Great Innovators are often successful - Power Drivers

Great Innovators are Often Successful Because – Power Drivers

After having the data, there is power.

Even though I used to say that "Innovation is a team sport"—which it absolutely is—a friend once corrected me and said, “No, innovation is a contact sport.” I’ve thought about that a lot since he said it. While I still deeply believe in trust, transparency, and collaboration, there’s little doubt that there is a lot of contact when innovating. And, sadly, sometimes that contact is bloody.

Having recently wiped a lot of blood off my own face in the war of change, I’ve come to a hard truth: to drive meaningful, lasting innovation, you need more than good ideas and good people—you need power. Power to push. Power to protect. Power to persist when the system pushes back.

They Have Unseen Influence

One of the most undervalued yet powerful tools an innovator can wield is unseen influence.

I’d argue that, on average, an innovator’s most valuable weapon is their love of networking. Now, does this mean people who don’t network aren’t great innovators? Absolutely not. But when we’re talking about the politics of innovation, we’re talking about the ability to navigate people, cultures, and competing priorities—and that demands relationships.

Innovators who build strong networks develop a superpower: they can get things done through others, often without being in the room themselves.

Here’s a real-world example I’ve used many times—especially in building innovation partnerships:

Let’s say you’re trying to form a partnership with an external organization. Internally, you’ve got roadblocks. There’s a hierarchy. There’s noise. There are competing agendas. You can’t get a straight path to the decision-maker you need to move the ball forward.

But you have something better: trust with your partner.

What if, instead of pushing uphill internally, you empower your external partner to make your case? If they have access to a senior leader who your internal team listens to—or even admires—they can become your proxy, your amplifier. Suddenly, you’ve gone around the org chart and created real momentum. Quietly. Powerfully. Effectively.

That’s unseen influence.

The key is reciprocity. You can’t pull these levers if you haven’t earned trust. You have to deliver for your network. And when you do, you gain the credibility to ask for help when you need it.

The best innovators don’t just speak for themselves—they have others doing it for them.

That’s what cheerleading looks like in the context of power. It's influence by proxy. It’s how you cut through resistance without confrontation. And when done well, it’s one of the most graceful and effective forms of power in the innovation game.

But remember—this kind of influence flows both ways. If you’re lucky, you’ll be someone else’s cheerleader too. And that’s the beauty of it.

They Have a Risk-Tolerant Client

Why does having a risk-tolerant client relate to power? Because a client who embraces risk can become one of your greatest allies in pushing through innovation—especially when others are hesitant or skeptical.

When you have a risk-tolerant client, they don’t just accept your objectives; they make them their own. They take your vision and make it part of their mission. That’s where the magic happens: a partner who believes in what you’re trying to accomplish will often step in front of challenges, clear roadblocks, and push people out of your way—all because they believe in the potential outcome.

Here’s the thing: risk tolerance isn’t just about taking chances; it’s about mobilizing that belief into action. A partner who believes in what you’re doing isn’t just passively on board—they become an active, powerful force in driving the initiative forward. They help create a momentum that can push problems aside and make the seemingly impossible feel achievable.

Think about that for a second: if you can align yourself with risk-tolerant clients throughout your innovation efforts, you’ve just built yourself a political wave. This wave is made up of people who not only support you but will champion your cause with the kind of urgency and passion that makes others stand up and pay attention.

In this case, power isn’t just about having authority or influence—it’s about mobilizing belief. When risk-tolerant clients are on your side, the tide shifts in your favor, making your goals seem less like risky folly and more like an opportunity everyone should jump on.

And if you find a few of these believers? Well, now you’re not just innovating—you’re creating something unstoppable.

They Have Decision-Making Authority

This one’s simple—but not to be underestimated.

If someone has the authority to make the decision and they believe in you, they can make it happen. Period. No need for extra meetings, alignment decks, or weeks of backchannel convincing. The path goes from idea to action immediately.

In the world of innovation—where so much time is spent navigating blockers, gathering consensus, and waiting on green lights—having someone with decision-making power in your corner is like finding a secret door in a maze.

It's not flashy. It's not political. It's just power—clean, clear, and decisive.

Enough said.

They Have Hierarchical Cascade

One of my favorite reasons I’ve found success in driving change is the concept of hierarchical cascade. This is where the real power of influence comes into play, especially when it comes to moving mountains in organizations.

In a previous post, I talked about the principle of BEVIA (Believe, Experiment, Integrate, Validate, Adapt), which describes how complex and dynamic gaining consensus can be when creating a wave of change. Essentially, just because you get the most powerful person to say "yes" doesn’t guarantee you’ll move the mountain.

But what it can do is create a hierarchical cascade.

Here’s how it works: if you can secure the buy-in of key figures in power—people with the authority to make waves—they can use their influence to mobilize those beneath them, pushing your agenda down through the organization like a ripple effect. This cascade of influence is incredibly powerful, not just for getting your initiative across the finish line, but also for setting you up for future success.

When the senior leaders rally around your idea and begin promoting it, they bring their teams and stakeholders into the fold. And that’s where you make your mark—not just in achieving the current goal, but in building future power for yourself. People notice when you can get things done, especially when they see senior allies backing you.

It also has the added benefit of making you a trusted figure for those in power. If your idea helps make things happen that are new and different, you’ve built an invaluable senior ally—and a reputation for being a catalyst for change.

That said, hierarchical cascade can be risky. If your vision doesn’t pan out, the cascade can turn into a backlash just as quickly. But if you play it right, it can build success substantially—accelerating change, strengthening relationships, and positioning you as someone who not only has great ideas but can execute on them.

Final Thought: Harnessing Power to Drive Innovation

Innovation is rarely a straight path; it’s a journey filled with obstacles, resistance, and moments of doubt. But at its core, true innovation isn’t just about great ideas—it’s about power. The power to influence, the power to navigate, and the power to build relationships that make change possible.

Whether it’s leveraging unseen influence through trusted partners, aligning with risk-tolerant clients who push barriers, or tapping into decision-makers who can clear the way, the key to driving innovation lies in understanding how to harness and mobilize the various forms of power at your disposal.

Remember, innovation may start with a single idea, but it succeeds because of people—those who champion it, those who believe in it, and those who make it happen. By mastering the politics of innovation, you not only push boundaries today but build lasting success for tomorrow.

In the end, it’s not just about creating something new. It’s about creating momentum, getting others on your side, and strategically using power to turn ideas into impact.