Would you like to know what the future holds? You already have the answers within your organization — you just have to know where to look, and how to listen. Geoff Thatcher explains how we can all get into the CEO’s Time Machine to start innovating the future.

Geoff Thatcher is Founder and Chief Creative Officer of Creative Principals, and an experienced designer. Since the age of 14, he has worked at theme parks, museums, and visitors centers and focuses on experiences.

How can you become a better leader and innovator? The three keys to your success are in focusing on innovation, influence, and impact. By focusing on bringing these three things to life, you can ensure that you will go further, faster.

Innovation is all about thinking differently about what’s right in front of you to create an advantage. It’s something we talk about very often on LaunchStreet, and I share some of my strategies to unlock your innovation.

In an effort to drive innovation and create accountability for innovation, many companies have established a dedicated innovation team that is solely responsible for innovation. The unintended consequence of that is that everybody else in the team or organization gets the message that they're not innovative and their ideas don't matter. The unintended consequences of siloing innovation are not only that people become discouraged and disengaged, but we’re also leaving a lot of human potential on the table.

One of the fields that drive innovation, customer experience, and new ways of thinking is the sports world. As an industry that is always looking to outdo the previous year’s “performance,” the sports industry gives rise to a lot of innovation that can be applied to other industries. To share some insights about this, Fielding Jamieson, Strategy Director at Global Sport Venture Studio (GSVS)

We all think about creativity and innovation differently, and we often use them interchangeably without even thinking about it. Unfortunately, not having a clear definition makes being innovative feel out of reach for everyday people, creates misunderstandings around expectations and outcomes, and makes it difficult to communicate and collaborate.

Each and every one of us is different. We have different perspectives, different styles of innovation, and different approaches to tackling problems. Yet, it is often the case that these differences are a cause of friction because we are so focused on being harmonious and avoiding conflict. We fail to leverage and get value out of the differences that each of us brings to the table.

Are you struggling with time management? Do you feel like you never have enough time to cross off all the things on your ‘to-do’ list, and start being innovative? Trust me, you’re not alone, and I have some tips for you to start managing your time better.

Time management is internally driven. Particularly when it feels like others are sucking our time, the responsibility lies on us to manage our own time to make things easier and less stressful by allowing more time and mental space back into our d

A question I often get is, “How do I know when I should collaborate and when I shouldn’t?” In our current work-from-home situations, a lot of us may be suffering from collaboration fatigue from being on virtual meetings all the time, which makes us feel like we’re “collaborating” all day long without seeing any real benefit of these meetings. That’s why it is important for us to consider not just when, but how we should be collaborating.

How many of us have used the convenient excuse of “they” for our mistakes or failures? “They” didn’t get it, “they” rejected the plan, “they” didn’t give me the tools I needed to succeed. We’ve all done it, but it is so counterproductive to innovation and creates a toxic culture of blame, and this is bad for not just innovation but also company culture.

Kate Lanz is the founder and CEO of Mindbridge, a UK-based global leadership company specializing in the power of modern neuroscience and releasing latent brain potential. She is also a trained neuropsychologist who works as a leadership coach and organizational psychologist. Her new book, All the Brains in the Business: The Engendered Brain in the 21st Century Organisation, dives into brain gender difference and how it impacts the workplace.