Leading Productive Innovation

In this month’s Hot Topic we uncover what it takes to become an architect of positive organisational innovation and explore the key knowledge, skills, and behaviours required to advance our business’s ongoing pursuit of innovative excellence.

Beware the Innovation HiPPO

To match the demands of a fast-paced and unpredictable working environment, we have come to be increasingly reliant on data-driven processes to help accurately predict future market trends, and identify opportunities for expansion, growth, and innovation. Nonetheless, despite the objectivity and well-evidenced merit of data-driven processes, our attempts to drive forward innovation may often fall at the first hurdle, should we allow ourselves to become embroiled in a power struggle against our formidable foe, the HiPPO (highest paid person within the organisation). Much like their 1.5-ton animal counterpart, the HiPPO can be extremely dangerous, particularly as their powerful status makes others reluctant to challenge them over their decisions (regardless of whether they seem logical or rational). Resultantly, organisations who are unable to appease their HiPPOs often risk a ‘triple whammy of damage’ whereby: (1) objectives remain unfulfilled, (2) employees’ level of engagement decreases (3) the HiPPO’s reputation becomes tarnished.

Whilst it may not be wise to try and overpower the HiPPO, we may be able to positively influence their behaviour by attempting the following:

1) Focus on facts, not emotion: Attempt to take away any form of subjectivity from the decision-making processes by presenting the HiPPO with the cold-hard facts. It’s not about what anyone thinks it’s about what the data is telling us.

2) Build consensus: There is power in numbers (especially when going up against the HiPPO). Ensure you have the support of those around you when presenting your ideas.

3) Encourage debate: Get someone to play devil’s advocate and highlight pros and cons for each possible decision. A more balanced and comprehensive view is likely to lead to a more positive outcome.

Finally, we should note that the HiPPO may well be unaware of the potential damage their actions are causing. As such, approach them with caution and utilise the above actions to help guide them and your organisation toward a safer environment for innovation to thrive.

Unpacking Ambidextrous Leadership

To take back control from the HiPPO, it is imperative we possess a strong degree of self-belief in our capacity to shape a culture of positive innovation. Moreover, we must remain mindful that the successful pursuit of innovation is not only reliant on the generation of new and exciting ideas but also the successful implementation and continued improvement of existing business practices. In alignment with this adaptive perspective on organisational innovation, recent research has increasingly advocated for the adoption of an ‘ambidextrous’ managerial mindset. 

In essence, the notion of ambidexterity proposes that we as managers and leaders can help drive forward innovation by simultaneously encouraging ‘opening behaviours’ which promote creativity and ‘closing behaviours’ which ensure continued adherence to organisational norms and strategic objectives. In line with these behaviours, an opening approach to leadership is likely to inspire explorative behaviours (i.e. the pursuit of new knowledge and opportunities) amongst members of our working teams, whilst closing will encourage employees to rely on their exploitative capabilities (i.e. the refinement of existing competencies).

Whilst we may feel confident in our ability to positively influence the behaviours associated with this dichotomous approach, we must remember that truly ambidextrous leadership is heavily reliant on a further core capability; ‘temporal flexibility’ ─ the ability to switch between behaviours according to the different innovation tasks in each moment.  Innovation is a process which is often unpredictable and rarely linear and as such, the need to switch between opening and closing, or explorative and exploitative behaviours may occur frequently and without warning. Resultantly, the ambidextrous leader must learn to identify and acknowledge when the appropriate time is to adjust their chosen style. For example, if the priority is idea generation or fostering creativity an open approach will be favoured, however, if we are focusing on idea implementation, a closed approach may be required to ensure efficiency and quality.

To help enhance your own temporal flexibility, consider some of the ways in which you can promote key opening and closing behaviours within your role as the ambidextrous leader.

Opening behaviours: Challenge existing norms; Consider multiple perspectives; Take positive risks; Allow space, time, and autonomy; Encourage errors and positive failure

Closing behaviours Have clear guidelines in place; Make use of existing knowledge; Act in line with existing standards; Proceed in line with established routines; Prioritize efficiency