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How to Turn Old Ideas into New Innovations

How to Turn Old Ideas into New Innovations

The iPod irrevocably changed the way people listen to music. The design, the functionality, and the wheel influenced the way consumers interact with their favorite artists. Today, the iPod is hailed as one of the most important innovations of the past 25 years. Yet, the iPod offered consumers nothing inherently new.

By the time the iPod arrived on the scene in 2001, mp3 players were old technology. In today’s tech terms, they were ancient. The first portable mp3 players showed up on the market in 1998, and there were 50 different portable mp3 players available for purchase before the iPod came into the market. Basically, Apple added a wheel, but it did not reinvent it. Rather, it innovated an old idea and turned it into something that everyone would come to love. What is more, Apple did not stop. It kept going.

Apple entered an established market and re-invented it. Today’s most successful entrepreneurs will take lessons from what was once America’s most valuable company by learning how to turn old ideas into sparkling new innovations.

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Here’s how:

Skip the Foundation

Marketing has consumers under the assumption that every new innovation is unique from inception. It is not true. Innovation builds on an existing concept or product and then re-imagines it out in the world. In fact, most innovation that has changed the way we work and live today is just a new combination of or iteration of old ideas.

Take something basic that almost everyone has in their home, like kettles. The electric kettle was based on the old stovetop kettle. Add electricity, and now you can boil more water in less time. However, that was not the end of the road for the electric kettle. Years later, someone developed a prototype based on that electric kettle that allowed tea fanatics to set the temperature they desired. They even created a function to keep the water at that precise temperature for specific period of time. Nowadays, there are new gadgets allowing you to brew tea in your kettle at the right temperature and time. Suddenly, a basic and utilitarian adaptation of an old concept like the kettle became a new, exciting product selling for hundreds of dollars in high-end department stores and specialty shops.

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What does this mean for entrepreneurs? It means that innovation means building on an existing foundation and innovating to find a better product. Whether you add new capabilities, include new technologies (an internet-connected kettle, anyone?), or even re-vamp the design into something more beautiful, innovation simply requires adding a single new idea that makes the old idea more meaningful.

Make It Useful

The world is currently on the precipice of several game-changing breakthroughs. One of the biggest breakthroughs in the next ten to twenty years will be in artificial intelligence.

While history will remember the pioneers behind AI, the truth is the average person will not. In fact, the developers of AI, just like the developers of the internet, will be written into history as a specialist interest, not as the global, game-changing pioneers of the future that they really are. Why? Because innovation is simply not about brand new ideas, it is about making them useful for the average person.

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The people who develop programs, applications and products that allow the general public to use AI in ways that are meaningful to their everyday lives, are the ones whose names you will know in 20 years. Although AI will change the world, these entrepreneurs are the ones who will make it change your world. That is why they will be remembered. It is also why they will be able to build lasting brands and achieve financial success.

Take this into consideration when you are looking to develop a new idea. Instead of playing the role of Nikola Tesla, play the role of Elon Musk. Worry less about inventing electricity. Worry more about using that technology to power your car. Look out for ways to apply new technologies, or even old technologies, in new and innovative ways that will impact lives.

Innovation is key for developing the next big product, but do not put too much pressure on yourself to be Tim Berners-Lee – he invented the world wide web. Instead, aim to be the next Mark Zuckerberg, whose name requires no further explanation.

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The wheel is already there, do not reinvent it. Re-imagine it.

Featured photo credit: Viktor Hanacek via picjumbo.com

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Last Updated on June 18, 2019

5 Types of Leadership Styles (And Which Is Best for You)

5 Types of Leadership Styles (And Which Is Best for You)

It takes great leadership skills to build great teams.

The best leaders have distinctive leadership styles and are not afraid to make the difficult decisions. They course-correct when mistakes happen, manage the egos of team members and set performance standards that are constantly being met and improved upon.

With a population of more than 327 million, there are literally scores of leadership styles in the world today. In this article, I will talk about the most common leadership styles and how you can determine which works best for you.

5 Types of Leadership Styles

I will focus on 5 common styles that I’ve encountered in my career: democratic, autocratic, transformational, transactional and laissez-faire leadership.

The Democratic Style

The democratic style seeks collaboration and consensus. Team members are a part of decision-making processes and communication flows up, down and across the organizational chart.

The democratic style is collaborative. Author and motivational speaker Simon Sinek is an example of a leader who appears to have a democratic leadership style.

The Autocratic Style

The autocratic style, on the other hand, centers the preferences, comfort and direction of the organization’s leader. In many instances, the leader makes decisions without soliciting agreement or input from their team.

The autocratic style is not appropriate in all situations at all times, but it can be especially useful in certain careers, such as military service, and in certain instances, such as times of crisis. Steve Jobs was said to have had an autocratic leadership style.

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While the democratic style seeks consensus, the autocratic style is less interested in consensus and more interested in adherence to orders. The latter advises what needs to be done and expects close adherence to orders.

The Transformational Style

Transformational leaders drive change. They are either brought into organizations to turn things around, restore profitability or improve the culture.

Alternatively, transformational leaders may have a vision for what customers, stakeholders or constituents may need in the future and work to achieve those goals. They are change agents who are focused on the future.

Examples of transformational leader are Oprah and Robert C. Smith, the billionaire hedge fund manager who has offered to pay off the student loan debt of the entire 2019 graduating class of Morehouse College.

The Transactional Style

Transactional leaders further the immediate agenda. They are concerned about accomplishing a task and doing what they’ve said they’d do. They are less interested in changing the status quo and more focused on ensuring that people do the specific task they have been hired to do.

The transactional leadership style is centered on short-term planning. This style can stifle creativity and keep employees stuck in their present roles.

The Laissez-Faire Style

The fifth common leadership style is laissez-faire, where team members are invited to help lead the organization.

In companies with a laissez-faire leadership style, the management structure tends to be flat, meaning it lacks hierarchy. With laissez-faire leadership, team members might wonder who the final decision maker is or can complain about a lack of leadership, which can translate to lack of direction.

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Which Leadership Style do You Practice?

You can learn a lot about your leadership style by observing your family of origin and your formative working experiences.

Whether you realize it, from the time you were born up until the time you went to school, you were receiving information on how to lead yourself and others. From the way your parents and siblings interacted with one another, to unspoken and spoken communication norms, you were a sponge for learning what constitutes leadership.

The same is true of our formative work experiences. When I started my communications career, I worked for a faith-based organization and then a labor union. The style of communication varied from one organization to the other. The leadership required to be successful in each organization was also miles apart. At Lutheran social services, we used language such as “supporting people in need.” At the labor union, we used language such as “supporting the leadership of workers” as they fought for what they needed.

Many in the media were more than happy to accept my pitch calls when I worked for the faith-based organization, but the same was not true when I worked for a labor union. The quest for media attention that was fair and balanced became more difficult and my approach and style changed from being light-hearted to being more direct with the labor union.

I didn’t realize the impact those experiences had on how I thought about my leadership until much later in my career.

In my early experience, it was not uncommon for team members to have direct, brash and tough conversations with one another as a matter of course. It was the norm, not the exception. I learned to challenge people, boldly state my desires and preferences, and give tough feedback, but I didn’t account for the actions of others fit for me, as a black woman. I didn’t account for gender biases and racial biases.

What worked well for my white male bosses, did not work well for me as an African American woman. People experienced my directness as being rude and insensitive. While I needed to be more forceful in advancing the organization’s agenda when I worked for labor, that style did not bode well for faith-based social justice organizations who wanted to use the love of Christ to challenge injustice.

Whereas I received feedback that I needed to develop more gravitas in the workplace when I worked for labor, when I worked for other organizations after the labor union, I was often told to dial it back. This taught me two important lessons about leadership:

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1. Context Matters

Your leadership style must adjust to each workplace you are employed. The challenges and norms of an organization will shape your leadership style significantly.

2. Not All Leadership Styles Are Appropriate for the Teams You’re Leading

When I worked on political campaigns, we worked nonstop. We started at dawn and worked late into the evening. I couldn’t expect that level of round-the-clock work for people at the average nonprofit. Not only couldn’t I expect it, it was actually unhealthy. My habit of consistently waking up at 4 am to work was profoundly unhealthy for me and harmful for the teams I was leading.

As life coach and spiritual healer Iyanla Vanzant has said,

“We learn a lot from what is seen, sensed and shared.”

The message I was sending to my team was ‘I will value you if you work the way that I work, and if you respond to my 4 am, 5 am and 6 am emails.’ I was essentially telling my employees that I expect you to follow my process and practice.

As I advanced in my career and began managing more people, I questioned everything I thought I knew about leadership. It was tough. What worked for me in one professional setting did not work in other settings. What worked at one phase of my life didn’t necessarily serve me at later stages.

When I began managing millennials, I learned that while committed to the work, they had active interests and passions outside of the office. They were not willing to abandon their lives and happiness for the work, regardless of how fulfilling it might have been.

The Way Forward

To be an effective leader, you must know yourself incredibly well. You must be self-reflective and also receptive to feedback.

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As fellow Lifehack contributor Mike Bundrant wrote in the article 10 Essential Leadership Qualities That Make a Great Leader:

“Those who lead must understand human nature, and they start by fully understanding themselves…They know their strengths, and are equally aware of their weaknesses and thus understand the need for team work and the sharing of responsibility.”

The way to determine your leadership style is to get to know yourself and to be mindful of the feedback you receive from others. Think about the leadership lessons that were seen, sensed and shared in your family of origin. Then think about what feels right for you. Where do you gravitate and what do you tend to avoid in the context of leadership styles?

If you are really stuck, think about using a personality assessment to shed light on your work patterns and preferences.

Finally, the path for determining your leadership style is to think about not only what you need, or what your company values, but also what your team needs. They will give you cues on what works for them and you need to respond accordingly.

Leadership requires flexibility and attentiveness. Contrary to unrealistic notions of leadership, being a leader is less about being served and more about being of service.

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Featured photo credit: Unsplash via unsplash.com

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