“Creative leaders invite disruptive innovation, encourage others to drop outdated approaches and take balanced risks … they are open-minded and inventive in expanding their management and communication styles, particularly to engage with a new generation of employees, partners and customers.” IBM 2010 Global CEO Survey
Is this you?
You know that work is becoming more socially and technically complex, culturally diverse, and carried out from a mosaic of distributed and inter-connected workplaces. You also know that there are different and better ways of doing things at work – and you want to get on with doing it.
And you’d like to know more about:
If so, you are a creative leader. Here are two examples of other creative leaders.
The first example is a very senior executive I worked with several years ago. He is deputy head of a municipality in Russia and he wanted to introduce a culture of customer service across departments of the municipality. He chose services connected with land registry to pilot customer-focused service delivery – because clarifying land registry processes are critical for building confidence in inward investment.
As he says, land management anywhere is complex. It involves multiple organisations at municipal and federal levels, as well as commercial institutions like banks, architects and builders.
He decided to put in place an IT system which co-ordinated the input of the various organisations. This meant addressing fundamental business processes and cultural issues. He demonstrated all the skills and personal qualities listed above. What he did fundamentally challenged long-established attitudes, cultures and power bases – he had to draw on his existing experience and further develop his inter-personal skills.
The second example is a senior nurse in charge of a busy ward in a Scottish National Health hospital. At the time of speaking to her about what she did, she was responsible for around forty nurses giving around the clock care in shifts to patients. She manages budgets of several million pounds. Having taken over a ward that was chaotic, she decided to change the performance culture.
Excellence of patient care is a core value and source of professional pride for her. The first thing to tackle was the poor attendance record of some nurses that had gone unchallenged for years. That gave her some sleepless nights as many nurses began to leave. Her manager reassured her the right people were leaving, giving her the opportunity to recruit according to her own values. Which she did.
With the unwavering support of her manager, the nurse set about her mission. This relationship was crucial – but it was the courage and personal qualities of the nurse that makes her a creative leader.
It took her about two years for the ward to be consistently reporting the lowest rates of absenteeism in the hospital, the lowest rates of infection, and to have nurses from other wards clamouring to come and work on her ward.
Who have we helped?
We have worked with leaders at all levels in public and private sector organisations, and in large and small organisations – nationally and internationally. We have helped them through mergers, respond to competitive threats, introduce and improve customer-focused performance, reduce costs, increase performance effectiveness through high-performance methods, reduced manufacturing lead times, introduce new products, break into new markets – and a host of other things.
We did it by applying our nine high performance principles, which you can learn more about in our ebook – grab a copy here – and we did it using the practical, project-based learning approach for senior executives that we helped to pioneer at a UK university and Russian university. Why not contact us to find out more?