By Tim Schneider

New is not automatically better. New is just new.

Trying and testing new methods is absolutely positive and effective leaders must constantly force the issue of challenging the status quo. That does not mean that the leader is blindly committed to new methods.

Some organizations have embraced an innovation only to find that the desired outcome has not been realized. The efficiency and improvement were no where to be found and the ease of implementation has been an oxymoron. In fact, during and after the change, things became much worse but unfortunately, no leader had the courage to raise a stop sign and cease the insanity.

An important part of innovation is to insure that the new method, process or product actually delivers the desired result set. The effective leader must monitor and test all of the assumptions associated with the innovation effort to insure that it is on track. If the results slip, the effective leader must be honest in their assessment and in some cases, stop the innovation.

One sure way to disengage team members and breed a jaded response to change is to narrowly assume that all that is new must be better.