Strategy | The Brainzooming Group - Part 236 – page 236
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I was struggling recently to pull together slides for a branding presentation – an effort requiring only a little strategic thought and creativity. But several attempts at starting were relatively fruitless. Even though I’d set aside focused time to do the project, it was impossible to progress.

At the same time, another project was pending; it had to be completed so that the next person in the process could begin. With that project lingering, I forced myself into the mode of answering questions, closing down potential options, and repeating the mantra, “Better done than perfect.” After a day’s worth of work, there was tremendous relief in finally signing off on that project and emailing it to the person looking for the results.

Then with a brief mental break from the computer, selecting the slides for the presentation became a snap; it was finished in 90 minutes!

As much as I thought that I had the creative depth to move both efforts ahead virtually simultaneously, I couldn’t. The creative reserves necessary for the project didn’t leave enough free space in my mind to work on the presentation.

So the next time the strategic and creative juices aren’t there for a project, ask yourself, “Is there something else hanging over my head?” If there is, see if you can take the steps to get the “something else” completed or delegated to someone else so that you have the max headroom for creativity.

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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Too many research reports are a jumble of charts, arrows, and statements that simply play back what’s on the graphic (or worse, just regurgitate a chart’s methodology). For senior executives, that translates into a confusing (and at best, boring) jumble of information – pointing in all kinds of directions without really telling them anything.

If you have research responsibility, apply this maxim for great strategic thinking from Gary Singer, a wonderful strategist and the Chief Strategy Officer at Interbrand. His comment to me was:

  • Good researchers go to the edge of the data and step back – to be cautious & statistically sound.
  • Good consultants go to the edge of the data and stop – to be sure they’re on solid footing & that the client will buy off.
  • Great strategic thinkers go to the edge of the data, formulate a sound next set of assumptions that the audience can comment on & agree to, and then keep going to expand understanding & get to revealing insights.

It’s a simple statement and hard to do, but done successfully, it promises incredible business results. Use it as your new strategic hurdle to clear!

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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The end of the year used to be a rather slack time at work. That changed about a dozen years ago, and ever since, December has been one of the most frantic times of the year. Add to that the holiday rush, and it all adds up to a lot of to-do’s that need prioritization.

Here’s an alternative that’s helpful when you have many other people depending directly on the completion of your to-do’s so that they can take action.

Instead of using the typical importance vs. urgency prioritization, create a grid that pairs urgency (how soon the to-do needs to get done) with the degree to which someone else is depending on the to-do as a next step for them (great dependency to little dependency). Now place each of your to-do items on this grid, thinking about near-term items that others are really depending on as a first priority.

Using this approach will give you a little different picture of your priorities, as you orient your to-do list to the importance of helping others first. And that’s what the holidays are all about!

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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Dear Kids,

Just like your management team at work, Santa’s very busy this time of year, and while he’d love to spend time with each letter, there are only so many hours in the work day.

Want to make sure Santa gets the point of your request so that you’re not disappointed this holiday season? Take a tip from “Winning with the P&G 99: 99 Principles and Practices of Procter Gambles Success” by Charles Decker and send him a brief (one-page at most) recommendation making it clear very quickly to Santa how good you’ve been and what you’d like. Here’s the 4-section recommendation format to use:

  1. Brief Background – Provide a quick overview of the issue that your recommendation is addressing so that your boss (I mean Santa) knows what you’re covering.
  2. Recommendation – Clearly & succinctly state what you think should be done.
  3. Rationale – List the reasons that support why the thing that you think should happen should happen.
  4. Next Actions – If the recommendation’s accepted, list out the next things that have to take place.

Let’s apply the approach (sans the headers that you’d use in a business memo) to our holiday letter:

Dear Santa,

I just wanted to update you on what a good boy I’ve been this year and suggest a gift that would truly be appreciated.

This Christmas, I recommend that you bring me a new tablet computer.

This gift is warranted because I’ve really tried to help my wife more around the house this year, including yard work (which I really don’t like). The tablet computer would allow me the flexibility to work on this blog while away from home, to stay in contact with friends and loved ones, to get work done on airplanes more easily, and to draw cartoons for my presentations.

If you agree that a tablet computer makes sense as a gift, please deliver it on the evening of December 24 in Hays, KS, where we’ll be celebrating Christmas with my family. Thank you, and please let me know if you have any questions.

Sincerely,
Mike

So there you have it kids. In fewer than a dozen lines, we’ve made our recommendation and laid out the best case. Try it with Santa AND try it at the office. It really works in cutting through the clutter and getting to decisions faster.

Btw – if you’re still doing holiday shopping, Amazon lists copies of the “P&G 99” for $1.89. That’s less than 2 cents per principle or practice – you won’t find a cheaper gift that will so dramatically improve your staff’s performance this coming year! Order now!!!

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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Jay Conrad Levinson is the father of guerrilla marketing, the concept that businesses can reap greater rewards through the strategic use of low- and no-cost marketing tools. He says that there are at least 100 guerrilla marketing tools available to any business.

Beyond the standard tool list that Levinson uses, I’ve found it helpful to get marketing teams to work through a specific question-based exercise to identify marketing tools unique or at least specific to their own businesses.

Use the list below with your marketing team. One way is for a team member to identify as many answers to a specific question as possible within a 3 minute period, and then rotate the question to the next team member to build on the list:

  • What do we want to promote?
  • What are our features, benefits & competitive advantages? Which are most meaningful?
  • What communications vehicles are in place?
  • What ideas/words/phrases do we use?
  • Who are experts/partners? What’s notable about them?
  • Where do our audiences congregate (geographically or virtually) and/or receive our messages?
  • What motivates our audiences?
  • How can we get permission and the info to keep marketing to our audiences?
  • What business & personal relationships do we have that could be of assistance?
  • Who would like to be involved with us in growing our business?
  • Who could we help make more successful?
  • What interactions do we have with our audience?
  • What new interactions can we create?
  • What tools or ideas can we “steal”?

I’ve had a team of 8 to 10 people build a list of more than 200 tools (many of which they’d never thought of using) within a 25 minute period as everyone worked individually using the rotating question approach.

You can also check out a more focused set of areas to brainstorm and identify specific social media resources and tools your organization can use.

Give this exercise a try at your next staff meeting or planning session, and then go back through your marketing plan to make sure you’re using as many of the tools as possible that you’ve identified.  – Mike Brown

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 brainzooming@gmail.com or call 816-509-5320 to learn how we can develop an integrated, guerrilla marketing-oriented strategy for your brand.

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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Not having written a book of my own yet, I end up using great books that others have written as give-aways at my presentations. While I’m planning to correct the “I haven’t written a book” problem in 2008, the holiday season provides an opportunity to recommend some wonderful books that have dramatically shaped my thinking on careers, branding, innovation, and strategy.

“Radical Careering – 100 Truths to Jumpstart Your Job, Your Career, and Your Life” by Sally Hogshead, Gotham Books, ISBN: 1-592-40150-3.
100 brain jolts to change your behavior and drive dramatic change. I’ve spoken on the same program as Sally several times, and the audience conclusion is always that “SALLY ROCKS!” It’s true – her first book uses a unique format with 100 self-contained lessons to challenge you to invest your precious energy & time on creating a meaningful difference in life. Beyond the book check out Sally’s website and podcasts.

“The Marketer’s Visual Toolkit” by Terry Richey, AMACOM, ASIN: 0814402135.
I only worked directly with Terry one time many years ago, but his book has been an important part of shaping how we’ve tried to incorporate visual representations in strategic planning efforts. It’s tough to find, but well worth the effort for its help in translating complex ideas into tools that people can work with more successfully.

“75 Cage Rattling Questions” by Dick Whitney & Melissa Giovagnoli, McGraw-Hill, ISBN: 0070700192.
This is a great source of challenging questions to stimulate strategic thinking. On page after page, you’ll find questions to incorporate into creative and planning sessions. They’ll spur discussions on difficult topics. I mean really, what would your organization be like if your mother ran it?

Why Business People Speak Like Idiots: A Bullfighter’s Guide” by Brian Fugere, Chelsea Hardaway, and Jon Warshawsky, Free Press, ISBN: 0-7432-6909-8.
I hate the word “leverage” as a substitute for “use.” I hate using “around” instead of “on” (i.e. “he’s doing some work around that topic.”) And I hate that I didn’t write this manifesto for eliminating business language that’s intended to obscure meaning. If you communicate in business (okay that’s probably everybody who’ll ever read this), get this book and share it with your co-workers.

“Made to Stick” by Chip Heath & Dan Heath, Random House, ISBN-10: 1400064287.
I’ve given away a number of copies of this book this year since it’s another one that I wish I’d written. In driving a major brand turnaround, we’ve incorporated many of its concepts on using simple messages, surprise, and emotion to help ideas live on and become part of a company’s cultural fabric. It packages all the concepts in one place with great insights on making your own ideas take off and thrive. This book has received a lot of well-deserved attention.

“The Art of Possibility – Transforming Professional and Personal Life” by Rosamund Stone Zander and Benjamin Zander, Harvard Business School Press, ISBN: 0-87584-770-6.
It’s been a blessing to have seen Benjamin Zander present twice – at a retail conference in Dallas, followed 4 months later by his closing appearance at the Transformation Business & Logistics conference that I produced in 2001. He was wonderful in Dallas (as he forced my co-worker and me to come from the back of the room to live life in the front row). He was incredible at Transformation – we learned to love classical music in 7 minutes, 2000 people serenaded an audience member with “Happy Birthday” as if we really meant it, and at the end, we all sang Beethoven’s 9th in German while standing on our chairs. It still makes my eyes well up with joy. If you can’t see him in person, get this book by he and his partner Rosamund and at least read their wonderful stories. How Fascinating!

There’s the list. Make sure to order early for delivery before the holidays (and peruse them before heading back to work on January 2)!

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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Strategic thinking often falls short because specific outcomes are difficult to trace back to the effort put into strategic thinking or planning.

Beyond approaches covered previously to focus strategic thinking, broaden participation, and increase its rigor, a few principles can help create more tangible outcomes.

Be prepared with a rigorous prioritization approach – Frequently, 5 to 15% of the possibilities from a strategic thinking session have near-term development potential or strong relevance. A great first pass prioritization approach is to approximate the number of ideas your team has generated and divide it by 5 to arrive at 20% of the ideas. Divide this total by the number of participants; the result represents how many ideas each person will be able to select based on their belief in an idea’s strength and/or potential.

Let participants start narrowing – With their individual idea “allowances” set, participants can begin selecting ideas that they’ll take through the prioritization process. Ideas chosen can be their own or those of others. The important thing is that participants believe in the ideas they select.

After each team member has selected a set of ideas, ask them to make an initial assessment of each idea using the following questions – What are the idea’s strengths? What are the idea’s weaknesses? What’s unexpected or unusual about the idea relative to the status quo? What’s your initial recommendation about how the idea could be addressed? It’s beneficial to share these initial thoughts aloud to familiarize group members with ideas that may have been overlooked.

Perform individual ranking with group input– Following the initial report-out, use a 4-box grid to allow individuals to place their ideas relative to two dimensions:

  • Potential Impact – On a scale from Minimal to Dramatic
  • Implementation Ease – On a scale from Easy to Difficult

Once individuals have placed ideas on the grid, talk through each one to see what support or challenges there are within the group. Typically, team members will overstate the number of easy to implement ideas that are expected to have dramatic impact. If true, these ideas are very attractive, but often they’ll have less impact or may be more difficult to implement than originally suspected.

Don’t be afraid to consider moving an idea if there’s a clear take from the group that it’s stronger or weaker than its original placement. The result of this combined individual-group exercise should be a much more refined set of ideas, with a good deal of input to set the stage for selecting a few ideas that will be pursued further for development.

Keep track of what’s left over – It pays to track the ideas that aren’t selected initially. These often resurface later and it’s nice to be able to tie them back to the strategic thinking efforts that you’ve been conducting.

WRAP-UP

So from the last several posts, you’ll ideally be better prepared to cultivate strategic thinking in your department or business and then to do something with it. We’ll revisit these topics over time to provide more refinement, but for now, schedule time soon to do some fruitful strategic thinking!

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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