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12 Things Innovative Leaders Do Differently To Get Exceptional Results

12 Things Innovative Leaders Do Differently To Get Exceptional Results

Great leadership appears simple and easy once conditions are good, the company is doing great business and everybody is happy. However, leadership is learned behavior that becomes unconscious and instinctive over time. As time goes by a leader’s true colors are revealed. Innovative leaders follow a step-by-step outline to achieve the stage of creativity.

Innovative leaders and successful entrepreneurs drive remarkable results and boisterous innovation during this dynamic economic system (market tremble). Innovative leaders make higher use of existing (unexploited) resources and talent for innovation, while not implementing disrupting amendment programs, by constructing the situations that permit vibrant novelty systems to emerge and flourish.

While observing some structure that might facilitate learning the method of becoming a successful front-runner, here is a summary of the processes that are key to become a persuasive innovative leader.

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1. They establish and extend trust

Innovative leaders demonstrate a propensity to build and extend trust. Distinct leaders understand workplace trust that blooms and create excellence drives beyond the basics and extend trust profusely to those whom they trust. They establish trust to others by reading the situation, risk and integrity of the individuals involved in the organization.

2. They provoke minds

Catalytic leaders audaciously engage the uncomfortable, name the inflexible, address the impossible, and chase the insoluble. In this process, they lead people out of fear into faith, from nervousness to commitment, and from ambiguity toward a vision. And then they take them forward into a cultivated world of the spirit.

3. They explore for expertise in the team

According to a BCG study, great leaders possess exceptional qualities and practices that empower them to outperform their industry associates. Innovative leaders foster a mutual team capacity to anticipate and shape a destructive business environment.

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4. They aspire to great knowledge

Great leaders aspire for greatness, for themselves, the team, the organization, and for each and every associate around them. They expect the best from everyone, and develop the required skills to become the Guru in the field.

5. They embrace risks

Risk-taking is an essential part of leadership. Great leaders build cultures that embrace risk, and they have the courage to begin instead of waiting for a better time frame, a safe situation, or confident results. They move forward and take risks because they know that being too careful and hesitant eliminates the opportunity to grow.

6. They collaborate to innovate

To build a culture of innovation, great leaders emphasize creating a culture of collaboration. Collaborative cultures engage and inspire the abilities of team members, value workers’ ideas, and welcome new visions into group decisions.

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7. They set an example

Great leaders work hard and work smart, and more so with every passing day. Because of their love and passion to make things happen, they are always focused. They don’t give up easily. They bring 110% of themselves at work and set an example for all those around them.

8. They take actions and accept consequences

Innovation requires actions. Innovative leaders hold themselves accountable for their actions, calculate the influence and impact of their actions, and search for accidental consequences. If the results or effects are not producing the anticipated result, they involve themselves in that scenario and make required corrections.

9.  They create a leadership signature

Just as we all have unique ways of signing our names, innovative leaders create their own unique signature as a leader that draws on their own strengths. Signature innovation is not easily copied or plagiarized, because it is originated from a distinctive cultural identity within a team.

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10. They connect with a purpose

Purpose is the one thing all great leaders share. Effective leaders ensure a clearly distinct purpose, while ordinary leaders just come to work without any determination. Purpose fuels desire and work principles. These characteristics give a great leader a competitive benefit over those who don’t recognize the dynamics of this factor.

11. They develop awareness

Innovative leaders remain aware of everything important around them and their team, that could be organizationally, culturally, contextually and emotionally. They value engaging, observing, listening and learning over preaching.

12. They avoid complexity

Great leaders keep themselves ready to face and eradicate or simplify complexity. Complexity chokes innovation, brakes growth, gates progress and badly effects organization culture. But innovative leaders recognize opportunity and profits are removed from the complexity through interpretation, not by tallying the complexity.

Featured photo credit: calvarylincolnton via calvarylincolnton.org

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Tayyab Babar

Tayyab is a PR/Marketing consultant. He writes about work, productivity and tech tips at Lifehack.

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Last Updated on July 17, 2019

The Science of Setting Goals (And How It Affects Your Brain)

The Science of Setting Goals (And How It Affects Your Brain)

What happens in our heads when we set goals?

Apparently a lot more than you’d think.

Goal setting isn’t quite so simple as deciding on the things you’d like to accomplish and working towards them.

According to the research of psychologists, neurologists, and other scientists, setting a goal invests ourselves into the target as if we’d already accomplished it. That is, by setting something as a goal, however small or large, however near or far in the future, a part of our brain believes that desired outcome is an essential part of who we are – setting up the conditions that drive us to work towards the goals to fulfill the brain’s self-image.

Apparently, the brain cannot distinguish between things we want and things we have. Neurologically, then, our brains treat the failure to achieve our goal the same way as it treats the loss of a valued possession. And up until the moment, the goal is achieved, we have failed to achieve it, setting up a constant tension that the brain seeks to resolve.

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Ideally, this tension is resolved by driving us towards accomplishment. In many cases, though, the brain simply responds to the loss, causing us to feel fear, anxiety, even anguish, depending on the value of the as-yet-unattained goal.

Love, Loss, Dopamine, and Our Dreams

The brains functions are carried out by a stew of chemicals called neurotransmitters. You’ve probably heard of serotonin, which plays a key role in our emotional life – most of the effective anti-depressant medications on the market are serotonin reuptake inhibitors, meaning they regulate serotonin levels in the brain leading to more stable moods.

Somewhat less well-known is another neurotransmitter, dopamine. Among other things, dopamine acts as a motivator, creating a sensation of pleasure when the brain is stimulated by achievement. Dopamine is also involved in maintaining attention – some forms of ADHD are linked to irregular responses to dopamine.[1]

So dopamine plays a key role in keeping us focused on our goals and motivating us to attain them, rewarding our attention and achievement by elevating our mood. That is, we feel good when we work towards our goals.

Dopamine is related to wanting – to desire. The attainment of the object of our desire releases dopamine into our brains and we feel good. Conversely, the frustration of our desires starves us of dopamine, causing anxiety and fear.

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One of the greatest desires is romantic love – the long-lasting, “till death do us part” kind. It’s no surprise, then, that romantic love is sustained, at least in part, through the constant flow of dopamine released in the presence – real or imagined – of our true love. Loss of romantic love cuts off that supply of dopamine, which is why it feels like you’re dying – your brain responds by triggering all sorts of anxiety-related responses.

Herein lies obsession, as we go to ever-increasing lengths in search of that dopamine reward. Stalking specialists warn against any kind of contact with a stalker, positive or negative, because any response at all triggers that reward mechanism. If you let the phone ring 50 times and finally pick up on the 51st ring to tell your stalker off, your stalker gets his or her reward, and learns that all s/he has to do is wait for the phone to ring 51 times.

Romantic love isn’t the only kind of desire that can create this kind of dopamine addiction, though – as Captain Ahab (from Moby Dick) knew well, any suitably important goal can become an obsession once the mind has established ownership.

The Neurology of Ownership

Ownership turns out to be about a lot more than just legal rights. When we own something, we invest a part of ourselves into it – it becomes an extension of ourselves.

In a famous experiment at Cornell University, researchers gave students school logo coffee mugs, and then offered to trade them chocolate bars for the mugs. Very few were willing to make the trade, no matter how much they professed to like chocolate. Big deal, right? Maybe they just really liked those mugs![2]

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But when they reversed the experiment, handing out chocolate and then offering to trade mugs for the candy, they found that now, few students were all that interested in the mugs. Apparently the key thing about the mugs or the chocolate wasn’t whether students valued whatever they had in their possession, but simply that they had it in their possession.

This phenomenon is called the “endowment effect”. In a nutshell, the endowment effect occurs when we take ownership of an object (or idea, or person); in becoming “ours” it becomes integrated with our sense of identity, making us reluctant to part with it (losing it is seen as a loss, which triggers that dopamine shut-off I discussed above).

Interestingly, researchers have found that the endowment effect doesn’t require actual ownership or even possession to come into play. In fact, it’s enough to have a reasonable expectation of future possession for us to start thinking of something as a part of us – as jilted lovers, gambling losers, and 7-year olds denied a toy at the store have all experienced.

The Upshot for Goal-Setters

So what does all this mean for would-be achievers?

On one hand, it’s a warning against setting unreasonable goals. The bigger the potential for positive growth a goal has, the more anxiety and stress your brain is going to create around it’s non-achievement.

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It also suggests that the common wisdom to limit your goals to a small number of reasonable, attainable objectives is good advice. The more goals you have, the more ends your brain thinks it “owns” and therefore the more grief and fear the absence of those ends is going to cause you.

On a more positive note, the fact that the brain rewards our attentiveness by releasing dopamine means that our brain is working with us to direct us to achievement. Paying attention to your goals feels good, encouraging us to spend more time doing it. This may be why outcome visualization — a favorite technique of self-help gurus involving imagining yourself having completed your objectives — has such a poor track record in clinical studies. It effectively tricks our brain into rewarding us for achieving our goals even though we haven’t done it yet!

But ultimately, our brain wants us to achieve our goals, so that it’s a sense of who we are that can be fulfilled. And that’s pretty good news!

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Featured photo credit: Alexa Williams via unsplash.com

Reference

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