The End of Innovation
“Innovation is dangerous!” says Yawn Fearman, Gatekeeper of Ideas at Acme Corporation—an international consulting firm that provides executives and managers the tools and skill sets needed to maintain power and balance within organizations. “Innovation is an unruly attitude that ignites revolutions and unwillingly forces change upon the slow and steady hand of the status quo.”
Fearman asserts that there several simple mindsets to avoid disruptive an inconvenient ideas within an organization:
When a child acts up or misbehaves at home, the best discipline is to give them a Time Out and send them to their room. You don’t have to kick them out of the organization, but isolation will make them think about the real vision and values of the company in more detail. It will encourage them to align their hopes and dreams with the hierarchy of the organization who own the vision and values.
But if you do want to innovate within your organization, keep it limited to one or two departments that are led by individuals who have a degree from a prestigious school and who are in close collaboration with you as a key leader.
Just Say No
Hey, if it worked for Nancy Reagan in the mid-80s (and look how far we’ve come since then), it can work for leaders when individual contributors come up with creative and new ways to serve clients. When ideas come up from the front line, just say, “no.” You probably don’t have the resources or money to implement the ideas anyway, so no real harm can come from this approach. It’s clean and effective and eventually, people will stop coming up with their own ideas so that you can do your job—implementing your own.
Show Them Who’s Boss
When the first two strategies don’t work, flex your Position Power. You have the degree, the experience, the complex title, and the pay grade—so use them!
If employees discover that they have other avenues of power, such as personal experience, knowledge, relationships outside the organization, or a specialized ability to perform specific tasks that the executives may or may not, this could become very disruptive to an organization. Don’t shy away from the fact that you are getting paid the big bucks to drive the organization into the future—not them. You have the title and the authority to make the first and final decision.
Enjoy the Silence
Don’t allow the loud distractions of individual or collaborative innovation to drown out the brilliance of your leadership ability. You’ve earned the corner office, and you were born to lead. The future of the world depends on you—don’t leave it to chance by putting its fate hang on someone else’s wild ideas.
** The views and opinions expressed in this fictitious article do not necessarily reflect sound advice or the views and opinions of the author, or The Ken Blanchard Companies.
Jason Diamond Arnold is a Leadership Consultant at The Ken Blanchard Companies and Coauthor of Situational Self Leadership in Action, an asynchronous learning experience for Individual Contributors within Organizations.