Introduction:
Just look around across the world and you see corporations that are failing their customers and stakeholders. In the UK a water company has stacked up billion-pound losses, how hard is it to supply water, which comes free anyway. The only thing they have achieved is to make their board rich. The total incompetence of these highly paid-bosses is breathtaking. All credit to the head-hunters who put them there and the people with no imagination who gave them the job, based on their ‘same old safe pair of hand CV’ well not safe hand. There are people with no vision in 90% of corporations, just paper pushers holding the job to pay the mortgage on second homes. We need creative, smart people now. When you get it, the right magic happens, Steve Jobs, Musk, Bezos, Yiming, Randolph and Read Ma. There are equally creative people, find them now, they are out there.
The leadership of multinational organisations often faces significant hurdles in accommodating and harnessing the potential of genius, creative, and smart individuals. This article explores the reasons behind this challenge, supported by evidence from organisational studies and proposes a solution to facilitate the integration of these exceptional talents into multinational leadership roles.
Structural Constraints:
Multinational organisations typically operate within hierarchical structures that prioritise centralized decision-making and standardized processes. This setup can limit the autonomy and creative freedom required by genius leaders to flourish. Research by Harvard Business School professor Linda Hill highlights the need for more flexible structures that allow for greater collaboration, experimentation, and innovation.
Cultural Inertia:
Organisational cultures within multinational companies can often be resistant to change, favouring established practices and norms. This resistance may impede the creative thinking and disruptive ideas that genius leaders bring to the table. A study published in the Journal of Applied Psychology reveals that organizations with a culture of innovation and openness to new ideas tend to perform better and attract top talent.
Risk Aversion and Failure Stigma:
Multinational organisations often exhibit a risk-averse culture, fearing potential negative impacts on their brand reputation and financial stability. This risk aversion can discourage genius leaders from taking calculated risks and pursuing unconventional strategies. Research by psychologist Dr Carol Dweck emphasizes the importance of cultivating a growth mindset that embraces failure as a learning opportunity, fostering an environment conducive to creative thinking and innovation.
So, what is the solution?
Embracing a New Leadership Paradigm: To address the challenges and unlock the potential of genius, creative, and smart individuals in multinational organisations, a paradigm shift in leadership is needed. The following solutions can facilitate the integration of exceptional talents into leadership roles:
Transformational Leadership: Multinational organisations should adopt a transformational leadership approach that emphasises inspiring and empowering employees. This leadership style encourages creativity, fosters a sense of purpose, and cultivates a supportive environment for genius leaders to thrive.
Creating Innovation Labs: Establishing dedicated innovation labs within multinational organisations provides a space for genius leaders to collaborate, experiment, and develop disruptive ideas. These labs can be structured with autonomy and resources to support breakthrough thinking, with successful outcomes integrated into the organization’s strategy.
Diversity and Inclusion: Embracing diversity and inclusion initiatives within multinational organisations help foster an environment that appreciates and leverages the unique perspectives and talents of genius individuals. Studies have consistently shown that diverse teams outperform homogeneous ones in terms of innovation and problem-solving.
Continuous Learning and Development: Implementing robust learning and development programs that encourage continuous skill-building and provide opportunities for genius leaders to enhance their expertise and knowledge can further enable their contributions within multinational organisations.
Open door policy: Create an environment that allows ideas from within and outside to be heard, great ideas have been because the incompetent fools that are the doorkeepers do not have the mental ability to see the potential of ideas. I am sure you all know what I mean.
Foster a Culture of Psychological Safety and Innovation: CEOs should prioritize creating a culture where employees feel psychologically safe to express their ideas and take calculated risks. Encourage open communication, active listening, and a non-judgmental atmosphere where diverse perspectives are valued. Implement mechanisms such as suggestion boxes, innovation challenges, or regular brainstorming sessions to encourage creativity and idea-sharing. Recognize and reward innovative thinking and outcomes to reinforce the importance of creativity within the organization.
Empower and Develop Creative Talent: CEOs should invest in identifying and nurturing creative talent within the organization. Establish career development programs, mentorship initiatives, and cross-functional opportunities that allow employees to explore their creative potential. Encourage employees to engage in continuous learning, attend workshops or conferences, and collaborate with external networks to broaden their creative skills. Provide resources and support for experimentation, prototyping, and exploring new ideas. By investing in the development of creative talent, CEOs can create a pipeline of innovative thinkers and leaders within the organization.
Embrace Agile and Adaptive Structures: To foster creativity, CEOs should consider adopting more agile and adaptive organisational structures. Traditional hierarchical models can stifle creativity and hinder quick decision-making. Embrace flatter hierarchies, cross-functional teams, and matrix structures that facilitate collaboration, flexibility, and autonomy. Implement agile methodologies such as Scrum or Kanban to enable faster iterations, promote innovation, and respond to changing market dynamics. Emphasize the importance of embracing change and adaptability throughout the organization to foster a creative and innovative mindset.
Conclusion:
Multinational organizations face challenges in integrating genius, creative, and smart individuals into their leadership structures. Structural constraints, cultural inertia, and risk aversion are among the key obstacles. By embracing a new leadership paradigm centred on transformational leadership, creating innovation labs, fostering diversity and inclusion, and promoting continuous learning and development, organizations can tap into the full potential of exceptional talents. Embracing these changes will enable multinational organisations to adapt to an ever-evolving global landscape, stay ahead of the competition, and foster a culture of innovation and growth.
Waqaar Mirza:
CEO & Creative Director of Safi Ideas an incubation company, designing and building disruptive and ethical financial and fintech products & services. It has a film production division because ideas are nothing until the stories are told and the world knows about them and believes in them. Most business leaders freak out when they see I am in the finance sector and a filmmaker, they don’t see the benefit, they simply cannot think outside the box.
Currently developing disruptive & ethical fintech platform for people to purchase homes finance structure, buying without down-payment and interest. Design to increase homeownership across the world to stimulate economies and bring social and political stability. A social impact entrepreneur with over 40 years of experience in the creative services, Islamic finance, property, consumer goods, technology, and charity sectors, he has held senior positions at leading global media, financial & consumer brands including PWC, BT, BBC, and HSBC. His banking experience spans over 20 years and worked in consumer banking, and private equity in several Gulf countries including Dubai and Kuwait.
He has sat on the boards of many well-known charities including the RVS, where he was fortunate to have met the late HM Queen Elizabeth II. Now a Trustee of Orphans Training charity in Ghana. Currently consulting on creativity and creative ideas in businesses across the world including the UK, Qatar, UAE, Ghana, Kenya, Egypt, Germany, and KSA, every organisation needs a creative advisor on the board, let’s talk, it’s an incredibly profitable investment.
