Topic
12 facts from 1 episode, in date order. These are what speakers said on the shows, each linked to the moment it was said. They aren't independently verified.
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Linda Hill, a Harvard Business School professor, wrote Collective Genius about a decade before this episode and then published Genius at Scale.
“Linda Hill, professor at Harvard Business School, wrote the book Collective Genius about a decade ago and has just published a new one, Genius at Scale”
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Hill says a survey of about 9,000 executives found that effective CEOs and C-suite executives today must be comfortable with ambiguity.
“We've done a survey of about 9,000 executives, and they've told us that if you want to be an effective CEO or C-suite executive today, you have to be comfortable with ambiguity.”
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Hill says three of the leaders her team studied rewarded people for killing ideas.
“Two of the leaders that we've studied, actually three, they've rewarded people for killing ideas.”
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Hill reports that one studied leader offered employees a bonus for killing their own failing idea.
“I will give you a bonus if you kill your own idea.”
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Hill says the research at Pixar showed that no single group, such as bosses or experts, should dominate decisions.
“One of the things that we actually learned at Pixar is that you don't want one group to dominate.”
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Hill defines catalysts as leaders who create movements across whole ecosystems to get innovation done, the third role in Genius at Scale.
“And then the last role that we talk about in the book is the catalyst role. These are the leaders who actually know how to create what we refer to as movements across whole ecosystems to get some innovation done.”
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Hill describes a CEO who was a Rhodes Scholar, surgeon and robotics pioneer and who took on a sparring partner to give him honest feedback on his impact.
“he's a Rhodes Scholar, he's, uh, you know, a brilliant surgeon, he's a pioneer in robotics. One of the things that he did is he got a sparring partner.”
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Hill says a visionary CEO told his team he would not speak for the first 20 minutes of meetings so others could share ideas.
“he literally ended up saying to his organization and to his team, I'm not gonna speak anymore for the first 20 minutes.”
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Hill's framework names the capability to collaborate creative abrasion and the capability to experiment and learn creative agility.
“The muscle to collaborate, which we refer to as creative abrasion, the muscle to experiment and learn, which we refer to as creative agility.”
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Hill calls the capability of making decisions in innovation work creative resolution.
“And then this muscle of how to make decisions, creative resolution.”
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Hill says her research identifies six dilemmas leaders must manage to build an innovative culture.
“So what we talk about is there are really, you know, six dilemmas you have to be able to manage”
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Hill says she began researching innovation leadership after a former dean of Harvard Business School told her leaders lacked the knowledge to lead innovation.
“because one of our former deans said to me, Linda, I keep hearing that we don't have leaders who know how to lead innovation.”
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