Those that know me well, know I am a musician, artist and a huge music enthusiast. I see many parallels between technical and musical innovation. I recently saw a fantastic documentary on the Indigo Girls called “It’s Only Life After All” and it got me thinking about technical leadership and technical team dynamics.
For those not familiar with the Indigo Girls, they are an acoustic duo featuring Emily Saliers and Amy Ray, each with a unique style of singing and songwriting. Emily is a classically trained guitarist, with a polished soprano voice. Amy is a self taught musician, with a more raw and rock oriented approach to songwriting and singing. Their styles are often in direct conflict with one another, but at the same time when brought together, this tension creates something unique and special.
In the documentary, they discuss how their differing styles and approach brought tension and disagreements into the songwriting process. But, they both acknowledged that the tension was absolutely necessary to create their music. I play guitar in the band Prescribed Fire. We often purposely create tension and friction in our music to evoke emotions in our listeners. In our music, tension is not a problem, it is a tool.
So, instead of viewing tension as negative, “redefine it as an essential tool” for problem-solving, innovation and building healthy professional relationships. Tension is inevitable, especially on diverse teams… but it creates the opportunity to learn and grow together (source: Jee Chang).
Harvard Business Review (HBR) has found six behaviors that will manage tension, while unlocking innovation: ensuring that everyone is heard; making it safe to propose novel ideas; giving team members decision-making authority; sharing credit for success; giving actionable feedback; and implementing feedback from the team. According to HBR, “leaders who give diverse voices equal airtime are nearly twice as likely as others to unleash value-driving insights, and employees in a speak up culture are 3.5 times as likely to contribute their full innovative potential” (source: Hewlett, Marshall and Sherbin).
Trust me, I know that this sounds like “extra” work, on top of an already full managerial plate. As you do these things, leaders must establish and enforce parameters to keep discussions constructive and productive, all while protecting personal feelings and boundaries. Discussions can get uncomfortable and can bruise egos…. And let’s be real – sometimes it is your idea or vision that is being questioned by your team.
But, beware when there is a lack of tension or an overly agreeable technical team. When my team was quiet, I always probed a little deeper to ensure everyone was engaged and passionate. I know myself as an Engineer – when I am voicing concerns, constructive criticism and challenging the status quo it is because I am passionate and care about the end product. And when I am discouraged, you will know by the sound of crickets.
I believe in servant leadership – empowering your employees, engaging in tense discussions and leading your team through the uncomfortable. Tension can lead to great innovation and empowerment of your technical team. In the words of the Indigo Girls ““If I have a care in the world, I have a gift to give.” I urge all the technical leaders out there to harness your teams’ gifts, as these cares may be the key to greater innovation.
Sources and Good Reads:
- Why Embracing Conflict Is Key To Innovation
- Harvard Business Review: How Diversity Can Drive Innovation
- Harvard Business Whitepaper: Why Conflict is Key to Unlocking Innovation
- Why And How Innovative Organizations Welcome Conflict
- Prescribed Fire
Photo Credit: Dave Decker Photography