There are plenty of courses, manuals and training courses today that teach innovation. ISO 56002 – the global standard for innovation management – describes processes, structures and principles. Method maps point out paths through idea development, prototyping, testing and scaling. All of this is valuable – but it is not enough. To truly be able to help others become innovation leaders, you also need to understand what is not in the books: that soft, messy, sometimes contradictory part of human creativity and the psychological landscape.
Innovation requires courage. Not just courage to try new things – but to be in the unknown. Therefore, one of the most important tasks for those of you who want to help others grow as innovation leaders is to create an environment where people dare to explore, fail and think beyond the expected.
Create security in the face of chaos
Innovation is rarely a straight path. It is rather a landscape of quick turns, dead ends and unexpected shortcuts. Being able to create security in this chaos is not about controlling it, but about making it okay not to know. When people feel that they can be in the uncertain without being judged – then creativity grows. Here the role of leadership is crucial: show that it is completely normal not to have the answers right away. Ask instead: What don’t we know yet? What would happen if we stayed on the question a little longer?
Don’t always accept the logical path
The logical path is often the safest – but also the most predictable. As an innovation leader, you sometimes need to take a path that doesn’t seem to lead anywhere, just to see where it takes you. Innovation is often based on intuition, associations and connections that are not logically obvious from the start. Showing others that it is okay to follow a whim or a gut feeling is an important part of unleashing creativity. That is where we sometimes find what really changes.
Postpone choices and leave things open
It can be tempting to make decisions quickly, especially in pressured projects. But innovation requires patience with the undefined. When we decide too soon, we also limit what solutions are possible. Teach the importance of postponing certain decisions. Living with open options for a long time can be uncomfortable – but it also opens up for more radical breakthroughs.
Push many things forward at once
Investing in several parallel ideas or tracks can feel inefficient in a traditional project logic. But in an innovation process, it increases the chances of finding the right one. It creates an ecosystem of thinking where ideas can cross-fertilize each other. Teach others that it is okay to think broadly, to grow several seeds before seeing which plant grows best.
Recognize when there is too little friction
Innovation is often associated with some friction. It does not have to be conflict, but there should be tension. If everyone agrees too much or if ideas are quickly accepted without resistance, it is often a sign that you are moving in habitual patterns. Help others become aware of when the process becomes too comfortable – and show how to seek out the creative friction without it becoming destructive.
Challenge in a few areas at a time
Not everything has to be new. In fact, too much change at once can create resistance and confusion. Teach others to choose their creative battles. Find the areas where there is a real need for new thinking and let other parts remain stable. This creates a balance between security and change, which in itself strengthens the ability to innovate.
Turn the logic upside down
A powerful tool in innovation leadership is to encourage people to actively reverse assumptions. What if we do the opposite? What if we were to reduce instead of grow? What if we remove rather than add? These types of exercises disrupt habitual thinking patterns and can lead to unexpected insights.
Praise risk-taking, reward doers
Taking risks is a cornerstone of innovation. Yet it is often not rewarded in everyday life. Teach others to praise not just successful results – but the very courage to try. And reward those who do, who test, who set things in motion. Doers are the ones who build momentum in an innovation culture.
Listen to those who are not heard and offer more communication channels
The most innovative ideas often come from unexpected places – from the quiet, the new hires, those with different experiences. Make sure everyone has a place. Offer different ways to express ideas – visually, in conversation, in writing, in prototypes. This increases both diversity and depth in the flow of ideas.
Choose creative environments – make it just right uncomfortable
The environment affects the mind. Help others understand the importance of choosing rooms, places and contexts that break everyday patterns. It doesn’t have to be extreme – but just right uncomfortable. A new room, an unusually furnished table, unexpected music, or a different conversation structure can be what makes the mind turn into new tracks.
Helping others become innovation leaders is therefore as much about understanding psychology and people as it is about knowing methods and process. It is a craft, a leadership – and perhaps most of all: an invitation to dare to be human together in the unknown.
