In this series, I’ve been writing about how to use knowledge transfer to introduce innovation, how to learn to be more innovative, and how to learn to pitch innovative ideas. Sometimes, your job includes getting other people to execute your innovative idea. This is true for everyone working in R&D but can be true for many roles in business as well.
In recent posts, we’ve been talking about how our knowledge transfer tools can help innovators be more creative and present their ideas in a way that helps them be truly heard. Another one of the skills of innovation is providing feedback or critique to somebody else’s idea. For example, many of us hire new blood into our organizations to bring their perspective. But when they do, well, let’s just say there are ways to do that well, and ways to do that very, very badly. For example, sometimes, we ask existing employees to critique each other when that wasn’t part of the culture before.
Over the past two decades doing talent risk management and knowledge transfer work, I’ve discovered a recurring problem many organizations face in their quest for innovation. They recognize the need to hire new people to bring in their ideas, but too often, those hotshots fizzle out before they are able to make an impact. You’ve heard the phrase, “The road to hell is littered with good intentions”? Well, the hell these new hires face is often a political one. “He had such great ideas, but they just didn’t seem to get any traction in our culture…”
Our last blog post focused on reducing executive talent risk by modeling how to methodically transfer the “soft skills” necessary for a new job role. When coming to a new organization, executives also face similar challenges with getting their technical and operational skill sets up to speed. Take for example business planning and budget setting. I was with a client yesterday who is starting his next fiscal year budget six months in advance. Basically, they had barely finished getting the last one done, and they’re already moving on to the next. Much like the election cycle,
In a previous blog, we talked about how we can use knowledge transfer to mitigate talent risk by creating an ecosystem of experts who can provide backup for a departing executive. I mentioned that one of our clients was preparing to replace a retiring executive. They had identified his
Nearly all of us have worked for a well-meaning, relatively capable leader who does his or her best each day but still falls short. It is not their fault, really. They are the manager, but that doesn’t mean they can be experts in the details of every job function in their chain of command. The orchestra conductor may also know how to play the violin, but may not have as much clarity on the mechanics of playing the wind instruments. It is an age-old problem.
One solution is