This is the second in a three-part series on Innovation. The first in the series, “Innovation Distinguishes Between a Leader and a Follower,” provided some examples of companies like 3M that have stayed successful for decades by continuing to innovate. These next two parts focus on the steps to encouraging innovation.
In my last post, I wrote about the need for businesses to continually innovate. As Steve Jobs said, “Innovation distinguishes between a leader and a follower.”
But innovation isn’t something you can just mandate, like telling your employees they need to schedule their lunch hours at certain times. And it’s not just adding a line item to your budget under the column “Innovation.”
Ironically, results from innovation and creative thinking are often not related to the amount of money spent. As Steve Jobs also said, “Innovation has nothing to do with how many R & D dollars you have. When Apple came up with the Mac, IBM was spending at least 100 times more on R & D. It’s not about money.”
So what did he say it is about? “It’s about the people you have, how you’re led, and how much you get it.”
After reading my last post, I hope you get the need for innovation. So let’s talk about how to hire people that will help you innovate.
Hiring the Idea Generators
Any manager knows there are differences between the people who excel at coming up with ideas and those that excel at execution of those ideas. A successful company will have a combination of both at all levels. And never has it been more important to find those idea people.
As Richard Florida, an American urban studies theorist, said, “Access to talented and creative people is to modern business what access to coal and iron ore was to steel-making.”
Consider Walt and Roy Disney, co-founders of Walt Disney Productions. Walt was the big idea guy, while Roy’s expertise was in finance. “Walt had this idea [for Walt Disney World]. My job all along was to help Walt do the things he wanted to do. He did the dreaming. I did the building,” he once told reporters.
But it’s a lot easier to review a resume and determine if someone can handle the financial area of your company. How can you scout for people good at generating ideas?
There’s no particular college degree that would indicate a person’s creativity. Some of our generation’s best innovators famously didn’t finish college — I bet you can name three right away. (Think Facebook, Apple and Microsoft.)
And the people who did come up with great ideas aren’t always recognized for them. Ironically, the person who invented the fire hydrant remains unknown because the patent was lost in a fire at the patent office in D.C. in 1836.
Here are a few tips to find and hire these Idea Generators:
Ask your current employees
The people you have on staff, particularly the more creative ones, probably already know some people they admire as idea generators and would like as co-workers. Let your staff know of your efforts, recruit among their recommendations and offer a referral bonus
Tailor your interview questions to identify them
Ask questions that will reveal a candidate’s creative past. Ask for ideas they have come up with and implemented at previous workplaces or any organizations with which they have been involved. You may find someone who volunteers at an organization who came up with a killer fundraising idea.
Add innovative features to the interview process
A friend’s son recently underwent an hour-long interview exclusively devoted to brainteasers. In a previous post, “Tips on Hiring from the Corner Office,” I wrote about a company that leaves a candidate with a calculator, pencil and a sandwich and returns in two hours. That’s for analysts positions at a $2 billion hedge fund, but you get the idea. Just as you are judging your candidate, they are judging the innovation of your company starting with the way in which you hire people.
Present an environment that encourages creativity
Idea generators want to know they will be in an environment that will foster their creativity, not stifle it. For tips on how to create such an environment, read the third part of this series.