The secret innovation skills you need – that are rarely taught

The balance of skills, attitude and experience required depends a bit on what innovation means to your organisation. Sometimes you need to be a product development manager, sometimes a culture change manager, more often both, and on occasion, once you’re in post it’s for you to interpret what the organisation needs and what the senior leadership want – which are often different things. Then there’s the innovation brief that makes my heart sink, ‘we want to innovate and change and disrupt – but we want to be sure it will work’, setting an innovation manager an impossible challenge from the outset.

Sound familiar?

However you choose to approach innovation in your business two things are consistent regardless of what sector or industry you work in.

  • Innovation is about spotting an unmet need or solving a problem. It’s about generating ideas and implementing solutions to make life better for your target audience (and that might be customers, clients and employees).
  • Not all of your ideas or innovations will work.

This means that an innovation manager has to be a lot of things; a diplomat and a dictator, a negotiator with a bloody-minded streak, an ideas person and a completer-finisher, a business analyst and a dreamer, candid and kind, a risk taker who likes a safe bet and possess both gravitas and humility.

The secret skills of innovation are often at opposite ends of a spectrum. You have to be well versed in contrast and contradictions and be able to flex between them in a blink of an eye.

Here are my top tips to thrive in the contradictory role of an innovation manager;

1.   Exude confidence in your approach and also confident vulnerability about what you don’t know. Help people to feel comfortable with diving into the unknown. Help people to learn that it’s OK not to know the answers, and that is part of ‘doing innovation.’

2.   Get a chronic case of ‘toddler syndrome’ and keep asking ‘why?’. Don’t settle for the ‘way things are done here’. Challenge ‘the way we do things here’ at every opportunity and help others to do the same.

3. Become very self-aware, what assumptions or stories do you have that prevent you from doing something new? Keep challenging yourself as well as others to unlearn what you know. Ask, ‘What if we had to start from zero – what might we do differently?’

4.   Be charming and disagreeable. Open up discussions, encourage different points of view and alternative ways of thinking, and do it in a way that others find enchanting.

5.   Take innovation very seriously and also not seriously at all at the same time. You’re looking for an important breakthrough which is serious business, yet our best thinking occurs when we are relaxed and even more so when we’re in a playful mindset.

6.   Be sensitive and thick-skinned – sensitive to the needs of your colleagues and partners. Remember that many people fear change, so tune into and be mindful about how your colleagues are feeling, yet at the same time focus on the needs of your audience, the people that you are innovating for, which sometimes means forging on through despite everything if you are going to deliver on your brief.

7.   Fall deeply in love and be fickle – to innovate, to introduce something new, you have to fall in love to have the passion to keep going to overcome barriers when things get difficult (because things will get difficult). You also have to be fickle and prepared to fail fast and drop your idea if it doesn’t work.

8.   Move fast and slow – turn your ideas into reality as quickly as you can. Don’t wait for perfect and a big launch, involve your stakeholders and your customers as early as possible which can sometimes slow down progress but the insight you gain will be worth the reduction of speed.

9.   Smile, (even if inside you are crying) and be respected for making good decisions and getting the job done rather than being known for being ‘nice’.

10. It’s OK to cry, to be vulnerable and for the idea not to work. The important thing is to share why not and what next so that everyone involved can learn.

11. Focus on why making change happen is important and lead by example. Help to shift the organisational culture to help people have the courage to try, followed by the tenacity to learn from failure and give it another go.

Those soft skills that are rarely taught, they are skills that you learn by trial and error, and that are hard to articulate on a job application. These are the skills that make you a successful innovator. At Lucidity we run training, provide coaching and consultancy on the ‘soft’ skills you and your organisation require to succeed at innovation. If you’d like some help perfecting them then get in touch at hello@lucidity.org.uk.

You might also like the Lucidity Network – a place for people pushing to make change happen, a place to learn, a place to share and a place to connect. Check it out and join us here.

Are you asking the right question? (Part 2)

are you asking the right question - part 2

When I started studying Cybernetics, in 1982, we were asked to read ‘Introduction to cybernetics.’ (Ashby 1956).  After sleeping on the first three pages I produced the following chart:

Cybernetics processes to apply to information tight systems/machines developed from the ideas in the introduction of ‘Introduction to cybernetics.’ (Ashby 1956 from Hibbs 1992)

I noted that Ashby suggested that by working out a cybernetic example of ‘all possible uses’, one may identify important information gaps.

This was something that I could get my head around at this early stage, so I decided to explore it.  I first chose a ball-point pen to analyse, but soon abandoned that as being too complex. A lead pencil seemed more promising.

I started with iterations of a spider graph and before long would have needed paper the size of my room to put all the possibilities.

The analyses included attempting to use the concepts from the chart above.  I decided that ‘represented by’ might be some form of transformation or substitution, in which the wood might become charcoal and the paint molten paint drops.  I noted that there are many possibilities for using the whole or parts for unusual purposes: mini building blocks, cogwheels, wedges, dice …

When I started to think about the ‘lead’ I quickly realised that it was not the metal, lead, but graphite!  My research showed me that graphite is active with very strong oxidisers like fluorine, chlorine. Because except in a vacuum where its layers are not so slippery, it is the ‘universal lubricant’, excellent for door locks because it does not become sticky.  Usefully it is stable to minor trauma, but abraded and transferred to surfaces that are not microscopically smooth, like paper. So, that explains why it does not work if there is grease or oil on the surface.

I found no ideas for ‘ultrastability’ but some ideas for ‘feedback’ by observing written marks, hearing it crack or feeling or seeing it break.  Then I decided that a database of feedback mechanisms might be useful in future and suggested that the new Exercise Physiology Department (now part of Brunel University) would have useful components for such a database.

In a similar way, I continued to work through the chart.

When I came to the next seminar my supervisor asked about it, “Would anyone else be able to follow the paths that you have taken?”  I said, “In theory, yes, but many of the databases have yet to be built.” He said “Fine. Leave that now and learn Cybernetics.” In the appendix A of my thesis, I provided instructions to follow my thinking.

So, what is the question that you should ask? — ‘What are all possible uses?’, rather than the usual one, ‘What else could I use it for?’.

If you think about it, lots of things that we do are reusable with modifications, but most of us treat a lot of what we do as single use, not thinking that one might be able to use them to leap-frog on another occasion.  Storing whole entities or single components in retrievable form with a suitable address, could save hours of work.

Those of us in innovation too often ‘miss a trick’ by asking ‘all uses’ rather than ‘all possible uses’, a question that takes your creative brain forward to exciting reverie and possibly some great ‘aha’s’ in the hours, days, weeks that follow.

My thesis is: Information handling: concepts which emerged in practical situations and are analysed cybernetically.  1992 Accepted for PhD. ISBN 1 873015 03 8. The online version is available for free download here. Full copy at Brunel University and the official deposit libraries including the British Library.

 

Genevieve M Hibbs former: nurse (general and occupational health), midwife, Christian missionary, lecturer, elected councillor, mayor and a member of the Lucidity Network. To connect with Genevieve and the other wonderful members of the Lucidity Network join our free Lucidity Facebook community for clearer thinking and better results.

Are you asking the right question? (Part 1)

Are you asking the right question

Are you asking the right question?  What question might lead you to unexpected answers?

To help you to answer these questions I have to take you back to the very first days of my Ph.D. studies in Cybernetics. And, I hear you say, as many have said before, ‘What is Cybernetics?’

Cybernetics, as a discipline, started between the two world wars. Three people were having a conversation and they realised that they had important ideas that they could not share because they were using mutually exclusive language, which is to say, words and ideas that each other could not understand. The three were: a mathematician, a telecommunications engineer and a neurophysiologist.

They said, ‘we must form a language that will enable us to talk across the disciplines’. They called it ‘Cybernetics’ using a word that Plato had used, almost in the same way that Plato had used it.

Fortunately, the word turns up twice in the Bible. Once where in the letter to the Ephesians, there are ‘gifts to the churches’. Unfortunately, in the UK, but not in Germany for example, we totally devalue it. The word is usually translated to ‘administrators’ or ‘helps’. If you think about it, without good administrators, nothing much would be able to happen!

The other time it turns up it is much more instructive. The Bible says that Paul talked to the ‘kuberneis’ of the ship. He was the ‘kuberneis’ of the ship in two respects. First, he was the manager of the people on the ship. He did not provide them with their energy and motivation, they came with that. His role was to monitor all that; damp it down and provide negative feedback to get them to do what he wanted them to do.

Secondly, he was the steersman of the ship, and this is more informative. As steersman, the wind, the waves, the people rowing and the currents provided the energy. His job was to monitor all that and then steer providing force in the opposite direction, providing negative feedback, to get the ship to go in the direction that he wanted.

The examples are useful in understanding how Cybernetics is such a valuable discipline. It can be applied to something mechanical like steering a ship, or to something much more nebulous like people management. Indeed, it can even be used with disciplines that involve values and justifications such as economics or theology. That makes Cybernetics unique among the sciences.

Cybernetics is uniquely a multi-disciplinary discipline, that one can use to analyse huge complex problems, when all other forms of analysis have failed. Cybernetics has indeed supplied the ‘black box analysis‘ for problems like that. Another Cybernetics analysis may be applied to a complex problem that has resisted analysis by all other means. To do the analysis, first, one tries to describe the problem in the best possible way and then one looks around all the other disciplines to see if there is anything that resembles it in any way or see if it reminds of something about it.

Without cybernetics we would have some form of computers, robotics and artificial brains, but they would probably be very different. The Russian space programme was run on a very mathematical form of Cybernetics.

So, that has not answered the original question. The answer will come soon!

Note: The Wikipedia article on Cybernetics is excellent, as are the references in it.

Look out for part 2 of Genevieve’s blog on Cybernetics coming next week.

 

Genevieve M Hibbs former: nurse (general and occupational health), midwife, Christian missionary, lecturer, elected councillor, mayor and a member of the Lucidity Network. To connect with Genevieve and the other wonderful members of the Lucidity Network join our free Lucidity Facebook community for clearer thinking and better results.

5 ways reading will boost your communication skills

5 ways reading boosts your communication skills

1) It gives us something to say

In a world where information is the new currency, reading is one of the best sources of continuous learning, knowledge gathering and idea sharing. Books and articles give us the ability to roam throughout the world, travel back in time and look to the future, affording us with a deeper view of ideas, concepts, practices, emotions and events. Reading can open your mind to new choices that you may not have known about or considered before. This is all information which we can then share with others.

2) It helps us understand other people

The first rule of effective communication is to know your audience. Reading about other people can help you understand them better. The same neurological regions of the brain are stimulated when you read about something as when you experience it. Unlike watching the television or listening to the radio, reading gives the brain more time to stop, think, process and imagine the narrative form in front of us. Therefore, reading can help put you in someone else’s shoes, to get inside their heads and experience the things they have. The more you understand someone, the more you can tailor your communications to what they need.

3) It increases our vocabulary

The more we read, the more likely we are to come across new words. Business books, in particular, have words and phrases that are unique to their topic. If you need to communicate with particular sectors and industries, understanding the language being spoken is essential. Otherwise, how are you going to know your CTR from SEO?

4) Reading strengthens the brain

And a strong brain means more effective communication overall. Reading is to the mind what exercise is to the body. As we read, our brain decodes abstract symbols, makes connections, and conducts various visual and auditory processes. Indeed, multiple studies suggest that mentally challenging tasks, such as reading, help to maintain and build brain cells and connections between those cells, helping to preserve the memory and thinking skills.

5) Reading can give us the ability to make a point

The more we read, the more our brains are able to link cause and effect. The ability to communicate cause and effect is a central component of any argument, sales pitch, negotiation or story. As such, a well-written article or book will be structured in a way that helps us to think in sequence rather than jumping from point to point.

If you’re keen to read more, expand your mind and learn new stuff, why not join the Lucidity Network and participate in the business book club? Members have the opportunity to nominate their books of choice, and all discussion will take place virtually meaning you can take part no matter where in the world you are.

Membership of Lucidity Network is only open for a short time though so you need to get in quick. Join now so you don’t miss out.

If you’re already a member of the network and want to join the book club, drop Becky Slack a line to register your interest. She’s leading on the group and will be coordinating the reading list.

 

Becky Slack

 

Becky Slack is the managing director of the PR and comms agency, Slack Communications, and the co-host of L’atelier des écrivains – The Writers’ Workshop, France, a four-day creative writing retreat in southwest France and a member of the Lucidity Network.