Welcome to the September 24, 2008 issue of The Total View

Published by Success Performance Solutions

Major Sponsor of
2008 Best Places to Work In Pennsylvania

Edited and Written by Ira S. Wolfe

Visit our Human Resources Blog and Perfect Labor Storm Blog where we can post daily (and more often) human resource updates, news, and Perfect Labor Storm facts. 

What's Inside this issue of The TotalView:

1.  Innovation: the act of introducing something new

2.  Perfect Labor Storm Warnings

3.  Quotes from the Hire Authorities

1.  Innovation: the act of introducing something new

In the past, the wise old adage "necessity is the mother of invention" held true.  But today businesses can hardly afford to wait until the need proves great enough to change.  By playing the waiting game, managers are rolling the dice every day and betting against the house. They are gambling against someone or something disrupting their business plan before they are ready to innovate or change. They are "short selling" change (and just read today's headlines to find out what happens when everyone short sells!) 
 
Ironically organizations that savor their past successes and relish patience and conservatism may be the biggest gamblers of all.  They don't understand how much risk is associated with failing to act fast enough in today's spontaneous and fast changing world. To be anything less than proactive when it comes to building innovation in your organization is simply handing over the keys to your competitors. Management should be placing their chips on innovation. The ability to change quickly and successfully is becoming more critical than ever.
 
Innovation has been described as the "act of introducing something new."  Innovation keeps companies alive through continuous renewal and growth.  Without innovative ideas, a company stagnates and may even cease as a going concern.  In other words, you will be left behind if you don't innovate. Innovation is a must, not an option.
 
Innovation however does not have to be dramatic or on a large scale.  Incremental improvements are indeed incremental innovations.  Innovation may range from introducing new products and services to a complete reinvention of the organization. That's the beauty of innovation capacity: it creates the capacity for change which helps companies modify, adapt, survive, and even thrive during booms and busts. 

Innovation = Creativity x Risk-taking

Innovation demands creativity, the ability to develop new ideas.   But every new idea isn't innovative.  And many life-altering ideas never see the light of day.  Why? 
 
Because the only way creative ideas become reality is by taking risks. Becoming willing to take risks is not easy. Change requires a willingness to accept criticism and to withstand frustration and even condemnation. In other words, risk taking means that a person is willing to push his or her ideas forward at some potential risk to his or her own security, career, reputation, or self-esteem (Source: The Innovation Equation).
 
The capacity to innovate ultimately is a function of the ability to be creative and a willingness to take risks. By assessing creativity and risk-taking, an organization can determine its collective innovative capacity, the capability of producing innovative ideas, services, and products.  Equally as important to knowing organizational capacity is knowing the innovative capacity of the teams and people responsible for executing the business plans.
 
The Creatrix™ tool was developed for exactly this reason: to assess the innovative capacity of an organization and individuals in it.  It measures eight orientations ranging from the low creative, low risk Sustainer to the idea generating, risk taking Innovator.
 
Beginning today and for the next 7 issues, I'll highlight one of the orientations.  I'll begin with the Challenger.  I'll follow with the Dreamer, Sustainer, Innovator, Modifier, Planner, Synthesizer and Practicalizer.
 
Challengers are consistent risk-takers.  They understand the need for risk but aren't necessarily the originators of many new ideas.  They are more likely to expose sacred cows and tell you what's not working or why a new idea won't work. They are often the people you tend to avoid! Challengers tell it like it is. Challengers are easily to pick out: they are wearing the "black-hat" (Six Thinking Hats).  Challengers love playing devil's advocate. They are self-ordained skeptics, quickly exposing the erroneous efforts of others.  But deep down, under their sometimes negative rough-and-tough attitude, they truly want their team or organization to succeed.
 
You might be asking: what value does a Challenger bring to a team.  That's easy.  When tolerant (and they are not off destroying the institution for change's sake), Challengers provide excellent critiques of the status quo. When they hear a good idea, they get excited and drive it home. Negotiation is also a strength because he's willing to take risks in order to get the job done.
 
Can you identify any Challengers in your organization?  Do others see them as antagonists or valued team members?  Are they hindering or adding value to your organization.
 
Learn more about The Innovation Equation. 

2.  Perfect Labor Storm Warnings   

Subscribe to the Perfect Labor Storm 2.0 blog and receive skilled worker shortage updates like this:

Change in Age 65 and Older Population between 2000 to 2030

1.  Nevada       264.1%
2.  Alaska        255.1%
3.  Arizona       255.1%
4.  New Mexico 161.6%
5.  Texas         150.2%

Source: U.S. Census Bureau

Learn more about workforce trends. Purchase the NEW Perfect Labor Storm 2.0 books (soft and hard cover versions) at PerfectLaborStorm.com.

New Perfect Labor Storm videos added. Watch now!

3. Quotes from Hire Authorities

The greater danger for most of us is not that our aim is too high and we miss it, but that it is too low and we reach it.

Michelangelo 

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Ira S. Wolfe Copyright 2008 - All Rights Reserved. Reprints and other distribution by permission only.