Retaining Executive Attention During Innovation Execution by @iam_uprising

This week's #innochat will be moderated by Chris Zakrajsek.

"Who is That Guy?" is a familiar question in the stands at many polo matches. There are usually 3 very athletic players gallopping up and down the pitch who are the very embodienment of strength, agility and fearlessness. And then there is That Guy. That Guy is usually well fed, considerably older than his (or her) team mates, much more accomplished off the polo pitch than on and doesn't have the raw physical prowess that his team mates do.

Yet, when the team gathers around at the end of the match, That Guy is the guy they all graviate to. He is his team's financial sponsor and chief cheerleader. He (his head groom actually) makes sure the team ponies are taken care of and he makes sure that the after match barbecue is a culinary delight. He inspires his team to greatness. He revels in his team's success. And you can guarantee that after a lost match he will be upset -undoubtedly- but his team will know he supports them and thought they gave it their all. He is the Patron.

All of us who have led innovation programms have been nutured by a Patron.  To be supported and recognized by someone who has the wherewithall to help your program achieve the loftiest of goals is one of the greatest achievements in business. In my experience, a Patron's interest is an interest in the possiblity and less of a job mandate.  In the polo analogy, a Patron is excited by the match and bored by the practice sessions and pony conditioning drills. But it is these drills that help the team achieve success on Saturday afternoon.

So how do you retain a Patron's interest to the 'live' or 'go to market' phase of the project?  Yes the prototyping and logistics and legal exploration and incessant planning of a new venture is anything but fun to most if not all Patrons. So eventually they start dialing out of the project. They 'get busy' and do not respond to emails. They are 'just walking into a meeting' and can't take phone calls. And their attendance at meetings is all but a thing of the past.

And there you are with a fledgling innovation program all.by.yourself. *Gulp* Sure this is the moment that you've dreamed of, the moment you get to run the show, the moment where you make the decisions and they stick. But as we have all heard 'if you want to go fast you go alone and if you want to go far you take a team'. And, the team just lost its Patron.

What do you do?

1.     How important is a Patron to an innovation programme?
2.     Assuming you have the necessary resources, is your Patron necessary?
3.     How do you rekindle your Patron's excitement?
4.     How do you help your Patron understand the innovation process and their role in it?

I believe tha during the execution of an idea that a Patron is needed much to their chagrin. They can marshal resources, provide a big picture business perspective and reach out to resources that are woefully out of the innovation leader's grasp.

Here are some supplemental articles to consider to:

http://www.pmi.org/~/media/PDF/Home/Executive%20Engagement_FINAL.ashx

<---this seems to be The Ideal role of the Ideal Patron. Ideally.

http://www.prinzogroup.com/blogs/rob-prinzo/3488232-top-management-commitment-versus-engagement

 <---- "executive engagement is critical to success and if executives are becoming distracted - you will need a strategy to keep them engaged" Okay, so let's hear about that strategy.