Culture of Innovation Backed by Entrenched Leadership Character Key to Winning Competition Battles in 2014

“If you visit our blog, you would think that our company is on fire. Everybody is on the neck of this or the other person. Who is delaying what assignment? Who in other words is slowing down the organizational wheel?” Those were the words of Kamal Budhabhatti, Founder and CEO of Craft Silicon, when he made a presentation on creativity and innovation in a 2012 management forum.

Its no wonder then that Craft Silicon won the Best Company to Work for Award for 2013, based on research by Deloite Consulting Group. In fact, it had come to light during the 2012 Management Forum that this IT solutions provider has customers in more than 40 nations spread across 3 continents, and had a workforce of about 250 employees, whose average age was only 27 years. The company was and still is located on a 1.8 acre premises somewhere in Westlands, Nairobi.  In line with its unique attributes, this partition-less Craft Silicon has all stress relieving facilities at the disposal of its employees at any time of the day.  That includes swimming pool, bar, table tennis and gym amongst others.

Thus, the numerous tech innovators including the CEO are never short of things, to do in attempts to unlock any mental blocks that could inhibit continued creation of value to their customers.  Obviously, not every human resource or business manager would be excited about the modus operandi at Craft Silicon. But, the truth is that any innovative oriented business calls for high level of democratic leadership practices, which need to be spread across the whole spectrum . By the way, are there organizations  today that will survive without  innovation? All the same, the main idea is to have very strong relationships with the innovators, while at the same time expecting high levels of qualitative rather than quantitative performance.

However, deeper understanding of organizational culture indicates that things cannot one morning work the Craft Silicon style. Nor is that culture ideal for every organization.  Nonetheless, every organization is capable of creating a performance culture that is aligned to its uniqueness, whatever the size.  But, the culture needs to be supported by the right leadership practices that are more appropriately spread across the entire organizational spectrum. That helps organizations to avoid going up in real flames. The same may not be so in leadership character  challenged situations. But, do the leadership practices have any relationships with the positions held in the workplace?

Actually no, as can easily be demonstrated. Indeed, the leadership character  is meant for all. During leadership training sessions, there is this pairing exercise that we have been subjecting our training delegates. Though the same is about practically demonstrating the importance of leadership character, one aspect has become quite prominent. Nobody is comfortable being paired with another, especially if trustworthiness credentials are unknown. In some cases, delegates have out rightly refused to participate in this fascinating, but challenging exercise, unless they select the partners themselves. Obviously, this indicates that nobody would be at ease being paired with a stranger, whose standing in leadership character is unknown.  Or would you?

Seemingly, performance culture backed by inevitable innovation that is desirable in a competitive global environment, will only work best where leadership character coupled with right skills and motivations are well entrenched within entire organizational stratum. Luckily, the respective changes are easily addressed through our unique 3 tier organizational change/re-branding solutions. The levels will obviously depend on organizational size. Essentially, this solution could drastically change the direction of your organization in 2014, as others have continued to experience.  We are on call even now.

(Welcome for more specific and STRUCTURED learning on organizational leadership, in our 2 – 3 day Strategic and Management/Leadership Development  Workshops (For more guidance see training calendar )

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