Races are decided at the finishing line. The same applies for organizational programs aimed at transformation, such as the systematic management of the "innovation honeymoon". This is the unusually insightful and creative initial period of new employees.
At the last stage of the inaugural innovation honeymoon, leaders need to anchor its gains securely in the organization. They must make it sustainable by reconfiguring what I call the "Institutional Triad" of spirit, coordination, and motivation (see illustration). Fortunately, implementing fundamental changes at this juncture is easier than before, since the quick wins obtained through the first innovation honeymoon cycle will have lent high credibility to the powers that be.
1. Mighty spirit: Keep the innovation flame burning
When the word "honeymoon" was first used, it denoted the initial period of increasing sweetness in a marriage, but also hinted at the vanishing of affections resembling the waning of the moon. Once the courtship is over, oftentimes special attention disappears in organizations, too.
In fact, many management programs fail, because they are not tightly coupled with other administrative features. Without follow-up, the positive energy created by special events quickly dissipates.
The attitudes of employees frequently deteriorate in proportion to the decreasing amount of attention and care they receive. When they become cognizant of the hard and soft barriers to implementing new ideas, they usually resign themselves to their fate and give up their dreams.
To leverage the momentum, the torch-bearer must extend his hand to the new employees at the end of their innovation honeymoon. He must always remain faithful to them, accompanying them during their entire organizational journey, and continuously serve as their lifeline. Then, the innovation honeymooners will be like mustard seeds growing into trees on which birds can perch. Otherwise, the newcomers will act like yeast, fermenting discontent and rebellion throughout the organizational dough.
In particular, the guiding light needs to keep the child-like faith and creative spirit alive, adopting various measures to slow organizational ageing, defined both in physical and nonphysical terms. One pivotal rule for leaders is never officially to declare the innovation honeymoon system to be terminated or, in their hearts, consider it to be over. To avoid entropy, men of premier rank must never attempt to "brainwash" an employee who has experienced the innovation honeymoon; instead they should keep cherishing his distinctiveness, while taking adequate measures to allow him to function well in the collective. Headmen should keep asking their followers: "What would you do to improve organizational performance if there were no barriers?"
Another approach is to stage what I call "second innovation honeymoons" for veterans during which they enjoy the privileges granted to freshmen. One particularly refreshing variant is a sabbatical for long-serving members, followed by a new organizational honeymoon. Former organizational honeymooners can also gain new vitality in a special alumni chapter.
2. Effective coordination: Manage the honeymooner pipeline
One key reason for the vibrancy of the US is its ability to attract and retain the world's best and brightest. Like a country to which people migrate, organizations have to ensure a steady influx of a sufficiently large number of new members with diverse backgrounds and ideas. Thus, there will be a critical mass for the innovation honeymoon to succeed at any point of time.
Helmsmen can take various steps to fill what I call the "innovation honeymooner pipeline". They must constantly aim for high-quality growth and tap into manifold talent pools, attracting people with different cultural, educational, and professional experiences. Expansion provides an opportunity to create and fill new positions.
An internal procedure for rejuvenating the organization is to foster frequent intra-organizational transfers, both domestically and internationally. Then, members routinely become quasi-newcomers whose insights can be leveraged in different contexts.
Emphatically, shapers must always maintain an optimum balance between greenhorns and old-timers. You certainly would not want to be treated in a hospital staffed only by novice doctors or antediluvians. An organization exclusively employing honeymooners will disintegrate; if it has only superannuated personnel, it will eventually die out!
3. Powerful motivation: Ensure that innovation pays off
Here is a wise agricultural rule: After the tithing of the first fruits, the hardworking peasant should be the first to receive a share of the remaining crop. Likewise, senior executives have to offer special incentives to those who produce, or facilitate the production of a rich idea crop, and must eliminate disincentives. It is equally vital to root out members who are stuck in outdated mental models and who simply go through the motions.
At the outset, the man at the bully pulpit must ensure that the proponents of radical and discomforting ideas are not punished. Like the immune system, organizations tend to neutralize potentially pathogenic organisms. Oftentimes, purges are initiated at the top: Even though the high and mighty usually pay lip service to the value of contrarian thinking, they often favor loyal soldiers who trust and obey.
But foregoing punishment does not suffice. To encourage the quest for novelty, chieftains should handsomely and promptly reward the innovation honeymooners, as well as those who improve the innovation honeymoon management process and execute it well.
After the team at the top has developed personnel profiles, translating the behavior of an excellent innovation honeymooner into razor-sharp metrics, it must compensate staff based on their performance on these measures. Organizations should use a wide variety of material and intangible needs, such as salary increases, bonuses, career advancement, and recognition as "model innovators".
Prime movers can also use an "up-or-out-system" to spur creativity: If an employee fails to generate high-impact ideas and consequently does not reach the next step on the professional development ladder, he will be automatically dismissed. This rule makes it easier for managers to eliminate poor performers and ensure that rank is positively correlated with innovativeness. It also constantly creates space for newcomers.
A humorous pundit remarked: "Marriage is a wonderful institution, but who wants to live in an institution?" Clearly, many free spirits are not prepared to live in an organizational cage and submit themselves to authority. Nevertheless, it is imperative for leaders to institutionalize the innovation honeymoon, the first stage of the new member's marriage to the organization.
Like the divinely sanctioned covenant between man and women, the grace, stability and security provided by this new framework will become a source of true freedom and fulfillment. This wonderful institutional arrangement will constantly focus the bonded members on the right objective: The incessant search for novel and healthy modes of thinking and acting, which enable them to push out boundaries, actualize human potential, and thus bestow infinite blessings on society and mankind.
*Part 13 of the "Innovation Honeymoon" series*
"Prof. Kai on Strategic Leadership" Column Number 31. Kai-Alexander Schlevogt (D.Phil. Oxford) is a professor of strategy and leadership at the National University of Singapore (NUS) Business School and author of "The Art of Chinese Management" (Oxford University Press). Email: schlevogt@schlevogt.com; website: www.schlevogt.com
