Talent management is an excellent tool for innovation. But our organizations were not designed to innovate; they were not designed to cope with the rapid speed of their environment. Our companies are in the prehistory of innovation because they still have a long way to go to manage ideas and talent.
The primary business challenge of the 21st century is to turn innovation into a commanding competitive advantage, and this consists of ensuring that the talent, the ideas of the people and their energy to implement these ideas are at the service of the company's strategy.
The revolution of innovation is a revolution in the role of people, where the so-called 2.0 technologies will have a relevant part. The new people management will involve completely reinventing the current functions of the HR departments because the people management processes will be the most impacted.
The great challenge of innovation is how to innovate with people. For this reason, we have done in various forums with Human Resources managers the exercise of analyzing how they think that tools will impact on people management processes. In order of importance, the affected operations would be the following:
Internal communities as elements of internal innovation that provoke cultural change or external communities that amplify the open company through social networking are the primary and most crucial organizational impact.
The lack of confidence generated by poor management of meetings and poorly applied group thinking destroy innovation. But you can overcome it.
Think about your last team gathering. Did you and your subordinates or co-workers have a friendly and respectful conversation? Did all of them agree on the best course of action and how to apply it?
If your answer is affirmative, then, badly. Interactions like these prevent team members from sharing their valid opinions. Worse yet,they discourage employees who have useful information to tell the rest of the group. So say the experts at toppeopleusa.com in the field of marketing.
The lack of confidence generated by poor management of meetings and poorly applied group thinking destroy innovation. But you can overcome it. Think about your last team gathering. Did you and your subordinates or co-workers have a friendly and respectful conversation? Did all of them agree on the best course of action and how to apply it?
If your answer is affirmative, then, badly. Interactions like these prevent team members from sharing their valid opinions. Worse yet,they discourage employees who have useful information to tell the rest of the group. So say the experts in the field of marketing.
Meeting Management: Opinions Without Dissent Do Not Count
So what happens when a group meets to discuss an important issue? The members show their affinity with the group by repeating and confirming what other members of the group, and especially the leaders of the group, have already mentioned. They also put aside their knowledge and focus on how to help in the course of action chosen by the group. This is a human instinct so deep that most of us do it without realizing it.
All this is ideal if what you are looking for with your meetings management is to have harmonious meetings that seem highly efficient, but it is not so good to find innovative solutions to real problems or to recognize new threats or opportunities.
As the consensus of the group arose, I paused the procedureand said something like: “It seems that many of us agree. But at this moment,I would like to listen to anyone who has a different opinion. ” If teammembers have other points of view, but have hesitated to express them, thisfocus on meeting management can make those other points of light appear.
You can track your request for dissenting opinions by goingaround the room and asking each team member to say what they think. You willlearn the power of this approach, inviting each participant to speak in turns.Someone shy and who would never have volunteered to say something consistentlymight decide to offer some of the most insightful comments from the wholegroup. If with your ability in meeting direction you are looking to get all theavailable knowledge of all the public in the team meeting, you are probablylosing valuable information.
Meeting management: If you are the leader, speak the last.
The leader or team leaders should be sure to gather theopinion of everyone else before offering their own. In most groups, the membersare very much in tune with the views of the leaders and are especially eager to accompany them. If you speak too early, even making it clear that yours is justa point of view and you want to listen to others, team members will tend tolook for ways to agree with what you have said, instead of taking their coursein the discussion — direction with ideas or opinions of their own. By keepingyour thoughts private, at least during the first part of the meeting, it willgive you the opportunity to shine. And you will get the benefit of listening toyour best ideas.
Nicholas P. Howard is a business and HR lecturer, and a motivator for professionals and managers. He obtained the Extraordinary Prize in Psychology from the University of Granada.
As a specialized journalist has made him a singular chronicler of the USA company. Expert in commercial distribution and entrepreneurship, his recorder has taken note of the dreams, reflections and achievements of hundreds of entrepreneurs, conversations that are reflected in publications such as Entrepreneurs, Forbes or the magazines Tapas and Savia.