Employee innovation isn’t simply a by-product of a great innovation program or company culture. It’s also the removal or reduction of one key key dynamic. Stop this if you want more employee innovation Peter Drucker once said, “If you want something new, you have to stop doing something old.” Most people writing about innovation focus on the culture and dynamics that encourage it. While much of that writing is useful, I find Drucker’s quote most useful. It’s not simply that you want a team to come up with new ideas. That’s the new thing. You also want to eliminate any issues that stop your team from innovating. The one thing that stops employee innovation is blame. Blame is the constraining factor you have to control if you want people to take the risk of trying something new. The Consequences of Blame When risks don’t result in home runs you can either learn from it, or blame someone. The natural consequence of being a leader is that people what what you do more than what you say. And if you find yourself looking for someone to blame, your team will follow that model and start blaming each other as well. The consequences of a blame-driven
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