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The  old saying, “People who live in glass houses shouldn’t throw stones,” is wrong when it comes to a business assessing brand experience. When you’re responsible for managing brand experience, the saying should be, “People who live in glass houses should be begging anyone and everyone to throw stones.”

Let me explain with an unusual example.

I live in Prairie Village, KS, an early post-World War II suburb in the Kansas City, MO metro area. Prairie Village is filled with Cape Cod-style houses. One peculiarity of the original Cape Cod design was having a full window in the bathroom where the bathtub/shower is placed. This oddity has been modified in various ways by nearly all owners over the years. In our house, for instance, the upstairs bathroom window is covered over and the downstairs bathroom window is now a small one for ventilation.

Glass Houses

Other homeowners have gone a different route.

Directly across the street from the parking lot where I attend 6:30 a.m. mass weekdays is a Cape Cod house whose window has been replaced with glass block.

Yes, glass block with no window covering.

That’s exactly what you think it is.

Fairly frequently when it’s still dark at 7 a.m., this is the view I see when turning onto a fairly heavily traveled road in Prairie Village that runs past this house. It’s a road with lots of traffic, early morning joggers, and students walking to the nearby high school at that time of day.

The thing is, I have no idea who naked shower guy is or whether his rather regular early morning shows are intentional or from a complete lack of awareness of the properties of glass and light.

Naked Shower Guy and Brand Experience Monitoring

Nonetheless, naked shower guy isn’t unlike a lot of organizations who think they have a solid handle on the brand experience of their customers, employees, and stakeholders. It’s easy for a company to delude itself into thinking it knows what its customers and employees are experiencing. That’s especially true when they hand out thousands of URLs and phone numbers to customers asking them to let the company know how they’re doing via a few questions on inbound customer surveys rating performance.

Here’s the potential problem though with relying solely on this type of brand experience monitoring.

Substitute naked shower guy in his Cape Cod house for one of these businesses handling brand experience monitoring through quick inbound customer surveys.

If naked shower guy were doing a five-question online survey, he might ask about a variety of standard elements of the brand experience around a Prairie Village Cape Cod house – Is it well-painted and maintained? Is the yard mowed? Are the trees and flowers attractive? Is the surrounding area clean and free of trash?

He’d never ask, “How do you find the view of me naked in the shower every morning?”

Why?

Because he’d be deciding questions to ask based on his inside-out view of what the brand experience is. And clearly no one has mentioned to him that the most prominent experience related to his brand is him naked in the shower.

Outside-In Brand Experience Monitoring

So before you launch into a program to capture customer ratings on the standard stuff, take the time to ask questions and encourage all your audiences to throw some stones about what makes up your brand experience from their perspectives. Don’t just rely on your internal perspective of brand experience or you’ll miss some potential problem areas you’d never imagine .

Because you DON’T want to be naked shower guy. Trust me on that.  – Mike Brown

 

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The Brainzooming Group helps make smart organizations more successful by rapidly expanding their strategic options and creating innovative plans they can efficiently implement. Email us at info@brainzooming.com or call us at 816-509-5320 to learn how we can help you enhance your strategy and implementation efforts.

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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Photo by: Bastografie Source: photocase.com

Planning for the unexpected was a focus recently with a client we worked with to create a multi-year strategic plan.

Our client’s chief executive had read “Black Swan” by Nassim Nicholas Taleb (affiliate link). Taleb developed the concept of black swan events to describe unexpected occurrences that precipitate dramatic, history-shaping impacts. With black swan events being so disproportionately rare and generating such disproportionately large impacts (think 9-11 and the emergence of the Internet), people are generally blind to anticipating them. These events are ripe though, for people to “figure them out” after they happen, mistakenly thinking the event could have been anticipated.

Our client asked us to help his leadership team anticipate black swan events, even though, almost by definition, you can’t anticipate them.

But hey, it was a client, so we developed a strategic thinking exercise to address his request. Think of it as a glimpse into the Brainzooming strategic thinking exercise R&D lab!

Imagining the Unexpected in a Strategic Thinking Exercise

As we thought about envisioning black swan events in a strategic thinking exercise, we considered a pivotal scene from “Ghostbusters” (affiliate link). There was a scene in the movie where the Ghostbusters are under threat of the first thought that pops into their heads rising up to destroy them. Dan Akroyd’s character ponders the Stay Puft Marshmallow man since this figure from his childhood seems to be the most harmless thing imaginable. Suddenly, a giant Stay Puft Marshmallow man appeared to hunt down the Ghostbusters on top of a Manhattan building.

We drew a comparison between this “Ghostbusters ” scene and developing questions to consider potential black swan events.

Like the Stay Puft Marshmallow man, black swan events aren’t independently scary (i.e., a plane is a common item and who would imagine one crashing into a building) or dazzlingly incredible (i.e., a couple of connected computer networks becoming the Internet).

Yet, somehow in both the “Ghostbusters” movie scene and in black swan events, what seems friendly and safe can turn deadly.

Starting with the Benign

Instead of asking questions to identify specific black swans in a strategic thinking exercise, we recommend identifying a list of things in your business seemingly beyond failure – and even as benign as the Stay Puft Marshmallow man.

Our initial list of areas to consider includes:

  • Things currently working well– both inside and outside the organization
  • Strong, dependable areas in the organization and its processes
  • Activities increasing in volume and importance because of growing market demand
  • Overlooked aspects of the business considered no big deal
  • Disproportionately complex processes in the organization
  • The organization’s hidden secrets
  • Formerly problematic business areas whose challenges are long forgotten

Once you’ve generated a list from these areas, you can look for themes that emerge.

Turning Your Organizational Imagination into Action

The second step is to begin imagining the impact of things from the list you’ve created blowing up (through extreme failure or success) and whether you would be prepared to respond to these events. This can be a fun strategic destruction exercise for your team.

Across this strategic thinking exercise, you may not have anticipated all or even most of the black swans that might hit; but ideally, you’ll have anticipated a wide range of significant disruptions that could be caused by the black swan events you can’t anticipate.

Do you plan for Black Swan events?

Does (or will) your organization try to plan for black swan events? How do you go about doing it if this is a regular part of your annual planning?

If you’d like some assistance on your next round of strategic planning (whether or not you want to anticipate black swan events), let me know. We’d love to help you imagine your future thoroughly and quickly on the way to better implementation next year. – Mike Brown

 

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If you’re struggling to generate and implement new ideas, The Brainzooming Group can be the strategic catalyst you need. We will apply our strategic thinking, innovation, and implementation tools on 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 innovation 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.

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Having just completed an innovation session last week where The Brainzooming Group was leading a client in addressing its customer service experience innovation, this Brainzooming guest blog post from Woody Bendle was top of mind for me. Woody shares a robust approach to pursue if you are trying to address any opportunity to differentiate your organization relative to the customer experience you deliver:

 

Is customer service, or providing a great customer service experience at the core of your organization’s mission and strategy?

If so, I first want to congratulate you and encourage you to continue on this journey because it really can make all the difference in the world between success and failure!

Second, you also need to recognize that you are not alone.

Everybody Is Talking Excellent Customer Service

I did a quick Google search this morning on “excellent customer service mission.”  The search produced 46.2 million results!  Here are a few that came back:

  • We’ve aligned the entire organization around one mission: to provide the best customer service possible.  – Zappos
  • The mission of _____ is dedication to the highest quality of Customer Service delivered with a sense of warmth, friendliness, individual pride, and Company Spirit.  – Southwest Airline
  • Exceed our customers’ expectations by being the leading provider of safe, responsive, value-added services in the student transportation industry.  –  Laidlaw International
  • At the heart of delivering any and all of our solutions is incredible customer service, which we feel sets us apart from our competition.  –  TerpSys.com
  • Our mission is to provide our customers with superior products and outstanding customer service  –  Yardi Systems
  • We place the customer experience at the core of all we do. Our customers are the reason for our existence…. Our goal is quality, service, cleanliness and value (QSC&V) for each and every customer, each and every time.  –  McDonald’s
  • Create experiences so great the customer says, “Wow.” –  Oracle
  • Our goal is to provide the best customer service in our industry.  –  HeinOnline.com
  • Our customer service sets the standard. – Delta Dental of Illinois

Not only are you not alone, I’d say you are at risk of being the norm!  And, therein is the problem.

With so many organizations focusing on customer service, you have to assume if you are providing really good customer service, resulting in a pretty good overall customer experience, you are likely close to providing what is expected by today’s consumer.  But, this probably only keeps you in the game; and it may not be setting you apart.

In order to set your organization apart from your competitors – in terms of customer service and experience – you have to innovate.  You need to develop and provide a customer service experience that is:

  • Truly unique (through the eyes of your customers), and
  • Highly valued.

Figuring out whether or not you are doing something truly unique is easy enough.  When you walk into an Apple Store you know you are experiencing something different. If you’ve ever had the pleasure of being visited by The Geek Squad, you know you’ve experienced something different. It probably made a positive impression on you.

Recognizing something different after you’ve experienced it is pretty easy, but how do you come up with that idea in the first place?  Also, how do you determine whether or not it is something that will be highly valued by your current and potential customers?  And perhaps even more important, how do you determine if there is even a significant opportunity to differentiate your organization through customer service (or experience) innovation?

To answer these questions, you essentially need to do two things:

  • Thoroughly understand all of the things your customers want and expect from their engagements with your organization.
  • Determine the extent to which you have an opportunity to differentiate your organization from its competition in a way that is truly valued by the marketplace.

Thoroughly Understand Your Customer’s Needs, Wants, and Expectations

Yes, I heard you say “well….duh!” But this is always the foundation for creating a successful innovation.  So many new products and companies failing, you’ll be surprised to learn it is actually a lot simpler than people make it out to be.  You just have to do it!

To thoroughly understand your customers’ needs, wants and expectations, you need to ask and exhaustively answer the following questions:

  • Why is it that they are engaging with our organization at all – that is, what is it our organization is helping them do or accomplish?
  • What do they want to accomplish as a result of engaging with us?
  • Is their engagement with us a means to accomplishing something else?
  • How do they feel (or want to feel) while they are engaging with our company, our associates, or brand?
  • Why are they choosing our organization over another?
  • What contributed to their choosing us versus someone else?
  • What could possibly get in the way of them engaging with us?
  • How do they determine whether or not they had a successful experience that met or exceeded their expectations?

If you want to innovate, it is important to obtain as many answers to each of these questions as possible.  As you obtain one answer, go ahead and ask:

  • Why else?
  • What else?
  • How else?

Another oft referenced technique I absolutely love is “5 Whys.” By probing deeper and deeper with each and every question, and continuing to ask why, you will uncover many interesting and surprising insights.

As I mentioned earlier though, thoroughly understanding your customers’ needs is only the beginning.

Determine Your Opportunity to Innovate

Armed with a lot of really interesting answers to the above questions, you need to determine how important each of these things is to your customers, and how well they feel you and your competitors help them with what they want to accomplish.  A proven tool you can use to gauge the opportunity for innovation is called the “opportunity algorithm.”  After you’ve performed your opportunity analysis, you will be able to pinpoint you organization’s most significant areas for service and experience innovation.

At this point you know how differentiated your organization is from your competition, and whether or not you actually have an opportunity to deliver a knockout service and experience innovation.

There are several additional (and critical) steps you will need to take if you want to develop and get your service and experience innovation to market. These include:

  • Developing several possible innovation solutions
  • Determining the extent to which each possible solution meets and ideally exceeds customer expectations
  • Calculating if you can profitably implement the innovation, and
  • Assessing how unique and defensible your customer service innovation really is

In a forthcoming Brainzooming article, I will detail these next steps for customer service and experience innovation. Until then, you have the first steps to get started.

Since I’m an individual who loves and genuinely appreciates new and distinctive customer service experiences, I’m rooting for you to get started leaping out of this sea of sameness!  – Woody Bendle

 

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Download the free ebook, “Taking the NO Out of InNOvation” to help you generate fantastic creative ideas! For an organizational creativity 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.

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I was watching an HBO documentary on supermodels from the 1940s through the 1990s. The HBO documentary included supermodels sharing perspectives on their careers from earlier days, how they have changed since their prime modeling years, and ideas about what they have learned along the way.

Among various intriguing interviews, Paulina Porizkova spoke about how she viewed herself at the height of her modeling career in her mid-twenties. At the time, she felt her thighs were fat, her knees were ugly, and in general, she did not have good legs. At 45, however, she said she looks back twenty years and thinks she looked great. Now though, she was bemoaning going to the gym 6 days a week only to have everything on her body sagging, with a too large forehead, and a stretchy face. She admitted that at 70 though, she will look back at herself at 45 and probably think she looked great in her mid-forties.

Now to me and just about anyone else, Paulina Porizkova looked fabulous in her twenties and still looks incredible today.

So how can an objectively beautiful woman such as Paulina Porizkova have such mistaken perspectives when it comes to judging how she looks?

Paulina Porizkova cannot assess how she really looks for the same reason it is so difficult for any of us to objectively judge our situations and provide the best ideas to ourselves about what we should do. Yet how many business people cling doggedly to the idea that they (or at least only the people already within their organizations) know everything there is to know about their situations and do not need outside help assessing things or helping devise new, more successful ideas?

6 Vital Insights Outsider Perspectives Offer

If you are one of those people who does not want outside help, here are six reasons you’re missing vital insights by not seeking outsider perspectives:

  • Your internal voice will not give you objective insights on your situation.
  • Even if you know you don’t know everything, you don’t know what you don’t know.
  • You have no diversity of mindset, knowledge, or experience relative to yourself.
  • You can’t objectively assess what your strengths and weaknesses are by yourself.
  • You are either too bold or too reticent to provide ideas for yourself with the right degree of urgency and intensity.
  • You would have to be excellent at all of these: assessing your situation, determining the right steps to take, AND then taking the steps. Good luck.

It is so much easier to provide vital insights to other people on what to improve than it is to do the same for yourself. While the Brainzooming Group provides many outsider perspectives on strategy to clients across a variety of industries, I am always interested in hearing what insights others in our strategic circle have about opportunities for The Brainzooming Group. Trust me, an outsider can see, process, and speak with a clarity it is nearly impossible for an insider to muster.

If you are ready to give up on excluding outsider perspectives on your strategy, give us a call at 816-509-5320 or email us. The Brainzooming Group would love to provide the objective, outsider perspectives and ideas you are missing! – Mike Brown

 

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The Brainzooming Group helps make smart organizations more successful by rapidly expanding their strategic options and creating innovative plans they can efficiently implement. Email us at info@brainzooming.com or call us at 816-509-5320 to learn how we can help you enhance your strategy and implementation efforts.

 

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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It’s always great to have a guest blog from Woody Bendle. I ran into Woody last Friday night at the Kansas City Airport, and I’m not sure if that’s what prompted it, but this fantastic post on the importance of asking stupid questions showed up in my email last weekend! Take it away, Woody . . . 

Woody Bendle - Asking Stupid QuestionsI love questions!  Really!  But not too long ago, I was attending a seminar and I heard someone near me say to the person next to them, “That was a stupid question.”  I frankly don’t even remember what the question was, but do remember how uncomfortable I felt after hearing that.  I jotted a note down in my notebook and decided to write a piece about the value of questions (even the value of asking stupid questions).

Mind if I ask you a question?

So, I’m going to put you on the spot for a few seconds. When was the last time you heard what you thought was a stupid question?

Why did you actually think it was a stupid question?  I’ll let you think about this one for a bit . . .

Ok, did you think it was a stupid question because of:

  • Who asked the question? “Wow, only he would (or could) ask a question like that.”
  • How it was asked? “Whoa… that was snarky. What a stupid question.”
  • Where the question was asked? “Uh-oh. Why would anyone ask that in front of these people?”
  • You not thinking of it first? “Dang – I must look like a total idiot for not asking that.”
  • You not having an answer for it? “Oh yeah… well… I… I’d like to hear your answer…”
  • There being no possible answer to the question? “What kind of question is that? Come on… let’s get real!”
  • The answer being sooooooooo amazingly obvious that any moron should already know the answer? “UGH!  Are you serious? Because, that’s just the way it works you knucklehead…”

Was your opinion of “stupidity” aimed at the person asking the question or at yourself rather than the actual question?  More times than not, it’s not about the question at all nor the person who actually asked it.

Let’s fess up; at one point in time, we’ve all probably thought, or even perhaps said something similar to many of the exclamations above.  If you haven’t, you wouldn’t be human.  But, if we actually said any of these things aloud to someone, or in a group setting, we know that the result is that people just stop asking questions – immediately.  Perhaps that is what you were shooting for, but this is incredibly unproductive in the long run!  Bad things happen when people stop asking questions!

So, what’s the big deal? Why do we need questions?

Questions are critical for breakthrough progress!

It is important to remember that without questions, and without the desire to answer questions (curiosity), we’d all pretty much still be flopping around in a primordial soup.  Questions are an essential component of progress – all progress.  Given the current state of the global economy and the lack of topline growth among many of the world’s leading companies, I’d say we actually need a lot more people asking many more questions.

Albert Einstein is regarded as one of the most brilliant, and fascinating minds of all time, and he OBSESSED over questions!  More importantly, getting to the “right” question.  Albert Einstein is often quoted as muttering to himself, “If I only had the right question” repeatedly during periods when he was stumped by something he was working on.

If Albert Einstein isn’t to your liking, maybe you’ll be persuaded by this fabulous statement made by another pretty smart dude – Peter Drucker.  “The more serious mistakes are not being made as a result of wrong answers.  The truly dangerous thing is asking the wrong question.”

This statement from Peter Drucker is exceptionally profound!  Organizations and individuals waste tons of money and time every year in the pursuit of ideas resulting from the wrong questions.  When over 70% of all new products launched each year end in failure, you can be certain people aren’t asking the right questions.

Is asking questions THAT hard?

Asking the right questions is harder than you might think:  It takes time, we haven’t been trained to do it, and without training and conditioning, our brains would rather not do it at all.

1. Asking questions takes time

It is important to acknowledge that getting to the right question is hard work that requires practice.  One reason for this claim is that, most of us have been trained (in one way or another) to efficiently provide answers and solutions to the questions we’re provided.  Asking questions takes time, and time is money; so as a consequence, we’re often discouraged from asking questions… “Just do what you’re supposed to do and get me the answer!”  Sound familiar?

2. There is a lack of training for asking questions

Second, very few of us receive any training in asking questions.  This actually strikes me as perhaps one of the greatest failings of the American education system.  Kids are  pretty much natural born natural explorers and detectives, who ask a lot of questions. And, kids continue to ask a lot of questions until they get into about the second or third grade.  Unfortunately at that point in their lives, they’re being trained (or programmed) to answer questions that other people already know the answers to so they can perform well on standardized tests – in order to get into a good college and answer more questions with known solutions.  But let’s admit it, nothing truly great ever came from providing answers to questions with known solutions.

3. Asking questions can actually wear you out

Lastly, asking a lot of questions (thinking) which eventually lead to asking the “right” question is very taxing on our brains.  While our body is at rest, the brain consumes somewhere on the order of 20% of the body’s oxygen and calories.  When you really put the brain to work, by subjecting it to ambiguity and confusion, your brain begins to consume more calories.  And, unless you regularly work on conditioning your brain by thinking harder and asking perplexing questions, its natural tendency is to try to conserve energy – and work with what it already knows.  You might think of the act of thinking hard and developing the “right” question as like going out and running a10K: if you haven’t trained for it, your legs will be continually telling you that they want to stop and that they’d rather be sitting on the couch with a cold beverage and a bowl of chips, watching some television.  In order to complete and enjoy a 10K, you have to train for it.  And, to become adept at developing the “right” questions, to you need to work at it – often.

What’s the point of all these questions?

The point of all of this is that we need a lot more questions – all of them.  To get to the right question(s), we need:

  • Stupid questions
  • Bad questions
  • Silly questions
  • Dumb questions
  • Good questions

Frankly, we need the freedom and the patience to ask all of these questions.

And eventually, by pushing around all of these different questions, we can land on the right questions that can become catalysts for beginning valuable work to develop meaningful, game-changing solutions. – Woody Bendle

 

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Download the free ebook, “Taking the NO Out of InNOvation” to help you generate fantastic creative ideas! For an organizational creativity 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.

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Amid recent news stories about people and companies failing to live up to early and prolonged hype (Exhibit A and Exhibit B), I’ve been thinking about a former co-worker who used to revel in skepticism. As an economist with a long track record of understanding the fundamentals of our business and industry, he would sit back and listen to people selling ideas and plans designed to beat (or maybe simply ignore) well-established industry trends. He’d hear the grand plans out and then skewer them with history.

Sometimes he was wrong, but he was all too frequently right. This typically put him at odds with those selling ideas who depended more on hope in the hype surrounding their ill-conceived ideas than a solid dose of fact-based reality.

Having worked closely with him for years, I guess a little of his skepticism rubbed off on me over time.

The more I hear about how great something is even though it is completely detached from strategic logic and learnings past events suggest, the more skepticism rears its head. Even though I’m a big proponent of creativity and innovation, skepticism becomes the handy counterbalance as you move from divergent to convergent thinking.

What’s a Real Skeptic Like?

If you’re charged with selling an idea to somebody who takes pride in professional skepticism, it’s important to understand what it will be like. If you plan for how you can address these ten perspectives, you’ll be better off since Skepticism:

  • Will always bet on “Too good to be true.”
  • Has an order of magnitude more strategic patience than hopeful enthusiasm.
  • Has an immunity to peer pressure.
  • Checks for consistency between words and deeds.
  • Expects a noticeable, viable track record.
  • Won’t lightly abandon what’s worked before or ignore what hasn’t ever worked.
  • Acknowledges the unexpected while waiting for the predictable to happen.
  • Sits back (way back) to avoid being trampled by the masses stampeding from the new wearing off yesterday’s fad.
  • Is more than happy to be proven wrong when it proves personally beneficial.
  • Will always insist, “The trend is your friend.”

Professional skepticism may be more complex than this ten-item list, but if you’re selling ideas to convince a skeptic, this is a pretty decent starting point on the general objections and resistance you may hear.

What’s your experience dishing out or receiving skepticism?

Are you a skeptic? Do you know one? What would you add to this list to help an idea selling hopeful better prepare to win over a skeptic? – Mike Brown

 

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The Brainzooming Group helps make smart organizations more successful by rapidly expanding their strategic options and creating innovative plans they can efficiently implement. Email us at info@brainzooming.com or call us at 816-509-5320 to learn how we can help you enhance your strategy and implementation efforts.

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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When it comes to brainstorming and divergent thinking time, we’re big on pushing for the impossible. During convergent thinking phases when the focus is prioritization and decision making, the focus shifts to narrowing choices, quick decisions, and determining the action steps for implementation.

Quick decisions have been on my mind lately. I tend to take time making a decision, but as you carry out more roles in an organization, the luxury of adequate time every time you’re making a decision just isn’t practical. As we’re growing and expanding The Brainzooming Group, I’m trying to be more disciplined about staying out of certain decisions and turning others into quick decisions.

Seven Situations Begging for Quick Decisions

Making a Decision - Quick DecisionThinking back to client situations over the past few years, here are seven types of decision making situations across three different categories where too much time often gets spent debating and considering actions.

Non-Strategic Decisions

1. Non-strategic issues – We talk about strategic issues as those that “matter” for an organization. If a decision making outcome won’t matter that much, don’t spend that much time on it.

2. Changes to processes customers won’t experience – For as much as we talk about the need for strategic change, invest more time deciding about changes customers will notice than background processes they won’t ever experience.

3. There’s a track record from previous decision making – Especially in big corporations with lots of administrative functions, it’s possible for employees to spend way too much time on decision making about simple issues primarily important to them. If your organization has a solid history or guidelines to shape decision making, use them and invest your efforts on newer, more speculative decisions.

There Are Multiple Options that Could Suffice

4. You can recover from making a decision that’s off the mark – If your environment is one where it’s relatively easy to try things, learn, and adapt, you’re in a lot better situation to make a quick decision and launch into implementation.

5. You’re making a decision from among multiple choices customers will accept – Don’t waste too much time debating changes to product or service features low on the list of things customers care about or notice. Invest the time saved into stronger implementation.

Limited Resource Are Available

6. You’ll spend more on making a decision than the decision costs – In a meeting-happy organizational culture, you can wind up with multiple meetings to consider and debate even small questions. If you’re spending $5,000 in employee time (yes in a staff role, you still have an hourly rate) to make a $1,000 decision, STOP!

7. You’re trying to decide about things you’ll never be able to do – We definitely encourage thinking big and considering possibilities well beyond today. But when it gets down to prioritization and decision making time, it’s time to decide on things you will be able to implement and not just be able dream about for an extended period.

What would you decide to add or subtract from this list of quick decisions?

How do you handle quick decisions? Are there other decision making situations where you aggressively push for quick decisions?  – Mike Brown

 

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The Brainzooming Group helps make smart organizations more successful by rapidly expanding their strategic options and creating innovative plans they can efficiently implement. Email us at info@brainzooming.com or call us at 816-509-5320 to learn how we can help you enhance your strategy and implementation efforts.

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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