Within a previous post, I talked connected how basketball teams and sand dunes evolve to take advantage of opportunities presented to them and how we can, as leaders, allow our teams to do the same. I laid out three steps you can take to foster such an environment. Here's some detail around, the first - instilling the right culture of exploration.
Building an exploration and micro-evolution culture
Setting forth this foundation is the first, and most critical, step in setting up your team and organization discover nuances and opportunities so they can evolve and it starts with you.
If you've been a manager (notice I'm not saying leader) that looks down upon or even punishes mistakes, you may wonder why there aren't as many new ideas in your team than you would like. An environment that isn't open to ideas and mistakes is one that won't make mistakes...and won't grow. Nobody will venture into that space. Humans don't enjoy regularly receiving negative feedback, especially when they see positives in what they're trying to do. They will naturally protect themselves by not sticking their neck out.
When you complain to a person, or group that you need more ideas, they shut down because they believe you don't really want them, and you will not take the feedback well. The risk of speaking one's mind is too high for the potential benefit. You haven't developed trust.
Your 'self-organized system' as outlined in that previous post flows, but slowly and sluggishly. It's easy for other teams (your competition) to seize on the openings you leave available.
Stick your own neck out there
In order to lay the foundations of a culture where teams become better at seizing opportunities and nuances in front of them, you likely need to take the first step.
There are two main options to do this, both of them require humility on your part.
Firstly, state you are honestly and earnestly interested in developing an environment where ideas are encouraged, supported and appreciated. You may not be believed, depending on how long creativity has been stifled. People may think you've been told to do this and don't really mean it. Your follow up in this area will be key. If you are persistent and intentional in your efforts (you may need assistance for mentors or coaches on practicing these skills), people will eventually come along.
A second way you could stick your neck out is to put out a mea culpa, stating you've been a jerk and you've noticed how it's hurt the group and organization in terms of creativity. Then, you bring forth an idea that has holes in it, get the feedback where those holes are and then solicit their ideas, taking them all in positively and facilitate their building.
With this tactic you've:
- Set yourself in a different light to those around you, in a good way,
- Asked for help with an idea, which shows you value them; and
- Set a situation where others are bringing their value to an opportunity, showing they have knowledge and wisdom you don't.
Change your Attitude and Perspective
You will see in many of my blogs and website that I espouse the leadership philosophy of Love, Respect, Service and Fun. These fundamental forces of leadership enable you to change your perspective in a way that puts you a different leadership space. Whatever tactics or processes you use, coming at your interactions with people from these forces allows you to be much more genuine and allow those around you to connect with you and be more themselves. This brings a whole host of opportunities to bear.
Practice the Process
This is the part where the hard, but increasingly rewarding work comes. Being intentional and consistent with your efforts to build an exploration culture will have setbacks, especially in the beginning. Like other habits, you will find yourself wanting to slide into the way you've done things in the past. Don't try to take this on alone; you don't have to and the results will be better if you get support. This could entail getting a coach or another trusted advisor.
You will need to be quite conscious of your thoughts and how you want to respond at the outset. Resist your intuition to criticize and dismiss. Offer opportunities to explore possibilities. Empower others to venture down the discovery path to see what's possible, if only to have them realize the capabilities of the practice. Depending on how ingrained your old habits are, this will take some time.
If you find you were less open than you wanted to be, go back to the people that were around when you slipped and apologize. Then, engage in the conversation again with a more open mind. This will demonstrate you are serious in your efforts and will build trust.
Guide Rather than Direct
Part of evolving is the need engage in new things and learn. They need to make mistakes and adjustments in order to grow. You, as a leader (now you are becoming a leader), can assess whether the opportunities put the organization at too much risk or if it will take way too many resources. However, it's better to guide others to help them reason and logic through situations rather than lay out the path for them to take. When they ask what you would do, turn it back on them, if possible and solicit their ideas first to understand their logic and help them make their own arguments.
The result of this effort is not only a better leader and organization, but more capable employees throughout because they understand what's going on better, develop tools that allow them to grow and are better connected to the why.