How to stay energetic as a leader of innovation?
Being a leader is challenging by itself, especially with a world as brisk and brittle as our current economy. But what about being a leader of innovation in a start-up or with a corporate team: leading people through the ups and downs of innovating is a challenging job, but can be clearly mastered once you understand how to keep the emotional triggers in check.This is the feature description, where you can go into more detail about the item mentioned here.
Feature Title
This is the feature description, where you can go into more detail about the item mentioned here.Feature Title
This is the feature description, where you can go into more detail about the item mentioned here.Feature Title
This is the feature description, where you can go into more detail about the item mentioned here.Feature Title
One of my coaching clients was a team leader of innovation in a well-established energy supply company - indeed a traditional industry. His role was to support the digital transformation journey of her company. All the titles including her own, her boss and team members sounded highly impressive: She worked in the innovation lab where EVERYTHING WAS TECH - and INNOVATION-focused. Green lights for all those who wanted to work in a role where you support a purposeful future-building team. Well, NO, she was so unhappy that she wanted to leave the company. Why?- There was chaos (or as my client called it: "headless chicken initiatives"),
- There was competition and distrust in the innovation department where progress was a result of ambitious rivalry and egotistic progress.
- There was a boss building fences and a very supportive CTO who wanted my coachee to make an impact and build new business, yet strategy and organizational realities were far from allowing the innovation team to make this impact.
She seemed "stuck in the muck" of corporate antibodies and disturbing rivalry, lost between C-suite members and middle management, unable to leverage the very good ideas to deliver growth. So much was going round in circles and the bravely spoken words on innovation cynically became empty phrases.
Feature Title
One of my coaching clients was a team leader of innovation in a well-established energy supply company - indeed a traditional industry. His role was to support the digital transformation journey of her company. All the titles including her own, her boss and team members sounded highly impressive: She worked in the innovation lab where EVERYTHING WAS TECH - and INNOVATION-focused. Green lights for all those who wanted to work in a role where you support a purposeful future-building team. Well, NO, she was so unhappy that she wanted to leave the company. Why?- There was chaos (or as my client called it: "headless chicken initiatives"),
- There was competition and distrust in the innovation department where progress was a result of luck, but chaotic hard work. There was a boss building fences and a very supportive CTO who wanted my coachee to make an impact and build new business, yet strategy and organizational realities were far from allowing the innovation team to make this impact.