What does it take to become the intrapreneurs, or bridges, who connect legacy businesses to the world of innovation? At the core, you have to dare to think differently, but a true forward-thinking professional recognizes that change only occurs as the result of a culture shift or movement. The bridge guides two sides to a center point where clarity and goals collide.
Today’s leaders have an obligation to look beyond KPIs and hard metrics. By focusing on self-care, learning patterns, and empowerment, marketing leaders build stronger relationships with their team members. And strength in numbers often leads to greater success in the business world. Here’s how.
Most good ideas were once bad ideas. To become good ideas, they went through iterations. People came together and teased out the parts that were good. And it took time, emotional investment, and sometimes money before landing on an idea that could change the world.
As a manager or decision maker, you need to give your team time to discover the good ideas right under their noses. A 2012 study from Gallup found that 42 percent of the general American workforce reports feeling stressed on a daily basis.
As a manager, part of your job is about putting your team in the best position for success. Despite looming deadlines, ensure your biggest assets are well, and give them the space they need to innovate.
It’s not always what you say, but how you say it. This is a big lesson I learned in the past year. I not only learned that words I use sometimes come off as harsh, but also that showing people good ideas, rather than telling them about them, is a better strategy. Science backs me up here:
When selling your ideas internally, start with the big idea and scale downward as people grow more interested. As people buy into your framework, work individually with stakeholders to ensure their opinions and feedback are implemented into your program. Remember, earning your team’s trust is more important than the idea itself at the beginning.
You can’t be the tyrant who issues orders and doesn’t take advice from peers. In fact, empowering your team to pull its weight often leads to greater success rates.
A recent study divided a room in half, telling one group that they would be tested on the information they’d be learning, and the other half that they’d have to teach the information to the other group. Both groups were tested, but the half who thought they’d later have to go on and teach the information scored much higher.
If we go back to the bridge metaphor, each bolt and steel rod needs to hold its weight or the entire structure will crumble to the ground. The same goes for your marketing team: If you don’t trust your staff enough to empower them and allow them to own different projects, then your big ideas will never be fully realized.
We know that high-pressure situations don’t often lead to creativity and productivity. As a marketing leader, you have to commit to cultivating your team’s true talents. Sometimes that means sacrificing your old modes of operation in favor of systems that promote self-care and creative thinking.
You’re the bridge connecting old ideas to new business innovation. Are you focusing on the right managerial practices to help your team see company goals more clearly?
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