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At a Brainzooming internal branding strategy workshop I was presenting, one attendee remarked about wanting more vision statement examples. From what she described, her company’s leadership had rushed to develop big strategy statements (such as a core purpose, vision statement, or mission statement), but was now rethinking its direction. She saw documenting as many vision statement examples as possible as a huge help to getting it right this next time.

Mountains-Vision

I suggested that instead of starting with a pre-defined list of big strategy statements her company needed, they should invest time in more thoroughly what mattered for the organization’s success and its intended direction. Only after that exploration, they could identify what types of statements (and the content of each) that would make sense.

6 Steps to Figuring out Your Company’s Big Strategy Statements

While I didn’t have time to spell out the steps other than writing down all the vision statement examples she would hear during the conference, here is a way to explore first and figure out the right big strategy statements you need afterward:

  1. Start with finding the right ideas that describe and represent your brand.
  2. Once you’ve found the ideas, begin identifying words and phrases that best capture the ideas in multiple ways.
  3. Now think about any other places where the words you are considering are used. What are the others words, phrases, and structures in these other locations? How might they fit in your situation?
  4. With this big set of words, add a dose of aspiration. If you super-sized what you want your brand to become and its description, what other words and phrases would you imagine as possibilities?
  5. Now add one more mega-dose of aspiration. If you used language that was so glorious and strong that your competitors would shudder, what would it be?
  6. Now that you have an even bigger set of language, start playing with combinations of words and phrases to describe your brand’s current situation and the difference you are trying to make (mission statement)future aspirations (vision statement), and reasons for existence (core purpose).

These steps will more readily lead to big strategy statements that work hard for your organization. THEN if you need to see some vision statement examples to put the finishing touches on what you’re doing, go ahead and do it. – Mike Brown

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Mike Brown

Founder of The Brainzooming Group, and an expert on strategy, creativity, and innovation. Mike is a frequent speaker on innovation, strategic thinking, and social media.

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I debuted a presentation on “Results – Creating Strategic Impact,” our mini-book on employee engagement ideas to boost an organization’s strategic thinking. The mini-book focuses on the tremendous value when an organization finds ways to strategically solicit employee insights and perspectives to shape its strategic thinking.

Results-Presentation

One attendee stuck around after the “Results” presentation to ask about a situation his son is facing. He runs a restaurant whose employees are generally high-turnover, lower wage young people. He said his son needs to improve the restaurant’s performance and wants to involve the employees. The question was whether it makes sense to try and engage employees in the ways I discussed when they aren’t likely to be around for very long.

The answer was easy: Yes!

5 Employee Engagement Ideas for High-Turnover Employees

To me, the length of someone’s employment doesn’t have a bearing on whether it makes strategic sense to engage them and their perspectives. We’ve talked before about how one company even uses entry interviews (as opposed to exit interviews) to gain input from new employees before they’ve consumed too much of the incredible corporate Kool-Aid.

Quickly Brainzooming with the restaurateur’s father, here are five employee engagement ideas to get valuable strategic thinking even when turnover is high:

  1. Involve employees as frontline listener-reporters, playing back what they hear from customers.
  2. Solicit their input on problems they are experiencing with internal processes.
  3. Ask them what workarounds they have figured out to make things go more smoothly than they would otherwise.
  4. Have them share suggestions for things they would experiment with, change, or definitely keep as is.
  5. Ask them where you can find more individuals like them to recruit for the business.

No matter how much they are getting paid or how long they’ll be around, those are five employee engagement ideas where even high-turnover employees can contribute strategic thinking to help make an organization’s leaders smarter about business issues.

And who knows . . . by involving them right from the start, you may actually reduce the turnover rate!  Mike Brown

10 Employee Engagement Ideas 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

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Mike Brown

Founder of The Brainzooming Group, and an expert on strategy, creativity, and innovation. Mike is a frequent speaker on innovation, strategic thinking, and social media.

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We were working with a team responsible for a highly focused internal process that includes a customer-facing aspect. It’s a high volume, high expectation, and deadline-focused role critical to the company’s success. I noticed several references during our time together about how narrow and targeted the team’s job is.

VERY NARROW AND VERY TARGETED.

As in, “We’ve learned from experience that we don’t want them drug into other tasks they might be able to contribute to if that causes performance and timeliness to suffer.”

targets-out-of-focus

Makes sense.

I get that they need to be targeted in what they do.

The company positions the team in a tactical, critical path role that would suffer with needless distractions.

Based on the breadth of company and customer issues this team sees, however, you KNOW they are teeming with valuable insights. They could address process improvement ideas and ways to increase their impact. All this, even though I’d bet many people mistakenly see them as order takers.

Job Descriptions Don’t Define Innovation Potential

I asked them to engage in some strategic thinking about innovation opportunities for the company. They immediately played back the mantra about how FOCUSED and NARROW their roles are. They used that as a justification for opting out of strategic thinking.

I disabused them of the idea, however, that their narrow job descriptions were synonymous with narrow strategic thinking roles.

We had a quick conversation about generating ideas for the overall brand. I reminded them (in case no one ever had) that they had a HUGE brand role no matter how narrow everyone thinks they are as a group.

Hearing the interaction and ideas they were generating later when I circled back to them, it was clear that all they needed to dive into great strategic thinking was reassurance that it was OKAY for them to do it. After TALKING about them differently, they eagerly shared the strategic thinking insights they couldn’t help but develop.

The Strategic Thinking Lesson?

A description of a job role isn’t identical to the description of how an individual or group can contribute to solid, dynamic, and innovative strategic thinking.

That’s why leaders should be looking for strategic thinking THROUGHOUT their organizations!   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.

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A client raised a question the other day in a Brainzooming strategic thinking workshop about what you can do when you are waiting on someone busy AND important to provide input on an initiative so you can continue making progress.

That is a question I have had to consider and address frequently.

9 Strategic Ideas to Keep Moving without Important Input

I didn’t have time to share all nine of these strategic ideas to keep moving without important input, but I think I’ve used all of them multiple times to try and work around someone else’s slow response when an important timeline needed to keep moving!

  1. Try to get the decision-making authority or latitude to know what things you can advance without going back for input.
  2. Continue advancing the initiative with an eye toward developing several attractive options your input person can review and select.
  3. Reach out to someone that knows your input person well and can provide reliable feedback on how the individual might respond.
  4. Let them know you are using a “you only have until a CERTAIN DATE to provide input or we’re moving ahead” review standard.
  5. Simplify or eliminate other steps in the development process to allow the current schedule to accommodate a longer review and input time.
  6. Keep going on the initiative, making only “safe” choices, i.e., ones that you are sure your input person will approve.
  7. Prioritize work you can easily change if late input derails the direction you have taken.
  8. Prioritize work that does not preclude you from pursuing other viable options your input person might request.
  9. Focus on work that is familiar or adapt something that has already received approval – as long as you understand why the earlier work was approved and can make smart decisions about the new work.

Try one or more of these nine options, and keep pressing for timely input – as best you can! – Mike Brown

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Learn all about how Mike Brown’s workshops on creating strategic impact can boost your organization’s success!

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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Interestingly, the most challenging situation for Brainzooming strategic thinking workshop success is when it includes TOO MANY individuals viewing themselves as creative.

Yes, you read that right.

Having TOO MANY strong creative perspectives can tank the actionable results coming from a strategic thinking workshop more than having too few creative individuals.

Whenever you have too many “creatives” in the room, it can devolve into each one trying to outshine the others in extreme creativity.

Talking with someone about the most difficult Brainzooming strategic thinking workshop EVER inspired the blurb below. That particular session was filled with about 85% HUGE creative egos. We eventually had to put them in their own creative alliances and work in very small teams (or as individuals) so each one could articulate his or her own creative vision.

By the end, we made progress, but not nearly as much progress as we are accustomed to making.

Servant-Leader-Collaborate

That’s why we like a great balance of people, perspectives, and voices in a strategic thinking workshop. That’s why we like servant leaders that figure out ways to work collaboratively, productively, AND creatively with other members of the team.

So get creative individually. Get creative in a group. And remember that when you are working creatively with a group, be sure to make creative room for others! – Mike Brown

 

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

Download our FREE “Taking the No Out of InNOvation eBook to help  generate extreme creativity and ideas! For organizational innovation success, contact The Brainzooming Group to help your team be more successful by rapidly expanding strategic options and creating innovative growth strategies. Contact us at info@brainzooming.com or call us at 816-509-5320 to learn how we can deliver these benefits for you.

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Mike Brown

Founder of The Brainzooming Group, and an expert on strategy, creativity, and innovation. Mike is a frequent speaker on innovation, strategic thinking, and social media.

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I am in New York today delivering a Brainzooming branding strategy workshop on Engaging Your Internal Brand Team. The event is the Brand Strategy Conference. Our content addresses collaborative ways to strategically engage employees in creating and delivering the best brand experience.

Empire-State-Building2

The branding strategy workshop came about from talking to too many executives that think it’s okay to let employees in on branding changes at the same time (or even after) customers learn about them.

THAT is a horrific idea for delivering a great brand experience.

We will introduce a new Brainzooming Fake Book soon that includes the exercises we will cover in the branding strategy workshop.

Branding Strategy – Engaging an Internal Brand Team

Here are links to fourteen articles integrated within the workshop.

Identifying Opportunities for Employee Input on Branding Strategy

Collaborating with Employees to Enhance the Brand Experience

Supporting a High-Performing Internal Brand Team

Inviting Employees into Branding Strategy Conversations

Mike Brown

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Are you looking for new, more effective ways to engage your employees in shaping and successfully carrying out your brand strategy? You need to download this FREE Brainzooming eBook, published with the Global Strategic Management Institute. You’ll learn three effective strategies to engage employees as an internal brand team.

Download Your FREE eBook! 3 Actionable Strategies for Engaging Your Internal Brand Team

 

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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In my corporate days, I was dispatched to work with competitive companies our corporation purchased. The objective was to help them become better strategic thinkers and marketers.

The ground rule was, however, I couldn’t tell them WHAT to do. Since all the companies competed with one another, each one needed to determine its own business strategies.

When I tell people this story, they chuckle. It seems ridiculous to help a company become better at strategic thinking and marketing without being allowed to tell them how to do it.

While this constraint may seem (and actually be) ridiculous, it shaped how the Brainzooming method developed.

Strategic Thinking Exercises – 3 Responses to New Ideas

Idea-bulb-grid

In planning how we would help these companies, we realized there were three possibilities whenever we asked people to answer a question inside our strategic thinking exercises:

  1. The answer could show their strategic thinking was in the right direction.
  2. The answer could suggest their strategic thinking wasn’t effective in this situation.
  3. The answer could be a complete surprise we hadn’t anticipated.

Each of the three options suggested a potential response from us:

  1. With on-target ideas, we’d cheer them on and encourage more like it.
  2. With off-target ideas, we would say, “That’s great,” and suggest other strategic thinking exercises to re-orient them toward a better direction.
  3. If the unexpected idea was on target, we’d consider it a pleasant surprise. If it was off-target, we’d suggest alternative strategic thinking exercises to try.

What this suggests for you is that when working with a team, you don’t necessarily have to be ready to respond by saying ideas and concepts are good or bad.

You can, however, vary your reaction based on whether you perceive an idea to be good or bad. And if it’s bad, use other strategic thinking exercises to gently bring the ideas back to something smarter and more productive.   Mike Brown

10 Keys to Engaging Stakeholders 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.

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