Urgent Evoke

A crash course in changing the world.

"keep learning from your customers"


Above all else, I believe this is the key to innovation, although your learning experiences shouldn't be limited to just customers. Every interaction you have should be a potential learning experience.

It can be very easy for us to become stuck into particular ways of thinking or doing things, even becoming convinced that ours is the only way of achieving a goal. This can kill not just our own innovation but that of those around us.

We should always have our mind open to new ideas, always be willing to refine our own ideas and NEVER demand that others follow our ideas without giving them a chance to innovate.


"Never tell people how to do things. Tell them what to do and they will surprise you with their ingenuity."

- General George Patton Jr

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Comment by Wasserperson on March 18, 2010 at 4:36am
Leadership is declarative; management is imperative.
So far, this ARG seems to consist of some very specific imperatives, and one very wide open imperative...
Comment by Wasserperson on March 18, 2010 at 4:46am
Depends on the goal/task/challenge...
Broadly, leadership is best for motivating people.
Management is best for controlling people.
But the skillsets feed into each other; is rhythm or flexibility more important for dancing?
Comment by Daniel Snellgrove on March 18, 2010 at 5:52am
Thanks for the comments, guys.

It's really interesting that the same principle is being used to program computers.

As far as leadership and management, I agree that leadership and management are not the same thing, but are both necessary when undertaking any innovation. Leadership involves creating a grand vision, setting a path and infusing a 'spirit d'corps' into a group (if its being done properly).
Management is more about dealing with specifics of a project; making sure person x and resource y are at the right place at the right time and in sufficient quantity.

These two roles don't have to be fulfilled by the same person, in fact a groups leader (the visionary) could be subordinate to its manager (the logistician), and this isn't necessarily a bad thing, as long as they work together.

The key is flexibility and pragmatism. We need to know when its appropriate to step back and watch people work their own flavour of magic, when we need to step in and set certain boundaries and be able to shift between these two methods or use them simultaneously.

Just my two cents :)
Comment by Wasserperson on March 18, 2010 at 5:57am
"Flexibility and pragmatism"
Agreed.
I think one of my best strengths, as a manager, is recognizing the leaders in the teams I supervise and giving them support so they can keep it up.
Comment by Daniel Bloor on March 19, 2010 at 4:05am
Well written, this is a great point! There seems to be so many companies that seem so happy to pump out new things that end up selling badly (unless they're heavily hyped) because they don't LISTEN and don't get involved with the people they're selling it for.

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