Yesterday I spoke with a colleague from Italy who, like me, helps founders find breakthrough solutions when they are stuck.
We agreed that CEOs and top management are eager to talk about renewing a business through innovation, and they do so often, but between their words and deeds there is usually a gap. Interesting, why?
My hypothesis — people struggle to tolerate the ambivalence of Novelty.
As long as the word is abstract, thinking about it is pleasant and easy. One imagines the scale of unique opportunities, prosperity, growth…
But when it comes to their company, “novelty” means shaking the foundation, fogginess of the future, and the risk of catastrophes.
What’s more, even thinking about a bright future for the company can trigger irritation and sadness. After all, it is a reminder of a chance that still existed recently but may already be lost forever.
Who would willingly dive into this “dirt”? And for long? And headfirst?
This step is complicated by a corporate culture where mistakes are a sign of losers, amateurs, and weaklings. You can’t give cards to the one who will take your chair tomorrow. Risk must be reduced to zero.
Still, employees copy the leader’s behavior. Does he appear infallible? Does he blame anyone and anything for problems? If his clothes are always angelically white, then the managers also aim to be saints.
There is no room for even a pinch of dirt in this museum-like cleanliness. Alas, the seeds of innovation have nowhere to fall, and the sprout has nowhere to put down roots. Don’t expect fruit.
I’m sure you’ve already guessed who the desired changes need to start with.
Sincerely yours,
-Alexander
As a business therapist, I help tech founders quickly solve dilemmas at the intersection of business and personality, and boost company value as a result.
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