Strategic Thinking | The Brainzooming Group - Part 4 – page 4
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I was thinking about tables recently, and the role they play in creating or thwarting team collaboration.

A table can…

Provide distance and separation between participants

That can be both healthy or disastrous. It’s easy to use distance and opposition (as in sitting on directly opposite sides of the table) to foster disagreement, aggression, and otherness. In different situations, distance around a table can offer space for individual reflection or a couple of people to collaborate without being drawn into something bigger.

Idea: Arrange people purposefully and keep moving them around.

Serve as a hiding place

If it is your intention, you can use a table’s shapes and angles and how people fill them up to keep yourself out of view and out of the team conversation. You may use the hiding place to observe, look away, or plan what you do when you emerge from hiding.

Idea: A facilitator needs to draw people out of hiding places.

Create clutter

A too big table or too many tables in a too small room, can fill all the available space people need to move around both physically and mentally. They can eliminate any flexibility a space might offer.

Idea: Pay attention to how many table you are using and not using. Get rooms with way more square footage than you think you will need.

Establish power

Sitting at the front, sitting at the back, or sitting at a corner can, depending on who is doing the sitting, change the power dynamics for the entire group.

Idea: Use tables without corners and avoid creating a clear front of the room.

Be purely functional

It provides a place to put your arms, bang your head (or your fist), take notes, hold your drink, plug in your computer. You hope it affords an arrangement that lets you see what you need to see and is a jumping off point for people to productively collaborate.

Idea: Match the right table to what you will need it for throughout the meeting.

Team Collaboration with No Table at All

This thinking inspired something we’ll be doing soon: eliminate the tables and use only a few chairs. Provide the right amount of space to make it both inviting and slightly awkward.

We look forward to seeing what using no tables at all will do for creating or thwarting team collaboration. – Mike Brown

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Are you involved with the strategic planning process for your organization?

That could involve leading it, participating in it, or trying to influence the strategic planning process so it delivers more value and better results for the organization?

7 Strategic Planning Process Challenges You Can Fix!

Typical complaints about a strategic planning process

If you have a role in strategic planning, do any of these describe your situation?

  • You have a strategic plan completed by a small senior leadership team. Key leaders in the organization now won’t embrace the strategic plan because they weren’t involved in developing it.
  • You are a board member of a non-profit that’s doing great work, yet the board is apprehensive about whether the dynamic executive director has a plan and is grooming successors. The executive director, on the other hand, is not inclined to want to complete a strategic plan.
  • You have just taken over leadership of a company. You are starting to see where you most need to make progress. Your next challenge is communicating the vision and getting your new, senior team onboard.
  • Your organization is pursuing lots of good ideas. All the good ideas are getting in the way of the game-changing idea you need to develop and successfully implement.
  • You have a major strategic move to make with the company. You need to ensure you are considering every potential option to ensure you’re pursuing the smartest possible direction.
  • You have the okay for a more robust strategic planning process. You don’t have the expertise or experience for delivering on the expectations you’ve created. And now you’re scared.
  • Your senior leadership team held a meeting to develop a strategic plan. You had tons of great conversation, but no one wrote anything down that you can now implement.

These are just a few of the situations where we have helped organizations embrace a different type of collaborative strategic planning process.

If you find yourself on this list, contact us and let’s talk before this year’s strategic planning season starts. We’d love to share ideas with you on how to derive more results from the time investment you will be making in planning your organization’s future!  – Mike Brown

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Create the Vision to Align and Engage Your Team!

Big strategy statements shaping your organization needn’t be complicated. They should use simple, understandable, and straightforward language to invite and excite your team to be part of the vision.

Our free “Big Strategy Statements” eBook lays out an approach to collaboratively develop smart, strategic directions that improve results!


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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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Mess Wright, who just recently opened Mess Labs in Dallas, has been an online friend for many years, and an in-person friend since August 2016.  

Invariably, Mess puts words to ideas that rattle around in my head in a half-formed state. Mess not only pulls ideas together; she puts herself out there by articulating them. Here’s the most recent example of this, with Mess weighing in on business mentoring and the importance of protecting your time and attention when you are trying to make things happen.

Trust me: Mess is a person that makes things happen! – Mike

Business Mentoring – Be Careful of Who Promises You Help by Mess Wright

Abe Nadimi and Mess Wright of Mess Labs

You can go ahead and file this one under, “Things You Aren’t Supposed to Say but Mess Says Anyway.” Oh, well, here goes:

It seems there is some sort of incubator, accelerator, or entrepreneurial center popping up everywhere lately.

I think this is supposed to (and can) be a good thing, but I have to tell you something.

I’ve been in this startup world for nearly a year, and I’ve found the majority of the “entrepreneurs” and “mentors” I’ve met are actually either hacks, delusional liars, con-artists, or people who are otherwise lost or unemployable.

It takes a minute to decipher the people who are actually “in business.” That minute is long and hard, but my advice is to take the time to really vet people you might let into your life.

I’ve taken a lot of hits (mostly inside my co-working space) for pointing out the people who are time and money sucks. I’ve been told it’s rude or impolite. I’ve been told “community” means “supporting” people, even people who are clearly trying to take whilst offering nothing.

I say all this because I think a lot of people romanticize self-employment or entrepreneurship. My advice for them is if you take that jump, be very selective about who gets time with you. You don’t have to say Yes to every invitation, every introduction or entertain every opinion. It’s way okay to be exclusive in some ways – don’t let anyone tell you it’s not.

Just because someone is older, more experienced, more educated, or did the thing you want to do, that does not make them mentor material. Gravitate to people who lift you up, listen to you, and help you grow. Don’t worry if those people aren’t marketing themselves as leaders or guides. The ones who do aren’t always the support you are seeking and needing anyway.

Everyone who is in a position to refer mentors to mentees needs to also vet people better. Let’s hold anyone we call “mentor” to a higher standard and drop the assumption that “accomplished” or “perceived as accomplished” translates to “can mentor.” It’s a horrible assumption, if you think about it. And a bad mentor figure can do amazing harm to a mentee.

Finally, if you feel you want to mentor someone ask yourself if you have the time, you have the inclination, and if you truly hold the mentee’s best interests as a priority.

If you’re doing business mentoring to feed your own ego, stop. Just stop! – Mess Wright

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Whenever we discuss using questions to foster disruptive innovation strategy, it prompts objections.

The objections center on the idea that questions do not create disruptive innovation.  The point these individuals (who are usually innovation experts that comment on other companies’ content without ever generating any innovation strategy content of their own) make is that a whole variety of factors contribute to disruptive innovation. They counter suggesting strategic thinking questions as a starting point over-promises and ignores all the other dynamics involved.

Our response? We never claim that questions alone will create disruptive innovation.
Download Your FREE eBook! Disrupting Thinking - 13 Exercises to Imagine Disrupting Your Brand

Yet, we have seen many successful companies that cannot even imagine deliberately undermining the basket where they have placed all their eggs. For these types of established players, you have to disrupt their status quo thinking so they realize that brands not even in their consideration sets are aiming to render them pointless in the marketplace.

Examples? See Kodak, Border’s Books, unionized trucking companies, and every department store you ever visited, among others.

ANYTHING that gets leaders in these situations to imagine where they are vulnerable and how to disrupt themselves before someone else does is a HUGE HELP.

13 Exercises for Disruptive Innovation Strategy: Disrupting Thinking eBook

That’s why we’re releasing the innovation strategy eBook, Disrupting Thinking – 13 Exercises to Imagine Disrupting Your Own Brand Before Someone Else Disrupts You! 

This FREE eBook, inspired by a popular Brainzooming post on how emerging competitors look nothing like your company, features question-based exercises to foster strategic conversations on disrupting your:

  • Brand benefits and value proposition
  • Marketing strategies
  • Organizational structure and processes
  • Risk-taking behavior
  • Industry and market dynamics
  • New business initiatives

We do agree with our critics: imagining disruptive innovation scenarios is one step that must be coupled with develop the ideas and doing something about them. And as hard as imagining disruptive innovation is for established brands, acting can be even more of a challenge.

If you need to start the difficult strategic conversations on disruptive innovation strategy, Disrupting Thinking is for you!
Download Your FREE eBook! Disrupting Thinking - 13 Exercises to Imagine Disrupting Your Brand

Download your FREE copy of Disrupting Thinking TODAY, before it’s too late!

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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Learning what participants in an upcoming big meeting know, think, and believe before they come together in a large group is one tactic to strengthen team collaboration.

14 Team Collaboration Benefits from Pre-Meeting Outreach

Depending on the nature of the pre-meeting outreach you conduct with participants, it can promote team collaboration and help:

  • Get to know participants better and figure out how to best work with them
  • Gain a sense of what people already think
  • Learn what insights the participants already have and don’t have
  • Find out what you need to figure out or research ahead of time
  • Look for areas where you agree so you can make it seem like your ideas are theirs, creating greater ownership
  • Identify strong ideas upfront so you are ready to listen for and act on them in the larger group meeting
  • Understand the nature of disagreements or contrarian points of view, especially how accurate, deeply held, and unchanging they are.
  • Better strategize how to introduce challenging points of view
  • Determine how interested people are in developing a beneficial solution
  • Prioritize topics based on their criticality
  • Uncover time saving and efficiency opportunities, knowing you can spend less time on topics where people agree and more on where they disagree
  • Identify which people should and shouldn’t be in small groups together
  • Discover perspectives you will need to introduce in a larger group setting that individuals may be reluctant to voice
  • Make it more difficult for someone to play games in a large group (by espousing a point of view they don’t hold privately)

Gaining these team collaboration insights can come through various pre-meeting outreach formats. You can use individual conversations, online surveys, online collaborations, and review previous documentation. The method you choose obviously depends on how available and near people are, along with the importance of anonymity in their responses.

No matter the approach don’t go into a big meeting and expect the strongest team collaboration if you haven’t done your pre-meeting groundwork to make it happen. – Mike Brown

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  • Move forward even amid uncertainty
  • Take on leadership and responsibility for decisions
  • Efficiently move from information gathering to action
  • Focusing on important activities leading to results

Today is the day to download your copy of 321 GO!

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In Brainzooming presentations and workshops, attendees want case studies and the answers somebody else has used.

Why?

Because that seems easy.

You show up, put in your forty-five or sixty minutes, and walk away with the answers that you haven’t been able to come up with back at the office. Or you receive confirmation from a speaker that what you have been thinking is right (or pretty close to right), and you can take that back to the office and tell the boss.

A Strategic Thinking Framework Is Better than an Answer, Really!

Despite this desire for case studies and answers, I rarely include them when I speak. Or if I do, I incorporate examples from audience members so THEY can talk about everything they tried, what worked and didn’t, and the things they learned.

Instead, I include lots of strategic thinking frameworks for decision making. While these strategic thinking frameworks aren’t answers, they allow you to quickly develop answers even in areas where you lack experience. That ability (and flexibility) is vital in business. It’s also essential as a presenter where you get questions and people wanting you to tell them what to do. As I remind people, however, I can’t tell them to do one thing or another within a couple of minutes at a conference. But I can give them a strategic thinking framework to analyze the question and decide for themselves.

Here is one example from a social media and content marketing workshop:

An attendee asked about the need to maintain separate Facebook pages in different languages. I pointed him to a brand-oriented strategic thinking framework I shared that focuses on what customers expect, accept, and will reward.

As we played it out, customers expect brands to interact in their own languages. They may or may not accept that one out of every few posts is in their language, and then they have to scroll. Maybe they will accept images with links to content in their own language? Maybe they will accept built-in translation as a viable option.

Then, depending on which approach they choose, they have to look at whether customers will reward it in some meaningful way. Will they select the brand over another? Select it more often? Pay more for a sense of personalization?

While I didn’t know the answer at that moment, the strategic thinking framework provides a way for them to consider the options and make a decision that works for the brand.

Bring the Questions!

If you are in the audience for a Brainzooming workshop, I love, love, love the questions. Please ask questions.

Just realize, your answer is probably going to be a way for YOU to think about your question and develop the answer you are seeking that works best for YOU, not somebody else! – Mike Brown

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The Brainzooming eBook 4 Strategies for Implementing in Uncertain Times will help you examine your strategy foundation, insights, profitability drivers, and decision making processes when few things ahead are clear. We share suggestions on:

  • Using your organization’s core purpose to shape decisions when things are changing
  • Reaching out to employees with valuable insights into what to watch out for and what to expect
  • Sharpening your command of cost and profit levers in your organization
  • Implementing processes to focus and sharpen decision making

4 Strategies for Implementing in Uncertain Times is a FREE, quick read that will pay dividends for you today and in the uncertain times ahead.
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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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Does your organization excel at its strategy implementation process?

Do you execute new strategies quickly, effectively, and successfully?

A few clients we talk with mention a strong strategy execution process. Most discuss some big challenge (or multiple challenges) with implementation.

We address their experiences in our collaborative strategy implementation approach. You can’t invite others to collaborate on a strategic plan and later ignore them when you launch it. The strong value of collaborative strategic planning comes, in part, from involving parties critical to strong implementation even before you create the plan.

Fast Forward Your Strategy Implementation Process – Free eBook

We have compiled our highest impact strategy implementation recommendations into one FREE eBook: Fast Forward – Successfully Implementing Your Plan.

In Fast Forward, we share actionable ideas, tips, and checklists to rapidly improve your strategy implementation process and results. Fast Forward focuses on three critical success areas:

  • Streamlining how you communicate your plans for impact
  • Selecting and shaping strong implementation leadership
  • Reducing implementation barriers to move forward quickly and flexibly

Download Your FREE eBook! Fast Forward - 3 Keys to Implementing Successfully

Specific features include:

  • 10 ways to simplify and strengthen the language you use to communicate strategic priorities
  • 9 ideas for introducing your strategic plan with style and impact to gain the organization’s attention and engagement
  • 4 keys for selecting the right collaborative leaders for implementation
  • 12 questions to better launch a successful strategy implementation process
  • How to navigate 4 typical execution challenges in organizations
  • Using mini-plans to increase your organization’s implementation flexibility

Download your copy of Fast Forward today, and ramp up your results with outstanding implementation! – Mike Brown

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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