Build an Innovation Culture without the Burnout
Recently, MIT Researchers revealed a link between innovative companies and high turnover – even when people are highly engaged.
So why the turnover?
Researchers noticed that the more positively people talked about innovation, the more likely they were to leave. In fact, the attrition rates of the three most innovative Culture 500 companies were 3x higher than others in their industries.
Staying at the bleeding edge of innovation typically means longer hours, a faster pace, and more stress than we'd find at a slower-moving company. The work may be exciting and satisfying, but difficult to sustain.
Extinguishing innovation burnout
2019 HBR McKinsey Award winner, Gary Pisano, urged leaders to think about their innovative cultures:
"I have surveyed hundreds of managers about whether they want to work in an organisation where innovative behaviours are the norm. I cannot think of a single instance when someone has said 'No, I don’t.’” However, innovative cultures are misunderstood. The easy-to-like behaviours that get so much attention are only one side of the coin.
They must be counterbalanced by some tougher and frankly less fun behaviours. A willingness to experiment requires rigorous discipline. Psychological safety requires comfort with brutal candor. Collaboration must be balanced with individual accountability. And flatness requires strong leadership."
So how do you make innovation sustainable?
Ask yourself…
Do our people feel safe to speak up, make mistakes, and be honest?
Are our innovations typically meaningful – not for innovation’s sake?
Do we know when to stop and rest? And do we follow through?
Are we genuinely coping with change, or do we need more 1:1s?
Are we “leaving every door open" by not closing off routine work?
Are we setting real, attainable goals for our people?
