MY
ULTIMATE INNOVATIVE LEADER
When
you think about innovation, do you think about big technological advances,
silicon valleys and businesses with very big research and innovation budgets?
Presumably, most people do (Hemlin et al, 2013). However, Richard Branson,
author and founder of Virgin Group, believes that even miniature businesses
such as popcorn vendors are capable of coming up with innovations. Richard
Branson has proved that his postulates are correct by setting a precedent for
entrepreneurs through his Virgin Group, which was a small business that became
successful through its team’s innovative spirit which he spearheaded.
Outstandingly,
Mr. Branson has been at the helm of promoting innovation throughout his life.
In response to global warming, he has attempted to offers revolutionary and
cheaper fuels through the Virgin Fuels. This shows his ability to observe and
cultivate new change amid the changing environmental conditions to provide more
environmental friendly consumption procedures. Additionally, Mr. Branson has
made several world record attempts through his organization. His characteristic
of being able to take risks is overwhelming. N 1985, in the spirit of Blue
Riband, Richard Branson, through his “Virgin Atlantic Challenger” attempted to
cross the Atlantic Ocean which ended up with his boat capsizing and being
rescued to give up. Unwilling to give up, He succeeded in 1986, beating the
world record with two hours in his “Virgin Atlantic Challenger II” and crossed
the Atlantic in a hot air balloon the following year through the “Virgin
Atlantic Flier” (Jackson, 1994).
The
Virgin Group is considered as an organization driven by information and
information due to his ability to associate, listen and collaborate with team
members to engineer innovations. Rather than being stifled by top-level
management, the Virgin Group is bottom heavy which has promoted innovation n
the organization.
As
an innovator introduces a new idea into the market, it is important to question
that idea. Mr. Branson is very adaptable and flexible based on questioning his
ideas. He notes that his first innovation, a magazine, became a global business
due to his ability to question what the people wanted and adopting proposed
changes and innovations. As an innovator, Mr. Branson is very self-confident.
Attempting to cross the Atlantic Ocean through hot air balloons was not a very
cozy and easy task but Richard Branson believed in his ideas and was in for it.
Markedly, Mr. Branson also has the passion to work with people and build a
strong team. This has been his foundation in fostering creativity within The
Virgin Group. A number of years ago, Mr. Branson created the Branson Center of
Innovation in Johannesburg. This center has fostered sharing of knowledge,
expertise and networks between approximately 500 entrepreneurs around the world
(Shavinina, 2006). He says, “You don’t need a big budget for a small business
to innovate, all you need is some ambition and a good idea.”
Mr. Branson has been an expert in
relationship-management. As a result he has focused on keeping employees,
franchisees, executives, vendors and board members all within his scope. He notes
that businesses are most successful when entrepreneurs are able to connect with
each stakeholder as an individual, not just as a transaction or order number. Mr.
Branson is also a visionary evangelist who believes in communicating regularly
with stakeholders on behalf of the organization to demonstrate confidence in
the organization. In addition, he has been able to develop team work, employee
motivation and commitment within the business (De Jong & Den Hartog, 2007).
He writes a monthly letter to stakeholders informing them of the future plans
of Virgin Group and includes home address and telephone for any suggestions,
problems and ideas that may arise.
SELF-ASSESSMENT
Innovation is
inevitable to developing organizations since it helps grow new and existing
markets, increase stay connected and be at the leading edge (Carmeli et al,
2006). Nonetheless, one needs to develop the dimensions of leadership to
effectively foster creativity.
·
Associating- This is the ability to hook
up different ideas, questions and problems from unrelated fields. I would
incorporate this in my professional life through involving all stakeholders
i.e. employees, managers, executives etc in the innovation processes. This provides
greater opportunities for discussions, experimentation and collaborative work
in developing of ideas
·
Questioning- Right questions help get
right answers. I will display this by being able to listen and willing to stick
my neck out and ask the obvious questions such as “why?” “Why not?” “When?”
“What if?” Additionally, developing an inquiring mind would allow me to begin
innovating.
·
Experimenting- Innovation is considered
viable after experimenting its benefits and functionality (Dobni, 2008).
Outstandingly, the world is the innovation lab for any organization. To achieve
this, I would present my ideas to sample such as students to test and measure
its viability. This could be fostered by advertising in the target market,
providing discounts on the product or even offer the innovative product for
free.
·
Observing- To successfully introduce an
innovative product, I would examine the existing phenomena and products. This
would give me an opportunity to produce what people want – better! In addition,
I would also study the behavioral changes of customers, employees and other
stakeholders. This would be aided by developing a growth mindset which helps
see the immediate environment as an opportunity for development.
·
Networking- To achieve this, I would
develop and maintain strong relationships with diverse people to help me get
different perspectives on new ideas. Finding the best people and delegating
them to working on different ideas would help build a strong and reliable
creativity network.
·
Cultivating new thinking- Markedly, I
would depict this through continually thinking outside the box, looking at and
examining ways to help the organization stand out from competitors.
Additionally, associating with, coaching and training employees and other
stakeholders would spread the same mentality throughout the organization.
·
Comfort
with change- In my professional life, I would display this by being more
flexible and adaptable to change. I would also reinvent and develop new brands
for the organization. Moreover, I would also study changes in the market and
our competitors to identify positive effects of change and incorporate them in
my professional life and organization.
·
Risk tolerance- Studying and
experimenting new ideas would characterize my professional life. Whatever the
style or method, I would believe in myself in all ideas I embark in innovating.
Furthermore, I would display this by preparing adequately and turning any
adversities in my way into successes.
·
Collaboration- to effectively show this
dimension of leadership, I would build a great team and believe in it.
Additionally, I would reframe innovation into a teamwork and participatory
process so as to engineer group-developed creative ideas. I would also build
and maintain relationships, establish harmony and promote communication with
stakeholders.
SUMMARY
OF THE MAIN LESSONS I HAVE LEARNT
Based on the
self-assessment of how I would portray the dimensions of leadership the foster
creativity, I have identified several areas which I need to work on to be a
success.
·
To be a manager of execution. This means
that I have to become at the forefront of innovation in my organization (De Jong & Den Hartog, 2007).
This will be by being able to develop structured obligations, taking risks and
collaborating with stakeholders. This will help people believe in the creative
ideas by the organization. Rather than sitting and waiting for other
organizations and people to innovate, I need to develop a growth mindset and
spearhead innovation processes within the organization by being genuinely
daring. Believing in others is yet another important facet on this dimension; I
will need to trust and build on ideas of others rather than doubt and
procrastinate on them.
·
To improve my confidence, determination and
persistence on new ideas- As a future innovative leader, I will need to have a
lot of faith in myself and attainment of innovation goals and visions for the
organization. No matter the probable obstacles in such endeavors, I will need
to be a risk-taker in cultivating new thinking and engineering change. A leader
is a role model for the organization and therefore so as to be motivating to others,
I will need to be more energetic, focused and overcome my fears. For example,
Mr. Branson was dyslexic but that did not stop him from spearheading innovation
in the Virgin Group (Jackson, 1994).
·
I will need to develop outstanding
communication skills- Notably; communication is the foundation of innovation. I
will need to consult and cooperate with customers and my people since most good
innovative ideas lie within people’s experience- good or bad. I will need to
consider current trends and feedback by customers and stakeholders by being an
effective observer, listener and networker across all cultures. Being a good
listener and eloquent speaker will be vital for me to listen and ask necessary
questions. Noticeably, Mr. Branson has been able to make and maintain good
relationship with people from all over the world such as South America and
Africa without considering race, gender, language or social class.
·
Finally, I have identified the need to
understand myself, know what I like and know what I am able to cope with. Mr.
Branson thinks that business and innovation should be fun. This will keep me
motivated into developing new ideas and make creating new ideas an exciting
experience. Moreover, I will need to be honest to myself and others and admit
shortcoming when they appear.
It
is out of question for leaders to possess the aforementioned dimensions in
their work and professional life (Martins & Terblanche, 2003).
The need to identify and put into practice these dimensions has tremendous
effect of the success of being an innovative leader. Giving advice on
innovation, Richard Branson says, “Screw it, just get on and do it”. some dimensions
which I consider most important for my future include: experimenting,
networking, risk tolerance and comfort with change.
To sum up, this paper has provided an
in-depth analysis of qualities that a leader must have to foster creativity.
While considering an innovative leader who has inspired me, the paper includes
an assessment of characteristics that I need to work on to achieve my
identified dimensions. Having developed the areas, I will successfully innovate
my way to further success in my work and professional life.
References
Carmeli, A., Meitar, R., &
Weisberg, J. (2006). Self-leadership skills and innovative behavior at work. International
Journal of Manpower, 27(1), 75-90.
De Jong, J. P., & Den Hartog, D.
N. (2007). How leaders influence employees' innovative behaviour. European
Journal of innovation management, 10(1), 41-64.
Dobni, C. B. (2008). The DNA of
innovation. Journal of Business Strategy, 29(2), 43-50.
Hemlin,
S., Allwood, C., Martin, B. & Mumford, M. (2013). Creativity and
Leadership in Science, Technology, and Innovation. Hoboken: Taylor and
Francis.
Jackson, T. (1994). Virgin king:
inside Richard Branson's business empire. HarperCollins.
Martins, E. C., & Terblanche, F.
(2003). Building organisational culture that stimulates creativity and
innovation. European journal of innovation management, 6(1),
64-74.
Shavinina, L. V. (2006). Micro‐social factors in the development of
entrepreneurial giftedness: the case of Richard Branson. High Ability
Studies, 17(2), 225-235.