Achieve - 6th Issue 2021 - 4

AB W A PERSPEC TIVES
continued from page 3
best candidates for managing the process, where does
that leave you? With everyone else. Here's the great news:
everyone else is most of us. 67% of the population is in the
middle of these 2 extremes.
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If you want someone who may be naturally inclined to
manage an innovation process, pick someone more in the
middle, who can be a Bridger. The benefits of a Bridger
in this role are numerous because they naturally exhibit
moderate traits of both adaption and innovation. So with a
Bridger, you get a bit of the best of both.
They " get " the vision of the big idea that the extreme
Innovator came up with. They'll get excited and
energized about ideas. They can live with ambiguity for
a while. But they also see the need for organization and
documentation. They'll understand the challenges that
will have to be solved in order to implement that big idea.
They can stay focused and see projects through to the
end. They'll understand group norms and will bridge the
communication gap between the high Innovators and the
high Adaptors on the team.
The problem may be in getting these people to understand
that they are the ones who should be running the
innovation process. Since they're not high Innovators,
they haven't had people telling them their whole lives
that they're creative thinkers. So they may not think of
themselves as a good fit for innovation. The role of those
responsible for innovation in your company should be to
convince the " everyone
elses " in the middle
that they're needed
in the innovation
process-and help
them see how their
unique contributions
can be incredibly
valuable in this arena.
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LOOKED WHAT YOU MISSED
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4 A CHIE VE NE W SLE T TER * 6 TH ISSUE 2 0 2 1
A publication of the American Business Women's Association, ©2021 ABWA Management LLC
https://www.susanrobertson.co/ https://www.susanrobertson.co/

Achieve - 6th Issue 2021

Table of Contents for the Digital Edition of Achieve - 6th Issue 2021

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