Collaboration | The Brainzooming Group - Part 2 – page 2
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I stopped by the grocery store to use the ATM the other morning before leaving for New York to deliver a content marketing strategy workshop today at the Social Media Strategies Summit.

I decided to walk around the store to find something for lunch before getting on the plane. Finding nothing even remotely appealing, I headed for the door, not expecting to witness a solid customer experience strategy lesson.

Passing by the checkout aisles, I noticed a customer starting to unload her cart. Based on the checkout area’s configuration, the checker couldn’t see where the customer was or that she was beginning to unload her groceries. Since the store was dead this early in the morning, the checker came around to the front of the lane to wait for customers. By this point, the customer had moved further into the lane, but after the checker left her post.

The result?

The customer had her groceries all out on the belt. She was ready to have them checked, pay, and get out. The entire time, the checker was at the front of the aisle looking for customers heading her way to see them early and run around to her station to provide quick service.

DOH!

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Watching this scene develop, I stopped by the front door to see how long it was going to take for either the customer or the checker to realize there was a problem! It took so long, and I was in a hurry, waiting thirty seconds wasn’t enough time to see how long it finally took to discover the mistake.

Is Your Brand Making this Customer Experience Strategy Mistake?

Turning to go, I realized I have been guilty of doing the same thing as the checker. Many a brand is guilty of this as well: so eagerly trying to track down a new customer that it is missing all kinds of opportunities to serve and accommodate the customers it has.

Poor visibility into customer interactions or faulty customer experience strategy design could both be issues. That was the case in the grocery store. Other times, it may be that there’s more thrill in the hunt for a new customer than in tending to those you already have.

No matter the reason, it’s a good idea to step back and ask: Are we treating our current customers with all the enthusiasm and attention we show to the new person that is just walking through the door!

Well, are you? – Mike Brown

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I used to always ask the same question at the end of every job interview: Is there anything you want to talk about but didn’t based on the questions I asked that you want to talk about now?

The question helped create a focused opportunity for nervous, hesitant, or distracted candidates to say whatever they wanted that they thought was important in selling themselves.

I dropped a variation of the question into an online collaboration workshop for a client’s strategic planning process. Based on the results, it has a new role as a strategic planning question.

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The organization is going through a major leadership transition. Based on our interactions up to this point, honest, open conversation in a group setting is a clear problem for many individuals throughout the organization. While you hear some issues in a group setting, you hear more of the issues and story in one-off conversations.

Since the online collaboration is anonymous and knowing that there were likely other issues that leaders STILL hadn’t felt comfortable introducing, I added this strategic planning question on the fly: Is there anything else we haven’t covered that we should address?

The question generated a healthy response and surfaced several of the “elephants in the room” that certain leaders within the organization typically clamor about and bemoan because they are never addressed.

While we didn’t tackle the elephants in the online collaboration, at a subsequent in-person strategic planning meeting, one leader voiced a hope and expectation that we would tackle the elephants in the room. During a break in the conversation, I returned to the online collaboration results and copied the elephant issues on a big easel pad. With that move, the elephants were visible. We used the list during the in-person strategic planning workshop to make sure we tackled all of them.

While tackling the issues led to some drawn out and uncomfortable moments (at least for facilitators focused on productivity and getting through a certain number of exercises), the leader most vocal about the elephants had to acknowledge at the end that we had addressed them all.

Using the “what didn’t we cover” strategic planning question in a subsequent online collaboration workshop identified many great questions that another organization’s CEO could address before we ended the online collaboration.

With that, “what didn’t we cover” is now in our regular portfolio as a very productive strategic planning question. We suggest tucking it into yours, too. – Mike Brown

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We are back from the Inbound 2017 conference sponsored by Hubspot.

Last week’s Inbound conference was intense and productive. For a quick summary of the week, here are quotes pulled from across most of the Inbound 2017 keynotes and breakout presentations I attended.

Creative Thinking Skills

“It is easier to correct errors than to try to prevent them all.” – Ed Catmull of Pixar

“Every picture you’ve ever loved from Pixar sucked for a year.” – Brené Brown on hurdles that stand between an idea and celebrated creativity

“We didn’t like the media landscape, so we changed it. Don’t fight the systems that exist, create new ones.” – Piera Gelardi of Refinery29 on unabashedly reinventing monoliths that don’t suit you

“What seems ordinary to you may be extraordinary to others.” – Kareem Taylor of Headnod Music on the reason you need to stop that inner voice saying, “You’re not special.”

Growth

“Your network is who knows you, not who you know.” – Emcee Mark Jeffries explaining why everyone seems to want to be a star

“Companies are more likely to die from overeating than starvation.” – Hubspot Co-Founder Brian Halligan relating advice from a board member advocating for starting fewer things

“Always test the assumptions you are making about your audience. The goal is results, not guessing.” – Garrett Moon of CoSchedule with an important reminder for freewheeling startup types

“What do people do before they reach out to you?” – Matthew Barby of Hubspot offering a suggestion for attracting your prospects EARLY in the buying process

Branding

“What story will you tell about your brand?” – George Thomas of Sales Lion 

“Listen to your audience’s exact words, write them down, and then test them. Bucket them into dreams, pains, and barriers.” – Scott Tousley of Hubspot with a powerful suggestion for outside-in language

Leadership

“If you’re going to lead, you have to lead with grace.” – Former First Lady Michelle Obama telling it like it is

“Stop doing stupid shit.” – Leslie Ye of Hubspot with the “duh” QOTD

Marketing Chops

If you’re going to do video, you “need to think like a film editor.” – Salma Jafri pointing out a critical step all video must go through to fit a specific social platform

Today, you need marketers with “broad experience and the ability to go deep in a few areas. You need a Jack or Jill of all trades, and a master of some.” – Stefanie Grieser of Unbounce with hiring advice – Mike Brown

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I found this article recently. It was written back in my corporate days during the blog’s first year (June 27, 2008). Honestly, I’d forgotten about it. A search on the Brainzooming blog to track down content for an updated strategic thinking presentation uncovered it. Reading “9 Ways to Understand the Political Fray and Stay the Hell Out of It” after all these years, it may be the most beneficial article we’ve ever run. That’s even with thousands of articles since its original publication. It serves as the foundation for nearly all our content, making it worth a republish and sharing it with all of you that never saw it originally.

9 Ways to Understand the Political Fray and Stay the Hell Out of It

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The title is from a leadership presentation that I do. It’s how I’ve tried to live my life in business, organizations, and relationships. I’d never specifically articulated what “understanding the political fray” means though until a good friend said recently that she’s just not politically savvy. Here are eight general principles I shared for being attuned to an organization’s political environment.

  • Understand the organization’s long-term needs.Use your strengths to best address those needs and create results.
  • Know “what” drives the business– which revenue streams and cost centers really matter.
  • Translate that into “who” drives the business. Then figure out where you stand now relative to the “what” and the “who,” and where you want to stand relative to both in the future.
  • Figure out the organization’s tolerance for variation from the norm in the areas (important and unfortunately, trivial) on which people judge people. Know what the expectation is for fitting a certain type and make very conscious decisions about where you’ll play along (i.e., “fit”), and where you’ll make your stand for being different.
  • Consistently and unequivocally deliver value. Do it for lots of people at all levels of the company – above you, with peers, and at lower levels of the organization.
  • Make sure you’re seen as someone people can talk to and confide in Ask open-ended questions, listen, provide a little bit of sound counsel, and keep confidences. You’ll help others and learn a lot.
  • Always know who you can trust. Challenging issues and situations are great tests of this. The people who support you and / or have your back during the intense times are the people that you should go out of your way to invest in generously.
  • Don’t stop thinking, and don’t say everything you think.
  • Cultivate as many personal options as possible, and know how realistically they can come to fruition.

All these ways to understand the political fray and stay the hell out of it still all stand up for me, and I hope they benefit you!  – Mike Brown

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We just created twenty-five year roadmaps for a client’s strategic planning process in two hours and forty-five minutes. Start to finish, UNDER THREE HOURS.

When we say our brand promise revolves around getting brains zooming, we’re totally serious.

How do we eliminate so much time from typical strategic planning process approaches?

11 Ways to Speed Up Your Strategic Planning Process

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Here are eleven things we do differently to speed up developing strategy:

  1. We design the strategic planning process to fit your organization and team – not the other way around.
  2. We eliminate unnecessary parts of developing strategy and do away with all the complex templates to complete.
  3. We’ll use highly productive strategic and creative thinking exercises.
  4. We’ve done this hundreds of times, so we know how to adapt our strategic planning methodology so it’s highly efficient for you.
  5. We surround your team with strategic thinking exercises and structure so even inexperienced people will succeed at strategic planning.
  6. We employ online surveys and online collaboration tools to minimize the need for your team to travel and spend time in big meetings.
  7. We bring the fun to strategic planning, so the time will zoom by more quickly than you can ever imagine.
  8. Our collaborative strategic planning approach gets more people participating concurrently, increasing the planning pace.
  9. We know which corners to cut and which ones we can’t move past until we figure things out.
  10. We listen to every conversation and capture bits and pieces of interaction that fit your plan.
  11. We don’t like spending any more time than you do on strategic planning, so we’re always working to streamline it.

Put it all together, and that’s how to speed up developing strategy.

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Contact us right now so we can work together to speed up developing strategy for your organization, allowing you to move into implementation faster than ever with a better plan than you had this year! – Mike Brown

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Mike Brown

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You’ll never guess what I’ll be doing during my rare free time the next few months.

Serving on a strategy planning team for an organization where I am a member! (See busman’s holiday.)

I’m part of one of ten small teams within a seventy-plus-person volunteer group developing a multi-faceted strategic plan. An external consultant is leading the process along with the organization’s top leaders. Our first meeting was last week. Reflecting on it the next morning, something struck me: this is the first time I’ve participated in someone else’s strategic planning process in over a decade. That means it’s perfect for:

Since we were promised an “easy, five-step strategy planning process” extending through early December, the timing overlaps many of you conducting your own strategic planning process cycles.

5 Reactions to Someone Else’s Strategic Planning Process

Here are early reactions relative to how we’d facilitate a collaborative strategic planning process at The Brainzooming Group.

Via Shutterstock

What Worked?

  • Engaging a Big Group of Participants – It’s fantastic to reach out to seventy volunteers to participate in strategy planning. The final plan can’t help but benefit from so many different perspectives.
  • Using Humor to Make Strategy Planning More Fun – The facilitator was funny, conveying humor both through his comments and slides. Plus, he took the required shots at strategic planning as a discipline to put participants at ease.

What Didn’t Work?

  • Providing a Template to Inexperienced Strategic Planners without Structure –Typical of most strategic planning processes, the facilitator showed us a three-column template to complete for a meeting next month. Each team is on its own to fill out the template. Other than defining the template’s three column headings, no one provided any structure or strategic thinking questions to help the ten teams effectively do their best work.
  • Not Incorporating Previous Strategy Planning Experiences to Make the Process Smarter and Easier – The facilitator works for a local organization that does this type of plan for related organizations. Each organization deals with many of the same issues, yet the strategic planning facilitator didn’t provide any frameworks or exercises to better address these issues. That’s where we’d want to speed up the process by eliminating redundant steps.
  • Leaving People to Gather Information Completely on their Own – For many of the areas in the strategic planning process, there are reference sources and experts pertinent to our organization’s priorities. Yet, the facilitator didn’t offer any materials beyond suggesting some people to call. Honestly, this omission creates a huge time waster for volunteers surrendering their off-hours to participate.

What’s Next

It will be interesting to see how rapidly and successfully our team and others move the planning ahead toward our mid-October deliverable.

Looking back, there were no major surprises among the things that didn’t work. Those are all fundamental strategic planning process shortfalls. The Brainzooming Group works hard to eliminate these.

If you’re thinking about how you can avoid these and other gaps in your own strategic planning process, contact us at The Brainzooming Group. Let’s chat about how to streamline your strategic planning this year in dramatic, results-oriented ways. – 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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Ask most business executives about strategy, and they don’t spit out well-articulated strategy statements.

Instead, executives talk about customers or growth or cost cutting or new markets or a whole variety of other areas that can contribute to business success.

That realization was a breakthrough in how we would create a strategy development exercise back when I ran strategic planning for a Fortune 500 corporation.

The consultants we worked with to help us develop our first big strategic marketing plan back in 1997, didn’t provide productive structure to help us. To them, a strategy development exercise involved PowerPoint slides with boxes and grids to complete. It was about fully-formed answers with no real support to help business and marketing managers do the strategic thinking to develop their strategies. The process was difficult, slow, and only worked because the consultant staffed the engagement with a bunch of MBAs that did the work for our people. They billed high-dollar hours like crazy, turning a single strategic planning initiative into a seven-figure annual engagement.

Over time and hundreds of strategy development workshops, we changed all that.

The Secret to Making a Strategy Development Exercise Faster and Easier

We streamlined strategy by giving our own people a strategic planning structure allowing them to showcase their experiences, knowledge, and perspectives. We sped up the process by assembling a multi-functional team that together had many more great ideas than a single marketing manager. We time-constrained strategic planning so that we spent less time on non-productive speeches and information sharing, instead focusing on productive strategic conversations.

And importantly, when we developed a new strategy development exercise, we actively used creative thinking techniques to help them very naturally think about typical strategy issues in very different ways.

This fundamental change in planning happened over a ten-year period. The Brainzooming strategic planning process was the result.

Brainzooming is all about streamlining strategic planning, making the process engaging, and the outcome actionable.

Sound like the formula your organization needs? If so, contact us, and let’s talk about the possibilities for develop faster, more successful business strategy at your organization! – Mike Brown

 

fun-ideas-strategic-planning11 Ideas to Make Planning Strategy 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.”

Download Your FREE eBook! 11 Fun Ideas for Strategic Planning

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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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