“What type of innovator are you?”
I’ll leave it to you to decide which one fits you best .You may even see a little of yourself in more than one group. But remember, none of these are bad! Quite the opposite actually, all play crucial roles in developing an idea, pushing it up the corporate channels, developing a strategy and overseeing execution and implementation. These are all pieces of a puzzle, arteries leading to the beating heart of corporate innovation. Wow – can I make that sound any more dramatic? A quick reference guide to these innovative personality types follow, just to get you thinking:
Movers and Shakers. With a strong personal drive, these are leaders. Targets and rewards motivate them strongly, but a major incentive for this group is the idea of creating a legacy and wielding influence over others. These are the ones who like being in the front, driving projects forward (and maybe promoting themselves in the process), but at the end of the day, they provide the push to get things done. On the flip side, they can be a bit arrogant, and impatient with teamwork. Movers and Shakers tend to cluster in risk and corporate strategy, in the private equity and media industries, at mid-size companies; they comprise 22% of total executives.
Experimenters. Persistent and open to all new things, experimenters are perhaps the perfect combination for bringing a new idea through the various phases of development and execution. “Where there is a will, there is a way,” is perhaps the best way to describe them. They’re perfectionists and tend to be workaholics, most likely because it takes an incredible amount of dedication, time and hard work to push through an idea or initiative that hasn’t yet caught on. They take deep pride in their achievements, but they also enjoy sharing their expertise with others; they’re that intense colleague who feels passionately about what they do and makes everyone else feel guilty for daydreaming during the meeting about what they plan on making for dinner that night. Because they’re so persistent, even in the face of sometimes considerable pushback, they’re crucial to the innovation cycle. They tend to be risk-takers.
Star Pupils. Do you remember those kids in school who sat in the front, whose hands were the first in the air anytime the teacher asked a question? Maybe they even shouted out “Ooh! Ooh!” too just to get the teacher to notice them first? This is the segment of the executive population those kids grew into. They’re good at…well, they’re good at everything, really: developing their personal brand, seeking out and cultivating the right mentors, identifying colleagues’ best talents and putting them to their best use. Somehow, they seem to be able to rise through the ranks and make things happen, even when corporate culture seems stacked against them. They’re the stem cells of the business world.
Controllers. Uncomfortable with risk, Controllers thrive on structure and shy away from more nebulous projects. Above all, they prefer to be in control of their domain and like to have everything in its place. As colleagues, they’re not exactly the team players and networkers; Controllers are more insular and like to focus on concrete, clear-cut objectives where they know exactly where they stand and can better control everything around them.
Hangers-On. Forget the less-than-flattering name; these executives exist to bring everyone back down to earth and tether them to reality. On a dinner plate, Hangers-On would be the spinach: few people’s favorite, but extremely important in rounding out the completeness of the meal. Like Controllers, they don’t embrace unstructured environments, and they tend to take things one step further, hewing to conventional wisdom and tried-and-true processes over the new and untested. When asked to pick a side, Hangers-On will most likely pick the middle.
No one group can be considered the purest “entrepreneurial group,” but Movers and Shakers and Experimenters may be the closest. They have the strongest tendency to be internally driven, in control and bridle the most at others telling them what to do.
As we’ve seen time and again, unbridled innovation is a wonderful thing. But it’s what comes next that’s arguably more important. To get an innovative idea off the ground, it’s crucial to have a cast of characters who can keep that tension between risk-taking and reality at a healthy balance midway between the sky and the ground — where innovation can thrive. So what do you think your natural place is in the innovation team? How would others see you in this team?
“What type of innovator are you?”