The Spoon

What's the link between leadership and innovation? How exactly do we put those two together? How do we lead in a way that generates innovation?

Whether companies are huge like Microsoft, small, mid-size, or a multi-national - we are all trying to achieve similar things in our own space, stay ahead or get ahead of the competition, and create growth. We do some pretty innovative things at Double-Take, but how are other companies generating innovation?

• They're Listening. In 2005, the CEO of Google (Eric Schmidt) said, "The cleverest ideas don't come from leaders, but rather from the leaders listening and encouraging and kind of creating a discussion."

• They're Opening Doors. Schmidt also encouraged executives to have an open door policy when it came to technology demonstrations. "You want to see every conceivable demo, no matter how wacky it is," he told an audience at a 2005 IT expo. "People love that. They get a chance to present to someone important like you. All of a sudden the whole (corporate culture) becomes about leadership and innovation."
  

• They Know Customers' Needs Before the Customers' Even Know. MetLife chairman and CEO, C. Robert Henrikson, participated in a panel discussion about the link between leadership and innovation at Wharton School of Business. He said, "All parts of the organization must have a sense of the customers' business to anticipate their needs and reach out with innovative ideas."

• They Have Fun. EMC's India Center of Excellence holds "Bar Jams." What is a Bar Jam? It is when you tell everyone to arrive at a bar at a certain time. Then drink and brainstorm ideas. They also have Radio Shows, Social Networks, Tea Times, Softball Tourneys, and Chinese Food at midnight.

On September 11, 2001 we experienced the destructive power of evil leadership and the resilient power of heroic leadership by FDNY, NYPD, political leaders, and everyday citizens.

Regardless of your political feelings, former New York City mayor Rudy Guiliani's leadership during the 9/11 tragedy is something leaders from all walks of life can learn from. In his book Leadership he writes, "It is in times of crisis that good leaders emerge."

During a major national crisis, Giuliani demonstrated that leaders must do four critical things: be highly visible, composed, vocal, and resilient.

• Be Visible: Leaders must be out front, not running or hiding from the crisis. They must go to the scene of disaster and stand front and center. They must accurately assess the situation as well as show their concern, and demonstrate confidence that we will persevere.

• Be Composed: No matter how difficult things may seem, leaders must maintain poise under pressure. People are looking at body language and listening to the tone of your voice to determine whether they should panic or remain calm.

• Be Vocal: Leaders must speak up to take charge of what people are thinking and feeling during the crisis. You must reassure them and give a specific plan to get everyone through the crisis.
  

• Be Resilient: As difficult as the crisis can seem, remind people that there is hope.While your challenges likely pale in comparison to 9/11, they can still debilitate those on your team. Give your team a sense of hope. Let them know that they have the ability to make it through the crisis.

Have you ever wondered how to take that step from "manager" to "leader"?  Sometimes it's hard to know exactly what it takes to not just manage people, but inspire them to give you their best performance possible.  Here's your first lesson in taking it to that level:

Live It.

Leaders must never expect anything more from others than they are willing to deliver themselves. Leaders can only expect high levels of commitment, creativity, innovation, and dedication from others when they themselves are pushing the limits of each one everyday.

This short video goes along with the research we posted last week about retention, and gives you some good advice for keeping your top performers around.