Is your company a great place for innovation? That probably depends on whether you ask the boss or the underlings. According to a new study by Development Dimensions International, a human resources consulting firm, the boss and the workers could hardly disagree more. Read more and download the report that does recommend some practical action steps that can be used to help bridge this disconnect between leaders and employees.
DDI carefully assembled a cross section of 513 leaders and 514 non-leader employees at U.S. companies and asked them matching questions. For instance, does the leader “demonstrate unwavering openness and appreciation for unique ideas and opinions”? Some 78% of leaders said yes; just 43% of employees agreed. Does the leader “urge employees to continually expand their understanding of business trends and emerging issues”? Leaders, 77%; employees, 51%. Does he or she “guide employees who fail or make mistakes to reframe the experiences as learning opportunities”? Leaders, 77%; employees, 47%. And does he or she “champion the merits of employee-initiated ideas to senior management”? Leaders, 75%; employees, 42%.
The study’s conclusion recommends that companies work to close that perception gap between leadership and employees and also build both top-down and bottom-up cultures of innovation, examine innovation at every corporate level, “ignite innovation action,” and work tirelessly at continually improving communication.