Rituals, Routines and Innovation
Innovation is a sexy word. When we imagine ourselves as an “innovator,” we might see a creative captain of our industry, solving the gnarly problems that have vexed leaders of the past. Innovators are solution-finders and forward-thinkers.
As a leader-boss, of course you want to foster innovation! We want our team to raise their hands with new ideas and take risks. “Think about old problems in new ways,” we say wisely, hoping such an idiom will inspire a spark that lights the fire of innovation.
Leaders can create innovation incubators in many ways – and some can backfire. Once I worked with a leader who believed that if everyone was “kept on their toes,” that it would create exciting innovation. He gleefully upended traditional systems and asserted that he was getting people “out of their rut” to stimulate new approaches to, well, everything. Sometimes people did develop new ideas, but they also worked in a perpetual state of alert and chaos. They longed for routine and eventually resisted change, clinging to an outdated method of operations in part because it was known and understood. The trade-off for the new innovations may have been worth it eventually, but the short-term disruption was a challenge.
You may think that “routine” is the enemy of innovation. When people are mindlessly going through the motions of projects and tasks, you have a sure sign that the group could use a catalyst to inspire some creative solutions. Over the last few years during the pandemic, leaders and their teams had to find new ways of doing business. And in the months since lockdowns have expired, disruptions in the economy and in employee hiring insist that we continue to update our practices. It is little wonder that team members have retreated into known methods and old routines!
I’d like to make the case for the power of productive routines in creating an innovative environment. Where possible, keeping a routine in place can actually foster new ideas – when folks know what to do, they can allow their creative side to flourish because they are relaxed and confident during a time of uncertainty in the workplace. The role of the leader-boss is to inspire folks to solve the problems created by changes in their workplace while using the comfort of consistency to maintain balance in difficult times.
Balancing Innovation and Productive Routine
Make sure your folks know that if they want to change a system or routine, you are down for that. When you meet with team members individually at the outset of a new project, deliberately remind them that they are empowered to innovate: “You’ve been doing this event/project for a while now, and if you have any new ideas you’d like to try, I am interested in partnering with you.”
Keep the expected performance outcomes front and center. Sometimes your crew will try to solve for the way things were before, and you’ll have to remind them of the true purpose of the project. Doing so may empower them to try something new: “I see that you are planning our staff development at an offsite location. Our annual retreat is successful because we make sure everyone can feel included. With some folks being hybrid now, I am wondering how you are planning on ensuring that is still the case.”
Encourage people to choose time and manner for “getting out of the box.” Frankly, as the leader-boss, you may not know best about which systems need to be updated, but you can be the catalyst for growth just the same. Consider asking folks to include review of their processes as a part of the post-project assessment. By making innovation a natural part of the process, you invite folks to make the changes based on their expertise: “Every project and system can use a little tinkering sometimes. What are the things you plan to adjust next time? How can I support you making those changes?”
Keep chaos at bay when you can. There is a big difference between the feeling of exhilaration at a well-planned new idea and the feeling of relief from a change borne out of frantic disruption. Your team’s tolerance for managing calamity may be low, but their hope for shiny new successes is evergreen. “I love the energy around this project and all these new ideas. Let’s choose a manageable number of tweaks to try this time around and save the rest for our next go-around.”
As you consider which routines to champion, consider this: You are ever-seeking ways to help your people connect to the mission of your organization, serve your folks and enjoy their work. When in doubt, cherish routines that save time spent toward those ends.
