Collaboration | The Brainzooming Group - Part 3 – page 3
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Is there such a thing as a quick check to determine whether a strategic plan is on the right track or not?

While reviewing mini-strategic plans attendees developed at a recent logistics company customer event we facilitated, I relied on one that works well.

We designed a group exercise for participants to identify strategic plan topics. We also provided an overview with instructions about how to write a mini-strategic plan. Each mini-plan section featured one or two questions to help guide small groups in their work. Each of the six groups had fifteen minutes to complete the front and back of a mini-plan. As they worked, we roamed among the six groups to answer questions and provide guidance.

1 Question to Test Effective Strategic Plan Development

I was familiar with the starting topics and trigger events, but did not have close knowledge of the conversations each group had to develop its mini-strategic plan. Beyond looking for good structure and form in each mini-plan, I repeatedly asked a strategic thinking question that is valuable for anyone writing or reviewing any type of plan:

If I had to implement this, would I know what to do?

This simple strategic thinking question helps you quickly identify:

  • Whether the plan provides enough detail
  • If the words (and especially the acronyms used) are understandable
  • Whether the steps (or tactics) follow one another in an order that makes sense
  • How complete the path is to lead to the stated goal or objective
  • How faithfully the steps carry out the stated strategy

In the Brainzooming world, we think highly of a single strategic thinking question that works that hard, shedding light on five key areas in creating an effective strategic plan.

Tucking this question away for the next time you are writing or reviewing a strategic plan will lead to a more complete plan with simpler, straightforward language offering a better opportunity for successful implementation. – Mike Brown

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

Yes, a strategic planning process 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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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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Ten years ago, last week, I gave what I’ve always considered my worst presentation ever.

I call it my “Lee Harvey Oswald presentation.”

The horrible experience wasn’t for lack of public speaking skills, sufficient preparation, and scouting the unusual location ahead of time. It wasn’t for not being ready with options in case something didn’t work. And it wasn’t for not having a friendly audience.

Somehow, though, none of these things saved the presentation!

Public Speaking Skills and My Worst Presentation Ever

This early Taking the NO Out of Innovation presentation was at a Chinese restaurant. I visited it a few days early to see the meeting room. The arrangement was clearly going to present a problem. The room was small and had no natural area from which to present. As a result, I brought an easel, a big pad of sticky notes, and markers in case I needed to do something different to visually communicate the main points.

The day of the presentation, the luncheon was oversold. There was hardly room to move. The projector was placed on a highboy table in the middle of everything where it blocked the view for a significant portion of the room.

Assessing the options, I decided to ditch the PowerPoint. Instead, I planned to cartoon the presentation on the big easel pads. That went fine, other than I hadn’t adequately tightened the easel legs. As I marked on the pad, the easel legs would slide toward the ground. Not wanting to stop the presentation to figure out how to the legs worked, I leaned the easel pad against the giant TV on the shelving unit behind me, attempting to use it to stabilize the paper pad.

During most of the presentation, the waiters were serving lunches, announcing the dishes (which you’ll notice got more space than I did in the invitation!) they were delivering at the top of their lungs. At one point, I said aloud that it was like presenting in the middle of a bowling alley.

Photo credit: Michael Irvin

I survived the presentation, and had the opportunity to meet Michael Irvin, “The Big Idea Guy.” Michael won the creative kit door prize I gave away.

Why do I call it my Lee Harvey Oswald presentation?

After Lee Harvey Oswald was picked up by the Dallas police, they let the press interview him. At one point, he said he was waiting for someone to come forward to offer him (legal) assistance.

Throughout me fumbling with the easel, I was hoping one of the people I worked with would come forward to offer ME assistance. When I asked them later why they didn’t come up to help me, they said they didn’t want to detract from the presentation. I about fell on the floor. There was NOTHING that could have made the presentation go worse than it did!

The intriguing footnote to this story is several people attending that day have graciously said later how helpful the Taking the No Out of InNovation presentation was and how much they enjoyed it. Which just goes to show you, even if you’re completely frustrated by your temporary absence of public speaking skills, if you are earnestly trying to make it good and valuable for the audience, you have a chance of reaching them despite all the challenges.  – Mike Brown

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ebook-cover-redoBoost Your Extreme Creativity with “Taking the NO Out of InNOvation”

Download our FREE “Taking the No Out of InNOvation eBook to help  generate extreme creativity and boost your creative thinking skills! 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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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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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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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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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

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

  • Learn smart ways to separate strategic opportunities from the daily noise of business
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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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