Enableship, the leadership of innovation

Enableship, the leadership of innovation. Reflecting on my most recent session facilitating the acceleration programs at ESCP, a well know French Business School, I was surprised by the number of questions posed by leaders about the difference between Management and Leadership. They were pondering, scratching their heads over the difference between Management and Leadership.

It’s first because this distinction is crucial for innovation leadership, second because it’s 2023! That’s right, folks! We’re talking about a concept that’s been kicking around for over 60 years!”

While this distinction is clear to those immersed in the world of consulting or who have graduated from a management school, it is much less so for business leaders who have a pragmatic approach to the subject. to summarize: an employee is late = I manage, an employee is seeking the meaning of his actions = I lead. And that’s pretty much it.

Here is a quick reminder of the differences between Management and Leadership before inroducing the idea of Enableship.

Management and Leadership

I’m not going to give you definitions you could easily Google yourself, but as a refresher, when we’re talking about change and the culture of innovation, it could be useful to highlight a couple of key points.

Manager

Firstly, the manager ensures the day-to-day operation of their team in accordance with the rules of the game set down by senior management. They are responsible for upholding company values, delivering expected results, meeting performance criteria, fostering a company culture, maintaining a good working environment, and so on.

Leader

Then, on the other hand, the leader’s role is to help their team members find meaning in their work, support change, listen to both voiced and unvoiced concerns, tolerate ambiguity and uncertainty – remember VUCA? – and, amidst all this, maintain a positive attitude. Leaders are the architects and renovators of the system, whereas managers make sure the system is running smoothly and take corrective action when it’s not.

So yes, this explains why a manager, not a leader, would reprimand someone for being late. But there’s more to it. For instance, a manager is appointed by superiors and has a specific role and recognized status within the company. A leader, meanwhile, may be naturally chosen to lead a group thanks to their commitment, ideas, and initiatives.

However, when it comes to the role of leadership in innovation management, I think this distinction between ‘manager’ and ‘leader’ isn’t quite enough. There’s a level beyond the responsibilities of manager and leader, a level that encompasses the responsibilities of fostering team creativity and initiative, creating innovative leadership, and maintaining a culture of innovation.

But to reach this level, we need to start from scratch and understand the steps that lead to this ‘ultimate’ level of innovation leadership.

To do so, I suggest we review the six levels of management.

Level 6 Manager, or Enabler, the Leader of Innovation

To sum up the behavior and attitudes of the manager in the context of change and innovation, Jim Collins, the author of the bestsellers “Good to Great” and “Built to Last”, uses a 5-level ladder that starts with the employee and ends with the leader.

Level 1 encompasses “highly capable individuals” who contribute positively to the organization with their individual skills, knowledge, experience, and work methods. This is your friendly, professional colleague.

Level 2 brings together “contributing team members” who work effectively with others and use their skills for the success of the group. This is the famous “team player” you can ask for help and advice.

At Level 3, you move from the “high-performing employee” to the manager level. This is the person who organizes people and resources to achieve their goals efficiently and effectively. In short, it’s a reliable field relay who could potentially become a leader.

At Level 4, we arrive at the “effective leader” who is able to catalyze the commitment of team members by presenting a clear and inspiring vision. This is the Leader – in the leadership sense of the term – that we know and who stimulates performance and the pursuit of always doing better to achieve a collective and ambitious vision which is – as Collins describes in “Built to Last” – a Big Hairy Audacious Goal, or BHAG.

Finally, we arrive at the “Level 5 manager“, the final level for Collins, where not only is the leader inspiring and able to maintain commitment over time, but they are also professionally ambitious and humble. They don’t let their ego be a barrier and believe that their own success depends on the success of their team, to which they willingly attribute achievements.

This Level 5 leadership is based on the idea that respect for team members, altruism, and personal commitment to achieve results bring out the best in collaborators.

In short, according to this model, a person suited to their company culture + with a leader’s temperament (fierce will, personal humility, persistence) + possessing a strong professional will to succeed = Success.

Well…

The Arrival of the Enabler, Enableship and Innovation Leadership

In fact, this book dates back to the 90s, and the subject of Leadership applied to innovation has evolved since then! Level 5 is no longer enough to support continuous innovation AND perpetual change.

It’s time to talk about the Level 6 managern or, Enabler.

This “Level 6 leader” involves their employees in all the projects in which they participate. This “Enabler” (who practices Enableship) stands out from the “inspiring and charismatic” leader not only through their innovation orientation but also by their willingness to protect their employees from hierarchical pressure by fostering a working climate where anything is possible, including making mistakes. In short, Enableship is the leadership of innovation. Yes, you may have noticed it was something already discussed about in my previous article about regenerative management.

 

Enableship, the Leadership of Innovation

So, if the one who practices Management is a Manager and if the one who practices Leadership is a Leader, the one who practices Enableship is an Enabler.

At this point, you might be thinking that not only is the word “Enabler” somewhat awkward, it’s hard to pronounce, and on top of that, it’s another blasted English term. But alas, what would be a suitable replacement?

• Activator? This forgets the aspect of protection.
• Facilitator? This falls within the Leader’s responsibilities.
• Connector? It’s too narrow.
• Promoter? Not bad, but too tied to real estate.

Actually, the word “Enabler” could be quite practical! It doesn’t have a meaning too deeply rooted in the French language yet, which allows us to assign it the meaning we want.

Enabler and Innovation Leadership So, what is an Enabler and where does it come from? The concept of Enableship emerged from several lines of thought:

1. Firstly, management is no longer simply a methodological approach that needs updating every year by following the latest management trends or by listening to the consultant du jour. In the face of diverse expectations and behaviors from our collaborators, there’s no longer a unique method that one can learn by heart to conduct a meeting or to reprimand a late collaborator. Today, we talk about “soft skills” and mindset.
2. Continuing, societal values based on the pursuit of independence, autonomy, and accountability mean that becoming a team leader or manager is no longer seen as a social proof of success and is thus not as sought-after as before. According to a BCG-Ipsos study, one in ten employees expresses a desire to become a manager, and 37% of managers wish to remain so. It’s now common to see collaborators refuse this type of promotion that brings responsibilities (and a set salary) that they don’t want.
3. Then, let’s not forget that Management and Leadership alone are no longer enough to foster innovation and ensure collaborators’ engagement. While Managers AND Leaders strive for their team’s efficiency and performance, it’s now asked of collaborators to demonstrate curiosity and empathy to face an uncertain and ambiguous world. These qualities or “soft skills” can’t be filed under “efficiency and performance”.
4. The transition from a numerical approach to diversity to the consideration of inclusion, which no longer measures the demographic differences of collaborators, but their desire to engage. This now requires understanding to what extent employees have the support, tools, and processes that allow them to take initiatives without fear of frustration, to propose ideas without fear of judgement, and to launch projects without worry that they’ll be appropriated by others in case of success. This calls for new managerial responsibilities: eliminating reasons for escape before seeking to develop engagement and establishing a trustworthy environment before talking about innovation. As Korn Ferry Institute succinctly put it: the effectiveness of inclusion practices is measured in… Enablement.
5. And as icing on the cake, managerial action now requires engaging collaborators who work from home. This requires new listening, understanding, and communication skills to animate teams rather than direct them, and to maintain their involvement in their company through culture while limiting the pressure of the result which is today considered unhealthy. We’ve recently seen this in companies like L…, C…, and G… where managers, unable to take into account the context and psychological state of their collaborators during and after the lockdown, were directly responsible for burnouts. And let’s not even talk about collaborators who no longer feel capable or suited to return to work 5 days a week in their company due to inadequate management. We are still far from innovation leadership.

These 5 observations lead us to a precise role of the Enabler in the Enableship.

 

Function		Job		Behavior		Mindset
Objective		Production		Cohesion		Innovation
Role		Control		Motivation		Responsibilization
Ideas		Participative		Cooperative		Collaborative
Practice		Command		Animate		Empower
Means		Tools		Methods		Tests
Values		Capture		Create		Deliver
Relationship		Subordinate		Follower		Colleagues
Governance		Make		People		Ideas
Managerial Rules		Commande & control		Inspiration & influence		Experience & engagement

 

Here’s a brief overview of the elements listed above in relation to the Enabler, or the practitioner of Enableship:

1. Function: The Enabler’s function is to foster an environment that promotes innovation, collaboration, and inclusivity. They are not just managers or leaders, but catalysts and protectors, empowering team members to realize their full potential.
2. Objective: The primary objective of the Enabler is to inspire and drive sustainable innovation. This involves developing a culture that welcomes change, nurtures creativity, and values diverse perspectives.
3. Role: The Enabler plays the role of a facilitator and a protector. They facilitate the process of innovation by providing resources, guidance, and support. They protect their team from hierarchical pressures and create a safe environment where failure is seen as an opportunity for learning and growth.
4. Ideas: The Enabler encourages the free flow of ideas, fostering an environment that values creativity and out-of-the-box thinking. They are not afraid to challenge the status quo and encourage their team to do the same.
5. Practice: The practice of Enableship involves adopting an inclusive leadership style that values empathy, active listening, and emotional intelligence. The Enabler practices these skills to build trust within the team, encouraging them to express their ideas without fear of judgment.
6. Means: The Enabler uses various means to fulfill their role, including communication tools, team-building activities, and development programs. They strive to provide their team with the necessary resources and tools to innovate and succeed.
7. Value: The Enabler adds value by boosting the team’s morale, productivity, and creativity. They ensure that each team member feels valued and included, leading to higher job satisfaction and reduced turnover.
8. Relationship: The relationship between the Enabler and their team is based on trust, respect, and mutual understanding. The Enabler strives to build strong relationships with their team members, fostering a sense of unity and shared purpose.
9. Governance: The governance style of an Enabler is democratic and inclusive. They encourage team participation in decision-making processes, ensuring everyone has a voice and feels heard.
10. Managerial Rules: The Enabler follows managerial rules that promote inclusivity, creativity, and mutual respect. They understand that rules and structures are necessary, but they also know when to be flexible to accommodate the unique needs and talents of their team.