Fostering Innovation Through Leadership: The Power of Connection, Curiosity, and Reflection - Tina Opp
An article I recently read in the Harvard Business Review, Nurturing Innovation, struck a chord with me as it highlights the concept of having an “intermediary” to drive innovation. As a leader, I see my role to be somewhat of an “intermediary,” not just managing but also facilitating and influencing my team’s journey toward our goals. The idea of fostering innovation is closely aligned with leadership because teams face the constant challenges of doing more with less, developing creative solutions for customer problems, and fostering deeper, more effective engagements — both internally and externally.
The article’s approach reinforces the value of building a team with a curious mindset and a bias for action. By creating an environment where we can quickly test and implement new ideas, we can harness our team’s potential and drive real results. While many of these takeaways might not be new in the realm of leadership best practices, viewing them through the lens of innovation and creativity is a fresh perspective. It’s becoming increasingly essential for leaders to foster this mindset if they want to solve complex business challenges effectively.
One aspect I particularly appreciated was the emphasis on the power of connections and authentic relationships. In business, this is often reduced to “networking,” but I believe it’s more meaningful when approached as an opportunity for learning, growth, and knowledge sharing. Encouraging teams to engage with peers, leaders, and external communities not only broadens their perspective but also creates a culture of collaboration and shared innovation. It’s about creating spaces where asking questions and sharing ‘out of the box’ ideas become the expectation, ultimately leading to more constructive discussions amongst your team and deeper, more impactful solutions.
Lastly, I resonated with the importance of making time for reflection and asking, “What if?” It’s easy for teams — especially early in their careers — to fall into the trap of equating busyness with productivity. As leaders, we have a responsibility to model deliberate reflection, showing that taking time to think deeply is just as valuable as action. Creating a structure that supports innovation while managing risks, ensuring accountability, and building transparency is just as important. Decoupling new concept ideation from assessing operational viability is key. Achieving this structure means understanding each person’s strengths and leveraging them to create systems that turn ideas into reality.
In essence, the article reinforced what I’ve always believed: innovation isn’t a solo endeavor. It requires trust, collaboration, and a thoughtful approach to leadership.
You can read the original article here.
Tina Opp brings a pragmatic perspective on what it takes to operationalize strategies and sustain results. With a process-oriented mindset, expertise in building high-functioning teams, and a bias for action, she leads organizations to solve business and operational challenges. She is passionate about leading with authenticity and high integrity and is known for being able to make the chaotic simple. She excels at building trust with diverse teams to achieve goals quickly and collaboratively. Tina is energized by making a meaningful contribution to advancing healthcare and serving her community through her work.
Connect with Tina on LinkedIn.
