The pressure to adapt, change, and innovate has never been greater in organizations. The rapid rise in availability of artificial intelligence tools is the beginning of a new wave of innovation. Maybe you have already tried out ChatGPT, Bard, or Microsoft Bing. You can see the early signs of potential uses of these tools to accelerate knowledge accessibility and to do "first draft tasks." AI tools for business are on the rise -- content creation, meeting assistants, AI voice generators, video creation, chatbots for websites, etc. Check out this recent article on AI tools if you are interested -- https://www.unite.ai/best-ai-tools-for-business/.

Automation and robotics are also occurring on a much larger scale in new product development, optimizing operations, and improving safety. This is changing the role of a leader -- from a knowledge expert or work coordinator to the role of designer and interpreter of data/information. The change in the expectations of a leader was predicted in a 2016 article -- https://hbr.org/2016/11/how-artificial-intelligence-will-redefine-management.

As leaders, we also bring our own beliefs and experiences to innovation, disruption, and change. This long held "truth" that people are uncomfortable with change fascinates me. I actually don't agree with that. How they feel about and drive change can be different. I have been fortunate to become experienced at helping leaders explore their beliefs, perspectives and points of view through the science of the Birkman Mindset Report (different than the Birkman Signature Report) -- such as with driving innovation. This is very applicable to executives and senior managers in their leadership of innovation.

The following are 4 beliefs explored in Birkman Mindset and the impact those beliefs might have in leading/driving innovation:

People who see themself differently than the way they see other people tend to be more open about exploring distinction and differences -- and even become an advocate for a possible change. They also can be stimulated by the potential of new ideas, products, and markets as compared to the stability of the current approach. That openness to change might appear to others as changing without thinking through the implications.

There are also people who believe the opposite (I am no different than what I expect from most people) -- that innovation needs to trusted, tested, and analyzed with objective data that makes a strong business case. Their reliance on the familiar, and what is known, will make them appear that they are resistant to change. This belief can result in a tendency to be cautious about embracing significant change rapidly (although they can be open to change that is well understood.)  

People that bring more conventional reasoning and thinking drive innovation that amplifies and improves (rather than disrupt) existing approaches.  They can be seen as more cautious, risk averse, and hard-headed when innovation feels too disruptive or outside the norm.

Leaders with unconventional beliefs often exhibit non-traditional behavior patterns. They appear to others to value "different" more than the "norm." They can be highly enthusiastic about driving disruptive change -- and their impatience for change can get in the way of pilot testing or a carefully planned approach.

When a person has realistic expectations of what a typical person's behaviors, it can help in both driving alignment as well as change/innovation that is achievable. That perspective can be effective at aligning innovation to the expectations of others -- unless others’ demands are seen as extreme.  

Others might be more unrealistic in their expectations and overly optimistic in what innovation is possible. Although their perspective can lead to a highly persuasive and inspiring pitch, their innovation proposals may not connect very well with what is realistic or typical.

People that attribute more desirable characteristics to themselves as compared to others are often drawn to innovation with the greatest chance of success and maximum visibility. Their desire to present a positive public image can feed their ability to inspire others in change/innovation efforts. They may see innovation as risky when the challenge is not within their capabilities or influence/control. 

Those that attribute the same or less desirable characteristics to themselves as compared to others can be drawn to innovation opportunities that affirm their worth through their accomplishments. A person with this perspective can become motivated to take on an innovation challenge that contains some risk -- as an opportunity to affirm their worth.  

Many of my readers know that I offer a Shark Tank style leadership program called the Teamwork Sharks Leadership Challenge. Leaders participating in the program will present compelling business cases for strategic or innovative cross-functional business opportunities they want to lead. Prior to that happening, each of the participants and I have a coaching conversation about insights from their Birkman Mindset Report about their beliefs that could influence the strategy conversation, drive change/innovation, impact how they assess/mitigate risk, etc. Through these experiences, I have seen how certain leaders approach these business opportunities as a result of their beliefs.

Innovation and change are generally part of strategic planning discussions. Each leader will bring a set of beliefs that will guide the way they engage in the dialogue. One executive team I coached had some similarity in their beliefs with patterns of conventionality and tradition based on insights from their Birkman MIndset Report. We had a good healthy discussion about whether that might impact how they were approaching a key strategic initiative but they also came up with the idea of assigning someone for each discussion that would play the "devil's advocate" role to ensure they were challenging their own biases.

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Our perspectives and beliefs are one factor that impacts how we drive, influence, and align around innovation opportunities. Explore any insights around your own perspectives and beliefs as well as other leaders around you. Then have a healthy discussion to better understand how you might leverage those perspectives and beliefs.

As Barbara Corcoran, investor and famous Shark from Shark Tank said, "Finding opportunity is a matter of believing it’s there.“