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Hello,

Welcome to the first edition of Connecting Dots in 2023.

I’m starting the year with a story—how I’ve come to see innovation as the adrenaline sport of business.

Onwards,

Brett

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Innovation—the Adrenaline Sport of Business

Last January, I wrote the outline and first chapter of a book on innovation leadership. The goal was to decode and demystify the behavioural dynamics of leading innovation.

Months of work, years of experience and decades of research condensed into an 18-page draft. A group of ten impressive innovation leaders enthusiastically agreed to feedback. 

It was a disaster.

It is extreme to say they hated it but they certainly did not love it.

They appreciated being the subject of the book and feeling seen, recognized and understood.

However, I felt deep resistance to the central premise of the book—that the emotional dynamics of innovation are overlooked and often unmanaged, resulting in more distress than success.

What my expert panel didn't do was disagree with the technical points. They took issue with themselves as the audience.

That response was unexpected and paradoxical.

It was a response that directly attacked my hope to inspire and empower more successful innovation leadership. The patient had rejected the medicine I was convinced they needed. 

That truth was unpleasant and eventually helpful.

In my disappointed state, I gathered and set aside all the feedback and my reflections. It sat in a folder to the top right corner of my MacBook’s desktop titled “Feedback”.

I knew something valuable was in there but I needed to give it time—like a surfer keen to hit the water but who must be patient until clean waves break.

It would have been easy to discard the project and move on to something else. Instead, the feedback folder stayed on my desktop, periodically catching my eye. 

Gradually, the disappointment faded revealing a question. What if my wish is right but my audience is wrong?

By now it was September and I cleared a day to revisit the project. I started by taking a walk. It was a hike actually, I ventured out before dawn up into the high alpine of Canada’s Coast Mountains. 

Before setting out I reread all the feedback in one go and let it wash over me. As I hiked and processed the feedback I started to notice a buried theme.

A theme represented by this comment: 

“Maybe you could change the title so that it appeals to people who don't think of themselves as an innovator, but who still want to affect change….”

Like any helpful insight, it seems obvious once know. This comment wasn't about the title but about the observation that there are people who yearn to drive change but don't see themselves as innovators. Their full potential is unrealized.

Whereas those who do think of themselves as innovators are already familiar with the challenges and rewards of trying to do new things. They don’t need help. They are already bringing new things to fruition.

I was energized by this audience shift, and yet it felt a bit dull. All of my material was far too rigorous and wonkish for this audience. They don’t think of themselves as innovators, nor do they need to do what’s a better way to engage and empower them

There was only one thing to do— I headed back to the mountains.

A few weeks ago, I hiked to the top of Blackcomb Mountain and around a rarely explored back ridge. It was a new ski season and I was testing new gear, creating visions of possibilities.  

Atop that remote untracked couloir, I felt the same excitement as the kick-off of an innovation project where we looked ahead enthusiastically to the progression and exhilaration to come. With a sense of nervousness and risk in the air. 

Then the dots connected. 

The anticipation of creating a new path down an untracked piste on skis or in a professional challenge triggers the same feeling.

I pulled out my phone and wrote: 

“Innovation is the adrenaline sport of business.”

This is because innovation is a high-risk, high reward and high-emotion endeavour.

Like an adrenaline sport, everyone can do it. Some do it full-time their entire life. While most do it periodically, some are happy to give it a pass yet enjoy supporting from the sidelines. Everyone plays a role. 

Now, a year later I have the same goal to demystify the experience and capabilities of leading innovation so that we can increase success rates.

Only this time, it’s for a bigger audience that hopefully appreciates it more and can learn more through the adrenaline sports association. 

So far the response has been very enthusiastic. Especially from professionals driving change in new ways who don’t think of themselves as innovators. How exciting.

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Leadership Gym

It’s time for an emotional checkup. After a holiday break, many professionals are eager to restart their ongoing innovation processes or kick off a new one. The intention is good but taking action is better.

So start your year with a quick check of your leadership fundamentals. How are you thinking, acting and feeling right now?

Run yourself through my short leadership x-ray to test yourself across the six fundamentals of innovation leadership.

It’s like a blood pressure test at the doctor's. It validates everything is good or can serve as an early warning signal to investigate.

CLICK HERE TO ASSESS YOUR LEADERSHIP

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Learn more about inspired and resilient innovation leadership with Brett Macfarlane.

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