In today’s fast-paced business landscape, innovation isn’t just a buzzword—it’s a critical competency that organizations must cultivate to thrive. But what exactly is innovation, and how can we foster it effectively?

What Is Innovation?

At its core, innovation is more than just creativity; it’s about turning novel ideas into practical solutions that create value. Whether it’s a groundbreaking technology or a simple enhancement to customer service, innovation drives progress and keeps businesses competitive.

Let’s address some common misconceptions about innovation:

• I’m not a creative person: Creativity is just one aspect of innovation. You don’t need to be an artistic genius, practical problem-solving matters more.

• Only original ideas are innovative: Innovation isn’t limited to groundbreaking inventions. Incremental improvements count too.

• Every problem has only one solution: Innovation thrives on exploring multiple paths and finding the best fit.

• The current practice is always the best: Complacency stifles progress. Embrace change and challenge the status quo.

• Technological understanding is a must: While tech helps, innovation is about mindset and adaptability.

Over the past decade, I’ve encountered numerous situations where innovation was crucial, and I’ve witnessed both triumphs and setbacks. Reflecting on these experiences, I’ve extracted key qualities that contribute to success—or conversely, lead to failure. I present these essential skills in the form of the “COLAR” framework:

• C– Curiosity
• O-Observant
• L– Listener
• A– Action taker
• R-Risk taker

Let’s delve into the details to further understand each component of the COLAR framework, which one can apply at an individual level to work on innovation capability:

Curious:

• Ask Why: Curiosity fuels innovation. Always question the status quo. Why does something work the way it does? What if we did it differently? Continuously seeking answers encourages a deeper understanding and opens up new perspectives for tackling problems.
• Open Mindset: Approach problems with an open mind. Be willing to explore unconventional solutions.
• Stay Updated: Continuously read and learn about your industry trends and changes compared to other. Innovations often emerge from staying informed about industry trends and breakthroughs.
• Networking and Collaboration: Engage with others—exchange ideas and collaborate. Diverse perspectives lead to innovative thinking.

Observant:

• Everyday Experiences: Pay attention to everyday situations. Innovations often arise from solving common problems.
• Connect Outside: Look beyond your immediate field. Inspiration can come from unexpected sources.
• Team Insights: Your team members hold valuable insights. Collaborate and tap into their collective wisdom.
• Zooming in & Out:  Balance detailed focus (zooming in) with a broader perspective (zooming out)

Listener:

• Mindful Conversations: Be an active listener. Understand not just the words spoken, but also the underlying context and emotions.
• Team Effort: Great ideas often emerge during team discussions. Encourage open dialogue and respect diverse viewpoints.
• Seek New Perspectives: Engage with people from different backgrounds. Their fresh viewpoints can spark innovation.

Action Oriented:

• Timely Action: Don’t delay. Implement ideas promptly to see results.
• Prototype and Test: Create prototypes/conduct pilots to validate concepts.
• Iterate: Learn from feedback and iterate. Innovation is an ongoing process.
• Manage change: Be prepared for change. Adaptability is crucial in any innovative endeavor.

Risk Taker:

• Calculated Risks: Assess risks and take calculated chances. Innovation involves stepping out of your comfort zone.
• Learn from Mistakes: View failures as learning opportunities. Adjust and improve based on what didn’t work.
• Seek Feedback: Invite constructive feedback.
• Embrace Failure: Be willing to fail. It’s a steppingstone to growth and innovation.
• Pivot: Explore the opportunities to pivot in case the outcome is different than what you expected.  Spencer Silver, a scientist at 3M, accidentally created a weak adhesive. It was initially considered a failure until his colleague, Art Fry, realized its potential as a reusable bookmark. This led to the invention of Post-it Notes.

Innovation isn’t a talent reserved for a select few; it’s a skill that can be cultivated. Enter the COLAR model—a pragmatic approach that dispels common myths about innovation and equips you with a powerful template for tackling challenges.

As a leader, the COLAR model not only supports you with respect to business challenges, but also as a compass for people development. Let’s infuse this framework into your innovative endeavors. Share your thoughts, and together, we’ll refine COLAR for even greater impact! 

I would also like to request that you reflect on a specific challenge you have encountered, where innovation was required. Now, in hindsight, if you consider the COLAR framework, how closely do you relate to it? I look forward to hearing about your experiences.

Constructive feedback enables an individual to recognize certain blind spots that, when addressed, can aid in their overall improvement and progress. Let’s consider the following situations to put this in perspective:

• You are working with a lead that excels in technical areas but struggles with leading a team. This disturbs overall team dynamics.
• Project deliverables are being impacted because one of your team members is not functioning at their best.
• You have expectations from your manager that may improve your performance and help you advance, but you are not receiving the necessary guidance or input.
• You function in a space where your manager/lead practices a high degree of delegation.  This is pushing back your deadlines and burning you out.

This list is not exhaustive, and I am sure you will have more scenarios to add.  The common factor linking all of them is that you have something to provide as feedback that can help in each of the above scenarios. If you are someone who has taken that step and provided your feedback, then kudos to you. Please do share your experience in the comments section.

For the rest, who are still debating whether to take that step or not, perhaps you feel troubled by the following:

• Lack of confidence to discuss the feedback
• Fear of putting a relationship at stake which may take a wrong turn
• Facing a dilemma if you can provide lateral or upward feedback
• Lack of clarity in how to proceed

If you answered any of the above as “Yes”, then you should continue to read  ahead and understand the “Why” and “How” of the constructive feedback process:

WHY

• When it comes to providing feedback, most of us are genetically wired to give only positive comments. In the bargain, we deprive the other person of the opportunity to examine their shortcomings and work on becoming a better version of themselves.  
• By providing real time feedback, we are giving the person an opportunity to make necessary adjustments/corrections to their working style which will not only help them manage the challenge at hand, but also help them in the long run. If someone does not point out blind spots, the person will continue in his current state, and this will become their style, which may not necessarily be  ideal.  

HOW

• The first and the most important step is to convince yourself that it is important to deliver that feedback.
• Once you have made a decision, list down the observed behaviors & it’s impact in the short and long term.
• Choose an appropriate mode of communication. The most preferred one is always face to face, however depending on your situation, you can opt  for email, voice call, chat, etc.
• Choose an appropriate setting – For e.g., sensitive discussions occur in a closed room.  Also, look for an appropriate time – For e.g., the recipient may not be in the right frame of mind to receive feedback if they are in the middle of an important task or in a hurry to get somewhere.
• Use specific examples during the conversation to explain your observation, and the benefits it can offer when corrected.  During the conversation, target the behavior and not the person. Remember to keep this separate to avoid a defensive reaction.
• Once it’s done, check with the individual about the relevance of the feedback.
• Provide encouragement when you notice visible changes based on the feedback.

Remember, by completing this exercise you have made a crucial step towards influencing someone’s growth trajectory. This will also help in better management of current deliverables and overall team dynamics. The good news is that you can do all of this without jeopardizing your relationship as long you are able to manage the overall “HOW” process effectively and convey that you are addressing traits and not criticizing the person.

I hope this read will give you the confidence to make a difference in someone’s growth by highlighting their areas of improvement. I look forward to reading your experience in the comments section.

P.S: There are chances that the other person may not be receptive to your feedback. Please be assured that this doesn’t dent your confidence in delivering the correct message. Both, you, and the recipient of your feedback will see the benefits in the long run. Receiving feedback is also an important skill and we will talk more about it in one of the upcoming posts.

Who doesn’t like recognition in the workplace?

All employees across all roles in an organization do. Without an iota of doubt, employee recognition tends to be directly proportional to overall employee engagement.

Steven Covey, author of the bestselling “The 7 Habits of Highly Effective People”, felt so strongly about people’s need for appreciation that he stated: “Next to physical survival, the greatest need of a human being is psychological survival, to be understood, to be affirmed, to be validated, to be appreciated.”

Each one of us in our respective roles follows our own method to meet this need. However, it continues to remain an area of concern with teams. So, the fundamental question is – are we doing it right?

To make it simple – I propose the ASIC (Amplification, Sincerity, Individualization and Culture) model. This model is built on suggestions from various teams and includes four key parameters as below –

Amplification:

Amplification is based on the basic premise of spreading the word – You blow your team member’s trumpet for what they have achieved and everyone around hears you. This need stems from the fact that employees often feel their achievement has not received the visibility that it should; probably because it remains between the individual and the manager.  

Spreading accolades can be extremely motivating for employees when they feel that the impact they created has received social recognition.   

One can take various innovative approaches at a team level to amplify appreciation – team meetings, company arsenal, social media channels, etc. The key is to be fair, consistent, and compliant with organizational policies.  

Sincerity: 

Words of praise can be encouraging to your team, but they must be sincere. If they are perceived as being hollow or inauthentic by the recipient, the same words will not accomplish their purpose. Body language and tone can easily communicate your intention. So, sincerity is an important aspect while showing recognition. Unless the recognition is genuine, it cannot provide the desired affirmation and hence becomes totally ineffective for both the organization and its employees. Timely recognition is as important as ensuring that it is offered genuinely.

Individualization: 

It is often said that “one size does not fit all”. This is also true when it comes to recognizing people. Just as everyone is unique, the language of recognition that each understands is also different. For example, while one may feel recognized with a simple thank you note, another may feel motivated with immediate verbal feedback. Yet another would like to be applauded in front of an audience and some may feel content with monetary reward. Thus, individualization plays a key role.

Managers need to invest time and effort in learning what motivates each employee. This information can guide them in deciding the most effective method of recognition.

In the book “The 5 languages of appreciation at the workplace”, authors Gary Chapman and Paul White emphasize this point and have suggested various ways in which you can determine the primary language of recognition for an individual.

Culture:

Recognition needs to be embedded in the DNA of an organization. In our busy working lives, we tend to miss recognizing people who are creating a positive impact. Leadership teams should evaluate their current processes and assess how this can be done on a continual basis, rather than on specific occasions like mid-year or annual performance reviews.  

As a first step, this can begin with onboarding training programs. So, employees understand the importance and various avenues that are available for recognition. Recognition as a process should flow in all directions, irrespective of hierarchy. An organization should strive to build a culture where each employee feels empowered to appreciate anyone who makes a difference.

It has been my experience over the years that when you communicate appreciation to your team, it creates a sense of loyalty. People are willing to give their best because they know you care about them. When your colleagues see that you are appreciative, they often reciprocate the same sentiment to their co-workers and thereby spreads the wave of positive work culture.

So, the next time you would like to recognize someone, use the ASIC model as a reference point. Share your experience and contribute to more ways for recognizing your employees, peers, seniors etc. With your valuable input, we can evolve the model further.