Change implemented in a business environment typically happens incrementally. That’s because leaders will track best with what’s familiar, Luke Williams told a General Session audience Tuesday.
But here’s the flip side: Complacency sets in, leaving you no room for growth, said Williams, executive director at the NYU Stern School of Business, a fellow at the innovation company frog, and author of “Disrupt.”
“Typically, companies only move forward when forced to by disruptors who will back you into the corner,” he said. “The challenge for the next-generation leaders is to find a way to be the disruptive change and to lead disruptive change.”
But disruption for disruption’s sake won’t work. You have to sell the benefits of disruption all the time, Williams said.
To get started, conduct a cliché audit. “They’re everywhere,” he said, and affect your ability to innovate.
To Williams, the richest areas for innovation in your credit union can come from the “unbroken” areas, or from decisions you keep making or processes you continue implementing because “we’ve always done it this way.”
Three questions to encourage disruptive thinking at your credit union, according to Williams:
Leaders are trained to judge new ideas immediately, Williams said. To promote more creativity and innovation in your credit union, “delay judgment. It will be uncomfortable, but think slowly.”