Collaboration | The Brainzooming Group - Part 37 – page 37
0

The Brainzooming Group, in support of KC Digital Drive, is in the midst of wrapping up producing the Gigabit City Summit today.

Talking with attendees throughout the event, it’s exciting to hear them talk about how smooth, fun, engaging, and meaningful the Gigabit City Summit event experience has been. These sentiments were accentuated during Wednesday afternoon’s general session when we interrupted the regularly scheduled Gigabit City Summit to feature a live webcast of President Barack Obama’s address from Cedar Falls, IA on the plan for accelerating broadband availability in the United States.

Gigabit-City-Summit-Interruption

When it comes to events, here are 10 of my hip pocket tips for designing and implementing a fantastic event experience design. They apply to big meetings, and also to most little meetings. Most of them even apply if you’re only getting a few people together for a meeting.

10 Tips for a Compelling Event Experience Design

  1. When in doubt, incorporate more emotion into your event experience design. Emotion isn’t used enough in professional settings, so you’ll stand out with genuine emotion.
  2. Start with your second biggest thing; end with the biggest thing you have going.
  3. Capture all the TYPES and AMOUNT of content you can during the event, even if you’re not sure what you’ll do with it later.
  4. Restrict yourself (as much as possible) to speakers that someone on the planning group has previously seen. If you’re interested in someone you haven’t seen, figure out a way to see them speak before deciding.
  5. Make sure the technical and audio visual people who are working the show have full visibility to what you’re trying to accomplish with the event experience design. This allows them to support you in ways you might not have thought about.
  6. There are two kinds of people in the world: event people (who understand the mix of strategy and detail to implement a successful event experience design) and everyone else. Make sure you surround yourself with event people.
  7. Be ready to fix things for attendees and know who the people are on your event team that are great at fixing things for attendees. Always know where these people are at the event.
  8. Manage the time aggressively to keep the event on schedule. Know, however, when a slight deviation from the time schedule is important for creating a better event experience (such as when the President delivers an address on your topic during your conference). Also know how much of the extra time you’ll be able to make up during the rest of the event and where it’s going to take place.
  9. Create the schedule so there are multiple compelling reasons in the event experience for attendees to stick around throughout the entire event.
  10. ALWAYS, ALWAYS, ALWAYS be looking out for the completely unexpected things that WILL happen that reinforce your event experience while the event is going on. Those unexpected events led to stopping our show for the President, how we opened the first two days of the conference with particular music and video selections, and me trying (at 2 a. m. Thursday morning) to get a last-minute guest into our breakfast and Kansas City tech tour this morning. Those unexpected things are God’s gift to those who are paying attention to them! – Mike Brown

If you enjoyed this article, subscribe to the free Brainzooming blog email updates.

 

Download: FREE Innovation Strategic Thinking Fake Book

Brainzooming Outside-In Innovation Strategic Thinking Tools eBookAre you making the best use of customer input and market insights to deliver innovation and growth? Creating successful, innovative new products and services has never been more dependent on tapping perspectives from outside your organization.

This new ebook features sixteen strategic thinking exercises to help you ideate, prioritize, and develop your best innovative growth ideas. Download this free, concise ebook to:

  • Identify your organization’s innovation profile
  • Learn and rapidly deploy effective strategic thinking exercises to spur innovation
  • Incorporate crowd sourced perspectives into your innovation strategy in smart ways

Download this FREE ebook to turn ideas into actionable innovation strategies to drive your organization’s growth.

Download Your Free  Outside-In Innovation Strategic Thinking Fake 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.

More Posts - Website

Follow Me:
TwitterFacebookLinkedInPinterestGoogle Plus

Continue Reading

0

AEIB-GraphicAs we do occasionally, we’re featuring an excerpt today from the Armada Corporate Intelligence publication,  “Inside the Executive Suite.” This article was about succession planning best practices IF your organization has no formal succession planning and a team member resigns.

Based on surveys suggesting many organizations lack formal succession planning or don’t follow it closely, their informal strategy for succession planning best practices is a good stop gap. This is especially true early in the year when some people resign after staying around long enough to qualify for year-end bonuses.

These four quick steps for an informal strategy for succession planning could be just what you need to do this week!

Succession Planning Best Practices – 4 Quick Steps for an Informal Strategy

(From Armada Corporate Intelligence – “Inside the Executive Suite”)

Based on the particular survey you find in a quick online search, perhaps 1/3 of organizations don’t have succession planning in place – although the number could be much higher, or slightly lower!

Suffice it to say, even if succession planning is completed, the same surveys report many organizations don’t employ the individuals they would need to implement the succession plans they have.

This absence of succession planning best practices can be a particular issue right after the New Year. Employees that have stuck around only to satisfy the date for an annual bonus often turn in their resignations immediately afterward. Seeing this happen many times, it’s worthwhile to share these steps to take right now, just in case you lack succession plans.

090724-Computer-on-Desk

1. Start your informal succession planning by compiling a very short list of employees you’ll fight to keep

If you do nothing else toward succession planning before January 1, decide which employees you’d make a concerted effort to keep should they announce they are departing.

We recommend making a VERY short list because when most people resign, they have made a mental break they’ll never completely mend – even if they stay because you countered successfully. As a result, the only names on the list should be those absolutely critical to current operations or whose specialized knowledge or expertise would leave a gaping hole.

Also jot down names of employees you’d be happy to see leave, should they do so. Everyone else falls into the, “Not looking to lose them, but it might happen” category.

With this list, you’re in a much better position to implement step 2 if someone announces he or she is leaving.

2. If someone resigns, stay calm, ask questions, and listen

Suppose, it’s January 2nd or February 1st (or whatever date after which bonuses are set) and a key employee resigns. You need to stay calm since this is your opportunity to ask smart questions and listen intently. If the person resigning is on your “fight to keep” list, ask:

  • Are you willing to reconsider?
  • Have you thought about what might make you reconsider?
  • What timing commitments have you made to the new organization?

Understanding these answers begins framing your response for an employee you’re trying to keep since you should have a better idea of what a counter-offer will have to include.

Even for employees on the “not looking to lose them” list, however, asking the last question leads to Step 3

3. Negotiate more transition time if you think it is valuable

For employees not on your “fight to keep” list you’d like in place longer than the two weeks typically offered as a transition period, ask what types of flexibility they have to alter start dates with new employers.

If you think an individual would handle a longer transition period in a constructive, productive way, you may want to negotiate for three or four weeks instead of two. In so doing, you’re not trying to keep them for an extended period; you are, however, trying to buy more time to advance your succession planning and implementation.

4. Find a confidant to vent, then use alone time to think and plan

After asking questions and listening, conclude your meeting. Then go ahead and vent, if you need to do that. Contact a confidant to vent privately without concern for your venting getting back to the office. If you’re frustrated, apprehensive, or even excited, none of these are appropriate emotions to display publicly. Get them out, and return to your calm state quickly.

At that point, begin thinking about what moves you could make to replace the person leaving from among internal candidates. Even if you don’t have someone completely prepared for the job, do you have someone ready for an opportunity that challenges them in dramatically different or more significant ways? If so, there might be no better time to grow them than through stepping into a much bigger role.

Are you ready for people changes with an informal strategy for succession planning?

These steps certainly don’t constitute a full succession planning strategy. If you don’t have one, however, it’s a solid checklist to work through should any staff members announce their departures after the first of the year. – Armada Corporate Intelligence

 

If you enjoyed this article, subscribe to the free Brainzooming blog email updates.

If you’re facing a challenging organizational situation and are struggling to maintain forward progress because of it, The Brainzooming Group can provide a strategic sounding-board for you. We will apply our strategic thinking and implementation tools on a one-on-one basis to help you create greater organizational success. Email us at info@brainzooming.com or call 816-509-5320 to learn how we can help you figure out how to work around your organizational challenges.


 

 

 

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.

More Posts - Website

Follow Me:
TwitterFacebookLinkedInPinterestGoogle Plus

Continue Reading

0

We’ve discussed the value of having three different strategic thinking perspectives in any strategy work. These three strategic thinking perspectives include people with front-line experience, others with functional expertise, and innovative thinkers that look at opportunities and challenges in new and different ways.

Brainstorming-Session-Google-Fiber

Across these three groups, there are also three types of voices to include, especially when looking at an organization’s vision and related future strategy conversations. These three voices are:

  • Familiar Voices
  • Challenger Voices
  • Emerging voices

These three voices all differ in their backgrounds and what they bring to strategic thinking and strategy conversations.

Familiar voices are individuals recognized for their long-term engagement, their deep and broad networks, and a strong understanding of relevant and significant opportunities and issues.

Challenger voices are those individuals noted for questioning the status quo in constructive ways. They are oriented toward finding answers to lingering issues and are sensitized toward not simply ratifying the popular view and calling it good.

Emerging voices come from organizations and individuals with new visibility in an organization or among its audiences. They have been outside the mainstream conversations and represent a valuable perspective the majority might routinely overlook.

Next time you’re convening a group to meaningfully address the future of your organization, take a good look. Do you have individuals representing all three of these voices?

If not, stop, and expand the strategic voices on your team right away. – Mike Brown

 

If you enjoyed this article, subscribe to the free Brainzooming blog email updates.

If you’re facing a challenging organizational situation and are struggling to maintain forward progress because of it, The Brainzooming Group can provide a strategic sounding-board for you. We will apply our strategic thinking and implementation tools on a one-on-one basis to help you create greater organizational success. Email us at info@brainzooming.com or call 816-509-5320 to learn how we can help you figure out how to work around your organizational challenges.


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.

More Posts - Website

Follow Me:
TwitterFacebookLinkedInPinterestGoogle Plus

Continue Reading

0

What’s an idea?

And how do you decide amid all the creative thinking exercises you might be using, what determines when you have an idea as opposed to something else that doesn’t really qualify as an idea?

These strategic thinking questions were a sub-theme of a Twitter conversation about “ideas” and the most effective ways creative thinking can generate the greatest number of ideas in a certain period of time.

In an in-person conversation shortly afterward, the same types of strategic thinking questions were applied to product name possibilities.

I was showing someone the output from a recent Zoomference focused on generating product name ideas. The group generated seven hundred of what I characterized as “names.” The other party said what we produced weren’t really product names. He acknowledged there were some product names on the list, but he said many of them were merely suggestions of what names could be.

See how muddied and confusing the terminology used in and around creative thinking can be?

ideas-in-all-shades

Back to the Strategic Thinking Questions about Ideas

So what is an idea? Or what is a product name?

The two separate conversations prompted me to speculate that in a group setting employing strategic thinking and creative thinking exercises, an idea is best classified as a TPU.

What’s a TPU?

It’s an acronym for a “Tangible Participation Unit.”

When you’re leading creative thinking exercises with a group to generate what most people would readily call “ideas,” a TPU suggests a participating group member has made a noticeable contribution to the creative thinking the group is doing.

If you’re in a group coming up with ideas, you may have all kinds of beneficial thoughts racing around in your head. If there’s no TPU in the form of something said, written, typed, drawn, acted out, etc., however, no one really has a sense that you have any ideas.

The one exception might be if you make that contorted idea face some quiet thinkers make when it’s clear they are thinking something but just aren’t saying it. That face SUGGESTS someone has an idea on the brain, but it simply hasn’t reached the mouth or hand in order to become tangible.

But even that “idea face” doesn’t substitute for a TPU.

To be a TPU, the remnants of the creative thinking have to be tangible, providing clear evidence to others you are participating.

What do you think?

I haven’t taken my thinking on this topic much beyond what you see here. What do you think? Do you have a solid definition of an idea that you use or have borrowed from literature on the topic? If so, how do you define an idea? – Mike Brown

 

If you enjoyed this article, subscribe to the free Brainzooming blog email updates.

 

Download the free ebook, “Taking the NO Out of InNOvation” to help you generate fantastic creative thinking and ideas! For an organizational innovation success boost, contact The Brainzooming Group to help your team be more successful by rapidly expanding strategic options and creating innovative plans to efficiently implement. Email us at info@brainzooming.com or call us at 816-509-5320 to learn how we can deliver these benefits for you.

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.

More Posts - Website

Follow Me:
TwitterFacebookLinkedInPinterestGoogle Plus

Continue Reading

0

Suppose you are organizing a big meeting. There will be many people working on your organization’s vision or you’re trying to learn what things your customers are looking for in your product or service. Either way, maximizing group collaboration and engagement is vital.

As you plan your event strategy, how do you decide which type of information sharing strategy will create the most beneficial group collaboration?

One often-used strategy is allowing one individual at a time to share his or her perspective with the group. If the group is large and the time is too short, the result is each person gets a very short time to speak. Or it may be that only a few people are selected to talk, and everyone else listens.

That strategy works if the speakers are more informed on the topic than all the other attendees or the time available from the presenters is very limited. You can’t really claim the “one speaking to many” strategy creates effective group collaboration, however.

A different, typically overlooked strategy can genuinely lead to much stronger group collaboration. This strategy involves creating many small groups from among a larger audience. Provide each small group a dynamic structure and strategic thinking exercises with productive questions allowing everyone to successfully contribute personal knowledge, perspectives, and ideas. While this strategy increases group collaboration and strengthens an organization’s understanding, it won’t work in every situation. Most importantly, if you don’t have a tested design and implementation approach for how to select the right types of strategic thinking exercises, capture input being generated by multiple groups, and distill the work into strategic themes, the strategy will fall flat.

When you do have all these factors in place, this collaborative strategy works tremendously efficiently and effectively. We talked about this strategic group collaboration approach on a webinar today for attendees at the Gigabit City Summit.

You can review a recording of the webinar here: http://ow.ly/GYi1k 

The topic for the webinar and our workshop with the group at the Gigabit City Summit is how to more successfully develop a community-wide vision within cities implementing ultra high-speed Internet. The approach works across business situations though, so go ahead and grab a copy of the infographic here to help you decide which type of information sharing strategy will work best for your next group meeting.

And if you want great strategic group collaboration, let us know. We’d be happy to design and create the experience and organizational benefits you are looking for with your group! – Mike Brown

150106 Collaboration Infographic - The Brainzooming Group

 

If you enjoyed this article, subscribe to the free Brainzooming blog email updates.

 

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.

More Posts - Website

Follow Me:
TwitterFacebookLinkedInPinterestGoogle Plus

Continue Reading

0

As the year starts, you will generate and see many new strategy documents, especially within large organizations. These strategy documents will include strategic plans, business plans, product strategies, financial forecasts, and current marketing initiatives.

It is easy (and happens far too often) for executives to largely ignore the strategy documents and dive right into doing stuff. That is why you hear so often about strategic plans that sit on the shelf unused.

One reason may be that strategic plans are so poorly written.

It is possible though that strategy plans go unused because executives do not know how to read and apply them to better guide and align activities.

Too many strategy documents go unused.

Read a Strategy Document Four Ways

Here are the four must-know ways to read a strategy document. Read it:

  1. Literally – What does the strategy document SAY about what the organization’s intentions are? What important initiatives are planned to make the strategy a reality? What does the strategy suggest the future direction is?
  2. Thematically – What are the major themes suggested within and across strategy documents? Do you see a focused set of themes or are there many diverse ones? Are actions (both those underway and those already completed) consistent with the themes? Are there contradictory themes? If so, what does that suggest about which strategies will predominate?
  3. Collectively – Are there various pieces of the puzzle across strategy documents that fit together? Do the pieces fit together well? Are there opportunities to bring the pieces together in a way that sheds more insight on the organization’s strategic direction and priorities?
  4. Strategically – How strongly are priorities aligned across the various parts of the organization creating these strategy documents? Are there any strategic disconnects that need to be reconciled to achieve success?

What is the benefit of reading a strategy document four ways?

If you apply this discipline, you will develop a stronger sense of the organization’s overall direction, extending to insights that might not be written down anywhere. Not only will you be able to better prioritize current activities, you will be in a much better position to anticipate what the future holds, too. – Mike Brown

Enjoy this article? Subscribe to the free Brainzooming blog email updates.

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.

More Posts - Website

Follow Me:
TwitterFacebookLinkedInPinterestGoogle Plus

Continue Reading

0

Each year we share the top 10 new Brainzooming blog posts from the previous year based on your views. Reviewing the list is an intriguing exercise for me, especially when comparing it to tomorrow’s list – my favorite blog posts from the year.

The most striking thing about your most popular new Brainzooming blog posts is only five are numbered lists. This is in stark contrast to previous years where nearly all of them were numbered lists. One change could be that we published fewer list posts this year. In previous years, list posts were among the easiest content to write. This year, however, my worldview just has not produced list posts as readily as in previous years.

Two other take-aways from perusing Google Analytics for the year are:

  1. Evergreen content (i.e., blog posts from previous years) was more prevalent than previous years among the most-viewed posts.
  2. Woody Bendle’s great guest posts on innovation and branding ranked significantly among the most-viewed posts. (Woody’s most-viewed posts are featured at the end of the top 10 list.

Your Top 10 Most Viewed New Brainzooming Blog Posts this Year

Love-Ideas

Here is your top ten most-viewed new Brainzooming content for 2014:

1. 10 Meeting Spaces for Work at Home Professionals, Other than Starbucks

While billed as being for work at home professionals, these ideas are also valuable for anyone who works in an office but needs a change in meeting venue.

2. Creative Thinking Skills: 29 Phrases Blocking Innovative Ideas

These twenty-nine phrases blocking innovative ideas were easy to write. I simply tried to remember all the challenges to new ideas I have encountered during my career.

3. Strategic Thinking Skills: Dilbert on Taking Credit vs. Making Innovation Happen

This Dilbert hits on one of the keys to getting things done that many people overlook: if you really believe in an idea that’s struggling, and you’re willing to surrender credit, it may be enough to get the idea implemented. It’s not a strategy for every ego, but it can definitely be very effective.

4. New Product Development – Brainstorming Ideas Grounded in Business Strategy

Start with a strategic target, and you’ll find yourself brainstorming ideas that make sense for your organization’s business strategy. Don’t and you won’t.

5. Social Media Strategy: 7 Lessons for Fantastic, Creative Content Marketing

This post is a one-stop for great tools to turn a brand’s aspirations for fantastic, creative content marketing into a reality.

6. Creative Thinking Skills: 9 Ways to Present a Business Strategy with Panache

These are all tried and tested, although some are much easier to make happen than others are. And in case you’re wondering, it’s the first use of the word “panache” in the Brainzooming blog.

7. Social Media Strategy: Explaining Social Networks to Executives Who Don’t Get It

This is one of the most popular parts of my social media and content marketing presentations. Its popularity prompted sharing these valuable analogies for social networks that had only been shared in live presentations.

8. Creative Thinking Exercises – Would you like S, M, L, or XL Creative Ideas?

This is a compilation post that really SHOULD be a numbered post. See what I mean about not seeing the world as an endless source of list posts this year?

9. Strategic Thinking: Asking a Different Type of Question

I hate to say it, but this post now seems to me to be a pre-cursor to number 8 on the list. Sorry about that! ; )

10. 5 Ways to Help a Speaker Deliver a Successful Presentation at Your Event

This is the latest post on the list, appearing on April 1. It’s a nice example of being able to go to school on a client’s very beneficial help and feature them, even if I can’t mention who the client is.

And What about the Woody Bendle Posts?

And as promised earlier, there are the most popular Brainzooming guest posts from Woody Bendle this year:

1. Creative Thinking Exercise for Extreme Innovation by Woody Bendle

2. Visual Thinking: Better Ways to Think about Calorie Data by Woody Bendle

3. New Product Innovation Strategy – Go Opposite by Woody Bendle

The fact that Woody’s guest post on “Go Opposite” is from November is testament to both how strongly Woody works his network to get eyeballs on the his posts and the value of getting a post picked up by a major content aggregator (which happens with many of Woody’s posts).

Tomorrow’s List

You will see a very different list tomorrow with my favorite posts. I guess I love the underdogs, the posts that have a story behind them, but maybe do not get the same attention!

 

Enjoy this article? Subscribe to the free Brainzooming blog email updates.

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.

More Posts - Website

Follow Me:
TwitterFacebookLinkedInPinterestGoogle Plus

Continue Reading