What if we tore up the rule book?

Tony Manwani
April 24, 2026

Where would we land?

I like process. I really like process.

It brings clarity and consistency, enables the team to move quickly without compromising standards, and gives me a reassuring sense of control.

But here is the uncomfortable truth I have been sitting with recently: if you like process as much as I do, it is very easy to block innovation… without even realising you are doing it.

Consistency matters, but so does challenge.

I started to worry that because I am open and vocal about liking stability and a clear way of working, it makes me appear unwelcome to change.

Then recent feedback backed that up. The message from the team was that they don’t always feel I am open to changing how we do things. So, they don’t always feel comfortable to bring new ideas forward, due to the worry of hearing “this is how we do things and it works”.

Let me be clear, I am a firm believer and advocate for autonomy, yet I do also believe there needs to be consistency, so our clients receive the best work possible and there is equality in the team. What I’m still working through is making sure consistency isn’t rigid, so we can create a space to share ideas and challenge the status quo… without throwing away everything that already works!

This becomes even more obvious when new people join the team. They arrive with fresh eyes and experience that would be crazy not to tap into. At the same time, there is a responsibility to protect the reputation and ways of working the existing team have built together.

Balancing those two things is hard, and pretending it is not, would be dishonest.

What behaviour are you rewarding?

When bringing new ideas forward, there is also a very human reaction that comes into play, because when someone asks why you do something a certain way, or why do you not do it differently… it can feel like they are saying you are doing a bad job. Cue my chimp brain activated and defences up!

What we should instead do is pause, take a moment and reflect on why someone has suggested that, and what they are seeing that we haven’t previously. Then bring people together to discuss if change needs to happen, decision making doesn’t always need to be done in isolation.

A moment of honesty is required here: When someone brings you a new idea, what is your first internal reaction?

Is it: “Oh my god, you are creating more work, what we do is fine”

Or is it: “Thank you for pushing us forward and helping us be the best we can be”

In simple terms, do we reward the people who stay quiet and not rock the boat, or the people who are brave enough to suggest something different? You do not have to use every new idea, but you do have to hear them and properly listen.

Why this really matters.

Innovation isn’t a shiny new toy; it’s listening to new ideas from your team.

This links directly to the four stages of psychological safety: inclusion, learning, contribution, and finally to challenge. If people are too scared to challenge the status quo, you never reach that final stage, and without it, progress quietly stalls.

The centre circle reads, 'Psychological safety' and around the side smaller images and text that reads' Inclusion safety', 'Learner safety', 'Contributor safety', and 'Challenger safety'. — The centre circle reads, ‘Psychological safety’ and around the side smaller images and text that reads’ Inclusion safety’, ‘Learner safety’, ‘Contributor safety’, and ‘Challenger safety’.

There are real and tangible benefits to being an innovative company:

Progress versus standing still
More creativity
Stronger problem-solving skills
Better decision making because you are not relying on one viewpoint
People are happier when they feel heard and valued
Morale improves and collaboration becomes easier

A CIPD report that employees who feel listened to and empowered to speak up by their managers are more likely to report better performance. Hive HR go further and state that 74% of people feel more engaged at work when they feel their voice is heard. When employees feel heard, they are 31% less likely to leave their roles. These are competitive advantages we cannot afford to ignore.

Work in progress.

Whilst encouraging feedback can introduce complexity and feel uncomfortable at times, the benefits far outweigh the risks.

I am still figuring this out.

I do not yet have a neat process for it, which feels slightly ironic….

What I do know is this. I want people to challenge me, so I have to make it safe for them to do so. I also have to pay attention to the signals I send, even when I do not realise, I am sending them.

I will leave you with a question: “How do you support your employees’ voice being heard?”

I’d love to hear your answers, get in touch via email or LinkedIn.