Executives on strategic functions when they want to embrace open innovation can face the future with lack of security. But managing the tension between control and collaboration between technical contributions and management can resolve personal and organizational conflicts.
This leadership, i.e. the members of the organization which plays such a role, in addition to establish the direction that developers should follow must ensure that the resources meet the needs of planned activities.
Motivating people and manage resources appeal, traditionally, a strong component of control, which is incompatible with the desired collaboration in open innovation.
Move from a situation of analysis of the contributions of experts for an interdisciplinary management with internal and external relationships requires a different management based on social skills.
We could imagine a super leader with high levels of intelligence in all types (social, emotional, abstract, etc.), but that would be too much to ask to nature.
Either, the responsible organizations (decision makers) or any external collaborators must possess a high level of interpersonal intelligence, i.e. being able to understand the intentions and desires of others.
No matter the concepts, if is interpersonal or emotional, since both inside and outside the organization exists self-awareness, i.e. the recognition of a feeling while it runs.
Sentiment plays a crucial role in our navigation by decisions that we take. We all feel sometimes intuitive signals in the form of impulses.
In a society where the game is always changing innovations seem temporary and organizations need strong leadership. Strong leaders behave differently from the rest of the members of organizations.
These leaders are not those that make others feel smaller, out of context or guilty. They have behaviors that value each other and create a feeling of ability, respect, making them feel wanted. People with high social intelligence, emerge as magnetizers for others.
Open innovation must be led by people with high social intelligence.
Here are some of the characteristics of a skipper on open innovation.
Situational Competence – the ability to “read” situations, understand the social context that influences the behavior, and choose the behavioral strategies that are more likely to be successful.
Image Competence – The image is the external feeling of himself that others perceive and which generates trust, fundamental building block of open innovation.
Competence of Authenticity – Behavior that generates a perception that he is honest with himself, and above all with internal employees and external partners.
Competence of Clarification – The ability to effectively use the language, explain concepts with clarity and convince with ideas.
Competence of Empathy – The ability to create a sense of connection with others recognizing deeply their needs.
Using in fullness all characteristics that they have, open innovation leaders manage to break through the boundaries between the interior and exterior and promote talent retention at the same time that enrich the organization with fresh blood, creating a new ecosystem.
Beating the trend for the absolute control and investing in collaboration creates fundamental trust levels to innovate with external partners.