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We all name drop at times since it can be useful in getting attention and pushing someone to do what you want them to do. There’s just one problem. Name dropping makes you appear weak.

It says to the other party that you realize you don’t have the clout, logic, or savvy to convince them why they should work with you and address your request. It also says you realize this too – why else would you have to name drop? And based on a recent example where someone dropped my name without consulting me, it can also result in cutting off your support if the person whose name you dropped gets surprised by it.

Here’s a better alternative: Talk with the person whose name you might drop upfront and ask him or her for their suggestions on how to get cooperation. They might be able to:

  • Suggest an alternative way to manage the situation.
  • Personally intervene on behalf of the request.
  • Provide some other way to show their support.

This approach means a little more work, but it’s an investment in YOUR effectiveness in building relationships.

 

Mike Brown

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

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If you have to create a written report in PowerPoint, here’s a good discipline to enforce on yourself for clarity and flow:

Write the headlines on each page in such a way that if they were the only things read, your audience would get the report’s main messages.

Since many readers will do little more than a quick scan of the document, this approach creates a greater likelihood you’ll get your points across to both skimmers and those who do spend more time with the report.

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Mike Brown

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

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Midnight on Friday, Nick Demey from The Board of Innovation direct messaged me on Twitter, asking if I could review two student presentations as part of 24 Hours of Innovation. The assignment had been to advance 3 new automotive concepts based on business models from the music/entertainment business.

One presentation was from a US team, the other from a Belgian team. I’d recommend taking a look at both. Pay particular attention to three lessons on presenting new ideas demonstrated by the Belgian students:

  1. They show their mindmap – great for highlighting the transformative variables and range of ideas considered.
  2. A single slide upfront contained short descriptions of all three concepts – a helpful reference to understand what was coming.
  3. Each business model concept featured both text and visual representations – this provided a deeper sense of the concepts.

We can all learn from these techniques that make a document more likely to receive executive review. Thanks Nick for allowing me to participate in this hour of the 24 Hours of Innovation!


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Mike Brown

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

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Here’s another installment in Strategic Thinking Snippets – ideas first shared on Twitter and now collected and arranged for Brainzooming. This Strategic Thinking Snippet installment focused on identifying strategic direction and managing through change.

  • A lot of effort gets spent solving wrong problems. Important Safety Tip: Invest the time to figure out the right thing to fix.
  • If you don’t start with questions, it’s really easy to solve the wrong problem. Go ahead…ask questions.
  • Without a strategic foundation, even bad ideas can masquerade as great ones. Don’t skip the strategy step.
  • Being able to recall past patterns is key to strategic thinking, no matter how you’re able to recall them.
  • As important as recall is for strategic thinking, looking at things anew is vital also. Together, they’re transforming.
  • Be careful of “never” & “always” statements. The real frequency is “almost always” between these 2 extremes.
  • Sometimes you need a mini-crisis to drive change. Know how to create one, if necessary.
  • Force yourself to put things you think are really good in new settings. You’ll find many new ways to improve them!
  • Get comfortable with the intriguing twists life takes that you could never anticipate. Simply enjoy them!

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Mike Brown

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

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The response to my Twitter-based request for guest posts has been incredible, with several cool strategic and creative thinkers writing their perspectives for Brainzooming.

Today’s guest post is from Tim Tyrell-Smith, a 20-year CPG marketer and, during the wee night hours, an author of two blogs. The first, Quixoting™ – A Quest for New Ideas, presents the contents of his idea book and inspires others to take action on their ideas. The second, Spin Strategy™ – Tools for Intelligent Job Search, was the first idea he acted on from his book, covering the strategy and psychology of successful job search and includes a website and a LinkedIn group. You can also follow Tim on Twitter in two places: @Quixoting and @SpinStrategy.

Wow – a full time job, two blogs, Twittering under multiple identities. Sounds familiar, so I’m not sure when Tim has time to daydream, yet I’m really excited he took time to share his perspectives on its creative role with us today:

It can happen when you are supposed to be doing other things. It can happen while you are doing what you are supposed to be doing. For those of us busy thinking almost all day long, daydreaming can be an easy exercise to provide some quiet time upstairs. Think of it as slowing to a jog in the middle of a running race or letting your car’s idle push you along a normally busy freeway.

The power of daydreaming is what it lets your brain do: create – on its own time and in its own quantity.

Ever try creating really hard? You clench your teeth and tightly close your eyes only to find emptiness on the page where the ideas were supposed to show up? We’ve all had creative blocks from time to time, but when the brain stops all together, it’s time for a little R&R.

Sometimes my kids catch me staring off into the window behind them. They say, “Dad? Hello. Are you in there?” For a few blessed seconds, my brain was cycling at its own pace with no pressure to solve, compute, or judge – a rare break from synapses constantly snapping.

So I’m going to suggest something: Our brains have two optimum speeds – really fast and barely moving. I know mine works this way, and it’s important to appreciate the differences.

Really Fast

Really fast feels really good on most days. On the right projects when your heart is lined up with your brain, there’s nothing like it. Yes, your brain can work without your heart, but I don’t think the content is as good. These are the days when your brain is most productive, leaving the table, whiteboard, or computer screen covered with the residue of great production. Think of a great thoroughbred halfway through the Kentucky Derby; like that thoroughbred, your brain is meant to run hard.

Barely Moving

Here I’m not talking about sleep. Sleep is sleep. While evidently very beneficial to maintain sanity, sleep is not my focus, although I’ve had some amazing dreams!

The time I’m referring to is called daydreaming or quiet production. It’s the time when you let the brain do what it wants without cracking a whip against its hindquarters. There is no race this time, only the soft shifting of the brain, side to side. I do this sometimes when I drive and keep the music and cell phone off. The only problem with this example is that you might miss your freeway exit from time to time. Let your mind go for a walk and you’ll see some great sights. It’s how I get what are my best ideas. There and in the shower, of course.

So, whether you plan a good daydream time or have it come upon you without warning, please do me a favor. Enjoy it.

And know that your brain thanks you for a brief moment’s rest. -Tim Tyrell-Smith

Mike Brown

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

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Next time you’re meeting in a room with windows, try turning off the lights for a different creative feel.

It can be calming and creativity-inducing to be in natural light vs. squirming under banks of fluorescent lights that practically scream, “Status Quo!”

Mike Brown

Founder of The Brainzooming Group, and a huge fan of 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 solicit and consider expert opinions. It’s not so great, though, when qualified experts don’t agree, and you have to decide and act.

Being confronted with this situation recently (4 physicians, none of whom agreed on the appropriate course of action) caused me to reflect on decision factors to be considered when this happens. These issues seem applicable in comparable situations you may face:

  • What are the experience levels among dissenting parties? Are they generalists and/or specialists?
  • How long has each expert been involved with the situation? Does more tenure translate into greater expertise?
  • Are there differences in the risk/benefit perspectives among the experts?
  • Do any of the experts have a personal or vested interest in a particular outcome? Does a preference create disproportional bias on a particular expert’s perspective?
  • Is there a more solid logic behind one point of view vs. another?
  • How do the relationships among the experts play into the difference of opinion?
  • How willing is each expert to consider and learn from new information?
  • Are any experts in roles that create a disproportionate bias?
  • If assistants are involved, how do they react relative to the experts they are or aren’t affiliated with?

In the situation I faced, it appears we made the right decision.

We took the most experienced expert’s point of view; he also had the most tenure and personal interest in the situation. The medical specialist, who was newest to the case and most reluctant to act, demonstrated role bias, made an illogical risk assessment, and had a wonderful P.A. who gave ample cues that she wasn’t fully in support of his position. He was willing, however, to accept new information, and went ahead with the (successful) surgery he was initially reluctant to perform.

So, what questions or criteria do you use to figure out which expert to believe?  – Mike Brown

 

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Download the free ebook, “Taking the NO Out of InNOvation” to help you generate fantastic 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.

Mike Brown

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

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