The Support Leaders Need To Bring It Back

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Why Innovation Dies At Work: The Support Leaders Need To Bring It Back

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I have worked for leaders who prided themselves in being strategic thinkers. They might bring up innovative proposals in meetings and even encourage others to share their suggestions. But then nothing would happen. The discussions ended there because no one had the tactical mindset to turn potential breakthroughs into a final product. Even worse, the meetings became about reviewing the last meeting and planning for the next, with no real progress in between. It was painful to watch because many of those proposals had real potential, but there were no systems to develop them. Over time, people stopped contributing because they knew their ideas were going nowhere. No matter how strong the proposal, innovation dies when there is no support, when leaders over-criticize contributions into non-existence, and when policies or resources are missing. Even when those supports exist, there must also be recognition and psychological safety to ensure ongoing commitment to potential breakthroughs. That is why understanding the specific conditions that keep innovation alive is so important.

Why Innovation Dies Without Support Systems

Innovation only lasts when there is a support system that moves any proposed idea beyond the meeting. That system must include ownership, process, and resources.

Ownership means someone is clearly responsible for what happens next. Leaders who enjoy strategy often overlook this step, but it is required to get beyond discussions to real progress. The simplest fix is to assign a project lead, pair them with an operations manager, or tap into employees who have a strong execution mindset and give them authority to act.

Process includes things like checkpoints, timelines, and deliverables to make sure suggestions do not get lost in endless conversations. Even a light structure can prevent meetings from turning into circles about the same topics.

Resources make action possible which includes time, tools, and usually a budget. Employees who are asked to innovate without these supports quickly see that the request is just a waste of their time. Providing access to training, technology, or funding to pilot an idea signals that leaders are serious about seeing innovation through.

How Over Criticism Kills Innovation Too Early

Even with the right support systems, there is another reason innovation fails. Leaders can be quick to dismiss or overanalyze ideas. One of the killers of curiosity is assumptions. Mindsets like “we have always done it this way” or “why bother submitting an idea if no one will act on it” kill innovation quickly. Over-criticizing ideas is one of the things that comes from our assumptions because we criticize proposed innovation into non-existence before it could be explored.

George Land, who worked with NASA, has a terrific TED talk where he shared his research regarding how people inadvertently kill their own creativity. He said divergent thinking is like the gas pedal, and convergent thinking is the brake. Divergent thinking generates possibilities and convergent thinking tests and narrows them. Both are necessary, but when you hit the gas and the brake at the same time, you don’t go anywhere. That is exactly what happens to innovation when leaders criticize too soon. If they rely on assumptions and assume things are not possible, they will not be.

What Policies Keep Innovation Moving Forward

If the idea actually gets to the point of being a potential, policies are required. If every policy emphasizes compliance and control, employees learn quickly that innovation is not welcome. Leaders who adjust policies to give people time for exploration change that. Some organizations set aside hours for experimentation. Others build space into meetings for open-ended questions. Even a small adjustment tells employees that their ideas are welcomed. Policies that give people permission to explore are one of the simplest ways to keep innovation alive.

How Resources Strengthen Innovation Across Teams

Ideas need encouragement and resources. Leaders sometimes ask employees to innovate without giving them access to the tools or training to do it. That sends a mixed message. Innovation requires investment in learning, technology, and opportunities to work across functions. Some companies build knowledge-sharing hubs where employees can post examples or lessons learned. Others support innovation through professional development or pilot projects.

One way I have seen organizations provide resources was through a system designed by Mark Randall, former VP of Creativity at Adobe, called Kickbox. In 2015, Randall created an open-sourced toolkit with materials that thousands of organizations have adapted to fit their needs. What started as a two-day course for Adobe grew into a tool that sparked curiosity and supported innovation. The original Kickbox included a Starbucks gift card, templates, checklists, a six-stage process to reach a proof of concept, and a $1,000 prepaid credit card for employees. By removing the usual corporate blockades, employees could test and build on their ideas quickly. That visible commitment helped people believe their leaders were serious about innovation.

Why Recognition Matters For Sustaining Innovation

Recognition shapes behavior. If the only time people are recognized is when an idea leads to a major breakthrough, they assume everything in between does not count. That kills momentum. Most innovation comes in steps with trial and error. Recognizing those early steps tells employees they are on the right path. It can be as simple as calling someone out in a meeting for trying something new, or thanking them in a company newsletter. When employees feel their efforts are noticed, they are more willing to take risks.

How Psychological Safety Protects Innovation

Innovation requires risk, and people only take risks when they feel safe. If an employee thinks they will be embarrassed or punished for a bad idea, they will keep quiet. Leaders create psychological safety by admitting their own mistakes and showing they do not have all the answers. Saying, “I do not know. How can I help you figure this out?” makes it easier for others to speak up. Teams can also create rituals like reviewing lessons learned at the end of a project. That way, even when things do not work, people walk away with something valuable.

What Happens When Innovation Receives Ongoing Support

Innovation will die if it is all talk and no action. Leaders who pride themselves on coming up with ideas need to focus on what happens after those ideas are shared. If they are left to wither, leaders have to ask what steps are missing. Clear ownership, follow-up, and the right resources turn a suggestion into something real. When leaders think strategically and also commit to the tactical work of execution, innovation has the support it needs to grow.