Chapter 6 Deep Dive 1: The Need for Maintenance – Playbook for Developing a Culture of Innovation at Airports

In 1971, Albert Mehrabian (currently professor emeritus of psychology, University of California, Los Angeles) undertook a research project that concluded there are basically three elements in any face-to-face communication: 1) words, 2) tone of voice, and 3) body language. These three elements affect the meaning of the message to different degrees: Words account for 7% of the message, tone of voice accounts for 38% of the message, and body language accounts for 55% of the message (Mehrabian, Silent Messages, Belmont, CA, 1971, https://eric.ed.gov/?id=ED070130). With this in mind, consider the communication methods you choose. When you use email or text, you are leaving out the voice and body language elements, which can diminish how much (or at least how quickly and effectively) you can communicate. Voice calling can increase your capabilities—video calling even more—yet no method beats face-to-face interactions, as many can attest after the COVID-19 pandemic. Be cognizant of these dynamics when seeking to improve communication and move toward a culture of innovation.

One airport director instituted a monthly lunch with airport partners to share operational activities at the airport, with the intent of improving the customer experience. Representatives from the airlines, rental car agencies, TSA, and CBP gather with leaders from the various airport departments each month to discuss everything from upcoming community events that can impact the airport to snow operations, airfield closures, baggage screening functionality, and checkpoint wait times. This fosters a collaborative work environment that has broken down silos and positioned each contributor to bring their best to serving the customer.

Innovative leaders give their employees a variety of new opportunities that they can learn from on a regular basis. For instance, at manufacturing company 3M, leaders encourage their employees to devote 15% of working time to projects outside the normal scope of their jobs. This goes a long way to keeping employees motivated and inspired. It also serves as a great way to achieve professional development for future job advancements. More ideas for learning can be found in Chapter 6.

In the production system division of car manufacturer Toyota, leaders have transferred authority for quality management and innovation to frontline plant workers. As a result, workers can adjust their work when they see improvement opportunities. When innovative ideas are successful, they are then incorporated into Toyota’s operational processes. If they are not, they can be used to chalk up experience. This exercise enables Toyota leaders and frontline workers to build confidence and trust with one another. Employees who trust their bosses are more likely to take intelligent risks that have potential benefits for the organization.

REI, a sporting goods co-op that consistently ranks as one of the best places to work by Fortune and Forbes, uses a virtual discussion blog on its company intranet called “company campfire” to improve the employee experience. This virtual discussion enables two-way communication between upper management and store clerks. Approximately half of its employees have logged in at least once, and most initial posts by employees receive about 40 comments. The initiative is considered successful because the format gives employees a chance to share what is important to them and enables leaders to demonstrate that they are listening. Meaningful questions and actionable ideas about improving the organization have come from this process. As a result, REI employees are engaged because they can share their voices.

Part 3 Check-Out for the Individual

Has your organization identified a team that will maintain accountability for making progress toward the desired culture change? If so, consider volunteering to be part of this team. If not, recommend that your leaders take a look at this WebResource.
Has your organization selected plays and used the playbook worksheet to start tracking their deployment? Within your team or business function, have you identified plays to deploy? If not, what is holding you back? Track this as something to resolve going forward.
Have you shared this WebResource with your colleagues? If not, why not do so now? They may home in on different things than you. This can be a great opportunity to come together, share ideas, and be the spark to help your team, business function, or organization move one step closer to a culture of innovation.

Part 3 Check-Out for the Business Function Leader

1. Has your organization identified a team that will maintain accountability for making progress toward the desired culture change? If not, champion this among your fellow leaders, and track it as something to resolve going forward.
2. Has your organization selected plays and used the playbook worksheet to start tracking their deployment? Have you identified plays to deploy within your business function? If not, what is holding you back? Track this as something to resolve going forward.
3. Have you identified opportunities to put in place sustainability processes and tools from Chapters 6–8? If not, what is holding you back? Track this as something to resolve going forward.
4. Have you shared this WebResource with your colleagues? If not, why not do so now? They may home in on different things than you. This can make a great opportunity to come together, share ideas, and be the spark to help your team, business function, or organization move one step closer to a culture of innovation.

Part 3 Check-Out for the Manager

Has your organization identified a team that will maintain accountability for making progress toward the desired culture change? If not, champion this among your fellow leaders, and track it as something to resolve going forward.
Has your organization selected plays and used the playbook worksheet to start tracking their deployment? Within your team or business function, have you identified plays to deploy? If not, what is holding you back? Track this as something to resolve going forward.
Have you identified opportunities to put in place sustainability processes and tools from Chapters 6–8? If not, what is holding you back? Track this as something to resolve going forward.
Have you shared this WebResource with your colleagues? If not, why not do so now? They may home in on different things than you. This can be a great opportunity to come together, share ideas, and be the spark to help your team, business function, or organization move one step closer to a culture of innovation.

Part 3 Check-Out for the Executive Leader

Have you identified a team to help you keep the organization accountable for making progress toward the desired culture change? If not, what is holding you back? Track this as something to resolve going forward.
Have you selected plays and used the playbook worksheet to start tracking their deployment? If not, what is holding you back? Track this as something to resolve going forward.
Have you identified opportunities to put in place sustainability processes and tools from Chapters 6–8? If not, what is holding you back? Track this as something to resolve going forward.
Have you shared this WebResource with your colleagues? If not, why not do so now? They may home in on different things than you. This can be a great opportunity to come together, share ideas, and be the spark to help your team, business function, or organization move one step closer to a culture of innovation.

Part 3 Check-In for the Executive Leader

Have you selected and started implementing any plays from Chapter 5? How has this worked so far? Make some specific notes about their effectiveness; the next few chapters will provide additional ideas and resources to help you refine your plays.
Have you encountered new barriers or challenges within your organization? Identify which organizational elements were most challenging in implementing your plays.
What is the health of your organization pertaining to innovation? Are you well on your way? Have there been challenges as you implemented some of your plays? Take a moment to jot down a few thoughts pertaining to these questions.
Have new team members come forward as potential leaders in your pursuit of a culture of innovation? Take a moment to note these members, their business function, and any ideas of how their skills could be helpful.

Part 3 Check-In for the Business Function Leader

Have you tried some of your plays with your business function? Take some notes about their effectiveness or the challenges you experienced; the next few chapters will provide additional ideas and resources to help you refine your plays.
Did new barriers or challenges emerge within your business function once you deployed a play? Identify which organizational elements were most challenging.
As you implemented new plays, did new personas emerge? How did these personas impact the plays?

Part 3 Check-In for the Manager

Were you able to deploy some of your plays within your department? Take some notes about their effectiveness or the challenges you experienced; the next few chapters will provide additional ideas and resources to help you refine your plays.
Did new barriers or challenges emerge within your business function once you deployed a play? Identify which organizational elements were most challenging.
As you implemented new plays, did new personas emerge? How did these personas impact the plays?

Part 3 Check-In for the Individual

Were you able to work with your team to deploy any of the plays you selected in Part 2? Did you deploy them yourself or with your manager?
Did you gain any insights from the plays and their effectiveness within your team? The next few chapters will provide additional ideas and resources to help you refine your plays.
Did new barriers or challenges emerge within your business function once you deployed a play? Identify which organizational elements were most challenging in implementing your plays.

Part 2 Check-In for the Individual

What issues or challenges are you experiencing in your everyday tasks? Is there a specific item you and your team could consider an innovative solution? If so, what would you need from management or above to move in a direction of innovation?
Do you believe your organization would be supportive of you and your team trying new things in pursuit of innovation? If so, are you lacking anything in being able to pursue innovation?
Which persona do you align with from Chapter 2? What about your coworkers?

Part 2 Check-In for the Manager

Does the team you manage already carry out innovation in daily tasks? If so, jot down a few examples that come to mind. Who on your staff is typically taking the lead on these initiatives?
What are some of the ways you and your team celebrate achievements in your department? Do you believe team members feel like they are positively contributing to the betterment of their department? If not, what’s missing?
Do you believe your organization would be supportive of you and your team trying new things in pursuit of innovation? If so, are you lacking anything you need to pursue innovation?

Part 2 Check-In for the Business Function Leader

Rank the following statements from 1 to 5, with 1 being “less likely” and 5 being “absolutely,” as they relate to your business function:
1. 1. - Innovation activities are happening.
    - You see staff trying to innovate.
    - You celebrate results from innovation.
    - You have a formal innovation team.
Does your business function have a mindset of innovation? Rank each mindset of innovation concept from 1 to 5, with 1 being “less likely” and 5 being “absolutely,” as it relates to your business function:
1. 1. - Open to change
    - Consider experimenting
    - Resist fear of failure
    - Learn from setbacks
    - Desire to collaborate
    - Seek feedback
    - Inspired by others’ success
    - Accountable

Part 2 Check-In for the Executive Leader

Rank the following statements from 1 to 5, with 1 being “less likely” and 5 being “absolutely,” as they relate to your organization:
- Innovation activities are happening.
- You see staff trying to innovate.
- You celebrate results from innovation.
- You have a formal innovation team.
As an executive leader in your organization, are you prepared to be the catalyst for change to help cultivate a culture of innovation in your organization? If not, what is lacking? What can fill this role for you?
Do your fellow executive leadership team members embody the positive personas from Chapter 2? Or are there some negative personas that you must contend with for your culture of innovation journey to be successful?

How an Individual Contributor Can Benefit from This WebResource

As an individual (administrative or skilled trade contributor), you can greatly contribute to the culture of your team, and potentially that of your business function and entire organization. You may not be able to make the same swift changes as your leaders, but you can apply the principles in this WebResource directly to how you do your job. You can also recommend this WebResource to your leaders and fellow team members.

How a Manager Can Benefit from This WebResource

As a manager, you can help your team shine within your business function. You may have been asked by your business function leader to develop a larger culture of innovation. As you read this, think of how you will pull your team members together to drive the changes necessary to move your organization into the future.

How a Business Function Leader Can Benefit from This WebResource

As a business function leader, you drive improvements that make a big difference in your organization. You may have been asked by a member of your executive leadership to help develop a culture of innovation. As you read this, think of how you will pull your managers together to improve the culture of your own business function, as well as that of the entire organization. Also, be sure you are seeking to align with the strategic direction of your organization.

How Executive Leaders Can Benefit from This WebResource

As part of executive leadership, such as an airport director, C-suite, or board, you have the holistic perspective needed to initiate an entire organizational shift to a culture of innovation. As you read this, think of how you will work with your business function leaders to champion improvement efforts across functions. Also be thinking of where there may be opportunities to collaborate outside your organization with your larger stakeholder community.

Fast Track vs. Deep Dive

The Fast Track is a summary of the Deep Dive, providing fewer examples and focusing on key points. Read only the chapter pages if you wish to stay on the Fast Track.

The Deep Dive is the full set of content, rich with examples and analysis of key concepts. Skip the chapter pages and dive right into sub-sections if you wish to read the Deep Dive.

Part 2 Check-Out for the Business Function Leader

After selecting plays from Chapter 5 for your business function, how will you track and manage their deployment across your business function? Have you included opportunities to involve other airport partners in this endeavor?
Do you have any specific team members in mind to track and manage the deployment of your plays as a culture of innovation team? If not, revisit the personas in Chapter 2 to gain insight into the positive traits that would benefit your implementation plan, as well as guard against negative traits.
Can you name at least one way in which your business function accomplishes the elements shown in the cultivation cycle in Chapter 4?
What challenges in the matrix provided near the end of Chapter 4 resonated with you regarding your business function? For additional correlations to plays and supplemental resources that will help you deal with these challenges, see Chapter 7.

Part 2 Check-Out for the Executive Leader

Considering the organizational elements (leadership, staff, strategy & policy, organizational structure, and process & procedure), what are the top two elements that you believe will be the most challenging as you pursue a culture of innovation? What challenges are you anticipating, and how do you think the Chapter 5 plays will assist you?
Has your opinion changed about whether your organization is already doing some components of innovation? Do you see where certain team members or business functions are carrying out innovation daily?
How do you plan to implement your plays? Have you considered a culture of innovation team for implementation, or will you approach different business functions to help spur the initiatives? How will you incorporate airport partners?
What challenges in the matrix provided in Chapter 4 resonate with you regarding your organization? For additional correlations to plays and supplemental resources that will help you deal with these challenges, see Chapter 7.

Part 2 Check-Out for the Manager

What opportunities exist for you as a manager to help lead innovation with your team members? Does the cultivation cycle help you visualize elements that your team is already doing? If so, name at least one item per element.
What are the most important plays to you and your department? Which of the organizational elements will be most challenging to you and your team?
If you have developed a personalized playbook for your team, consider developing a plan of action that identifies who will be involved, what will happen, when it will occur, why it needs to happen, and how you will accomplish it.
What challenges in the matrix provided near the end of Chapter 4 resonated with you about your department? For additional correlations to plays and supplemental resources that will help you deal with these challenges, see Chapter 7.

Part 2 Check-Out for the Individual

How has the cultivation cycle in Chapter 4 changed your view about innovation in your department or even your own contributions? Are you already innovating? If so, write down some examples. Do you encourage your team to celebrate achievements? If so, what makes you and your team feel special when you tackle a hard project?
Did you identify your role in developing a culture of innovation in your department? How about in your business function? Or in your organization as a whole? You can use the playbook worksheet to select which plays you are going to personally implement.
What challenges in the matrix provided near the end of Chapter 4 resonated with you about your department? For additional correlations to plays and supplemental resources that will help you deal with these challenges, see Chapter 7.

Part 1 Check-Out for the Business Function Leader

Has your opinion changed regarding your business function’s culture of innovation? If so, does your culture seem more or less like a culture of innovation than before? Also consider the impact of the broader organizational culture and whether you are in alignment.
Describe the extent to which the organizational elements are already aligned to support innovation within your business function. Also consider your organization as a whole; to what extent is this broader set of elements properly aligned?
Consider other business functions at your airport. Are they aligned to support innovation? Think of initiatives and new ideas you have pursued. Did other functions support or block your progress? Your ideas here could be very beneficial to your executive leadership team.
Consider your airport’s industry partners; are they aligned to support innovation? Keep in mind the reach of your business function and initiatives you are seeking to implement.
Consider yourself and those around you in your business function. Which personas best fit these individuals? Also consider the organization as a whole and whether there are individuals in your business function that would be of great benefit to a broader culture of innovation program.

Part 1 Check-Out for the Manager

Has your opinion changed regarding your team’s culture of innovation? If so, does your culture seem more or less like a culture of innovation than before? Also consider the impact of the broader organizational culture and whether you are in alignment.
Describe the extent to which the organizational elements are already aligned to support innovation within your team. Also consider your business function, and even your organization as a whole; to what extent is this broader set of elements properly aligned?
Consider other teams within your business function. Are they aligned to support innovation? Think of initiatives and new ideas you have pursued. Did other teams or business functions support or block your progress? Your ideas here could be very beneficial to your business function leader and executive leaders.
Consider your airport’s industry partners to the extent you interact with them; are they aligned to support innovation? Keep in mind the reach of your team and initiatives you are seeking to implement.
Consider yourself and those around you in your team. Which personas best fit these individuals? Also consider the organization as a whole and whether there are individuals in your team that would be of great benefit to a broader culture of innovation program.

Part 1 Check-Out for the Individual

Has your opinion changed regarding your team’s culture of innovation? If so, does your culture seem more or less like a culture of innovation than before? Also consider the impact of the broader organizational culture and whether you are in alignment.
Describe the extent to which the organizational elements are already aligned to support innovation within your team. Also consider your business function and even your organization as a whole; to what extent is this broader set of elements properly aligned?
Consider others within your team, as well as other business functions. Are they aligned to support innovation? Think of initiatives and new ideas you have pursued. Do others support or block your progress?
Consider your airport’s industry partners to the extent you interact with them; are they aligned to support innovation? Keep in mind the reach of your team and initiatives you are seeking to implement. Your ideas here could be very beneficial to your manager and other leaders.
Consider yourself and those around you in your team. Which personas best fit these individuals? Also consider the organization as a whole; would you make a good participant or ambassador of a broader culture of innovation program?

Part 1 Check-Out for the Executive Leader

Has your opinion changed regarding your organization’s culture of innovation ? If so, does your culture seem more or less like a culture of innovation than before?
Describe the extent to which the organizational elements are already aligned to support innovation within your organization.
Consider your airport’s business functions; are they aligned to support innovation?
Consider your airport’s industry partners; are they aligned to support innovation?
Consider yourself and those around you in your organization. Which personas best fit these individuals?

Part 1 Check-In for the Individual

How would you describe the culture of your team? Does it differ from that of the organization as a whole?
Do you think your team has a culture of innovation? Why or why not? What about your organization?
Do you think you have a mindset of innovation? Why or why not? What things do you do (or wish you could do) that contribute to a mindset of innovation?

Part 1 Check-In for the Manager

How would you describe the culture of the team you manage today? Does it differ from that of your entire business function? Or the organization as a whole?
Do you think your team has a culture of innovation? Why or why not?
Do you think you have a mindset of innovation? Why or why not? What things do you do (or wish you could do) that contribute to a mindset of innovation?

Part 1 Check-In for the Business Function Leader

How would you describe the culture of your business function today? Does it differ from that of the organization as a whole?
Do you think your business function has a culture of innovation? Why or why not?
Do you think you have a mindset of innovation? Why or why not? What things do you do (or wish you could do) that contribute to a mindset of innovation?

Part 1 Check-In for the Executive Leader

How would you describe the culture of your organization today?
Do you think your organization has a culture of innovation? Why or why not? (Or maybe another way to think about it: What things point to or stand in contrast to a culture of innovation?)
Do you think you have a mindset of innovation? Why or why not? What things do you do (or wish you could do) that contribute to a mindset of innovation?