"The American Public Transportation Association recently awarded Translink (Vancouver’s Transit Authority) Gold Level status for its achievements in reducing greenhouse gas emissions, cutting energy use, slashing air pollution and increasing ridership."
This was the meat of a press release from the Vancouver organization last fall. Translink’s Director of Corporate Sustainability, Trish Webb, said this week that the achievement had gone virtually unnoticed.
Unnoticed, in Vancouver, The "Green Capital"? The city voted "World’s Most Livable" in 2010 by The Economist (and second most livable in 2011), due in large part to its green cred? It seemed like this achievement should make front-page local news. Or at least warrant a mention on page 3. After all, there was a real innovation story to be told. But outside of some industry-specific journals, the event passed like a bus in the night.
As a creative director, I saw this as the equivalent of leaving easy money on the table. Not only brand currency, but the real green that comes from being celebrated as an expert. As someone passionate about building futureproof brands, I saw it as something far worse: a way to kill innovation with apathy.
Contrast this with the incredible success story of Jason Roberts. Roberts took on stagnant community planning in Dallas by talking about innovations he felt should happen, then watching the media rev up the community to make those innovations real.
In a charming TED anecdote, he describes seeing the need for a streetcar line in his neighborhood, Oak Cliff. His solution was to create a website for the "Oak Cliff Transit Authority" to make this innovation "real" for people. When he created the website, the OCTA had only one member—Roberts.
I believe any innovator wondering how to solve a mighty riddle might take a page from Jason Roberts. He outlines a few wonderful lessons:
- Imagination needs anchors: Roberts mapped out an entire website describing his community’s successful streetcar line—years before his group won a grant to build the line. By helping people visualize success, he made it easier for others to get on board.
- Involve the communicators: Roberts knew his movement needed momentum. He involved the Chamber of Commerce, business groups, activist groups, anyone who could spread the word. His passion became their passion, and communication became action.
- Be a leader: Roberts said that when his streetcar movement got rolling, people quickly asked him what to do next. He had never led any movement, but felt the need to jump into the breach. Innovation needs a face. If others aren’t making the publicity and passion happen to drive your idea forward, you need to take the reins and become the face of inspiration. Ideas, like children, need a parent to make them grow.