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In this episode, Bill Banham talks with Elvin Turner, Executive Innovation Coach at Elvin Turner and Associates Limited. They discuss what leaders can do to develop the skills and capabilities to encourage innovation, how this trickles down to employees and how a better grasp of ways to foster innovation at the manager/c-level impact the wider workforce.
Guest: Elvin Turner
Bill Banham talks with Elvin Turner, Executive Innovation Coach at Elvin Turner and Associates Limited, a consultancy specializing in organizational and people innovation; intrapreneurship; innovation leadership and talent development; innovation culture change. Elvin is also an MBA Associate Lecturer teaching Innovation & Entrepreneurship at the University of Surrey.
His experience extends from working with tech start-ups to coaching seasoned leadership teams inside conservative global institutions.
His latest book is Be Less Zombie: How Great Companies Create Dynamic Innovation, Fearless Leadership, and Passionate People, which was a finalist in the Business Book Awards 2021.
Questions For Elvin Include:
- You work with leaders looking to reinvigorate their organisations. Talk to me about some of the typical scenarios/early-stage conversations you have with senior leaders about their fear that their org is losing the ability to innovate.
- What is a systems approach to innovation?
- You help managers to develop the skills and capabilities to encourage innovation. Talk to us about that
- How does this trickle down to managed employees? How can a better grasp of ways to foster innovation at the manager/c-level impact the wider workforce?
- You teach entrepreneurship. How much of that can be taught v the inherent skills/mindsets of successful entrepreneurs?
- “Leaders in highly innovative companies don’t just tell employees that they have permission to innovate. They also deal in reality and create the context in which it can actually happen. And that always starts with creating sufficient time to work on new ideas, not expecting people to start a new evening job. The level of resourcing we connect to innovation is an indicator of how seriously we are taking the future. That doesn’t necessarily mean throwing a lot of resources at innovation though. It’s a matter of prudence: What is the right amount of investment to explore the strategic questions that tomorrow is asking us today?” How much time should employees get to innovate and can you break down what that would look like (number of hours split by x types of activities)?
- Tell us about your book – Be Less Zombie: How Great Companies Create Dynamic Innovation, Fearless Leadership, and Passionate People
- If you could pass on one crucial lesson you have learned in your career – in one minute or less – what would be your top tip for HR professionals?
- What is the single biggest change you think will happen in HR and leadership over the next 5-10 years?
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