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2 Roles all organizations need to drive INNOVATION · The Business of Alignment - Powered by The E1B2 Collective

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  So Fast Company came out with an article this morning that I
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  thought was incredibly and fascinating.
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  Let me let me read it off to you.
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  It states, what is it? Seven people.
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  You need to create a culture of innovation.
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  And I want to cover the last two, right?
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  Number six is the storyteller. Now, I think a lot of people
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  know about the word of internal columns, but let me give you a
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  little bit of a different point of view that I believe Fast
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  Company was trying to articulate.
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  Whether it's someone internally that has the trust, the respect,
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  the understanding of the executive team that can story
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  tell to the executive team, the woes, the issues, the
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  perspectives, the wins, the losses, the trials and
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  tribulations, the good and bad of the employees to the
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  executive team to drive change. Think of it like a change agent.
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  Think of it like and eternal calms Employee experience
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  specialist if you will. I believe that Storyteller is
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  incredibly, incredibly important.
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  Now on the flip side of that someone that also sits within
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  and builds relationships within and has trust with the executive
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  team to take the executives perspectives, the executives
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  thoughts and shares that information down to the
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  employees. So that the employees understand
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  why things are maybe not moving as fast as they would like them
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  to move or why things are not changing in the way that they
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  would like things to be changed. That individual is actually
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  equally as important and as well.
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  And so I believe if we think about the storyteller role, they
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  need to be able to have the ability to to to take
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  information from the bottom up, to take any information from the
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  from the top down as well as the final piece.
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  To be able to support the recruiting initiative and to be
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  able to help articulate and storytell honest true
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  perspectives that not only get applicants excited about the
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  company, but allows applicants turned into new hires to really
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  hit the really hit the ground. What's the word?
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  What's the saying here? What's that saying?
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  Forget to say, really help the applicants now.
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  Turn employees to make an impact in the 1st 90 days, if you will
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  right to to really generally understand what's what's, what's
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  expected of them. To generally understand the
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  good, the bad, the ugly, the indifferent of the organization
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  more contextually of that department and that department
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  leaders and and those key stakeholders that that live
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  within that department. That storyteller is incredibly
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  important to support those recruiting initiatives to make
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  sure that applicants coming in really know what they're getting
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  into, really know what's involved into the role.
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  So they can hit the ground running here, it is hit the
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  ground running, right, so they can immediately make an impact
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  within the first 90 days, feel like they're aligned, feel like
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  they're In Sync, feel like they can really make just an overall
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  impact that everyone within the department and the org with
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  respect. So they'll look at that new hire
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  to say we made a great, a great decision here.
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  So I believe the storyteller is a role that has incredibly,
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  incredibly, incredibly, incredibly.
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  Yep, I'll drop one more incredibly important a role that
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  a lot of organizations I think missed the mark on and don't
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  give enough trust, autonomy, bandwidth, finances, support and
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  and and have their back and I want to see more of that.
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  So #1, if you want to have an innovative company, I believe
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  you have to have a great storyteller that sits within
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  both the executive teams, the ground level employees, the
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  recruiting teams and everything else in between.
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  Now let's get into the the last piece, they call it the
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  questioner. Right now.
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  They put the questioner in the the same scope, in the same zone
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  of a D and I leader. But let me give it to you from a
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  different perspective of what I believe Fast Company was trying
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  to articulate. I will look at myself as a
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  questioner. I believe it's incredibly
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  important to have someone in the company that is bold enough,
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  that is, that is excited enough that has innovation as one of
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  the core values that that's brave enough to question
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  everything. Question processes, question
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  policies, question behaviors, question capabilities, question
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  strategy, question pricing, question product, roll out
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  question features, question decision making models, question
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  performance, review structures, question career mapping,
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  policies and infrastructure and processes.
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  Someone that can just question everything and but but also
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  someone that can do so in a way that they're not.
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  They're not making someone feel uncomfortable with that
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  questioning, not making feel. Making someone feel unheard.
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  Making someone feel like there are points of views in the
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  strategy that is not being questioned was was ignorant or
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  not so smart or stupid or dumb or whatever.
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  Whatever negative words you want to put on it.
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  Someone that can generally question things in a way that
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  they can just drive innovation. Dr. diversity of thought and
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  that can actually lean in. When when they do question and
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  someone brings up a good idea that can lean into that good
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  idea, that can make that good idea come true.
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  Someone that can really be a great galvanizer of thoughts,
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  perspectives and and really can be someone that is great at
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  partnership. And so I love this as well where
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  you want to have a great questioner that can really drive
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  that culture change, that can really drive that new behavior,
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  that can really drive that changing of thoughts and
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  perspective and that can just make a really great impact.
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  And so if you're an organization today listening, I genuinely
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  believe that having a phenomenal storyteller that can sit within
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  your executive teams, that can sit with your lower level
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  employees, that can sit with you in your recruiting teams.
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  I believe having a great questioner that will drive
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  diversity of thought, diversity opinion and that will build
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  processes to support that overall question mentality.
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  I believe that is number one and two, some of the most impactful
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  resources, employees that you can have in your company if you
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  want innovation to be at the top of what you're 2023-2024 and
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  beyond goals, if you want those to be your goals.
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  And so I believe it's important. I believe more organizations
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  need to figure it out and I'm here to kind of talk more about
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  that in detail. If anyone wants to reach out to
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  me personally, I'm always here to be a colleague, a mentor, a
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  thought leader, a support system.
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  But I think at a high level in the seven minutes here of this
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  content, I believe those two roles are incredibly important.
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  As always, just a few thoughts, just a few perspectives.
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  We'll talk soon.