Ihr Team ist resistent gegen Veränderungen für Innovationen. Wie können Sie sie dazu inspirieren, mutige Risiken einzugehen?

Communicate the benefits of innovation. Lead by example in taking risks. Create a safe space for experimentation. Reward creative efforts and successes. Offer training and resources. Involve the team in decision-making.

People are often resistant to change. It is important to explain the value proposition, or the WIFM (what's in it for me) to your team. They need to understand how the change or innovation will benefit them directly, and then how the organisation as a whole will benefit. Teams will always be inspired to take bolder risks if they have the right training and guardrails in place. Provide them with an adoptable framework for change, and it will ease any inherent resistance.

The first step is to involve them in the design through to implementation of innovative ideas. Second, eradicate the fear of being punished for taking risky steps for innovation. Trust building is very key to achieve these.

In my experience, trust is absolutely foundational to innovation. I've been part of innovative organizations and others that confuse the innovation and creativity. To be truly innovative requires a willingness to try something new, manage/accept risk, and celebrate when things go right and where learning occurs. Where innovation is stunted or not supported, innovation theater takes place, not the innovation that can make an organization great, and its teammates fulfilled.

A lesson I learned early in my advertising career has always stuck with me, which is to give your team the freedom to fail. Bill Bernbach (the ‘B’ of DDB), developed four freedoms that are designed to preserve the creative process: the Freedom from Fear, the Freedom to Fail, the Freedom from Chaos, and the Freedom to Be. If you can give your team the freedom to fail, they will be far more open to sharing their ideas and taking bold risks. Good ideas can come from anywhere and anyone, so give your team the support they need to be courageous.

I create a safe space for brainstorming, actively soliciting ideas from everyone – not just the usual suspects. This can be done through anonymous suggestion boxes or breakout groups with diverse team members. Encouraging healthy debate and showcasing success stories where "crazy" ideas became award-winning campaigns breaks down fear. For example, when a junior designer's seemingly outlandish social media concept was met with initial resistance, I championed their idea and facilitated a presentation to the client. The client loved it, and the campaign's success emboldened the team to embrace bolder ideas in the future.

I've seen the power of celebrating individual successes. When one or two team members make progress on a challenging project, it creates a ripple effect of inspiration. Recognizing their efforts not only motivates them further but also ignites a healthy sense of competition and collaboration within the team. This can spark a chain reaction where everyone starts believing, "If they can do it, I can too!"

Biggest challenges in fostering innovation is, overcoming resistance to change within a team. My boss once gave me this golden advice "The passing of the ball is very important. Pass it on.” This hits right at the spot. As leaders, we sometimes try to shield our teams from pressure, thinking we're being helpful. However, this approach can stunt their growth. By trying to protect them, we might end up limiting their potential. It’s essential to throw them into challenging situations, allowing them to take charge and lead. I mean if we were shielded this way, would we be at the same place? Think about it !

In my experience, linking innovation to performance incentives and recognition programs is a powerful motivator. When the team sees a direct correlation between their risk-taking efforts and potential career advancement, skill development, or even financial rewards, they're far more likely to embrace change with enthusiasm.

Sharing success stories can be very effective to clear doubts about benefits, analogies help understand better and motivate further for taking risks. Storytelling and documentation creates a sense of commitment hence brings more clarity and helps the team to visualize what can be achieved and create a vision, that in turns encourages to take the leap for creativity and innovation.

Una vez que entendemos a cada miembro del equipo podemos resolver sus dudas y darles lo que requieren para no temer al cambio, mostrar los beneficios que se lograrán, las seguridades que tendrán y el crecimiento para todos.

Showing your team members the benefits of change for innovation in your team can help them consider adapting to it and taking risks. Discuss with them how all of that can lead to growth, skill development, and everything that improves their career. When they understand what's the change for and how it could benefit them, they'll be motivated to support the change and follow your lead.

Dar beneficios claros que traerá a la empresa ésta innovación que se realizará y qué promesa se le dará a los colaboradores una vez realizada, así podrán ver que es algo tangible y estarán más abiertos a próximos cambios y se aventurarán a ser parte.

In my experience, if someone takes a risk and it doesn't go right, it is important to celebrate the willingness to try something new and highlight the benefits of the learning that was achieved. Otherwise, the person or teams will be less inclined to try something different. Providing top cover is a key, especially in organizations where people cling to the status quo.

Giving credit for the win and sharing or completely removing the blame for the failure, can give the team confidence to experiment and test. If a person's idea works the credit is theirs but if it doesn't the failure is not counted on their half. If the idea doesn't work the time and resources spent can be weighed less negatively than, if it does work the positive outcomes are weighed heavenly at least in the beginning. For example, +10 for win and -1 for fail.

Give the creative and innovative person the space to test themselves. This means distraction-free time, free from commitments, where the only goal is to explore ideas without pressure for immediate results. Physical spaces that inspire and stimulate the mind also make a difference—environments that speak to their creative soul.

Leading by example is not just about managing the team; it's about understanding that while you are an example, you have to structure the strategy, put the right people in the right positions with the right tasks, and even let go of those who do not deliver results. Leading is a very complex task because it is individual in feeling but collective in outcome; it is solitary in responsibility and collective in assignment and delegation. This makes it a challenging role when it comes to innovation, because if you truly want to innovate, "you are going to make mistakes," and not everyone is willing to accept mistakes. That is why innovation takes so long. The leader must understand that even with errors, speed matters, and behavior does too.

Recently, I presented a "wild card" concept to a client, even though it went against our usual style. While the client ultimately chose a safer option, the team saw my willingness to push boundaries. This opened the door for them to propose their own bold ideas, one of which became the foundation for a future award-winning campaign. My enthusiasm for calculated risks became contagious, and now the team embraces challenges with a newfound sense of creative courage.

In my experience, many people, especially in government communications, play it conservative. It is important to understand the importance of finding new solutions and stoking conversation. Help illuminate how new approaches may help bring about improvement and be willing to take risks yourself. Otherwise, nothing will change.

If your team’s scared of change, show them how it’s done. Dive into innovation yourself, take some risks, and be open about what happens—good or bad. When they see you stepping out of your comfort zone, they'll feel more at ease trying new things too. Your passion for innovation and embracing change can really rub off on them. It’s like being the first to jump into a cold pool; once they see you having fun (even if it’s a bit chilly at first), they’ll be more likely to jump in. Your actions can light that spark and make them brave enough to take bold risks. 💪

O pensamento criativo e a cultura de inovação só se materializa de verdade quando a liderança está interessada em fazer ideias inovadoras de fato serem concretizadas. Um processo de inovação que não é executado cria insatisfação e descredibiliza futuras iniciativas. O líder precisa se comprometer em testar e executar as ideias e não só em criar momentos criativos e inovadores dentro da empresa.

We celebrate both the home runs and the calculated swings. After a team member's unconventional social media campaign idea led to a surge in engagement, we surprised them with a public shout-out and a gift card. This celebration not only boosted their morale but also sent a clear message - bold ideas are valued, even if they don't always result in a traditional "win." Now, the team approaches challenges with a newfound confidence, knowing their creative leaps will be celebrated.

In my experience, supervisors should be patient and focus on judging effort rather than people. It's natural to develop a bias towards winners, but while celebrating successes is important, leaders should avoid showing favoritism. Some team members may take longer to bloom, yet can create exceptional results when they do. Providing equal opportunities to all team members is crucial for fostering a supportive and inclusive environment.

To be honest I think that you can only break this barrier with open communication. Talk to your team, be curious and ask them why they refuse to evolve and change. Discuss case studies of brands like Kodak who refused to ride the wave. Try to see under the surface. Share your experiences, accept their fears and do everything with an empathetic mindset. But also keep in mind that not everyone Is capable of change and try to brainstorm with the team, who is willing to move forward and what they would need to feel safer and more empowered. Try to provide a feeling of safety and mutual respect

La única manera de inspirar algo es mostrando que uno también lo está haciendo. Siéntete libre de enfrentar los riesgos de tus decisiones porque es la única manera que tu equipo llegue a sentir respeto, admiración e inspiración. Innovar es una palabra de moda pero la realidad cruda y dura es que todos los cambios causan distintas emociones y las más comunes son la resistencia. Que tus acciones sean la miel y que a tus equipos se les pegue!! Vamos ⭐️⭐️⭐️⭐️⭐️

Connecting with my wisdom If you are working, it is because you have skills, abilities and inspiration. We are all wise in some way. This means that in working groups, I can connect deeply with my knowledge, experience and intuition. That is wisdom