Embrace Disruption: The Leadership Guide to Navigating Change and Driving Innovation
Innovate or die. Disrupt or be disrupted. It’s that simple.
Neither innovation nor disruption is a new term, but leaders are compelled to understand them in new ways as the strategic business environment rapidly evolves. Failure to turn disruption risk into disruption opportunity is not an option for companies that want to compete and grow.
The Challenge of Constant Disruption
Transforming organizations to drive innovation and growth is difficult but worthwhile. Whether seeking rapid expansion, integrating after a merger, or revitalizing a stagnant culture, reshaping companies into creative, agile, and collaborative environments where innovation thrives takes time.
However, we have seen this transformation happen, and the results are astonishing. Employees become happier, the mood lightens, collaboration increases, and the company starts growing.
The Urgency of Continuous Innovation
Organizations come to us seeking growth, wanting to regain lost ground from competitors, or concerned about disruption from new market entrants. More often than not, the root issue underlying those external pressures ties back to the internal organization: they want to create a culture focused on innovation.
After examining these companies, we frequently find cultures rooted in past legacy strengths like efficiency, standardization, and defined roles. Departments silo knowledge and employees stick to narrow job scopes. Stepping outside the norm risks criticism. The focus lies on permissions, not possibilities. Reward systems reinforce compliance over creativity.
As a result, aversion to risk and fear of failure permeates. The organization protects what it has versus empowering teams to imagine what could be. Rather than stifle innovation, leaders need to spark it.
Leadership’s Mandate to Foster Innovation
Creating an innovation culture can happen in any organization – the key ingredient lies with committed leadership. While a step-by-step formula doesn’t exist, certain leadership mindsets and behaviors enable the shift.
Model the Change You Want to See
First and foremost, senior leaders must role model the creative culture they wish to build. This means facing fears of loosened control, building trust, and resisting micro-management tendencies. Their focus should move from policy and process to communicating core values consistently through words and actions.
Create Space for Collaboration and Creativity
Rather than provide all the answers, leadership must create opportunities for collaborative problems solving where ideas can emerge organically. They must view their role as setting the table for innovation versus decreeing it directly.
Commit to the Change
The hierarchy gives leaders the power to establish or inhibit conditions for creativity and risk-taking. But they must wield this influence to spotlight possibilities over constraints. The quality of organizational leadership largely determines the success in transforming company culture.
By committing themselves to strategic focus areas and trusting their teams, executives can unlock innovation already latent in their organizations. Redirecting energies internally builds competitive muscle to flex against external disruption.
Enabling the Ecosystem for Innovation
Leading innovation requires intentionally enabling the processes and constraints that makes it possible. As a leader, that can mean:
Letting Go of Control
Strong leaders must let go of the notion that they should control all aspects of the company’s operations. Both daily and strategic decisions should be delegated to competent staff.
Establishing Clear Values
Leaders must create and communicate strong, purposeful core values to guide behaviors and decisions. These values form the foundation for organizational culture.
Building a High-Performing Team
Recruit and empower talented managers that bring diverse thinking and skills, regardless of age or tenure. Assemble a leadership squad that complements and challenges one another.
Championing the Team
Motivate managers by showing passion for their ideas, celebrating wins, and treating setbacks as learning moments. Drive positive growth and experience sharing across the entire leadership group.
Committing to Walk the Values Talk
Most importantly, executives must fully embrace and embody the organization’s values in their own actions and communications. Lead by example in applying values to guide all choices and model them visibly.
Walking the Talk to Change the Culture
“Walking the talk” is understandably a stretch activity for many leaders. These actions and behaviors are some best practices.
Enable Idea Sharing Through Trust
By delegating to competent staff members and allowing them to make decisions without your input, you are extending your ability to get things done. You are also sending a critical message that you trust your staff to solve problems.
Build Connections and Vulnerability
Working in small groups, individuals can begin to connect with their colleagues and start to establish trust. With trust, they can be vulnerable and share a crazy idea that might be worth a million dollars or might be a real dud. They find acceptance in the group, and other team members become willing to share their own crazy ideas. By demonstrating your trust in your employees, you help them build trust in each other.
Change Takes Time
The process takes time. Remember the expression, “Don’t rush to failure.” You have to balance speed with the desire to “fail fast” and “fail smart,” but sheer speed alone does not always solve problems. It often creates new ones. It took some time to build your old culture; it will take some time to build a new one.
Failure Opens the Door to Learning
Success is not guaranteed in the short term, nor should it be. Trust and vulnerability leave room for failure. Failure is where you learn. Thomas Edison is quoted as saying, “I haven’t failed. I’ve just found 10,000 ways that won’t work.”
Communicate Clarity of Purpose
Your employees, however, can’t work without information. As a leader, it is your job to communicate clarity in purpose and principle, instead of a focus on process and policy. It is also your responsibility to provide boundaries. We refer to this as freedom within a framework. The freedom is tied to purpose and principle, not command and control.
Surrender Control, Maintain Responsibility
In fact, you’ll have to give up control for the transformation to work. You must trust your employees to solve problems instead of doing it all yourself. You’ll have to escape your old mindset and let go. Don’t worry, however, you still have a full set of responsibilities.