A significant investment is made each year on studies, training, portals and programs related to career development; yet, the return on this investment continues to disappoint organizations, leaders and employees alike. And it’s unfortunate, because what’s needed doesn’t cost even a dollar. What’s needed to ensure healthy, sustainable career development is creativity.
“Creativity” and “career development” rarely come up in the same sentence. In fact, many organizations have inadvertently wrung a lot of creativity out of career development through the creation of complicated systems, processes, step-wise tools and forms. Yet what they’re discovering is, the more sophisticated the individual development planning process, the less creativity is actually allowed.
As a result, many managers and employees are painting by numbers when it comes to career development. They do what’s expected of them. They complete the forms. They meet the deadlines. And they continue to complain about the lack of authentic career development in their organizations. (read more…)
These greats didn’t make slight improvements to the search, transportation, and lodging industries. Rather, they strapped C4 to the existing model and blew it to pieces.
When you blow up an existing model, you upset the existing players. Those existing players then unite to launch a defense attack. Law suits. Smear campaigns. Anti-disruptor regulation.
How do you survive these defensive attacks? Easy. Constructive disruption.
Is Google evil? Who cares.
Is Uber safer than cabs? It doesn’t matter.
Is Airbnb a legal alternative to hotels? Irrelevant.
Google, Uber and AirBnB disrupt the right way. That’s why they are winning.
Follow these three principles to achieve constructive disruption.
No. 1: Be truthful and transparent
When disruptors challenge the status quo, questions regarding the disruptor’s legality or legitimacy often arise. (read more…)
Highly structured lives, busy schedules and constant communication mean that employees today have less of a propensity to be creative. We think we have to buy tools, refurnish offices, and hire consultants to help us be creative, when what we really need is a little old fashioned down time.
Ironically, the innovation that has led us to this point is what’s stopping us from continuing. We need to get back to the basics to be creative.
Here are three forgotten ways to boost creativity.
Remember when you were a kid and you told your parents you were bored? What was their response? While today’s parents would hand over an iPhone to play with, the old-fashioned response would be something to the effect of “A little boredom will do you good.” It turns out they were right. A study by Mann and Cadman reported in the Creativity Research Journal shows that being bored can elicit divergent thinking — the generation of new and different ideas. (read more…)
Today marks the anniversary of Thomas Edison’s birth in 1847. Modern society owes a debt of gratitude to this man who invented the incandescent light bulb, phonograph and early movie cameras, amassing 1,093 U.S. patents for these and other inventions.
What can we learn from innovators such as Edison, especially in how they cultivated cultures of creativity and innovation?
Edison famously said, “Genius is 1 percent inspiration and 99 percent perspiration.” Continuous experimentation, learning from one’s failures and persevering were obvious aspects of the culture Edison cultivated among the team supporting him.
A closer look at Edison and other successful inventors shows that creativity and innovation are social in nature, and frequently arise when a fragment of knowledge from one domain is combined with a fragment in another domain. For example, the shoe was combined with the wheel to create roller skates, and the shape of a waffle was adapted to hold a scoop of ice cream, giving us the waffle cone. (read more…)
Allowing people room to conceive and try things. Bringing in “troublemakers and tinkerers.” Encouraging ideas from everyone, then allowing “people to collide and generate ideas.”
These traits are part of the process that allows companies to adapt to change, to disrupt themselves and fend off competitors, and improve without losing sight of what they are. But it wasn’t just speaker Dirk Beveridge of 4th Generation Systems saying this — it was a CEO of a $50 million company and a corporate sales manager of a $1.6 billion operation. They model these traits as part of their vision, instill them in the culture, and ultimately inspire companies that iterate, think and adapt with guidance, but not micromanagement, from their leaders.
All this matters because, as Scott McKain said later on Thursday at the NAW 2015 Executive Summit, “Great isn’t good enough to grow a business in today’s economy.” If you are doing great work but can’t say what makes you different than your competitors, than your marketplace, then you aren’t differentiated or truly focused on customers. (read more…)