0

This week’s “Inside the Executive Suite” from the Armada Executive Intelligence Brief newsletter highlighted two Wall Street Journal articles examining leadership strategy in light of how involved a teacher or coach should be in the details of teaching and learning. 

Leadership Strategy – How Much Teaching and Coaching Is Enough?

When it comes to your leadership strategy, what are the best techniques to develop your team? Should you be in the thick of things, understanding the details of what is going on with team members, and being an active resource for them? Or are they (and you) better off taking a hands-off approach and letting them handle the details relatively unencumbered?

In the Wall Street Journal this week, two articles addressed these questions from different angles.

An article by concert pianist and instructor, Byron Janis, addressed teacher-student relationships in music. Andrew Beaton addressed the topic of college football coaches forsaking their CEO-like management roles to create game plans, call plays, and behave like traditional coaches.

Learning to Play Music Pleasing to Another’s Ears

Leadership-Strategy-Teaching

Janis offers advice gleaned from his own teaching experiences and from his time as a student of piano great Vladimir Horowitz during the 1940s. He shares four pieces of advice for teachers (that can extend to leaders and managers):

  1. Don’t over-teach to a specific standard

Teachers must balance their knowledge and inclinations to instruct what THEY know with the students’ needs to find and develop their own styles. A student only develops a distinctive talent and style if a teacher remains open and refrains from over-instructing based on what the teacher believes and knows.

Leadership Questions: How much latitude do you give less experienced team members to chart their own directions? Are there areas where you dictate a course of action that would benefit from junior team members exerting greater independence?

  1. Let individuals own their problems and solutions

When a student failed to grasp a particular musical passage, Horowitz would tell the student that something was amiss without indicating what it was. He invited them to ponder it, address what they discover, and return the next week to share the correction. This technique puts students in charge of making mistakes, identifying them, and determining the appropriate fixes.

Leadership Questions: How readily do you dissect errors and problems in detail? What room do you have to point out potential issues while allowing your team an opportunity to diagnose and correct them to develop their mistake-making and fixing skills?

  1. Provide ample room to disagree and interpret your input

Teachers can further free students to self-diagnose and correct problems through realizing their own subjective interpretations of performance strategies can be mistaken. Student can have creative perspectives that are on the mark even though instructors don’t understand them. As Horowitz told students, “‘If any of my interpretive ideas don’t feel right, please disregard them.”

Leadership Questions: Are you providing team members enough creative freedom in subjective areas to listen to your viewpoint, while applying their own ideas for implementing strategies? What techniques do you employ to keep your mind open to creative perspectives different from your own?

  1. Encourage a unique, personal path

It is easy, especially for individuals that strive to be perfect, to take in a more senior person’s vision, trying to mimic it as closely as possible. Instead, Janis recommends teachers show students that inspiration and expression are not primarily the byproducts of learning and practicing. They develop from actively living a varied, diverse life. He points out, in closing the article, that life “is perhaps the most important teacher of all. Hard work alone is not the solution.”

Leadership Questions: When new team members (especially junior ones) join your organization, how much onboarding involves instruction? In contrast, how much onboarding involves getting them started experiencing their new environment and actively doing and trying things right away? What opportunities are you creating to provide room for them to bring personal life learnings to your team to increase diversity and your team’s performance?

Getting Back into Coaching

While Byron Janis’ article emphasizes student-driven and owned learning as a teacher uses a gentler hand, Andrew Beaton’s perspective how active college coaches are in actually coaching raises an intriguing counterpoint.

Beaton points to former University of Texas head football coach, Mack Brown, as a forerunner in the “CEO style of coaching.” With coaches at major programs finding themselves in charge of well over a hundred players and staff (plus a nearly comparable number of prospective students they are monitoring), the head coaching role in college football has changed dramatically. Dedicated coordinators build game plans and make play calls during games. A variety of other “middle managers” assume implementation roles for the team.

Put it all together, and the head coach can feel disconnected and limited during a Saturday game.

That’s why some coaches are reversing the trend. A group that includes new University of Miami coach, Mark Richt, is re-working the head coaching role. Richt is prioritizing working with the team’s quarterbacks, designing game plans, and calling plays during the game. Richt and other coaches are devoting more time toward the Xs and Os of football as a way to tackle the classic dilemma of managers that developed as workers: promotions into senior positions remove them from the strong expertise and performance that originally earned their promotions.

Leadership Questions: If you made the transition from worker to manager in your career, how much time do you spend still doing? Are you doing enough doing to keep your skills and perspectives relevant? Or have you long ago walked away from daily activities that generate the value and benefit your team delivers to internal and external audiences? If you see yourself as too removed from daily team activities, what are the best ways to get closer to what your organization does?

It’s about a Balance that Keeps Moving

As with most leadership topics, the only clear direction is that what you do depends on your situation. And in this case, it may vary by specific team member. All of us as leaders need to determine the right balance to guide and grow our teams, and only you may know the right answer! – via “Inside the Executive Suite” 

 

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

Facing Innovation Barriers? Here Is Help!

Innovation-Strategy-eBooks

Are you facing organizational innovation barriers related to:

We have free Brainzooming eBooks for you to help navigate barriers and boost innovation!

 

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

By and large, hotel meetings rooms suck for actually encouraging people to collaborate and work productively.

Hotel-Meeting-Rooms-Suck

That’s why I find myself so frequently trying to manipulate hotel meeting rooms in ways that hotel proprietors never imagined. Most of the time we have to go well beyond what hotels consider standard ways groups will use their meeting rooms when we’re trying to create an effective space for a Brainzooming creative thinking workshop.

12 Reasons Hotel Meeting Rooms Suck for Collaboration

Based on the challenges we typically encounter, here’s my basic list of twelve reasons why hotel meeting rooms suck:

  1. The seating plans cram too many people into rooms to the point where there is no room for people to spread out and think
  2. The room configurations don’t allow for people to move around and collaborate with each other
  3. Valuable wall space (where people can place and react to ideas) is taken up with ugly, bland artwork
  4. They place lights in front of the areas where they set up screens to project images
  5. If there are lights where you need to put a screen, they are always on switches tied to half the lights in the front of the room
  6. They insist on putting the food and beverage in the meeting room where it takes up wall space and/or makes the room stink (instead of using the hallway for food service)
  7. Too many big hotel ballrooms have very low of ceilings so you can’t raise a screen high enough for people in the back to see it
  8. In their room setups, they have no concept of presenters that don’t remain in one spot at the podium
  9. There is never enough room for two different seating configurations that would allow people to move into a new setting for a different activity
  10. They place U-shaped table configurations nearly up to the screen so there’s no room to move about
  11. They insist on skirting things you may need to move around, such as AV carts, screens, and extraneous tables
  12. They typically have all kinds of big, impressive hall space that goes unused

Even at at the last minute, however, you can try things to improve these meeting spaces to boost collaboration.

Last Minute Changes to Boost Collaboration

All those frustrations surfaced the other day as I was pacing back and forth in front of an open hotel meeting room door where I was getting ready to facilitate a Brainzooming workshop. Since it was such a quick turnaround to fly to Chicago to facilitate the workshop (and it was tucked into a much longer meeting), I had no opportunity to influence the room setup.

Hotel-Meeting-Room-Space

Pacing in the hallway and trying to sneak peaks at the meeting room through an open door, I noted incredible wall space outside the room, and no other meetings were taking place. Thankfully, our client agreed with taking the workshop “outside” into the foyer. After the first poster-based exercise, everyone went into the hall for the rest of the Brainzooming workshop. SUDDENLY, we had all the room we needed to boost collaboration.

Yay for flexible clients, lots of wall space in the hall, and no other meetings!

If not for those, a successful creative thinking workshop would have been VERY DIFFICULT to keep from sucking.

Which is one more reason why hotel meeting rooms suck. – Mike Brown

 

Conquer Fears of Business Innovation!

FREE Download: “7 Strategies to Conquer Your Organization’s Innovation Fears”

3d-Cover-Innovation-FearsWhether spoken or unspoken, organizations can send strong messages saying, “If it isn’t broken, don’t screw around with it” in a variety of ways. Such messages make it clear that good things do not await those pushing for innovation involving any significant level of risk.

This free Brainzooming innovation eBook identifies seven typical business innovation fears. For each fear, we highlight strategy options to mitigate the fears and push forward with innovative strategies. We tackle:

  • Whether facts or emotional appeals are ideal to challenge fear of innovation-driven change
  • When it is smart to call attention to even bigger fears to motivate progress
  • Situations where your best strategy is taking business innovation underground

Download your FREE copy of 7 Strategies to Conquer Your Organization’s Innovation Fears today!

Download Your FREE eBook! 7 Strategies to Conquer Your Organization's Innovation Fears

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

I mentioned upcoming business collaboration opportunities for Brainzooming yesterday, including co-presentations, creating content, and developing new workshop and training offerings.

What to look for in a business collaboration?

Shame on me, but I’ve never put the criteria I look for from a business collaboration into the type of strategic decision making tool we develop for clients. The criteria are in my head. There is a time for everything, however.

Business-Collaboration-2

Here are criteria to evaluate when considering business collaborations:

  • There is a clear way we can be of help to the collaborator.
  • The collaborator brings something different (and complementary) to what we do and offer.
  • The other party shares comparable core business values to us.
  • There is a mutual commitment to learning from the business collaboration.
  • The collaboration will yield mutual benefits.
  • Beyond learning more from the collaboration’s outcomes, it should provide an opportunity to learn about each other and our brand.
  • The collaboration helps us grow in a new way.
  • The collaboration helps us reach a new audience.
  • With an event-based collaboration, it provides opportunities to extend it in strategically smart ways.
  • The other party is as enthusiastic about the possibilities from the collaboration as we are.
  • The collaboration doesn’t have to be completely aligned with what we are trying to do, but giving attention to the collaboration won’t become a distraction to important goals.
  • There is a clear motivation for both of us to invest in the collaboration to make it as successful as possible.
  • There is a mutual contribution from both parties toward the strategy and ideas.
  • There won’t be a big exit cost if the collaboration doesn’t develop successfully.
  • The investment and work to make the collaboration successful is spread among both parties, even if the types of investment in it are markedly different.

There may be more, but thinking back on business collaborations from the past few years, those items characterize the decision making and expected impacts of our varied collaborations.  Mike Brown

10 Keys to Engaging Employees to Improve Strategic Results

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

Results!!! Creating Strategic Impact Mini-Book

Leaders need high-impact ways to develop employees that can provide input into strategic planning and then turn it into results. This Brainzooming mini-book, “Results – Creating Strategic Impact” unveils ten proven lessons leaders can use to boost collaboration, meaningful strategic conversations, and results.

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 stakeholders in strategy AND implementation success

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

If you enjoyed 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

0

We wrote recently about lowering the stakes for sharing creative ideas. Right after that article, The Brainzooming Group facilitated a small innovation strategy workshop with a client.

We discussed the approach for the client’s upcoming thirty-person new process innovation strategy workshop. The question emerged of how much prior thinking to share with the newly involved participants. Our client thought we shouldn’t bias them by initially reviewing the innovation work that had already been done. The concern was that it would limit potentially contrary thinking about ways to improve the internal process they’re seeking to improve. These concerns followed an extended conversation about the value and applicability of having participants complete a pre-workshop survey to gauge their initial thinking and reactions.

We pointed out that bringing a large group together with little preparation and information-sharing would make the workshop way more risky than it should be.

Innovation-Strategy-Workshop

For example, think about the salary cost (and associated risk) of having thirty people (many of them senior leaders) coming together for a day-long innovation strategy workshop without taking advantage of all the inputs we can.  We think lowering risks in these situations ALL THE TIME.

That’s why we never convene people for live, multi-hour innovation strategy workshops without pre-workshop input to understand:

  • What they are thinking
  • Where they see opportunities and challenges, and
  • How we can best organize the in-person time to maximize productivity and efficiency.

Upfront input lowers the risk of an unsuccessful meeting developing.

5 Ways to Lower Risk in an Innovation Strategy Workshop

Here are five ways we lower risks with an in-person workshop:

  1. Carefully selecting participants to get a sufficiently diverse group with as few people as possible.
  2. Reaching out to as big a group as makes sense with pre-workshop surveys or online collaboration sessions so we can introduce their voices and perspectives into the in-person meeting, even if they aren’t physically present.
  3. Sharing as much one-to-many information as we can before the in-person workshop (since it’s often low efficiency time when one person is talking and everyone else is sitting and listening).
  4. Customizing and sequencing exercises based on what participants are thinking and need to accomplish (instead of some standard arrangement that’s always the same).
  5. Creating open space within the meeting where we encourage participants to challenge thinking already advanced by the core team.

With that approach, we can move faster and make an in-person innovation strategy workshop tremendously productive.

If you’d like to learn more about doing the same for your innovation team, contact us! We’d love to fill you in on the approach and how it could look for your organization. – Mike Brown

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

Ready to boost your innovation strategy?

New-10Barriers-Cover-BurstDo you need a quick evaluation to understand your organization’s innovation challenges so you can create a strategy to boost new ideas and successful implementation?

Download “The Ten Big Nos to InNOvating – Identifying the Barriers to Successful Business Innovation.”

This free Brainzooming eBook highlights ten common organizational innovation barriers. A one-page evaluation sets the stage to quickly self-diagnose where to focus your organization’s efforts in customizing a successful innovation initiative.

Download Your FREE eBook! 10 Big NOs to Innovating in Organizations

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 if you are a person that freezes up when you think you need to come up with or implement a creative idea?

What if even having someone TELL YOU that there are no wrong ideas doesn’t free you up to start sharing ideas in a group?

What if your fear of being wrong is so great that you can’t even start implementing creative ideas that are just for you for fear you’ll goof something up?

Is there hope?

Sure, there is hope.

Typically, the creative thinking exercises we teach and use are a huge source of hope to get past fears about self-judged “bad” ideas. Those creative thinking exercises don’t work for some people, however.

I had someone dealing with these concerns come up and talk with me the other day during a wonderful weekend I spent at the Friends of Georgia State Parks & Historic Sites annual conference. She could be creative in other areas on her own time, by herself. Or she could express creativity when she patterned what she did creatively on someone else’s approach. While she wanted to contribute to the group creative thinking exercises we used, however, she “froze up.”

She was another “Becky,” a person we worked with that was miserable in group creative situations.

I told my new friend that she was also me. I can still be the person that doesn’t want to mess up a creative idea right from the start or expend creative energy on things I don’t think will lead to success or progress.

To help, I bought her a cheap sketchbook (not a nicely bound book that says “don’t mess up a page” to someone like my friend), a few Sharpies, and a couple of the Pilot pens I use to scribble notes. Inside the sketch book, I wrote this message for her.

Creative-Note

Finally, we talked about other ways to lower the stakes of imagining and doing something with new creative ideas:

  1. Write down ideas you are willing to throw away if they don’t turn into anything.
  2. Don’t plan to show anyone your ideas until you are happy with them.
  3. Get over it: if someone doesn’t get your creative idea right away, what’s the worst thing that can happen?
  4. Create something you can erase, adjust, or modify.
  5. If you are creating in a group, make it very easy for others to participate so their expectations for the creative output might not be so big.
  6. Share ideas that aren’t comfortable for you. Don’t judge them on whether you like them. Evaluate them later by whether they inspired someone else to come up with new ideas.
  7. Apply some creative ideas you like in one area to another area where you have less comfort with new ideas.
  8. Decide for yourself that your idea doesn’t have to be perfect and take a risk.

Are you a Becky? If you are, figure out which of these ideas (or others) will work to lower creative stakes for you.

Because the only creative mistake you are REALLY making is missing out on sharing your creativity with the world. – Mike Brown

Facing Innovation Barriers? We Can Help!

Innovation-Strategy-eBooks

Are you facing organizational innovation barriers related to:

We have free Brainzooming eBooks for you to help navigate barriers and boost innovation!

 

If you enjoyed this article, subscribe to the free Brainzooming 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

0

If you’re developing an innovation strategy initiative inside your company, is your primary focus on bringing executives together in a creative way to imagine new ideas?

That’s the focus some companies get enamored with based on innovation training that puts creativity front and center as the key to jump starting innovation.

From our experience, that’s far from the first step.

Strategic-Planning-Fun

Sure, the idea of getting everyone together for a creativity session is a sexy part of innovation.

But convening executives for a creativity session is the right step ONLY AFTER you’ve done a lot of decidedly non-sexy innovation strategy work. All the pre-work will suggest whether an in-person session even makes sense and how to make it successful if it does.


Download Your FREE eBook! 7 Strategies to Conquer Your Organization's Innovation Fears 

9 Critical Steps Before Your Innovation Strategy Gets Sexy

What are the non-sexy upfront steps in an innovation strategy?

Here’s a checklist:

  1. Setting appropriate objectives
  2. Gathering internal and external input
  3. Internal fact-finding
  4. Surveying external sources and environments for relevant ideas
  5. Conducting analysis
  6. Synthesizing pre-work into themes and directions to shape the innovation strategy (and workshop)
  7. Determining which parties will disproportionately contribute to an in-person innovation strategy workshop
  8. Designing the right type of workshop to help participants maximize their contributions
  9. Planning all the logistics and experience variables for the in-person workshop

Yes, those are all significant steps BEFORE you ever conduct a creativity session or in-person innovation strategy meeting.

Yet these steps may get insufficient attention in quickie innovation training classes because they:

  • Happen outside the organizational limelight
  • Can be ill-defined and cumbersome
  • Aren’t as sexy as facilitating a creative workshop

Here are two warnings:

  1. If the innovation training you’re attending goes right to how to have a creative workshop with executives, you’ve chosen the wrong training.
  2. If an outside company that is supposed to help with your innovation strategy goes right to the details of scheduling an in-person workshop, you’ve chosen the wrong partner.

If you find yourself in either of these situations, get creative about getting away FAST! – Mike Brown

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

Ready to boost innovation in a high-impact way?

New-10Barriers-Cover-BurstDo you need a quick evaluation to understand your organization’s innovation challenges so you can create a strategy to boost new ideas and successful implementation?

Download “The Ten Big Nos to InNOvating – Identifying the Barriers to Successful Business Innovation.”

This free Brainzooming eBook highlights ten common organizational innovation barriers. A one-page evaluation sets the stage to quickly self-diagnose where to focus your organization’s efforts in customizing a successful innovation initiative.

Download Your FREE eBook! 10 Big NOs to Innovating in Organizations

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

When you’re first launching some type of innovation initiative, what is the most important innovation strategy question to ask?

A. Who should participate in the innovation workshop?

B. What exercises will generate the strongest ideas?

C. What are we trying to achieve?

D. All of the above

What do you think?

innovation-strategy-question

If you’ve been a Brainzooming reader for any amount of time, you probably know we think “C” is the most important first innovation strategy question to ask.

We call C the granddaddy of ALL strategic thinking questions.

If you have a solid strategic perspective on what you are trying to achieve, you are in a position to apply all the other aspects of a solid innovation strategy process (such as who will participate and the best exercises) in a meaningful way. If you don’t start with what you are trying to achieve, you run the risk of coming up with innovative solutions to issues that can wind up being wildly off the mark.

Talking with a potential client about an innovation workshop, I cautioned that his organization wasn’t ready for a high-stakes innovation workshop just yet. There was an entire information gathering and analysis phase that was yet to be completed.

But even more importantly, from our relatively brief conversation, there were at least two (and maybe more) candidates for the answer to what they were trying to achieve. And not surprisingly, when we chose a different one of the possibilities for what they wanted to achieve, the range of innovation possibilities suddenly grew larger and different than they were imagining.

That was only possible, however, by spending a little time thinking about what they want to achieve. – Mike Brown

Facing Innovation Barriers? We Can Help!

Innovation-Strategy-eBooks

Are you facing organizational innovation barriers related to:

We have free Brainzooming eBooks for you to help navigate barriers and boost innovation!

 

If you enjoyed this article, subscribe to the free Brainzooming 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