Connecting Dots is an innovation leadership newsletter and community.
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Making Innovation Leadership a Practice
That was then.
The big hard forester was crying small soft tears. We stood silently in remote Idaho surrounded by the thriving success of their innovative forest management techniques.
I was a young economist studying the cause and effect of environmental policy and public relations. He was overwhelmed by frustration that their findings and methods weren’t adopted by industry, non-profits or government agencies.
Paradoxically, these same smart, successful and sophisticated people continuously called on him for innovation and new solutions. Yet, the patient wouldn’t take their medicine.
In this Idaho fieldwork, we had expected legalese and technicalities. Instead, we were confronted by frustration and humanity.
It was a lesson that even the best organizations aren’t very good at innovation.
This is Now
Today in 2025, the trap of seeing innovation as a purely rational and emotionless technical exercise persists. Even the most innovative organizations aren’t very good at minimizing waste, burnout and harm. Consequently, great potential for good goes unrealized.
Innovation itself needs innovation to become more human(e). After all, innovation doesn’t come from spontaneous combustion or sophisticated software algorithms, it comes from people with the motivation and capabilities to make something new real by driving change with others.
Therefore, to start the year I give you an evidence-based manifesto to treat innovation leadership as a specific leadership practice. Just as some doctors are effective emergency room specialists through deliberate training, executives and managers can deliberately train to more effectively navigate innovation’s unique behavioural challenges and social processes.
~ Share this manifesto, tell me if you agree/disagree, and let’s innovate how we innovate to be more human(e).
Innovation Leadership, a Manifesto
Accept the Challenges and Opportunities of Innovation Leadership
Innovation leaders face many challenges in the contemporary business environment. They must navigate the emotional and political complexities of change within organizations, secure buy-in from stakeholders, and manage anxiety within their teams while pursuing often disruptive innovations. Yet, these challenges also present a unique opportunity to redefine how innovation is understood and practiced within the unique context of a company’s culture, history and current capabilities.
Recognize the Emotional Reality of Innovation: One of the key challenges is the widespread misconception that innovation is purely a rational, technical process. The evidence consistently highlights the need to acknowledge the emotional realities faced by innovation leaders and the strong emotions triggered by the pursuit of innovation. Innovation leaders need to recognize that their efforts inevitably cause distress and that they must be prepared to deal with anxiety both within themselves and their teams.
Navigate the Boundary of Innovation Tolerance: A related challenge is the lack of a clear definition of what constitutes innovation within an organization. Innovation leaders need to determine the organization's tolerance for change - how much innovation can the organization bear right now before pushing back? This requires an understanding of the organization's culture and an ability to carefully navigate the often invisible boundaries that define what is acceptable and what is not, in the here and now. Pushing too far, too fast can trigger defensive responses that stifle innovation.
Create a Holding Environment for Innovation: A key task for innovation leaders is to create a holding environment that allows individuals and teams to safely explore new ideas, how to adopt them at scale, and work through the anxiety associated with change. This involves containing regressive responses to change and fostering an environment where individuals feel safe to challenge the status quo. Acknowledging the anxieties within the organization and providing reassurance and direction are crucial to creating such an environment.
Exhibit Transformational Leadership that Embraces Authenticity: Evidence reveals the importance of transformational leadership, where leaders inspire followers to move beyond transactional relationships and embrace change. This involves articulating a clear vision, providing intellectual stimulation, and demonstrating genuine care and concern for team members. Combining transformational leadership with authentic leadership, where leaders are self-aware and transparent about their motivations, builds trust, fosters collaboration and concretely empowers real work to progress.
Develop a Practice of Innovation Leadership: One of the most significant opportunities for innovation leaders is to move away from rigid frameworks and processes and towards a more adaptable and human-centred approach. This involves developing a practice of innovation leadership that recognizes the emotional complexities of change. This practice includes tools and techniques for surfacing and managing anxiety, fostering psychological safety, and developing self-awareness. By embracing the emotional reality of innovation and developing a practice that combines technical expertise with emotional intelligence, innovation leaders can unlock the full potential of their teams and organizations.
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Learn more about Brett’s private leadership development practice.