Nicholas Dragga

Among other issues, I hear emerging leaders wanting a larger voice in their organization – a chance to use their knowledge and skills. From the “established leaders” in my area, I hear not knowing exactly how to use, or maybe engage, emerging leaders (ELs) and their ideas. Senior leaders are sometimes unsure or afraid of how to fit these new ideas into the organization’s structure or culture since there are reasons things are done they way they are, and sometimes (often) organizations are big ships to turn.Of course, finding a voice in your organization is a huge issue with lots of nuances, and this issue could certainly be articulated better or maybe even more correctly, but I think we all get that we all want a vibrant and relevant organization that is regenerative in its thinking and programing. There are systems in place that have grown and sustained the organizations to what they are today, and new ideas like [insert your brilliant idea here] in the pipeline that are exciting, engaging, and even revolutionary will keep organizations relevant. So, how do we bring out great ideas and engage leaders at all stages, all the while maybe even having some fun? Yes, this is a lofty goal. Further, is this lofty goal, or unicorn, possible without a huge culture shift or organizational overhaul?

What if we had a research and development (R&D) fund, and then let people at all areas of the organization use it?

The R&D fund is earmarked for new, weird ideas, that might be risky, or just outside of what is “the norm.” After all, we’re supposed to be creative, and if you don’t fail every now and then, you’re not doing it right. Lots of organizations have some version of R&D, but all employees need to have access to the R&D.

Maybe each department or group of employees should get their own small R&D fund—an R&D fund for marketing, development, and obviously production, but even operations and accounting.  This way employees have the opportunity to comfortably voice and develop their ideas, and senior leadership have an opportunity to hear ideas, workshop ideas, and develop ideas from all levels—and in a way that does not threaten the organization’s systems.

I hear that small (or maybe all) organizations may not have the funds for an R&D fund. I would first say that organizations like the Children’s Museum of Pittsburgh (which is not small) have actually made $7 for every dollar they have put into their R&D fund. However, I also recognize that their amazing return is not always the case, and again, some organizations don’t have any money to spare.

So, what if there was no money put into it? What if the R&D fund was just paper supplies or time? Believe it or not, we all have time. Let’s take a page from Google’s “20 percent time” (even if Google may or may not have ended the program, read more here) and allow employees to work on anything they wanted one day a month. Seriously; as long as their work had something to do with or for the organization, employees could work on anything they wanted (an IOS Death of the Salesman video game, how to tutu-bomb an entire city, a new filing system based on the phases of the moon…). Yes, there is time for this. Make it.

But, the R&D fund is more about the idea of R&D than the actual dollars made available. Having the account or the idea of R&D as part of your organizational culture is the key to engaging people at all levels—and the key to getting some great ideas.

Of course, this R&D proposal would take the approval of a supervisor and/or senior leadership. So, for those ELs in maybe entry-level positions, I plea— have the crucial conversation with your supervisor. Ask for R&D. If you think this would be beneficial, ask for some extra supplies and maybe a few hours on a Friday to work on one of your crazy, but revolutionary and organization-saving ideas. If nothing else, your supervisor will know you have ideas.  Even if the idea will never be implemented—no matter how much you prove its value—you have the idea developed for some other time, and gained the experience of working on it. If your workplace isn’t interested, write a blog about it and be noticed by your peers. I hear the ARTSblog is pretty spiffy.

Now, I’m not saying R&D will revolutionize your organization, produce the most amazing idea or program the world has ever seen, or make all employees ever happy and productive. However, I think it will at least give the opportunity for employees to voice their ideas, help senior leadership hear the emerging leaders, and put a practice in place that shows you’re serious about it. Further, I don’t think this idea is particularly hard to implement—just give one day a month to employees (perhaps stagger the days so the organization doesn’t just shut down one Tuesday).

Of course, sharing the new ideas can become its own issue. This can look like many things: time allotted during staff meetings once in a while, a white board allowing others to chime in, a Google doc, etc. Whatever works best for you. If your supervisor doesn’t allot enough time to listen to everyone’s ideas, maybe the staff gets together during lunch once a month, discuss rough workshop ideas, and then vote for one idea to be presented up the chain once a quarter. Again, and I know it may be hard for entry level to make this decision, but the trick is to make the time for R&D. The time is there, you just need to take it.

And if the R&D turns into a terrible, terrible thing that brings your organization and city to the brink of destruction, stop doing it.

It’s just an idea I had on my day to do whatever I want.