The Innovation Leader
The ability to sustain innovation is essential for an organization's long-term success. Even so, few organizations have an effective approach to the process of innovation. This issue of Leading Effectively introduces you to Bob Rosenfeld, CCL's first Innovator in Residence, and eight principles that guide sustained innovation. We'll also fill you in on specific techniques that encourage new perspectives and new thinking. Premium Subscribers can also access an Innovation Workbook drawn straight from Rosenfeld's new book, Making the Invisible Visible: The Human Principles for Sustaining Innovation.
Bob Rosenfeld: Making the Invisible Visible
Thirty-five years ago, Bob Rosenfeld was a young, energetic, impatient chemist — brimming with ideas and working at Eastman Kodak. Today, he is a leading authority on innovation and the first Innovator in Residence at the Center for Creative Leadership. The key to innovation, says Rosenfeld, is to "make the invisible visible." (more...)
The Essence of Innovation: 5 Principles
Are you serious about driving innovation in your organization? If so, invest your initial efforts in understanding five principles that are the essence of innovation. (more...)
Creating an Environment for Innovation
Innovation doesn't crop up overnight in organizations; it needs to be nurtured. "Innovation does not happen in a vacuum," explains CCL's Innovator-in-Residence Bob Rosenfeld. "The healthier the environment, the better the results." (more...)
Needed: A New Way to See
Innovation requires the ability to view the world and see possibility. It means opening our eyes and taking another look. Or, as CCL's Chuck Palus and David Horth say, it calls for us to "see with new eyes." (more...)
Getting Started: Innovation WorkbookPremium!
In his book Making the Invisible Visible: The Human Principles for Sustaining Innovation, Bob Rosenfeld offers numerous activities to help leaders understand and implement innovation. Here, for CCL's premium subscribers only, are a few activities adapted from the extensive workbook included in Making the Invisible Visible. (more...)
Results of the CCL Poll: Key Leadership Skills
In our September 2006 Leading Effectively e-newsletter, readers were asked to reflect on what leadership skills they think are the most important for today and the future. A total of 365 readers responded to the poll. CCL expert André Martin comments on the findings. (more...)
Interested in republishing articles or excerpts from a CCL newsletter or CCL Press publication? Fill out our "Request to Republish" form, found at www.ccl.org/republish.
Further Your Development
New CCL Workshop on Innovation:
Understanding the Human Principles for Sustaining Innovation
November 6-9, 2006
Greensboro, North Carolina
This workshop, part of CCL's Innovation Series, is intended for those senior leaders and managers who are charged with the responsibility of leading the innovation effort within their organizations.
Space is limited to 24 participants. To register, please contact Client Services by telephone at +1 800 780 1031 or via e-mail at firstname.lastname@example.org.
Upcoming CCL Leading Effectively Webinars
Visual Explorer: A Tool for Making Sense of Complex Organizational Challenges Using Creative Dialogue
October 18, 1-2 p.m. ET
Visual Explorer is a versatile method for helping people to listen deeply to each other. It's a way to help people picture their ideas in the form of images, metaphors, and stories. And, it's a way for getting people to pay attention to ideas, emotions, and intuitions.
Influential Leadership: Gaining Commitment and Getting Results
October 24, 1-2 p.m. ET
Influence is an essential component of leadership. Developing your influence skills can help you gain commitment from people at all levels: direct reports, peers and bosses.
Leading Dispersed Teams
November 2, 2-3 p.m. ET
Linking together employees in Japan, India, Switzerland, the UK and North America, and calling them a team is common today. But is this group really a team? If it is a team, how does its leader, who may be based in an entirely different location, actually lead the team?