Recruiting for innovation - asking the right questions...

I am a steadfast advocate of utilizing behavioral interviewing techniques in selection processes.  Following are questions/statements accompanied by some sample probing questions that may be helpful in identifying candidates with aptitudes for and track records demonstrating innovation:

• Describe an example of a time when you were innovative.
  

• Describe an example of a time when you felt you were particularly innovative in solving a specific problem.  Which skills did you leverage and how did they support your objectives?  
  

• Describe an example of a time when you were recognized for being innovative.  How were you recognized and by whom?
  

• Describe an example of a time when you felt you were particularly innovative but were frustrated because your efforts were not appreciated.
  

• Describe an example of a time when you were part of a team that was innovative in developing and implementing an idea.  What was your role?  What would you do differently if given the opportunity?
  

• Describe an example of a time when you led a team that was innovative in addressing a particular need.  What specifically did you do?  What challenges did you encounter and how did you overcome them?
  

• Describe an example of a time when you were creative in developing an idea.  How did you sell it?  How did you implement it?
  

Wearing both my consultant and my entrepreneur hats, I suggest the four most important trait attributes supporting innovation might be:

• Curiosity
  
• Creativity
  
• Energy
  
• Courage
  

Encouraging innovation - or at least not preventing it...

An organization's culture plays a big part in either encouraging or stifling innovation.  Some companies are very direct in specifically encouraging and even demanding innovation; others are known more for oppressive "idea-killing."  And of course there is everything in between those ends of the spectrum.  Some of the dynamics that can get in the way include:

Risk paralysis - Managing risk is an important activity for many legitimate reasons.  Resources are finite if not scarce, regulatory environments are intense, and no one wants to fail - it just never feels all that good.  However, an extreme aversion to risk can tamp down creativity and innovation like nothing else.  The reality of course is that some ideas will fly, some will not, and some will totally flop.

Support and resources - It always feels good to be praised for developing a great idea.  But what if someone says, "Great idea! - now go make it happen!"?  That can feel good too, but what if you don't have the time or the resources to implement the idea?  Savoring the validation and even the permission can morph into feeling like someone just loaded up an already overloaded plate.  Many great ideas fizzle or flop because they don't gain proper support or real traction right out of the gate.  Some great ideas may even go entirely unheard because people are fearful they'll be charged with instant accountability for making their own idea a smashing success.

The key:  decouple the incentive for idea generation from execution and implementation.  Assess ideas for what they're really worth and on their own merits before charging ahead with delegation.  It may be that the person who generated an idea is also the best person to implement it - but that may not always be the case.  Resist the temptation to punish innovation with responsibility that may not be realistic.

Group dynamics and the "snark" factor - Some company cultures are more collaborative and supportive than others.  No one wants to feel belittled for proposing something that may be ridiculed in some way, shape, or form.  Some leaders go out of their way to foster and encourage a "there are no stupid ideas" culture.  The "snark" factor can sometimes be subtle; consequently, the counter-messaging may warrant repetition and reinforcement.

Some great ideas are conceived by individuals working alone, but many bubble up through group or team efforts and collaboration.  Group environments present their own unique opportunities and barriers when it comes to fostering innovation.  For example, power imbalances - real or perceived - can get in the way of making the most of everyone's best thinking and contributions.

Ideas can be killed pretty quickly if they face a critical firing squad right out of the gate - they may not even get to the gate for fear of such.  I share specific techniques to manage critique of new ideas in my course module "Launching and Leading the Magic of Great Teams - Collective Competencies and Innovation."

The "cost" of listening to a few "stupid" ideas is likely less than the opportunity cost of never hearing about a great idea.

We are well served to remember the difference between skepticism and cynicism.