Disruptive Innovation & The Coachable Leader
Program Details
About the Program
Develop the judgment to evaluate disruptive ideas and the coachability to act on them in time.
Every leader wants their team to produce breakthrough results, yet most struggle on telling a genuinely disruptive idea from one that's simply new, and hearing about it in time to act. This interactive two-day program closes both gaps. You'll apply a structured framework to evaluate ideas with precision, explore the organizational levers that turn good ideas into action, and identify where your own organization stands today. You'll also build the capability to earn candor before critical information reaches you late, softened, or not at all, so the ideas your team already sees actually reach you in time. You'll be equipped to evaluate disruption with precision, apply concrete levers for creating the conditions that disruptive work requires, and use practical tools for strengthening your own coachability.
Experience
During day one, you’ll apply a three-part framework to evaluate well-known innovations. After, you’ll explore the five levers that support effective disruption, each illustrated with case studies highlighting organizations that succeeded and organizations that did not. Through a variety of hands-on exercises, you’ll return to work with a shared vocabulary for evaluating ideas, a diagnosis of where your organization stands, and a small experiment to run within the quarter.
On day two, you'll assess your coachability against five validated practices using a structured Coachability Practices Review (CPR) instrument and individual profile report. You'll diagnose what it currently costs the people around you to raise bad news or a contrarian idea and pinpoint which of those costs is within your control to change. Through timed reflection and peer discussion, you'll leave with a documented coachability profile and a plan for lowering the cost of candor on your team. You'll also make commitments among a trusted group of fellow senior leaders, building in accountability and a foundation for continued growth.
Learn how to customize this program for your organization.
Program Contacts
- Email: [email protected]
- Phone: 612-850-6731
- Email: [email protected]
- Phone: 612-625-5412
- Request Course Catalog
Who Should Take This Course & Why
Additional Ways to Participate
Attend as a Group
Maximize the return on your organization’s development investment by attending as a group. When you send three of your employees to the same course, a fourth employee may attend the course at no charge. Additional group pricing benefits are also available for larger cohorts through our Talent Development Partnerships.
Customize This Program For Your Organization
We can customize this course's content, format, and delivery to meet your organization’s specific learning objectives. Whether you are looking for a highly effective program that you can deliver quickly or a fully customized program built from the ground up, our team of experts will work with you to deliver the right approach for maximum impact.
Schedule
Session Overview
- Unpacking Innovation – Why Breakthroughs Are Slowing: Through hands-on interactive exercises, uncover the three dimensions of innovation: novelty, disruption, and impact.
Session Overview
- Building the Muscles & Changing the Conditions: Explore the five organizational levers for innovation. Design a small experiment to run this quarter.
Session Overview
Measuring Your Coachability: Participate in self-reflection and a structured profile debrief, assessing yourself against coachability practices using the Coachability Practices Review instrument.
The Seven Conditions of Candor: Diagnose why the same leader earns candor from some people and silence from others. Identify which conditions are within your control to change.
Session Overview
Testing Your Assumptions: Through live outreach to a colleague, test what you assume your team would tell you against what they actually say.
Making New Commitments: Participate in a public commitment circle to practice handing back a decision you’re currently holding and naming the guardrails that make it safe to let go.
Faculty
Associate Professor, Strategic Management and Entrepreneurship
Senior Lecturer, Work and Organizations