Leadership that fosters inclusion and innovation in the workplace
Good organizational leadership can be difficult to achieve. We all have so much going on that the ‘Inclusive Leadership Best Practices’ manual isn’t always top of mind. With that said, many leaders have developed habits in management and communication that over time can alienate team members and corrode their team culture. Companies need to leverage their leaders to create a culture that fosters inclusion and innovation on their teams.
Here are some two rarely-practiced ways that leaders can actively avoid negative management habits and leverage Inclusive Leadership in a way that empowers team members, harnesses collective team capital and boosts innovation.
Express genuine appreciation for all ideas.
Innovation thrives in an environment where team members are able to contribute diverse ideas freely, without feeling ego or fear about the outcome. Despite the best of intentions, many leaders tend to express appreciation only for ideas that they perceive as having a high value. This tendency can actually cause team members to feel pressure about having the “right” idea before bringing it to the table, which can slow the innovative process. As a leader, remember that every idea contributed by a team member is an opportunity to encourage future ideas. Even if the idea presented isn’t one that will work, your first response should be, “Thank you for that idea, I appreciate you thinking out of the box. Keep that up.” In other words, place value on the person, rather than the idea, and make team members feel positive about bringing future thoughts to the table. Not acknowledging the thought, effort, or excitement of a team member risks alienating them, discouraging them from sharing future ideas, and thus squandering future potential opportunities. Simply acknowledging the effort, expressing excitement for the idea, and transparently explaining potential barriers and next steps can go a long way.
Never forget about the quieter voices.
Eliciting participation from the quieter voices on a team makes those individuals feel more comfortable and engaged. Over time, this feeling empowers them to actively ideate and openly approach leadership with future ideas. Beyond shy or introverted team members, in many workplaces being the ‘only’ (i.e. only woman, racial minority, LGBTQ, etc.) on the team can also make some people feel less invited to actively engage and share ideas. Leaders that effectively notice and actively elicit the quieter voices, when the proper opportunities arise, are more likely to bring out the potential for innovation in their teams.
What do you think?
Can you recall a specific experience when you as a leader were able to leverage inclusion to encourage innovation on your team? Perhaps you have been on the receiving end of a particularly inclusive leader’s encouragement (or perhaps you’ve experienced the opposite!) Share your experiences in the comments below. We would love to hear your thoughts.
See page 21 of our new whitepaper for further insight.
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