Most often, an idea is a seed from which better ideas germinate and offers the opportunity for exploration and the resulting innovation. A new idea is the first flicker of light that may also present a challenge that stimulates additional thinking and discovery. Not to mention the times when a group of people find themselves in search of the next idea or struggling to move forward.

Over the years I’ve had the opportunity to work with a good number of innovative, high performing teams. They not only benefitted from struggling now and then. They all conveyed a sense of shared understanding that creativity is the building of one idea on another and was often the direct result of their shared struggle. That is, until one person taking a risk sparked a desperately needed source of invention and breakthrough. Not every idea is the winner. Creativity and innovation are continuous works in progress and can only come about as team members and their leaders truly listen to and hear one another. And often struggle together.

Innovation is the product of our desire to fulfill a higher need, pursue a calling, or simply to compete and win against our competition. It’s important to recognize the importance listening has in motivating one another to feel involved, to have a sense of competency and contribution, and to engage one another in the unbridled ability to take risk and unleash our individual and collective imaginations.

All the great leaders of innovative cultures that I have had the pleasure to work with over the past twenty-plus years all share a common trait. It is the ability to listen and invite others to continuously explore and discover new ways to think. They are all much more about inquiry and asking questions than telling and critiquing. They challenge not through demand, rather through constructive questioning and respectfully paying attention to what others have to say and the ideas they have to offer. They all demonstrate an ability to listen and encourage others to share their ideas. They also know it’s far better to be a listener that motivates innovation than being a poor listener that is forced to deal with team members that are angry at being ignored or unheard, and that play out their resentment and anger by channeling their creativity into waging destructive conflict, or choosing to not engage at all.

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About The Author

Edgar Papke is a globally recognized thought leader and expert in leadership development and organizational alignment. He is the author of TRUE ALIGNMENT: Linking Company Culture with Customer Needs for Extraordinary Results (AMACOM Books, 2013) and is a sought after CEO and executive coach, organizational alignment consultant, and keynote speaker. His clients include CEOs and executives of small regional and large multi-national and Fortune 500 organizations. Mr. Papke has contributed to the development of leaders and executive teams throughout the world. He teaches workshops and retreats for CEOs and their teams, focusing their efforts on creating the sustained change required to build and successfully lead aligned organizations. He has received wide recognition for his development of organizational development programs and teaches consultants, coaches, and leadership development professionals on a global basis. As an award-winning speaker and facilitator, Edgar is widely recognized for his authentic style and innovative approaches to leadership, organizational culture, and the creative management of change and conflict in complex business environments. Over the past twenty years, as a speaker, trainer and facilitator, he has delivered over 2,000 keynote speeches, presentations, and workshops. In 2006, he was recognized as International Speaker of the Year by Vistage International, U.K. Vistage is the leading membership organization for Chief Executives with over 17,000 members worldwide.

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