Tag Archives: people

Big Yellow Hats

Posted on by
Reply

bigstock-Yellow-Rain-Hat-815670.jpg

When my (now 31-year-old) nephew was young, he loved Curious George. If you know the story, through the many circumstances in which “George was curious,” the man with the big yellow hat encouraged him to explore, but was always there to keep him from going too far afield. George learned a great deal because the man with the big yellow hat allowed him the freedom to try new things.

Are you a “big yellow hat” leader? Do you encourage your staff to ask why, experiment, test theories and take risks, even when you know that sometimes they will stub their toes? According to a new report from The Bridgespan Group two of the core components in building a capacity for innovation within your organization are a curious culture, and catalytic leadership.

George was allowed to live in a curious culture. He took risks, and when he “failed” it became a lesson-filled learning opportunity. For the skeptics out there who are thinking your organization isn’t a cartoon and you can’t afford to have your staff play around, I would respond that, yes, there are risks that come with innovating. There are also costs associated with always coloring within the lines drawn by others. Just recognize that if you want your staff to identify creative approaches to the challenges before them, you have to let them explore a bit and ask “what if.” You have to let them be curious.

And what, exactly, is catalytic leadership? Merriam-Webster defines a catalyst as “an agent that provokes or speeds significant change or action. Catalytic leadership provides the push needed to get the ball rolling in a specific, focused direction. The man in the big yellow hat always identified where they were going or what they were going to do, he simply allowed George the freedom to be curious along the way. Catalytic leadership isn’t about letting staff focus their energies in twelve different directions. It is about articulating a vision and priorities, and then letting your people grapple and experiment with the best way to get there. It is about mentoring and encouraging collaboration and hands-on learning. It is about allowing your staff to find a path forward.

Being a big yellow hat leader takes patience and the ability to embrace ambiguity. It requires a recognition that progress rarely happens in straight lines or amid a tangle of rules, and that one rarely knows the route to the end of the journey when standing at the beginning of it. It requires a clear vision of the destination and the ability to inspire others and serve as a role-model for embracing possibilities.

How exactly does one become a big yellow hat leader? The first step . . . is to be curious.

Creative Focus

Posted on by
Reply

This week, I dove into in Fast Company’s “100 Most Creative People in Business” issue. I always find this annual round-up motivating because the snippets on each honoree’s accomplishments open one’s mind to possibilities, and to looking at seemingly intractable challenges in new ways. Seriously, if a researcher can find what appears to be a cure for ebola by infecting tobacco plants with the virus, or another company can find a way to eliminate nuclear waste with “molten salt”, surely I can take another look at some of the persistent challenges that face my own industry and organization.

I happened to be reading these stories right after meeting with a number of colleagues about impending changes in how we do business, and so was especially struck by how hard it can be to look past how we have always done things to see the possibilities of the future. When entire organizations are built around doing things a certain way, having someone suggest going in a totally different direction can be a bit jolting ( . . . unless of course you are the one proposing the new path!) And yet, if “the way we have always done things” is not resulting in significant progress toward solving the problem at hand, don’t we want someone to find a better way?!?

For argument’s sake, let’s assume the answer to that question is yes. So if the goal is to find a better solution, how do these “most creative people” do it? Creative focus. That’s my takeaway from reviewing this year’s list, and those from the past 10 years. And while it might seem natural to start with the creative part, I’m guessing the people on Fast Company’s list start by finding their focus.

How focused are you on the real challenge before you? So often we direct our attention to the wrong thing . . . we work diligently to build the best product or program, and that becomes the goal, rather finding new ways to look at the problem. Sometimes, we have to stop trying to build a better buggy and instead consider that maybe there is a better way to get from point A to point B. One of your key jobs as a leader is to define the focus for your organization — and that’s actually much harder than you might think. Are you a residential program or a child and family-serving organization? The options before you will be quite different depending how you see yourself.

Then, once you have your focus, you need to support your staff in exploring creative solutions. Do you give them permission to pursue the “what ifs” and consider solutions from an entirely different perspective? Again, sounds good in theory, but not so easy in practice. What if they come up with a solution that makes your current approach obsolete? Are you really prepared to go back to the drawing board after you have made significant investments in doing things one particular way? If you feel a bit shaky on the answer to that one, please refer back to step one.

Creative focus is not for the faint of heart . . . and neither is leadership. But, as the editor’s at Fast Company can tell you, for those who have the courage and determination to take that leap, the list of possibilities is endless.