BOTTOMS UP

TOMORROW’S LEADERS
Idealists, yet pragmatists Our leaders epitomized bold ambition. They eagerly took on complex, difficult problems. They thrived on pushing the boundaries of
possibility. But they also understood the need to balance unbounded thinking with levelheadedness. They were fully aware of the persistence and practical
steps necessary to overcome inevitable challenges
Holistic thinkers, yet action oriented The leaders were holistic or integrative thinkers; they saw problems in all their complexity and enjoyed unraveling them
down to their core. They appreciated the intricacies and nuances of a problem. They understood organizational dynamics and thus could balance the tensions
built into innovation. Yet they could take action, too. They were inclined to try things, to experiment again and again. They knew that solutions emerged from
trial and error, not thought alone
Generous, yet demanding For these people, leading for innovation was hard, never-ending work, much of it behind the scenes. If they'd wanted, most of
them could have been the star on stage in their own right. Yet they believed in others' slices of genius and let them take the spotlight. That took generosity—
the willingness, based on their own sense of personal security, to share power, control, and credit. Many of them were reluctant to be singled out when we
talked about what their organizations had accomplished. Instead, they consistently pointed to the individual and collective talents of their colleagues. At the
same time, they held people accountable and expected results. They didn't hesitate to change what didn't work or terminate those who ultimately couldn't
perform
Human, yet highly resilient These leaders were far from perfect. Like all of us, they had anxieties, regrets, and fears. They made mistakes. They had bad days
and even bad months when they became self-protective and defensive. Sometimes they lost their way. Yet they were resilient in the face of mistakes and
regrets, able to try again and again in the face of disappointment and failure, and capable of coping with uncertainty, complexity, and conflict. Consequently,
they brought calm to chaos when others were overwhelmed, disillusioned, or frightened
Think about what most organizations seek when they try to identify high-potential candidates for a leadership program. How many of them look for
candidates with these traits, “idealistic,” “a thinker,” “generous,” “willing to admit imperfections and ask for help”? Yet these same qualities are the ones we
most frequently see in leaders of innovation. They are the individuals uniquely willing and able to create a place where others can engage in innovative
problem solving
Too often, such behavior as taking the lead in meetings, being tough-minded about people, or appearing to know everything and being the smartest guy in
the room are still considered indicators of leadership potential. Ironically, these behaviors represent traits that are likely to stifle others' ability and
willingness to create new and useful breakthroughs. Effective innovation leaders, in contrast, are sensitive to the demands of the situation and display those
conventional qualities only selectively. Because their behavior or way of approaching problems and working with groups seldom fit the profile of a
stereotypical high-potential leader, they risk becoming what we call “stylistic invisibles.”
Leaders who live on the harness side will never unleash the full slices of genius in their people. And those who always stay on the unleash side will have
constant chaos and never solve any problems for the collective good
Do you cling to the idea that you the leader are the one who sets vision and drives your people to pursue new and useful solutions? Or do you see yourself as
someone who creates a place that elicits people's slices of genius and turns them into collective genius? Leading innovation begins with this kind of selfreflection.