"A leader is one who knows the way, goes the way and shows the way" - John C. Maxwell

Hopefully you’ll remember my four "Must Have's for a Healthy Innovation Climate":

• Leadership Engagement
• Business Discipline
• Resource Availability & Mix
• Process Depth

I list leadership engagement in the first spot on that list for a reason.  It is certainly the most important factor for innovation success within an organization.  Without true engagement by at least one executive leader (preferably all), innovation will never gain the traction it needs to be considered as a true business discipline, gain the resources it needs to succeed or develop the process depth required to make it effective, efficient and repeatable.

In my work with organizations of all sizes, some of the most frequently asked questions on this topic include:

• I agree that a senior leader should be engaged…but how, exactly, does an executive leader get engaged? 
• Our executives are good at “talking the talk” but how do they show that they are also “walking the talk?”
• What specific actions should an executive take to demonstrate “engagement?”

These are all excellent questions!  First, let’s define what we mean by “engagement.”  

• Engaged means involved, committed, dedicated, active, participatory and passionate about ideas, innovation and growth
• Engaged means getting your hands dirty in the work that needs to be done
• Engaged means making the tough decisions
• Engaged means setting direction and priority
• Engaged means being a leader

Okay…we get it…engaged means “walking the talk.”  So what, specifically, can executives and senior leaders do to demonstrate their engagement?  Here are a few examples:

• Communicate:
  • A commitment to ideas, innovation and growth
  • The strategic linkage of innovation/growth and the organization’s future
  • The need for everyone in the organization to contribute
  • An “open door policy” and/or a direct line to senior leaders and executives
  • The roadmap, milestones and stepping stones required to move from the current culture to the new idea/innovation culture
  • The big issues, problems, weaknesses and opportunities that the organization faces
• Demonstrate:
  • Placing the innovation initiative on an equal footing with other business disciplines within the organization
  • A commitment to the initiative via the creation of a leadership team of coaches, facilitators, guides, trainers and other human resources to lead, organize and assist the effort
  • A commitment to the initiative by securing sufficient financial resources to manage the process…collect, select and develop ideas…invest in the future
  • A commitment to the initiative by supporting and providing “cover” for dedicated blocks of time where employees can develop their ideas and passions, along with a dedicated space to expand their thinking, collaborate with others and develop prototypes of their ideas
  • A willingness to accept a determined amount of risk through the establishment of a portfolio of progressively “risky” development projects, properly balanced and in line with the overall organizational strategy
  • A celebration of “smart failures” as a learning experience and proof that the organization won’t punish people for trying new things
  • A commitment to true leadership by establishing metrics and holding people and systems accountable
• Participate:
  • In developing a set of problems or challenges for people to solve
  • Directly in idea generation sessions
  • By sitting on or chairing idea selection committees
  • Via the concept of “management by walking around”:
    • Review works-in-progress
    • Play with prototypes
    • Read ideas and comments on whiteboards around the organization
    • Sit in on department/staff meetings
    • Talk to people
  • By spending some time job shadowing employees…especially customer-facing positions
  • By personally congratulating someone, leaving a voicemail or drafting a hand-written note for a great idea, a learned failure or simply for trying to make the organization better
  • In the development of training programs and other curriculum for personal creativity enhancement, idea generation, innovation, personal accountability, leadership, prototyping, business acumen and other key growth areas
  • In the development of a flexible process set, tools, techniques, standards and best practices to give people direction and assistance

These are but a few examples of direct actions a leader can take TODAY to demonstrate his or her commitment to growth via an innovation management strategy.  You may also wish to review my “Executive Checklist – A Commitment to Innovation” for additional ideas.

The one thing I really hope that you do take away from this article is…ACTION!  You cannot communicate, demonstrate or participate without deciding to take ACTION!  Leaders take ACTION…be a LEADER!