00:18:41 George: O SHEAmartin - 00:19:26 Alison Cardy: How do youcreate a culture driven to innovation? 00:19:35 George: martin - innovation create new value 00:19:39 George: new value 00:20:01 George: innovation - does not work - not everyone elon muck - try/fail/learn 00:20:19 George: people try - if not work - they give up 00:20:43 Beth Ridley: Liked don’t learn from mistakes, only have innovation group 00:21:00 George: innovation group - bad - everyones ideas don't matter - pressure on the group to be sole idea engine 00:22:03 George: not one time event overnight success 20 yrs 00:23:02 Beth Ridley: innovation is an ongoing process of learning from failures 00:23:18 George: lots of engineers he works with - should come from anyewhere in organization 00:24:47 George: innovation involves everybody 00:25:03 George: anyone can do it if open to risk 00:26:13 George: give people a vision of what u want where do u think u need to go 00:26:57 Beth Ridley: Take on problems from your perspective 00:27:10 George: change management cant be forced from outside 00:27:38 George: vision/value/variables/viable/violence of action 00:27:53 Beth Ridley: vision, value, variables, viable, violence of action (aggressively go after) 00:29:11 George: leadership uncomfortable where they are looking to drive change key 00:29:31 George: have to change - how do we do that? 00:29:46 Beth Ridley: Buy in at the top 00:30:24 Alison Cardy: Not everyone can be Elon Musk. They're willing and excited to try something. But if it doesn't work. An innovation group where all our ideas are going to come from. That tells everyone else their ideas don't matter. It puts a lot of pressure on that group. Innovation is a process that you continually go through. It's not a one time event. {lenty of other areas that can also be innovating. They think of innovation as the crazy mad scientist in the corner. Innovation involves everybody. Anybody really can do. If you've spent more than a week at a job, you've got some idea of inefficiencies. Give people a vision of what you want. Tell me the things you've tried. Change management can't be forced from the outside. Vision, Value, Variables, Viable, Violence of Action If you don't aggressively go after something, you've not achieved anything. There's got to be some sense of uncomfortableness of where they are. 00:30:27 Alison Cardy: Beth: 00:30:52 George: beth - work[lace culture - leaders to improve leadership approach - improve team dynamics - transform workplace culture 00:31:01 Martin Sullivan: workplace culture and leadership to make that possible 00:31:33 George: people feel like they can't be themselves - beth helps them get there - inclusion/respect/appreciation/connection w/ meaning/purpose 00:31:54 Martin Sullivan: inclusion, respect, appreciation, connection to meaning in purpose...create a place where people can be themselves 00:32:02 George: leaders did not focus on culture - after thought - drive business - culture enables it 00:32:38 George: culture a necessity and enabler - cant ignore it 00:32:44 Martin Sullivan: must be intentional to create the culture 00:32:53 George: keep it simple 00:33:05 George: mistake - outsource it to firm 00:33:29 George: large consulting firms come in with complex strarteegies - gets exhausting - strategy gets shelved 00:33:56 Martin Sullivan: People like to over complicate things....large consulting companies create complexity because it is good for them, not the company they are "helping" 00:34:09 George: leaders behavior rubs off on people - what does success look like 00:34:32 Martin Sullivan: people use the leaders at the top as examples on how they should advance...good and bad examples 00:34:53 Martin Sullivan: leaders must be self aware 00:35:54 Martin Sullivan: leaders often think they are more in touch with what is going on than they actually are in the company 00:36:09 Martin Sullivan: they need a way to check the pulse 00:36:23 George: not wholly bad to hire consultant but need ownership too 00:36:35 George: sometimes - "superhard" avoidance 00:36:48 George: change all about consistency 00:37:49 George: leaders "think" they have pulse - beth question - what nmisses - look at work ethic as good indicator - not showing up/not following up - says a lot 00:38:00 George: low engagement says a lot 00:38:20 Martin Sullivan: signs that you might not be in tune: work ethic of those in the organization the overall engagement of the people in the organization....don't assume it is the person alone 00:39:14 George: if culture starts at top - u have to look in mirror 00:39:39 George: some so focused on executing - no pause to appreciate what culture is around them 00:39:43 Martin Sullivan: The blindspot is that leaders have to look in the mirror and that is hard...they focus on achievement and miss culture 00:40:07 George: outside help can be helpful; 00:40:26 George: hr becomes part of culture - fish swimming in h20 00:40:46 George: outside consultant can see it in 5 mintues in office 00:40:59 Martin Sullivan: over time, HR is part of the culture, when you are in the environment you miss items that can help 00:41:05 George: outside perspective key - right consultancy 00:41:10 George: tap into bnew employees 00:41:40 George: cn be good or bad 00:41:47 Martin Sullivan: new employees can function as outside perspective 00:42:04 Alison Cardy: Inclusion, respect, appreciation, meaningful relationships, connection to meaning and purpose. Traditionally leaders didn't focus on culture. The culture enables the business. They just make it way too complicated. I want a great culture, but I don't really want to do anything. What are leaders doing to model those values? They think they're more in touch with their employees feelings than they really are. They're largely shielded from what's going on. Change is also about consistency. Work ethic is a good indicator. That's an indication there's a misalignment. Act like an owner attitude. Some of it is they don't want to know. People don't want to look in the mirror. There so focused on driving, executing, getting things done that they forget about the culture. You need that outside perspective. You can learn so much of the culture walking through the office or sitting in a meeting for five minutes. Tap into your brand new employees. 00:42:31 George: leader characteristics to look for - willingness to put priority on culture & people - vulnerability - learn/try/fail 00:42:35 Martin Sullivan: want to work with groups that want to focus on culture 00:42:38 George: admit mistakes 00:42:43 George: lead by example 00:42:57 George: not initiative to end - keep it simple 00:43:12 Martin Sullivan: must be sized to sustain the effort 00:43:23 Alison Cardy: A willingness to learn along the way. A willingness to lead by example. It's not an initiative that ends. 00:43:25 Alison Cardy: George: 00:43:42 Martin Sullivan: technology products and getting those new items to market 00:44:06 Martin Sullivan: Getting comfortable is the thing that hurts companies going to market 00:45:12 Martin Sullivan: signals of comfort---the ideas get stale without true innovation for the market 00:46:50 Martin Sullivan: speed is an example of innovation...a drive to change....groups that were innovative live on what they were because they are set with the big players selling their product 00:47:32 Martin Sullivan: people don't always understand what made them successful the first time 00:48:55 Martin Sullivan: adding outside help can improve your culture and how to achieve a goal...internally only can reduce the abilty to create more 00:49:12 Beth Ridley: A lot of good ideas die 00:49:28 Martin Sullivan: ideas can die within a "funnel" of decision-making 00:50:17 Beth Ridley: Good ideas die without champions 00:50:44 Martin Sullivan: processes don't have to be slow....they can be used rapidly...and sometimes disruption is neccessary 00:52:34 Martin Sullivan: product develop is thought of as slow...it doesn't have to be...everyone has to understand the goal and avoid the "disconnect" between the groups 00:52:58 Martin Sullivan: Must understand "what is compelling" about this 00:54:35 Martin Sullivan: must mix the internal and external parts of the "team" to share a culture to move the team and product forward 00:56:14 Martin Sullivan: Key points for a project to be involved in: it has shifted over time...worked large companies, and small companies...worked turn arounds...….The key is the "Team" do they have the ingredients in the team to make this happen 00:58:00 Martin Sullivan: "I remember all the people involved"