Are you guilty of the “old standard” of designing a “process” to capture good ideas? Sharing knowledge, generating good ideas, and stimulating innovation cannot be boiled down to a formal process. Two of the most innovative companies in the world, Google and Intel give employees one fifth of their workweek entirely free of structure. Instead of more structure, we might consider providing some additional freedom for people to daydream or to do research on their own.

In addition, hiring and working with only those who think and act the same way as you cuts both ways. While you need to have people around you who have the same values and believe in the same purpose you do, you also need some people who question the goals you’re working so hard to attain. Otherwise, when the time is right for change, you’ll be so committed to a certain path, you won’t recognize that it’s no longer taking you where you need to go.

Meeting and hospitality innovation consists of two vital ingredients: a great idea, and the ability to put it into action. Jack Paluszek, President of Advanced Management Associates, Inc. and facilitator of Bullet Proof Manager training said, “Two of the top innovation killing attitudes include why not leave well enough alone and let the competition try it first.”

Most meeting industry innovators lack the political skills needed to implement their ideas and are often proud of their refusal to “play politics.” Yet, political skills are crucial to successful innovation. Also, because innovators usually have little political savvy, they often fail to read the signals around them, even when everything indicates that they have won. Unfortunately, innovators often feel the only acceptable outcome is to get their proposal adopted exactly as stated.

We must acknowledge that innovators are frequently dissenters and often offend powerful people. Meeting industry professionals and organizations need to help innovators gather support and in most cases coach them on what to say and do. To manage innovators, try implementing an effective reward system utilizing the “SMART” technique.

• Specific and clear relationships between rewards and actions taken by the dissenting innovator must be established.

• Meaningful innovation rewards should provide an important return on investment to both the innovator and the organization.

• Achievability is difficult to judge with innovative ideas, and the willingness to accept and reward failure is essential. When a new idea does work…it’s critical for the individual or a team to achieve the performance goals that are set.

• Reliability means the innovation program should operate according to its underlying principles and purpose in both good times and bad.

• Timeliness means that recognition and rewards should be provided frequently enough to make sure good performers never feel forgotten.

The meeting and hospitality industry must lead innovation efforts by encouraging and supporting dissenters who will often challenge everything you believe in. Competing effectively mandates embracing innovation and…the dissenters who provide it.

Questions for discussion:

How can we encourage respectful innovative dissent in our people and support our dissenters so we and our customers benefit from their new and better ideas?

Which of the 5 lessons presented, best practices, equality, process, taking action or playing politics should we work on changing immediately?

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