How do you determine who you choose to follow? What plays into your decision? Sure, likeability is one thing. But the main thing is trust. Trust is the starting point for leading others; trust and leadership go hand in hand.
Leadership is influence. Though that influence is constant, there comes a moment where every organization must disrupt itself to change the times or change with the times. When this moment comes, an organization’s culture is either a catalyst or a hidrance to change; most of the time it’s a hidrance.
Oftentimes the biggest obstacle to change is the leader her / himself. Yes, you are a blocker because you may not be up to the challenge to shift course for your company. For many, this is a hard pill to swallow because their ego will take a hit. I’ve heard it before, “I have loads of experience; I can’t fail”, “There’s a reason why we’ve gotten this far, we’ll double down on what we know and continue to succeed”.
When I was an employee, I was never a part of a culture where people were empowered to act on ideas without asking for permission. Anything out of the ordinary I ever did as an employee happened because I acted on my instincts without considering whether or not I was going to get in trouble for doing so; I just did it.
In a the past I have been gifted books about innovation to read and review; I’ve read plenty and have published my reviews here. On my own, I rarely purchase a book about innovation, or business, because it’s highly repetitive. Well, one book that caught my attention last year is Eat, Sleep, Innovate: How to Make Creativity an Everyday Habit Inside Your Organization by Scott D. Anthony of Innosight; the consulting firm founded by the late Clayton Christensen.