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Chuck Dymer and I presented to a group of logistics managers in Chicago last week. The topic was how to handle uncertain times successfully.

Tomorrow, I’ll be closing the Nature Explore and The Outdoor Classroom Project Leadership Institute with a comparable message. The conference theme is building resilience and joy in uncertain times. The audience for the presentation consists of educators, landscape designers, government officials, and others involved with creating outdoor classrooms for children. It’s all about getting kids outside to experience nature, interact, and learn. The closing presentation will be about staying strong as an idea magnet even you are uncertain of what is ahead.

Next month, Emma Alvarez Gibson and I will be delivering a couple of workshops for the Friends of Georgia State Parks and Historic Sites. The message will once again be similar: carrying out your mission when times are changing in ways you have not previously experienced.

Yes, dealing with uncertain times (while facing fewer or nonexistent resources) seems to be in the forefront for many different types of organizations these days.

25 Infinitely Renewable Things in Uncertain Times

One theme for the Leadership Institute presentation is finding the blue sky – the open opportunities – even amid what seems to be an onslaught of constraints and limitations. That took me to the idea of abundance thinking, one of the fundamental strategies of idea magnets. These creative leaders recognize constraints but turn their attention to the available resources that are plentiful and can always be grown.

Wanting to leave the Leadership Institute participants with a starting list of ideas, here are twenty-five things that are abundantly available – even in hard-nosed business settings.

  1. Affiliating with Others
  2. Asking Others for Help
  3. Asking Someone If You Can Help
  4. Caring for Others
  5. Cheering Each Other On
  6. Coming up with another idea
  7. Creativity
  8. Determination
  9. Doodling a Smiley Face or Heart
  10. Enthusiasm
  11. Focusing on Your Core Purpose
  12. Forgiveness
  13. Good Humor
  14. Good Intentions
  15. Hugs
  16. Humility
  17. Imagination
  18. Jumping for Joy
  19. Positive Thoughts
  20. Prayer
  21. Reaching Out to Others
  22. Remembering Successes You’ve Already Had
  23. Sharing Stories
  24. Smiles
  25. Trying One More Time

What else is abundantly available in your part of the world? If your team could use some ideas and motivation right now with handling uncertainty, we’d love to come spend time with you to share strategies that are working!  – 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



Mike Brown

Founder of The Brainzooming Group, and an expert on strategy, creativity, and innovation. Mike is a frequent speaker on innovation, strategic thinking, and social media.

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From experience, the worst time to decide on how to decide things is when you are ready to decide things.

When you are ready to a make decision, an entirely new set of issues emerges. People have already developed their vested interests in certain outcomes. They are either overly or underly-inclined to point out data gaps to try to push the group to choose a certain outcome.

If, however, you can figure out what will shape the decision before it happens, you have a fighting chance of making a solid business decision for an organization.

5 Strategic Thinking Questions to Answer Before Making a Decision

Here are five strategic thinking questions you should identify well before you are on the verge of making a decision:

  • Who owns making the decision?
  • Who will the decision impact?
  • Who should contribute to making the decision?
  • What criteria will we use to make the decision?
  • What levels or conditions across the criteria will signal making one decision or the other?

If you answer those strategic thinking questions early, your decision making will likely be more simple, clear, and streamlined. And all of that means you can fast forward more quickly from debating and deciding into implementation and results!

Fast Forward: Successfully Implementing Your Plan! 

In the FREE eBook, Fast Forward, we highlight ideas, tips, and checklists you can quickly use for implementation success:

  • 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 engage your organization
  • 4 keys for selecting the right collaborative leaders during implementation
  • 12 questions to better launch your successful strategy implementation process
  • 4 strategies to navigate typical execution challenges
  • Using mini-plans to increase implementation flexibility

If you’re on the hook to move your organization from strategy to implementation ASAP, Fast Forward is for you! Download it TODAY!
Download Fast Forward Today!

Mike Brown

Founder of The Brainzooming Group, and an expert on strategy, creativity, and innovation. Mike is a frequent speaker on innovation, strategic thinking, and social media.

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What can you expect from a strategic planning process?

That question was the topic of several recent conversations.

As I explained it, our objective when leading a strategic planning process is to make sure the result is an innovative, implementable strategy.

9 Things to Deliver in a Strategic Planning Process

That specific phrase (an innovative, implementable strategy) is very important to a strategic planning process. It creates a definition and set of expectations around what the process we’re facilitating needs to deliver.

With innovative, we look to deliver ideas that:

  • Are better than current strategies
  • Are differentiated relative to competitors
  • Create exceptional benefits and value for important audiences

In terms of implementable, the strategy needs to:

And if it’s a solid strategy, it:

These specifics help determine what we need to prioritize within any strategic planning process:

As you look ahead toward strategic planning, think about where you legitimately need to concentrate your efforts. Where do you need to focus to create an innovative, implementable strategy for your organization’s success? – Mike Brown

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Mike Brown

Founder of The Brainzooming Group, and an expert on strategy, creativity, and innovation. Mike is a frequent speaker on innovation, strategic thinking, and social media.

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One of our clients recently conducted their own internal interviews to get a sense of what their employees thought about their current situation, future opportunities, and persistent challenges as an input into the strategic planning process. During the interviews, a standard theme from the participants was to share their comments EXACTLY as they stated them. Our client made the commitment to do so.

While that commitment translated into capturing and typing up exacting notes with their specific words, conveying what participants want to communicate during the strategic planning process is a little more complicated than that.

6 Keys for Conveying What Participants Want to Communicate

via ShutterStock

When it comes to conveying exactly what participants wants to communicate, there are multiple steps involved. These are some of the things we suggested to honor the team’s request for faithfully reporting their comments:

  1. Ask questions that allow individuals to express their own thinking instead of having to conform their language to how the strategic planner describes things.
  2. Make a concerted effort to capture the exact language participants used if they are not directly capturing their own language.
  3. If there is a gap between what they say and what they mean, don’t hesitate to fill in the white space so the final reporting is as representative as possible of their big messages.
  4. Do not hesitate to insert your own comments to focus reader attention on the most important messages.
  5. Develop a vocabulary list of common language the organization uses, and default to words and phrases from the list as you recap the interviews and work on subsequent deliverables.
  6. Identify themes among individual interviews and responses, featuring the most descriptive language people used to represent the significant issues the organization faces.

As with a lot of things in business and life, being faithful to what participants want to communicate during a strategic planning process can involve extra steps to adjust things and make sure it happens. We’ve taken these types of steps for years and have had clients consistently say, “That’s exactly what we meant, except you said it even better!” – Mike Brown

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Mike Brown

Founder of The Brainzooming Group, and an expert on strategy, creativity, and innovation. Mike is a frequent speaker on innovation, strategic thinking, and social media.

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Someone downloaded a free Brainzooming strategy eBook, noting his biggest strategy challenge is “how to do a strategic planning process when you are new.” That question relates to something we do all the time: walk into a new client in an unfamiliar industry to design and facilitate a strategic planning process.

While leading strategy development in a new company poses challenges (including needing to learn a tremendous amount as you go), it has a comparable number of advantages (Including not laboring under preconceived ideas about how the organization does things).

via Shutterstock

In that type of situation, we recommend using strong strategic thinking questions and frameworks to quickly understand the situation, the players, and the opportunities. This is vital (from our experience) for ensuring your newness yields more advantages than challenges.

Additionally, here are four areas we recommend exploring right away (and 12 resources to support your work):

Identify what has been done previously

Secure copies of previous plans and strategy documents, and don’t settle for the first things people offer you. Keep digging via different angles and types of requests. What you see as strategic may not be what others think is strategic. Ask about what has and has not worked during previous strategic planning initiatives. You want to be sure to find out what things most often lead to successful implementation. Finally, as you compile strategy documents, review them thoroughly to glean all the value they provide.

Getting to What Is Strategic

Determine the important players

Review the organization chart and identify the major players from a formal standpoint. That’s your first look. Then start probing informally for who the important players will be in strategic planning. That’s not to say the people on the org chart AREN’T important. There are like people outside the top-level organization charts with ideas, insights, pieces of the puzzle, and important answers for getting you up to speed very quickly.

Tracking Down the Expertise You Need

What’s it like?

Go hard and fast to understand the company, customers, industry, and competitors, along with all the other things important for the early internal and external fact base supporting the strategic planning process. These are the basics where you must quickly develop a working knowledge and a good command of the facts. As a new strategic planner, you can quickly gain advantage by bringing intriguing comparisons to the table. Finding analogous situations to help create new perspectives helps you stay ahead of the game in introducing new thinking. The more pertinent analogies you can employ, the more you showcase how fresh perspectives are bringing value to the strategic planning process.

Making Great Comparisons

What’s ahead?

It would not be a surprise if many (most?) of the people you will reach out to for strategic planning participation will be focused on day-to-day business activities. While they may want to look toward the future, near-term responsibilities can routinely derail those aspirations. As the strategic planning person, you are in a prime position to focus on what is coming – whether expected or unexpected. Be on the lookout for individuals who spend considerable time thinking about trends, future developments, and their implications.

Looking Further Out from Here

That may not be everything, but it’s a solid start to run a strategic planning process as if you have years of experience where you are! – Mike Brown

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10 Lessons to Engage Employees and Drive Improved Results

FREE Download: “Results!!! Creating Strategic Impact”

Results!!! Creating Strategic Impact Mini-Book

Senior executives are looking for employees who are strong collaborators and communicators while being creative and flexible. In short they need strategic thinkers who can develop strategy and turn it into results.

This new Brainzooming mini-book, “Results – Creating Strategic Impact” unveils ten proven lessons for senior executives to increase strategic collaboration, employee engagement, and grow revenues for their organizations.

Download this free, action-focused mini-book to:

  • Learn smart ways to separate strategic opportunities from the daily noise of business
  • Increase focus for your team with productive strategy questions everyone can use
  • Actively engage more employees in strategy AND implementation success

Download Your FREE  Results!!! Creating Strategic Impact Mini-book

Mike Brown

Founder of The Brainzooming Group, and an expert on strategy, creativity, and innovation. Mike is a frequent speaker on innovation, strategic thinking, and social media.

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I’m in West Palm Beach, FL today speaking at the Connections 2017 conference sponsored by SMC3. The topic is about engaging your internal brand team and delivering on a great customer experience strategy.

This Brainzooming branding keynote is built around eight questions for senior executives to ask themselves about how they are preparing their teams to help shape brand strategy and deliver incredible experiences to customers. It starts by asking how easy it would be to walk past a $100 million idea in your organization because you just didn’t recognize it. My contention is that it’s easy to miss a $100 million idea in a big company because it is probably coming from somebody completely surprising and it doesn’t show up looking like a big idea. It may be a failed attempt. It may be a small idea that needs a lot of work. It may be what seems like a misguided attempt today that will only make sense once you see it from a different future perspective.

Along the way, the talk covers these other aspects of customer experience strategy:

I’m excited about the keynote, because it’s the first time back speaking in front of this big a group of transportation professionals for a few years. Having come from the transportation industry, and seeing so many people I knew and faces I recognized at the January 2017 SMC3 conference, I can’t wait to share these ideas with them.

In the meantime, if you’d like to grab a free copy of the diagnostic we’re offering to Connections 2017 attendees to assess their big strategy statements, you can do so for a limited time. – Mike Brown

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Create the Vision to Align and Engage Your Team!

Big strategy statements shaping your organization needn’t be complicated. They should use simple, understandable, and straightforward language to invite and excite your team to be part of the vision.

Our free “Big Strategy Statements” eBook lays out an approach to collaboratively develop smart, strategic directions that improve results!


Download Your FREE eBook! Big Strategy Statements - 3 Steps to Collaborative Strategy



Mike Brown

Founder of The Brainzooming Group, and an expert on strategy, creativity, and innovation. Mike is a frequent speaker on innovation, strategic thinking, and social media.

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How can you get the most mileage from the free strategic planning eBooks we regularly offer as downloads?

We do not pretend to be able to imagine EVERY single situation where you might apply our strategic thinking exercises. Yet when we create new eBooks, our main goal is ensuring the content is heavy on ideas and tools you can apply to improve strategic thinking and implementation in your organization.

One way we test that expectation is by working with the exercises ourselves to ensure their effectiveness and utility.

Using Our Own Strategic Planning Exercises

Considering that, here’s an example of how, as one previous boss might say, we eat our own dog food (in this case, strategic thinking exercises).

I was working yesterday on designing an upcoming strategic planning Zoomference for a client. One objective for the Zoomference is to push the leadership group’s thinking toward innovative ideas they might have never considered a few years before.

Reaching the part of the outline where we’re going to turn the participants toward more disruptive thinking, I needed to come up with appropriate strategic thinking questions for the client to consider. Turning around in my chair, I saw a draft copy of our Disrupting Thinking eBook. It is filled with questions to push thinking on multiple topics, including brand benefits, success factors, risk taking, and new market entry. I grabbed the copy, combed through it, and found five great questions.

Total time from identifying what I needed to having five strong potential strategic thinking questions?

Less than five minutes.

Compare that to sitting with a blank screen struggling to imagine brand new strategic thinking questions from scratch. I know I would have spent way more than five minutes.

If you’re similarly on the hook to come up with engaging questions or strategy and innovation ideas (which you likely are if you are still reading this), you would have taken the same or more amount of time.

Wouldn’t it be nice to be done in five minutes and ready to move on to the next thing?

How Much Time Do You Want to Save in the Next Year?

So, go ahead and download Disrupting Thinking right now. And grab our eBook with 600 strategic thinking questions, too. You will save TENS OF HOURS (maybe more) of time over the next year with these two Brainzooming downloads.
Download Your FREE eBook! Disrupting Thinking - 13 Exercises to Imagine Disrupting Your Brand

So yeah, we eat our own strategic thinking exercise dog food.

And it tastes darn good.

Plus, we share it ALL THE TIME! – Mike Brown

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Mike Brown

Founder of The Brainzooming Group, and an expert on strategy, creativity, and innovation. Mike is a frequent speaker on innovation, strategic thinking, and social media.

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