Blog | The Brainzooming Group - Part 2 – page 2
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Whenever we discuss using questions to foster disruptive innovation strategy, it prompts objections.

The objections center on the idea that questions do not create disruptive innovation.  The point these individuals (who are usually innovation experts that comment on other companies’ content without ever generating any innovation strategy content of their own) make is that a whole variety of factors contribute to disruptive innovation. They counter suggesting strategic thinking questions as a starting point over-promises and ignores all the other dynamics involved.

Our response? We never claim that questions alone will create disruptive innovation.
Download Your FREE eBook! Disrupting Thinking - 13 Exercises to Imagine Disrupting Your Brand

Yet, we have seen many successful companies that cannot even imagine deliberately undermining the basket where they have placed all their eggs. For these types of established players, you have to disrupt their status quo thinking so they realize that brands not even in their consideration sets are aiming to render them pointless in the marketplace.

Examples? See Kodak, Border’s Books, unionized trucking companies, and every department store you ever visited, among others.

ANYTHING that gets leaders in these situations to imagine where they are vulnerable and how to disrupt themselves before someone else does is a HUGE HELP.

13 Exercises for Disruptive Innovation Strategy: Disrupting Thinking eBook

That’s why we’re releasing the innovation strategy eBook, Disrupting Thinking – 13 Exercises to Imagine Disrupting Your Own Brand Before Someone Else Disrupts You! 

This FREE eBook, inspired by a popular Brainzooming post on how emerging competitors look nothing like your company, features question-based exercises to foster strategic conversations on disrupting your:

  • Brand benefits and value proposition
  • Marketing strategies
  • Organizational structure and processes
  • Risk-taking behavior
  • Industry and market dynamics
  • New business initiatives

We do agree with our critics: imagining disruptive innovation scenarios is one step that must be coupled with develop the ideas and doing something about them. And as hard as imagining disruptive innovation is for established brands, acting can be even more of a challenge.

If you need to start the difficult strategic conversations on disruptive innovation strategy, Disrupting Thinking is for you!
Download Your FREE eBook! Disrupting Thinking - 13 Exercises to Imagine Disrupting Your Brand

Download your FREE copy of Disrupting Thinking TODAY, before it’s too late!

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Chatting with a mid-career professional who is at the height of job frustration, she placed a career strategy challenge on the table:

  • “A résumé is supposed to have metrics, but I have no real metrics I can own for my contributions at my day job.
  • “What I’m doing in my day job isn’t the kind of work I want to do in my next job – at least under the same circumstances. I need to find something more fulfilling.
  • “I’ve done outside work at various times, but it’s not a consistent work history. Plus, I can’t jump back into entrepreneurship with its lack of stability.
  • “I have some starting points describing myself that have potential to go on a résumé, but they seem fluffy and lack concrete accomplishments.”

With all that backdrop, the question was, “What should I put on my résumé that is going to help me attract an employer’s attention when I email or post my résumé?”

I know this isn’t an isolated career strategy challenge.

Parts of it feel a lot like what I was facing at various points in my corporate career. When you are part of a big organizational machine, it is often difficult to isolate what you do to create metrics. And if you tend toward under-selling yourself, you freeze when faced with touting your own capabilities and accomplishments.

5 Career Strategy Challenge Ideas When You Lack Résumé Metrics

What’s the answer to this career strategy challenge?

I don’t know that there is one answer, but here are the ideas I shared:

  • You can always go to a professional to help prepare your résumé. Here is one I’d recommend if you pursue this idea. A professional creates compelling stories for job seekers all the time, and there’s tremendous value in both that experience and the objectivity of someone else looking at your great capabilities.
  • Create your own metrics. Every organization wants to improve what it does and do it more efficiently. If you’ve struggled to compile metrics for your personal contribution to the organization, create a performance improvement project in your department. Go to your internal customers under the banner of bettering your department’s contributions. Ask them for specifics on where your contributions improve good things, reduce bad things, accomplish results with fewer resources, and improve efficiency and effectiveness in any other quantitative ways. Collect success stories, too, even if they aren’t metrics-based. All this work will improve your day job while giving you ample résumé material.
  • Reach back out to your outside clients and ask them comparable questions about performance improvements, cost efficiencies, and customer successes they can attribute to the work you did for them. Those could be easier, more compelling metrics to establish.
  • Beyond the success stories you are collecting, ask several people close to you to create a recommendation letter for you that highlights at least five key characteristics, talents, work accomplishments, and selling points that they would use to communicate about you positively to others. They will likely share things you don’t see in yourself that you should be communicating in your résumé.
  • Network like crazy! Start now, and continue for the rest of your career. If you are a unique talent who is hard to adequately and differentially describe in a couple of pages, why limit yourself to selling yourself in a couple of pages? My advice to this job seeker was that her next position is going to come from someone that sees and gets her talents and finds the right role. By meeting hiring decision makers personally through an aggressive networking effort, the résumé becomes less important. Then, instead of selling you sight unseen, it becomes a crutch for the decision maker to better describe you and what they see in you to others in the organization.

Those are my ideas.

They helped get her thinking about new possibilities. Ultimately, these ideas are all about action, and doing the hard work to bring them to life! – Mike Brown

 

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“Taking the NO Out of InNOvation”

Download our FREE “Taking the No Out of InNOvation eBook to help  generate extreme creativity and ideas! For organizational innovation success, contact The Brainzooming Group to help your team be more successful by rapidly expanding strategic options and creating innovative growth strategies. Contact us at info@brainzooming.com or call us at 816-509-5320 to learn how we can deliver these benefits for you.

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Learning what participants in an upcoming big meeting know, think, and believe before they come together in a large group is one tactic to strengthen team collaboration.

14 Team Collaboration Benefits from Pre-Meeting Outreach

Depending on the nature of the pre-meeting outreach you conduct with participants, it can promote team collaboration and help:

  • Get to know participants better and figure out how to best work with them
  • Gain a sense of what people already think
  • Learn what insights the participants already have and don’t have
  • Find out what you need to figure out or research ahead of time
  • Look for areas where you agree so you can make it seem like your ideas are theirs, creating greater ownership
  • Identify strong ideas upfront so you are ready to listen for and act on them in the larger group meeting
  • Understand the nature of disagreements or contrarian points of view, especially how accurate, deeply held, and unchanging they are.
  • Better strategize how to introduce challenging points of view
  • Determine how interested people are in developing a beneficial solution
  • Prioritize topics based on their criticality
  • Uncover time saving and efficiency opportunities, knowing you can spend less time on topics where people agree and more on where they disagree
  • Identify which people should and shouldn’t be in small groups together
  • Discover perspectives you will need to introduce in a larger group setting that individuals may be reluctant to voice
  • Make it more difficult for someone to play games in a large group (by espousing a point of view they don’t hold privately)

Gaining these team collaboration insights can come through various pre-meeting outreach formats. You can use individual conversations, online surveys, online collaborations, and review previous documentation. The method you choose obviously depends on how available and near people are, along with the importance of anonymity in their responses.

No matter the approach don’t go into a big meeting and expect the strongest team collaboration if you haven’t done your pre-meeting groundwork to make it happen. – Mike Brown

5 Ways to Start Implementing Faster and Better!

In the new Brainzooming strategy eBook 321 GO!, we share common situations standing in the way of successfully implementing your most important strategies. You will learn effective, proven ways to move your implementation plan forward with greater speed and success. You’ll learn ways to help your team:

  • Move forward even amid uncertainty
  • Take on leadership and responsibility for decisions
  • Efficiently move from information gathering to action
  • Focusing on important activities leading to results

Today is the day to download your copy of 321 GO!

Download Your FREE eBook! 321 GO! 5 Ways to Implement Faster and Better!



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In Brainzooming presentations and workshops, attendees want case studies and the answers somebody else has used.

Why?

Because that seems easy.

You show up, put in your forty-five or sixty minutes, and walk away with the answers that you haven’t been able to come up with back at the office. Or you receive confirmation from a speaker that what you have been thinking is right (or pretty close to right), and you can take that back to the office and tell the boss.

A Strategic Thinking Framework Is Better than an Answer, Really!

Despite this desire for case studies and answers, I rarely include them when I speak. Or if I do, I incorporate examples from audience members so THEY can talk about everything they tried, what worked and didn’t, and the things they learned.

Instead, I include lots of strategic thinking frameworks for decision making. While these strategic thinking frameworks aren’t answers, they allow you to quickly develop answers even in areas where you lack experience. That ability (and flexibility) is vital in business. It’s also essential as a presenter where you get questions and people wanting you to tell them what to do. As I remind people, however, I can’t tell them to do one thing or another within a couple of minutes at a conference. But I can give them a strategic thinking framework to analyze the question and decide for themselves.

Here is one example from a social media and content marketing workshop:

An attendee asked about the need to maintain separate Facebook pages in different languages. I pointed him to a brand-oriented strategic thinking framework I shared that focuses on what customers expect, accept, and will reward.

As we played it out, customers expect brands to interact in their own languages. They may or may not accept that one out of every few posts is in their language, and then they have to scroll. Maybe they will accept images with links to content in their own language? Maybe they will accept built-in translation as a viable option.

Then, depending on which approach they choose, they have to look at whether customers will reward it in some meaningful way. Will they select the brand over another? Select it more often? Pay more for a sense of personalization?

While I didn’t know the answer at that moment, the strategic thinking framework provides a way for them to consider the options and make a decision that works for the brand.

Bring the Questions!

If you are in the audience for a Brainzooming workshop, I love, love, love the questions. Please ask questions.

Just realize, your answer is probably going to be a way for YOU to think about your question and develop the answer you are seeking that works best for YOU, not somebody else! – Mike Brown

What’s Your Implementation Strategy for Uncertain Times?

Things aren’t getting saner and more calm. Are you ready to pursue an implementation strategy that works in uncharted waters?

The Brainzooming eBook 4 Strategies for Implementing in Uncertain Times will help you examine your strategy foundation, insights, profitability drivers, and decision making processes when few things ahead are clear. We share suggestions on:

  • Using your organization’s core purpose to shape decisions when things are changing
  • Reaching out to employees with valuable insights into what to watch out for and what to expect
  • Sharpening your command of cost and profit levers in your organization
  • Implementing processes to focus and sharpen decision making

4 Strategies for Implementing in Uncertain Times is a FREE, quick read that will pay dividends for you today and in the uncertain times ahead.
Download Your FREE eBook! 4 Strategies for Implementing in Uncertain Times



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I’ll admit it upfront: I’m not a huge fan of highly-involved, fun strategic planning icebreaker activities that don’t provide direct value to the strategic thinking we need to do.

Granted, the contribution doesn’t have to be something that will go into the final strategic plan.

But if we’re going to invest any amount of time for fun strategic planning icebreaker activities, they need to directly contribute to a fun environment or help the group to network and collaborate more effectively during the day.

So, with the idea of sharing ideas that still leave you with lots of flexibility, here are strategic planning icebreaker activities you can develop to best suit your strategy group’s needs. You can use these idea starters and imagine what will be most effective in any setting.

8 Strategic Planning Ice Breaker Activities

  • Ask a question that even people that have worked together for a very long time would have never asked and discussed previously.
  • Have people quickly pair up (or multiple up) and create something they will need during later strategy activities.
  • Give everyone an individual question that fits them perfectly. Have them ask the question of everyone. During introductions, the group introduces each individual as they share all their answers about a specific person.
  • Ask a most, least, best, or worst question that everyone answers.
  • Ask a first question: What was your first friend? First love? First job? First thing you did this morning? The first thing you do in a new city?
  • Ask a last question: Last thing on your mind? Last time you felt like a kid? Last time you were shocked? Last time you did something that scared you?
  • Ask a never question: What are you never doing? Have never done but would like to? Never thought (when you were young) that you would (or wouldn’t) be doing this all the time? Something you never thought you’d admit this to a group of co-workers but here it is?
  • Create a laundry list of odd (but not necessarily embarrassing) activities. Have people select one to do when it is their turn to introduce themselves.

Do you see a starting point in these ideas? If so, let us know what you try and how it works. If not, try here, here, or here for even more fun strategic planning icebreaker activities you could try. – Mike Brown

 

fun-ideas-strategic-planning11 Ideas to Make a Strategic Planning Process More Fun!

Yes, strategic planning can be fun . . . if you know the right ways to liven it up while still developing solid strategies! If you’re intrigued by the possibilities, download our FREE eBook, “11 Fun Ideas for Strategic Planning.”

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Here is Emma Alvarez Gibson’s report from a conference she recently attended. With a lot of suggestions and a little bit of arm-twisting, Emma implemented the ideas captured in our Introvert’s Guide: 23 Ideas to Meet New People at a Conference. She’s being very kind to share how she fared implementing the ideas to meet new people even though she was going solo at the conference!

Ways to Meet New People – Confessions of a Conference Newbie by Emma Alvarez Gibson

Make yourself socialize, he said. You need to meet new people, he said.

It’ll be fun, he said.

I doubted that last part. Very much. But I was going to a conference, alone, and it was clear I needed to do these things, because if there’s one thing I know, it’s that Mike Brown knows how to conference. (To be fair, I knew that long before he inadvertently wrote an entire post while gamely encouraging his slightly terrified, sometimes-misanthropic friend. That’s me, by the way.)

So I went with a select few of the items in that post, and remain surprised by the results. To wit:

Pack the clothing or jewelry you own that most often generates comments from others. Wear those as conversation starters.

This was the easiest step. I packed a big red statement necklace and a bigger silver statement necklace. And it worked. Both pieces garnered a ton of compliments, giving me many an opportunity to talk to people I might not otherwise have met.

Find out the conference hashtag(s) ahead of time, and begin monitoring them. Reach out to other attendees and speakers using the hashtag.

I was dreading this part. It felt forced and phony. But it worked. Within a few minutes my tweet (something about how I was packing for the conference) got favorited and had a couple of responses. This was when I started to think that maybe these steps would work for me.

Prepare a few open-ended, easy-to-answer multiple part questions to ask. Prepare to use them. Try, “Is this your first time at the conference?”

Well, it seemed a bit obvious. But–and I hope you’re sitting down–it worked. It got the shy people out of their shells, and it gave the outgoing people a willing participant. Bonus: I was relieved that no one seemed to think it was too obvious a question to ask.

Wear your nametag.

I’ll admit it: I loathe nametags. I feel like a jerk wearing a lanyard around my neck and a card that trumpets my name at everyone from behind a sheet of plastic. But of course it’s the only sensible thing to do at a conference. And Mike surely had a reason for spelling this one out. Can you guess what happened? Yeah. It worked. People repeatedly approached me, addressing me by name. (It’s almost like there’s a pattern, or something, here.)

Take advantage of social media to reach out and increase your visibility. Live tweet the sessions you attend.

This was fun as well as easy. The speakers and their presentations were engaging, informative, and often very funny. I live-tweeted speaker quotes and photos from their presentations, and used the conference hashtag. Several times this resulted in fun banter from attendees I’d previously connected with, as well as from those I hadn’t yet met.

Sign up for networking events and excursions. Make yourself go. Boost your confidence that you can enjoy these events on your own, while you look for opportunities to share experiences with others!

Here’s the thing: I dislike large groups. I dislike field trips with large groups. I particularly dislike field trips with large groups in which everyone seems to know someone and I’m on my own, and we have to eat dinner together. But off I went. It started disastrously. I had less time than I’d realized to get to the meeting point where we would climb aboard a handful of buses which would take us to the riverboat where we would spend three hours. My choices: hustle, and arrive sweaty and discombobulated, and possibly get there just in time to see the buses pull away and watch everyone point and laugh, or throw in the towel, find dinner on my own, and admit defeat. Conveniently, as I was deciding, two people from the conference hurried past, making jokes about being left behind. I asked if they were on their way to the dinner cruise, and that was that. They told me that if we missed the bus, I could hang out with them. Well, we didn’t miss the bus. And I felt so buoyed by the friendly exchange beforehand that it was much easier for me to talk to people for the rest of the evening.

Look for small groups at networking events, ideally with people you’ve seen at sessions during the day. Find a way to join them through proximity, listening, smiling, and shared interests (i.e., you all are at this event, were in some of the same sessions, and have drinks). Being around the crowd can be the right opening to start meeting other people on the edge of the crowd.

I was sitting on the boat by myself, near the end of the third hour, when I heard a group of people tipsily discussing the medicinal uses of the gin and tonic in days of old. One of them was earnestly trying to remember what element was important to those applications. “Why not?” I thought. I got up and approached them. “It was the quinine,” I said, and we had a rousing discussion practically all the way back to shore.

What I learned: a little bit of effort goes a very long way toward making the most out of a conference, especially when you’re on your own. Simple, straightforward tactics netted me great results, so much so that a few times I forgot to be self-conscious. (If that doesn’t sound shocking, I’m not telling it right.) In any case: thanks, Mike! – Emma Alvarez Gibson

 

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Does your organization excel at its strategy implementation process?

Do you execute new strategies quickly, effectively, and successfully?

A few clients we talk with mention a strong strategy execution process. Most discuss some big challenge (or multiple challenges) with implementation.

We address their experiences in our collaborative strategy implementation approach. You can’t invite others to collaborate on a strategic plan and later ignore them when you launch it. The strong value of collaborative strategic planning comes, in part, from involving parties critical to strong implementation even before you create the plan.

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We have compiled our highest impact strategy implementation recommendations into one FREE eBook: Fast Forward – Successfully Implementing Your Plan.

In Fast Forward, we share actionable ideas, tips, and checklists to rapidly improve your strategy implementation process and results. Fast Forward focuses on three critical success areas:

  • Streamlining how you communicate your plans for impact
  • Selecting and shaping strong implementation leadership
  • Reducing implementation barriers to move forward quickly and flexibly

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Specific features include:

  • 10 ways to simplify and strengthen the language you use to communicate strategic priorities
  • 9 ideas for introducing your strategic plan with style and impact to gain the organization’s attention and engagement
  • 4 keys for selecting the right collaborative leaders for implementation
  • 12 questions to better launch a successful strategy implementation process
  • How to navigate 4 typical execution challenges in organizations
  • Using mini-plans to increase your organization’s implementation flexibility

Download your copy of Fast Forward today, and ramp up your results with outstanding implementation! – Mike Brown

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