Thu 2 Feb 2012
Posted by Alicia under 21st Century Leadership, Alicia Blain, C-Suite, C.A.R.E. System of Leadership, CEOs, CIO, Corporate Change, Creativity, Employee Retention, Gen Y, Gen Y in the Workplace, IT, Innovation, Leadership, Leadership Tips, Leading a new workforce, Management, Managing Teams, Millenials, Millenials in the workplace, Millennials, Millennials in the workplace, Technology, Training & Development
Quote: “You can’t lead without imagination” ~ Seth Godin in Tribes: We Need YOU to Lead Us
Imagination is seriously lacking in today’s corporate environment. We are knee deep in a status quo that no longer serves us and that in many ways, makes us mediocre. To change that, we need to spark imagination in all our employees. But first, we must spark it in ourselves as team leaders. To create the spark you need to embrace experimentation. I’m not talking about creating a department or a committee to look into experimentation. I mean changing the way you lead your team so that experimentation is always encouraged and rewarded. When an idea doesn’t work out, it isn’t perceived as failure but as a learning experience that enriches the team and the lesson learned can be utilized to fuel the next experiment.
Experimentation is the final but core concept in the C.A.R.E. System. It is what ties it all together. In these posts, I have showcased Starbucks and its CIO to illustrate the key principles behind the C.A.R.E. System. At the very core of Gillett’s success was his innate acceptance or need to experiment. None of the examples would have been possible if Gillett had not embraced experimentation. Let’s recap all the ways he experimented:
- When he took on more responsibility in the face of daunting IT problems that needed resolution
- When he went to work at a Starbucks retail store, not knowing what he’d find or how he would do,
- When he showed the Executive team a live simulation highlighting the shortcomings of their existing POS system
- When he proposed the new business unit called Digital Ventures,
- When he chose an entrepreneur to run the new business unit,
- When he made IT and Marketing equally responsible for the new business unit
- When he asked employees for their ideas on making IT better,
- When he let employees select their IT devices,
- When he applied his knowledge of networks to help spark solutions in Starbuck’s retail business.
All of these examples illustrate that Gillett was open to experimentation. He may not have been comfortable with all of it but he chose not to play it safe. At some level, he understood that taking risks was critical to Starbuck’s survival and he, as well as his CEO, faced the challenge and came out ahead. I’m sure that there were ideas that didn’t work out. In fact, the article highlights one. Apparently, Gillett is a big gamer or lover of video games. Actually, he’s a guild master in the online video game called World of Warcraft. That’s a pretty big deal in the gaming community. Instead of playing down that passion, he set up a meeting between the executive teams of Starbucks and Blizzard, the owners of World of Warcraft so they could look into the possibility of doing business together. After all, both companies had a huge fan base and Starbucks needed to find ways to engage customers online the way that Blizzard did.
At the end, the experiment did not end up in a partnership. But all was not lost. The experiment sparked new ideas among the Starbucks executives that led to new offerings for their customers. Embracing a spirit of experimentation almost always sparks the imagination and that leads to more possibilities for innovation.
For companies to be relevant in the future they must make experimentation a core objective for all departments. It needs to be nurtured, rewarded and imbedded into the corporate culture. More importantly, it is a pivotal component if we are to transform the way we lead. Millennials will make up 50% of the global workforce in less than 5 years. As leaders preparing to pass the baton to the next generation leaders, I believe it is our obligation to embrace change and find new ways to lead.
So you may be wondering what happened to Ben and his direct reports? As I dissected the Starbucks case study, Ben was able to see real world examples of C.A.R.E. in action. It sparked their curiosity and an eagerness to try new approaches in their organization as Gillett tried to do in his. Ben, as CIO, made a very important decision that day. He chose not to play it safe. He realized the future required new ways of seeing things and new ways of leading. The Millennials were their new audience not just as employees but as customers. He realized that if transformation was going to happen, it needed to include the Millennials in the workplace. And he was ready.
I’ll end this series by quoting Seth Godin one last time. In Tribes: We Need YOU to Lead Us, Seth writes:
“The safer you play your plans for the future, the riskier it actually is.”
My questions to you are: How safe are you playing your role as leader? What one thing can you do today to get you slightly uncomfortable? What one thing can you do to get to know a Millennial in your workplace?
Like me, you’ll find that staying in your comfort zone as a leader is actually riskier than embracing a little discomfort to prepare for the future. Once you step out of your comfort zone and see all the possibilities that it offers, you’ll wonder why you didn’t do it sooner…