Innovation at Work: Light, Not Heat

Innovation as a business initiative seems to rear its head every six years or so. We’re on the tail end of another “let’s innovate!” run. What came of all those resources spent trying to come up with the next big idea? Did your company find a revolutionary change, new product, or client base that was worth all the effort? Or did the innovation teams post a slew of new ideas, declare victory and melt back to their old jobs?

True innovation is about creating a sustainable (product/idea/change/client). The last thing it is about is creating teams of people to brainstorm ideas. Ever hear a senior leader say, “I want five new ideas from each division by next month!”? VPs scramble, teams are formed, consultants are consulted. This in itself isn’t bad. The CEO usually gets ideas. How many get implemented?

The Shift - Light, not Heat

“Light, At Thirty-Two” by Michael Blumenthal from Days We Would Rather Know.

It is the first thing God speaks of
when we meet Him, in the good book
of Genesis. And now, I think
I see it all in terms of light:

How, the other day at dusk
on Ossabaw Island, the marsh grass
was the color of the most beautiful hair
I had ever seen, or how—years ago
in the early-dawn light of Montrose Park—
I saw the most ravishing woman
in the world, only to find, hours later
over drinks in a dark bar, that it
wasn’t she who was ravishing,
but the light: how it filtered
through the leaves of the magnolia
onto her cheeks, how it turned
her cotton dress to silk, her walk
to a tour-jeté.

And I understood, finally,
what my friend John meant,
twenty years ago, when he said:
Love is keeping the lights on. And I understood
why Matisse and Bonnard and Gauguin
and Cézanne all followed the light:
Because they knew all lovers are equal
in the dark, that light defines beauty
the way longing defines desire,
that everything depends on how light falls
on a seashell, a mouth … a broken bottle.

And now, I’d like to learn
to follow light wherever it leads me,
never again to say to a woman, YOU
are beautiful, but rather to whisper:
Darling, the way light fell on your hair
this morning when we woke—God,
it was beautiful. Because, if the light is right,
then the day and the body and the faint pleasures
waiting at the window … they too are right.
All things lovely there. As that first poet wrote,
in his first book of poems: Let there be light.

###

When asked for ideas, focus on the vital few that would create a sustainable future in your organization. Pulling people from their jobs to create a list of going nowhere ideas isn’t insightful and won’t light the way to the future. You’re just creating heat (i.e. friction).

Follow the light.

Best Advice

On April 30, 2008, Fortune magazine published an article titled, “Best advice I ever got” on the best advice received by 25 “accomplished people” that influenced their lives. Here are six that I like:

  • Michael Bloomberg, Mayor of New York City and founder of Bloomberg, LP: “The advice was, first, always ask for the order, and second, when the customer says yes, stop talking”
  • Peter G. Peterson, Co-founder and Senior Chairman, Blackstone Group: “Focus on those things you do better than others.”
  • Indra Nooyi, Chairman and CEO, Pepsico: “Whatever anybody says or does, assume positive intent.”
  • Charlene Begley, President and CEO, GE Enterprise Solutions: “Spend a ton of time with your customers.”
  • Elon Musk, Founder and CEO, Spacex: “Don’t panic.”
  • Andrea Guerra, CEO, Luxottica: “…in your first years of business life, you shouldn’t go chasing after fancy titles, but try to find people who can teach you something.”

I found it a challenging exercise to come up with the “best advice I ever got.” I’ll share this one:

“Give your busiest people the most work. They know how to get stuff done.” I received this from a retired businessman who was working part-time taking care of the building I worked in while at GE.

What is the “best advice YOU ever got?”

Top 10 Ways To Improve Your Bottom Line

Times are tough all over. Your budget rarely gets increased. Your fixed expenses are going up. As a manager, you have more daily priorities than you have people or time to accomplish them. And then you get one more request, urgent, from the ‘top’. How do you balance all this while ensuring you are prepared for the coming year and another budget reduction?

  1. Be the best. Whatever your job, do it like Michelangelo carved marble. Do your work so well that those before you, those that work with you, and those that come after you must pause and say, “There lived a great manager.”(from Martin Luther King Jr.).
  2. Return on Talent. Now is not the time to back off on performance appraisals, rigorous and disciplined hiring, or rewarding your best people. You need the right people, in the right jobs - right now.
  3. Innovate. Sacrificing the future to live through the present? That will not work for long. Reward new ideas in the area of continuous improvement - thus keeping alive the entrepreneurial spirit of your team.
  4. Continuous Improvement. Get better at what you’re already good at. Your work will suffer if you don’t take time to ‘sharpen the saw.’
  5. Strategic Quitting. ala Seth Godin and The Dip. You didn’t get to be a manager by doing everything. You chose to systematically quit doing some things so that you could be the best at others.
  6. Resource the vital few. With a limited budget, you cannot give resources to everything. What are the critical drivers to success in the near term and longer term for your organization? Focus on these areas first.
  7. Celebrate success. Even going a month with no one in the department getting sick could be a good time to cheer!
  8. Involve everyone. Let your team help figure out how best to deal with the budget issues your organization is facing. Don’t work alone.
  9. Rest. Take one day a week and do not work. Seriously - no BlackBerry, no email, no files, no papers. Give your brain a break. You’ll get more done in six days than seven in most cases. Resting is that powerful.
  10. Stop Perfection. Don’t try to ensure everything is 100% perfect. Sure, you cannot waver from policy or law. What about other outputs? Does your demand of perfection end up with a 5% better product and a 45% drop in morale? Think about it. Not everything has to be perfect.

What do you do in your organization as a manager to contribute to the bottom line in tough times?

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