As he would refer them to his “office hours.”

Steve Jobs once said, “Innovation distinguishes between a leader and a follower.”
Based on my current assessments from peers and team members, this is a major
deficit in my current professional performance. 
Apart from demonstrating a strong customer orientation, I lack the
ability to make tough decisions, and be comfortable with change and ambiguity.
My Hogan results in the Inquisitive and Prudent sections reflect the same
feedback, because I prefer predictability and steer clear of advancement
opportunities that do not result in immediate gratification.  Innovation revolves around introducing new
ideas or improving old ones. Upon reflection, when it comes to my job and
performance, I am very cautious about not rocking the boat with others and
sticking to the clear/cut current ways of working. However, I will be
innovative within the projects that I am working on myself. But what actual
good comes out of an innovative idea or process if it is just kept to yourself
and not the team?

It seems like my most
innovative ideas have come from a necessity for change that I knew 100% was
going to work (what I knew was fail proof). For example, my manager is very
sociable, but holds a very demanding position that keeps him in back to back
meetings throughout the day. After about a month of having to track him down
because I was receiving reports he wasn’t at the meeting he set out for 10
minutes prior, I brought up a simple solution. I would try to curb these “side”
chats and establish an “office hours” time slot that was open to all who needed
to address simple or pressing issues without the need of a full meeting. This
procedure was well received and was put on the calendar for 2 hours, 1 time per
week. If anyone stopped him in the hallway on the way to a meeting, he would
refer them to his “office hours.” This simple fix to a bothersome situation has
been adopted by other members of leadership since. According to our Scientific
Director Caroline Park, “Theresa should feel confident in proposing
innovative solutions more often – she does well when she tries!”

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Caroline is the perfect
example of an innovative team member. She is able to display a strategic
vision, creates trust, has constant loyalty to our team, and stretches our
goals to achieve at a higher level. A creative leader helps bring creativity to
the table because it is a critical tool in mastering innovation. As a Medical
Affairs unit, we are more scientifically fact oriented than our inventive
Commercial colleagues. Caroline has helped in establishing off-site meetings
and events for teambuilding/ bonding before larger projects community
volunteering, Whirleyball, K1 Racing, etc.. She has even brought in innovation
coaches to help get our heads out of the current work and focus on new ways to
approach it. She has even given out “fun reads” that are fast and business
relevant. What I find the most constructive in her efforts to propel this team
to the next level, is her understanding of how to balance the cognitive, with
the behavioral and functional/technical sides to our business. Her
understanding of the industry and culture allow for a more diverse expertise in
what can actually be enforced and what is just a “good idea.” She is not afraid
to voice decisions or challenge leadership which is one of the skills she has
started working with me on. Her determination, tenacity and friendliness is infectious
every day of the week. As she states in her comments on my leadership rubric in
regards to Strategic Vision, “I can see Theresa is working on these and I have
seen improvements.” By immersing myself in more meetings and taking on more responsibilities,
I will better understand the framework of our team and the business, which will
ultimately allow me to see where a little innovation will help. Sometimes it
takes someone to step outside the machine to see how the cogs are actually