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The video talks about how leaders should stop trying to be the main performers and instead focus on setting the stage for teamwork and new ideas. Linda Hill explains that real innovation happens when leaders create a space where everyone’s ideas can come together, not just rely on one person’s talent.

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Based on the video, a leader can make space for others by changing their attitude from trying to be the main star to setting the stage for teamwork and collaboration. They need to work on themselves to balance their own leadership goals with creating a space where everyone’s ideas can shine.

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We can hold each other accountable for creating space for innovation by making sure everyone has a chance to speak and share their ideas. It’s important to respect different perspectives and encourage teamwork. By staying open-minded and focused on the group’s goals, we can help each other stay on track.

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The video highlights the importance of leadership in fostering innovation through collaboration, where leaders shift from being performers to stage setters, creating an environment that encourages diverse ideas to come together.

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Actively listening, encouraging diverse perspectives, and creating an open environment where team members feel valued and empowered to share their ideas without fear of judgment. It also requires stepping back and facilitating collaboration rather than dominating discussions.

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Leaders and team members must establish a culture of mutual respect and openness, where everyone actively contributes, listens, and supports each other's ideas, and where feedback is given constructively to foster continuous collaboration.

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Some challenges can include the of overcoming personal desires for recognition or control, resistance to letting go of decision-making power, and the difficulty in managing diverse perspectives and potential conflicts.

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A big obstacle in collaborative leadership is the struggle to step back and let others take the spotlight. It can also be challenging to work with people who have very different opinions and ideas. Leaders need to balance their own goals with creating a space where everyone feels valued and can contribute.

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I think it's very poignant how prof. Hill emphasizes that innovation doesn't just happen, it has to be a conscious effort. That is a very powerful concept to keep in mind, as we see so often that people just keep doing what they are doing because it's working, without really thinking about how it could be done differently or more easily/efficiently/engagingly. Later on she also mentions the idea of making space for the ideas of others to shine and come together, whereas a leader often wants to be the one to shine and to "perform." To me it it a shift from the personal "my idea" to a more collective "my idea" aka the team's idea/effort, that make it no less yours, it just adds more perspectives and more people into it.

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Making space for the voices of others has to be a conscious effort. It will require always making sure you ask for input, ask for feedback, ask for ideas, and when you are assigning tasks, design the tasks in a way that leaves space for the person doing the task to have some creativity and ideas, while still accomplishing what is needed.

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The "easy" answer is to speak up and verbalize your ideas, but that is not always something people are comfortable with. As an introvert I fall into that category.

There are always other ways to transfer and transmit your ideas, and as a leader you have to make sure the channels of communication are open, whether that is via email, voice in meetings, or any other way, and, probably equally importantlly, create an environment where team members feel as comfortable as possible sharing their ideas.

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In this collaborative space, there will still need to be someone who can break deadlock, facilitate discussion, and make sure things stay on track and don't devolve into a lack of decision making. I think that is the biggest challenge, at least from a project management point of view.

From a personal point of view it's all about the mindset of inviting people to contribute, give feedback, and display their ideas so that they can benefit the team as a whole.

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Ask good questions, identify patterns of growth, create synergy.

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I really found the video to be an honest and pragmatic recap of what innovation is within an organization. And it aligns with how I see it, too! The most resonant quote was about how most innovations are not new but old ideas applied in a new way. This gives value to the historic knowledge and expertise despite the need being for new thinking and new potential. It's like when you make a new recipe using up what you have in the pantry already! Can be quite delicious if used strategically! 🍲

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Fitting in and making room are two very different things! A lead can make room for others by being vulnerable themselves and offering opportunities for quieter voices to express themselves through a variety of alternative means. Leads can also advocate for something that has been expressed but may have been overwhelmed by other more vocal people on the team. Also, being frank with other teammates on how the individuals with quieter voices could be supported is nuanced but can be effective to help less vocal people pair with more vocal people.

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Encourage the 'nudging' of 'hunches' within our crew by using active listening and engagement. BTW - I really like this video about how innovation happens.

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WHERE GOOD IDEAS COME FROM by Steven Johnson

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We can continue to have a cross-functional interaction across different kinds of projects with us alternating lead and support roles. We can continue to have frank passionate discussions and counter each other in a friendly and constructive way. Consensus is nice, but we could benefit from competitive thinking and some "good friction" as long as we're fundamentally focused on the solution and understand we all have different perspectives.

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Probably a big risk is if we have trust issues. Honest communication that is genuine and authentication may be more abrasive at times but is less likely to ferment with assumptions and fears. Being spread too thin across too many projects, or low-value initiatives that drain our ability to connect and build trust.

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I like the idea of 'stage setting'. A good leader knows when to take responsibility and when to delegate.

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Challenges: if everyone facilitates or everyone leads, it won't be effective. It's important to work a bit against our natural preference: leaning in if we are inclined to lean out, and visa versa.

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I love the way the speaker kinda explained how collaborative leadership is distinctive from the typical definition of leadership we think of. I like the approach of the leader helping lead the team in a "performance" making sure they have the tools and space needed to succeed and innovate.

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Create a relaxed environment for open suggestions (avoid a rigid and tensed environment which may not allow people to freely speak or contribute).

Genuinely accommodate and entertain diverse perspectives (understand each person's voice/perspective and find a way to implement their opinion).

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Offer the ability to meet one-on-one with team members to make sure all voices are heard. Some personalities may not feel comfortable getting their thoughts in while in a group setting. By adjusting the way to receive feedback to be both in AND out of meetings, it can make the team more collaborative and provide the space for all team member voices.

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The "Sage on the Stage" has been a buzzword in education for 20+ years. Unfortunately, the leaders of schools and educational institutes are products of the schooling they received, which was very much like Linda Hill described was previously being taught to leaders. "Linda, [the school has) taught us to be a performer, not a stage setter." And her response was, yes, it's time to take a look at ourselves.

Honestly, I think this the crux of the video. We all have to take a hard look at ourselves, as we are all products of our own experiences.

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Active listening and intentional pauses between a listener and when it is your time to speak. It's one thing to go into a conversation with. Giving the team member ample time to reflect on what they have said before "jumping in" and reacting accordingly.

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Being aware of the environment and dynamics of the team. If you notice someone is getting talked over or excluded from the conversation, make sure to speak up and give them the chance to speak. Further, taking moments to pause and receive feedback on a presentation, we all are experts in something and can talk for hours on it, but making sure we stop, or our team asks for a break, to make sure question and thoughts can be raised can be really helpful in accounting for the space needed for innovation.

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Measure progress through outcomes (evaluate progress by how well members of the team are collaborating and if ideas are acted upon).

Offer constructive feedback or criticism where necessary.

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Fear of losing control (when there is a feeling to maintain authority & control which can tend towards dictating decisions rather than allowing members to contribute).

Not willing or able to delegate where necessary.

Micromanaging (which restricts team engagement).

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One obstacle would be the need for the leader to ultimately be the decider. There will be times when collaboration can lead to a stand still in innovation and progress, and it will be important for the leader to be able to step in and manage/decide certain ideas/proposals. Doing this in a way to make sure the collaborative aspect is still in play can prove to be a difficult obstacle in this overall goal.

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Having time to reflect on our own comments, whether knee-deep into a conversation or one that is happening via text (MS Teams chat, etc). Working hard to erase "immediate" responses back to someone, which can oftentimes be difficult when we are passionate about a certain topic.

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Internal strife where we might "worry" we cannot get our point across or will "forget" what we wanted to say by pausing (as is the case for any of us like myself who are ADD).

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I thought the video was very informative and touched about leadership in innovation. The "stage setting" example was very good.

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Innovation is not an event and while stage setting is good, being a performer is better.

Sustainable leadership starts from reflecting on oneself to adopt personal growth & development, to recognize within any limitations, and to work on behaviors which hinder collaboration.

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I think listening to everything someone is saying and try to really understand what they are saying is. Also through Q/A discussion or maybe an open online space for thoughts to be voiced.

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We can hold each other accountable by giving everyone a chance to participate and voice their thoughts.

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A big challenge that may be faced in innovative leadership, could be working with all the different personalities of the team.

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Assia's thoughts on accountability for innovation

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Assia's thoughts on accountability for innovation

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I feel it's about being intentional about it, through actively and deliberately creating a work environment where everyone feels empowered to contribute, share ideas, and work together towards shared goals for innovation, rather than relying solely on a single "leader" to make decisions. I think it involves consciously fostering open communication, valuing diverse perspectives, and actively facilitating collaboration across our team.

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Assia's thoughts on accountability for innovation

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Assia's thoughts on accountability for innovation

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I feel it's about being intentional about it, through actively and deliberately creating a work environment where everyone feels empowered to contribute, share ideas, and work together towards shared goals for innovation, rather than relying solely on a single "leader" to make decisions. I think it involves consciously fostering open communication, valuing diverse perspectives, and actively facilitating collaboration across our team.