What can we learn when we get curious about our anger? A story about what I learned from an obsession with an Estonian painting and Stage 3 creative agony.
What can we learn when we get curious about our anger? A story about what I learned from an obsession with an Estonian painting and Stage 3 creative agony.
The surgical family waiting room is an odd place to find inspiration. Or is it? Where and how to create the conditions for creativity, based on neuroscience research and prompted by a family crisis.
How being with my Wild Pack helps me do my best work with the corporate Possibility Pack.
I’ve had ridiculous years before. But never a year of bullshit. Here’s what I learned when a friend called my bullshit and I revealed my dark side.
I can’t make this stuff up. A bizarre story about the eagle, creativity and writer Pam HOUSTON’s #Quest2015 prompt.
There are three elements of creating meaningful change — whether it’s developing a new product or transforming a government agency or business function. This presentation highlights how to Dream, Discover and Deliver, and gives you a heads up about practices to embrace and pitfalls to avoid.
I’ve heard people rave about the SXSW Interactive, Film and Music conference for years, and never understood why it’s such a cult-like experience. Though I hate huge crowds, long lines, and managed chaos, I found the people and ideas absolutely fascinating in their diversity, honesty and generosity. While I bumped into a couple of people who missed the point and were shilling their companies, most people were there to learn, share, question, and play. No doubt, the playfulness created the conditions for learning much.
Oh brother, after five days I became sucked into the cult. I may never be able to go to a typical business conference again.
Here’s a summary of my SXSW highlights:
There is one week every September where I fully immerse myself in ideas, possibilities and new people. Last week I attended the Business Innovation Factory’s annual innovation conference. Here’s what I learned and was reminded of:
When we lay bare our vulnerabilities and dreams, we connect with people in rich ways. As author and venture capitalist Whitney Johnson said, “There are no regrets when you show up, and when you show up your dreams can find you. Dreaming is at the heart of disruptive innovation.”
I’ve attended every BIF conference and have noticed that innovators ask good questions, and those questions get people thinking in new ways. One of my favorites this year were what educator Angela Maiers uses to challenge high school students as part of the Choose2Matter movement: What breaks your heart about the world? What can you do about that? What do you need?
Food geek Scott Heimendinger kept his day job in technology and on weekends and nights wrote a food blog and started experimenting with sous vide cooking. Acknowledging that it’s OK to be risk averse, which he is, Scott just kept working away on his love for molecular gastronomy as a side project. Eventually, he found his new path as director of applied research at The Cooking Lab. Innovators just start without knowing what the outcomes should or will be.
Paul LeBlanc, president of Southern New Hampshire University, has created a new higher ed approach, aimed particularly for disadvantaged, often marginalized adults who want to get ahead at work. For just $1,250 people can earn an associate’s degree and learn the competencies they need to get a promotion and access the social mobility needed to have a better life. Rather than tweaking the traditional higher ed model or continuing to engage in side issues like student loan rates, SNHU created a new model that goes to the root issues: people want to learn competencies in new, affordable ways so that they can get better jobs FYI: Fast Company has named SNHU one of the worlds’ 50 most innovative companies.
Speaking of not being too big to change. Just as Pope Francis’ stunning interview urging The Catholic Cburch to preach more about mercy and less about dogma was published last week (Hallelujah!), Rabbi Irwin Kula was speaking on stage about the urgent need to un-bundle wisdom and practices from the people who own them, and to make sure that our moral enhancements keep pace with technological enhancements. “Religion is just a tool box,” he said. “It’s time to consider blending practices from all religions and make love and empathy the source of what we are designing for the world.” Amen.
The wise and generous innovation adviser Deb Mills-Scofield reminded people that it matters not how large or extensive your network is if you do not use it for good, sharing it with others to open up possibilities for them.
The easiest and fastest way to create more innovation in an organization is to accelerate generation change, said Bruce Nussbaum, former Business Week editor and now professor of Innovation and Design at Parsons The New School of Design. My thought: how do we help Baby Boomers share their wisdom and transition to new roles so that younger people can step in and create more of the change that is so needed?
Towards the end of the week after many consecutive 16-hour days of intense listening and provocative conversations, I was reminded of how much I value sleep and quiet think time.
The huge value of empowering the rebels inside organizations seemed to resonate with many, as did Carmen Medina‘s belief that optimism is the greatest form of rebellion and positive change. Rebels at Work see possibilities, not insolvable problems.
Playfulness, joy and unexpected silliness are essential to our humanity. Erminio Pinque, founder Big Nazo Lab, creates big, funky, life-sized foam creatures for parades and for their own special Big Nazo Shows. Erminio told me that the surprise of the creatures and costumes opens people up to being people. While going through airport security recently, the TSA screeners pulled the foam creature masks out of the suitcase and yelled across to their colleagues, “Hey Joe. Check this out.” Everyone in line forgot their frustrations and frantic schedules and laughed together. Like children in awe of the world’s wondrous surprises.
Tim McDonald, director of communities for the HuffingtonPost, and I sat together during the conference. As we said our goodbyes he gave me a big bear hug and explained that he sees meeting people via social media as “the real world,” and when he gets to meet them physically he likes to give big hugs. I love his approach to digital handshake, in-person hug. Talk about connecting.
The life of Carl Stormer‘s wife was upended when she had a massive stroke at age 43, and they learned to keep going and find meaning in a life that is not what one would choose. Carl’s wife believes that control is for beginners. And that, dear friends, was my greatest takeaway of an intense week of learning.
Two weeks ago I was leading an American Marketing Association workshop about how to gain approval and adoption of new ideas. We covered the first four items on the following list through a series exercises and then I asked everyone which of #5 – 10 they most wanted to spend time on.
1. What’s at stake?
2. Make the status quo unappealing
3. Use the SCARF model
4. Uncover the hidden motives
5. It’s an experiment
6. What’s the real issue?
7. Move away from drama
8. Befriend the Bureaucratic Black Belts
9. Stay under the radar
10. Know when to quit
People loved #10. I have to confess I was surprised and perhaps not prepared enough. How do you know when it’s time to let an idea go? Or stop trying to get a project funded? Or get people interested in adopting a new way? Or even leave a job?
Here’s what I suggested:
Yogi Berra allegedly once said, “If the people don’t want to come, there’s nothing we can do to stop them.”
Sometimes the time isn’t right for an idea. We rebel thinkers work ahead of most people, and it takes a while for them to catch up with our ideas. Sometimes you just need to wait a while and reintroduce the idea.
Sometimes you may need to more clearly communicate the value and relevance of the idea. It’s easy after a while to get so down into the weeds of how a project or idea will work that people have forgotten why it’s such a good idea in the first place. (Go to #1 on the list: show them what’s at stake, what the idea makes possible and how that’s so much better than what exists today.)
Don’t beat yourself up or take on all that failure language or people will begin to see you as a problem person vs. the creative person who knows how to come up with great ideas.
Even if this was the greatest idea you think you’ve ever developed, know that there will be more great ideas. Creativity doesn’t stop.
Unless, of course, you spend all your energy hanging on too long to an idea no one cares about.
“Mum, if you’re so interested in this folk metal band, why don’t you come to the concert with me on Friday night,” my 17-year-old son asked as we watched the band’s YouTube videos.
“Don’t be ridiculous,” I said. “All that screaming and headbanging and moshing. Do you know how old I am?”
Later that night I thought, why not? What might I learn if I went? Who might I meet and what kind of story might emerge?
The next morning I read a post by Seth Godin, “Ridiculous is the New Remarkable,” in which he wrote:
We can view the term ridiculous as an insult from the keeper of normal, a put-down from the person who seeks to maintain the status quo and avoid even the contemplation of failure.
Or we embrace ridiculous as the sign that maybe, just maybe, we’re being generous, daring, creative and silly. You know, remarkable.
Generous, daring, creative and silly? Mmmmm.
Then yesterday a big city mayor’s chief of staff called and asked if I could lead a retreat the Saturday after Christmas for front-line city managers who are burned out and frustrated. “Their jobs are never going to get easier, but maybe you could help them get re-energized and see that they’re part of something bigger.”
Again, my first thought was, “That’s ridiculous. I planned on taking a week off. I have no time to get my head around this. I don’t know any of these people, and I’d be giving my time away.”
So I agreed to do it.
This afternoon I have a call with a former editor at Random House about editing a book that I’ve been too afraid to push out into the world, and yet feel needs to get into the world. I’ve decided to self-publish the book, which seems ridiculous. Will anyone take it seriously if I self-publish? With Guy Kawasaki’s new book as my guide, I’m going to do it. (The books is APE: Author, Publisher, Entrepreneur: How To Publish Your Book.)
You see, I’ve decided to make “ridiculous” a strategy for 2013.
When presented with situations that my gut screams “RIDICULOUS!” I am going to say yes. Ridiculous will be a filter for making decisions on how I spend my time, how I learn, and how I challenge my own assumptions.
Since I made this strategic decision yesterday, the year ahead feels quite exciting. Perhaps even liberating.
People often ask me how I make decisions about my business and my own professional development. In fact, last week someone asked about how I make decisions to support my “personal brand.” I hope I didn’t offend the woman when I burst out laughing and then told her why I think obsessions around personal branding are self-limiting. Perhaps I should write to her with a more considered response, “My strategic filter for my career development in 2013 is ridiculousness.”
I don’t know where this adventure will take me, but I am confident I will learn much, laugh much, and become a more creative and empathetic person.
Warmest wishes for a holiday season that’s ridiculously happy and rich in possibilities.
The two-hour session devolved into conversations about personalities, systems limitations, approval hold-ups by the legal department, problems uncovered by market research, frustrations with the sales strategy, and a concluding “why do we keep talking about the same problems over and over?”
People left frustrated, exhausted and angry. Not much of significance had been accomplished. Such a waste of time.
And no wonder. When conversations get pulled into the emotion of drama and problems our primitive brain takes over and shuts off our higher order intelligence, says Daniel Goleman in Emotional Intelligence. In other words, drama begets drama instead of any useful ideas on how to accomplish what’s at stake.
Interestingly I was in a recent academic meeting focused on innovation and creativity that also fell into the rat hole of drama, problems, details, and more drama. Guess how creative and innovative that two hours turned out to be?
Quiet Leadership author David Rock suggests two practices that I find helpful. Agree in meetings on where to focus the conversation: vision, planning, detail, problem and drama. Wherever possible, keep all conversations focused on vision and planning. In this positive, low-anxiety mental state we’re better able to think fully and creatively
When you have to discuss detail, focus on one detail in a 10 minute chunk. After 10 minutes, we lose our ability to concentrate on that topic, says John Medina, author of Brain Rules. “You’ve got seconds to grab someone’s attention and only 10 minutes to keep it. At 9 minutes and 59 seconds, something must be done to regain attention and restart the clock.”
I see another opportunity in staying focused on the bigger picture: it is in this positive frame of mind that we’re more able to disagree in productive, creative ways. Because our minds are calmer and we’re focused on shared goals in this mindset, we’re able to intellectually consider and discuss alternatives. There’s a higher order of thinking that’s possible during this mental state, say the neuroscientists.
Once we get into drama and pointing fingers at people and problems, dissent becomes dangerous and unhelpful.
Not to mention that there’s no emotional energy left for compassion or creativity.
I’ve taken a new professional vow: keep the meetings I’m in focused on solutions, and out of drama and problems. Want to join me?
Wonderful insight on change, creativity and collaboration from composer Philip Glass from last Sunday’s New York Times Magazine:
When I talk to young composers, I tell them, I know that you’re all worried about finding your voice. Actually you’re going to find your voice. By the time you’re 30, you’ll find it.
But that’s not the problem. The problem is getting rid of it. You have to find an engine for change.
And that’s what collaborative work does. Whatever we do together will make us different.
Three overwhelming reasons. Restlessness, loneliness, and self-doubt.
We’re a restless bunch, always seeing new ways to do things better, easier, faster, better. Yes, I say better twice because we’re wired to keep raising the bar on excellence. Needless to say our ideas and relentless energy often exhaust or threaten our colleagues and bosses. So people often keep us at arm’s length, even those who appreciate the value we bring. This can feel lonely and lead to self-doubt, “Why aren’t they moving now on this idea? Am I off base? Am I not communicating the value well enough? Is it me or is it the idea? Why can’t I just slow down and take it more slowly like everyone else? Do I belong in this organization?”
Rebels have the courage to name the elephants in the room, see new ways to solve problems, bring outside ideas into the organization, and be the first to try new approaches. My research has found that rebels call out problems others are afraid to (92%) and challenge assumptions and sacred cow practices (92%), both of which are essential to real innovation, but often shunned in organizations.
The other overlooked value rebels bring is devotion to duty. Rebels care more about their organizations than most people. That’s why we ask the difficult questions that most people feel more comfortable avoiding, and risk being snubbed for suggesting unpopular ideas. We want our organizations to be the very best and we believe that our colleagues and we have what it takes to achieve more than our competitors.
(see the following chart for more)
We tend to trigger three threats that are wired into every person’s pre-frontal cortex, including those of our bosses. Our ideas often threaten managers’ sense of status, certainty and autonomy.
An overwhelming number of managers believe that they are supposed to create the strategy and have the answers — and employees are meant to execute on those ideas. Not question them. I’m the boss. I’ve got the senior vice president title. Hence, I know more and you should respect me for it. It sounds silly in this day and age of empowerment and collaboration, but protecting our status can lead all of us to act in illogical ways.
We humans are also wired to crave certainty. So when we rebels present innovative ideas that have no best practice precedents or haven’t been Six Sigma’d we trigger fears about certainty. Managers worry, “How will we know this will work? What if we make a mistake?” You get the picture.
The last threat is autonomy. Our managers like doing things their way. To suggest something different is to violate their sense of control and autonomy over what they know and like.
Missed opportunities, a complacent corporate culture, and a talent deficit.
Rebel thinkers see risks and opportunities earlier than most people. This is a tremendously valuable competence in age of such rapid change and smaller windows to seize and capitalize on opportunities. One way to look at rebels is as your “intrapreneurs” bringing entrepreneurial thinking, speed, and competitive instincts inside the organization. They spot ideas and see ways to make them real.
The other consequences are that shutting out rebel thinking sends a signal to the organization that creativity, diversity of thinking and change are not welcome. When that happens, your best talent usually leaves, and the culture becomes complacent. Not rocking the boat. Accepting good enough as good enough. In today’s hyper competitive world, few organizations can survive with a “good enough” approach.
Rebels are not motivated by formal recognition or financial incentives, nor are they “troublemakers.” They’re self-motivated to want to make a difference to their organization and to solve things that are not working as well as they could. My research found that just 27% want formal recognition. What they do want is to be asked their opinions more often and be invited to work on teams to solve specific issues. They don’t want to just talk about ideas, opportunities and problems, the want to make things happen.
The second surprising thing is how many closeted rebel thinkers there are in companies. People are yearning to do more – and they know more about what to do than most executive teams realize.
One factor distinguishes corporate cultures where creativity, trust, progress and and expedient problem solving abound. It’s safe to think differently, voice ideas that challenge the status quo, bring up the elephants hanging around the conference rooms.
If the environment doesn’t feel safe to employees, no amount of team-building exercises, awards for creativity, financial incentives for “employee suggestions,” or expensive organizational culture and/or innovation consultants will make a difference.
As humans our brains are wired to perceive threats faster than our logical minds work. When we perceive these threats we retreat, just as we would run if someone were physically threatening us. (For more on this topic, check out David Rock’s excellent book “Your Brain At Work.“)
People are afraid to speak up at work. They’re afraid they’ll sound dumb, make someone upset, get in trouble with their boss, maybe even get fired. This fear not only stymies good ideas it can cause tragedy.
The story of NASA’s Challenger space shuttle is legendary. People were afraid to speak the truth. And those brave engineers who did were eventually over-ruled by senior executives whose emotions were tied up around fears about “looking bad.” There were no ill intentions on anyone’s part. But clearly people didn’t feel safe dissenting forcefully enough to stop the shuttle, and the leaders were listening to logic and not hearing in-between the lines. They didn’t sense the engineers’ fears and concerns. Listening to someone’s words but not the feelings expressed in those words is half-listening.
The challenge — dare I say leadership 101 requirement — is for leaders is to create the conditions for safety, model that behavior, and require all leaders to do so as well. Easier said than done. We’ll dive into this in more detail in future posts, but here are 11 pragmatic ways to create safety in everyday work meetings and conversations.
More creative people is the largest factor in spurring innovation, according to this insightful GE Innovation Barometer 2012 infographic. Play with the chart and see what most spurs innovation in different global regions and countries. Yup. Creative people is almost twice as more important than any other dimension.
Where do you find more creative people to help your company grow? You most likely have the people, but you probably need to adjust your corporate culture and processes to allow them to be much more creative. Some ideas to consider. None require big budgets, just slightly different ways to work.
There’s much more to share. But for now know that you have incredible potential in your organization. I see untapped magic and talent all the time. People are waiting to be invited to do more in more new ways. As leaders, help your repressed creative souls break free. It’s the only way to innovate all the time, in small ways and big.
What one thing could you do next week to make your organization a more welcoming creative place?
Last week my husband told me there is another woman.
My reaction was denial. After all these years, how could there be another?
Flash back 14 years ago to a fundraising auction at our son’s preschool. Greg and I were like over-excited kindergarteners trying to win the bid for this painting by Ron Ehrlich, an extraordinarily talented artist whose children also attend the school.
Win we did, putting the large painting in the living room.
My family and friends tease me about how much I love this painting. Every time a new child comes to our house I ask him or her to look closely to see how many women they can find in the painting. I love watching them concentrate on trying to see what ‘s not apparent. When they excitedly point at the painting and say, “There she is!” We talk about her. Is she an African woman wearing a basket on her head? How long are her legs? Is she part of the horse? When they don’t think there are any more women I point out all my girls.
Up until last week I thought I had seen them all.
But sitting at the far end of the living room while the dim December sun lit the painting, my husband saw another woman. She’s been in our living room for 14 years, but neither of us had ever seen her. Now that we are aware of her big silhouette we wonder how we ever missed her.
As the year ends and we enter the dark season, I’m wishing that you, too, can see more in what already exists – find fresh opportunities in your work by thinking more about possibilities than problems, recognize qualities in your family and friends that have been overlooked, challenge your own certainty to let in new views, new people, and new courage to help you achieve what you really care about.
That other woman is waiting to welcome us.
Real collaboration requires that we get messy — asking new questions, questioning what we know, and putting aside our urge to get things done. It takes time to think together, letting thoughts meander, listening to different people share stories and ideas that may or may not be directly related to the topic at hand. It takes recognition that thinking is acting.
Learning to collaborate has been a long and challenging journey for me, a former Type A, “let’s get it done now” kind of person. While I’m open minded I’m also skeptical, a paradox that many executives share.
But having experienced what can happen when people check their egos at the door and open their minds to “structured unstructured” collaboration has been transformational for me. And, believe me, that “transformational” word is one I rarely use. The outcomes can make such a difference to company success that I now dedicate much of my client work on facilitating strategic collaborative processes for complex organizations and companies.
With every workshop I’m reminded that the most creative, strategic answers come from people within a company. Not outside management consulting firms or the latest best selling business book author. The secret is guiding people through a messy process where they are able to talk about questions that rarely get talked about, with people in the company that they rarely have the time or opportunity to talk with in any meaningful way.
A great article on the messiness and value of collaboration, “Collaboration: The Courage to Step into a Meaningful Mess,” was published this month by Alycia Lee and Tatiana Glad over at the Berkana Institute. Here are a few of the authors’ key points that especially resonated with me:
One last thought. It seems that every CEO in the world talks about innovation as a strategic priority, but few are pushing their companies to work in new ways to be innovative.
The secret is simple: step into messy collaboration that asks the big questions and involves diverse people far beyond the C-suite.
So I’m behind on my business reading because of all these fascinating conversations with strangers this summer. But one book I just finished is a wow because it can help you solve problems, find new ideas, have that “aha” marketing or sales breakthrough. And its advice is simple and easy for anyone to do.
The book is “Accidental Genius: Using Writing to Generate Your Best Ideas, Insight and Content” by Mark Levy. Mark’s view — which I can attest to — is that by slamming down your ideas on paper within a short time frame, say 12 minutes, you can find insights, get unstuck, and find ways to express your business or yourself that are genuine to who you are. (I believe that when this “realness” happens, you begin to like doing marketing and sales because the message means something to you.)
Mark’s book explains the freewriting process and shows how to put it to use for practical business and professional purposes. By writing out your thinking on paper really fast, you push aside that ego lizard brain and tap into deep seated ideas, which are often both startling and right on. The speed of the writing pushes away the conscious editor that usually filters those wacky, odd ideas and thoughts.
I’ve used freewriting for the last 18 months and it has opened up tremendous creative thinking and strategic ideas. (And brought more value to my clients.) When there’s a gnawing big opportunity or potential obstacle in our work one of my executive clients now says, “Lois, why don’t you go off and do some of that narrative writing.” (Note, though, that most freewriting isn’t to be shared publicly; it’s a way of privately figuring things out.)
This approach also helped me finish my book “Be the Noodle.” For four months the manuscript sat because I couldn’t figure out what wasn’t working with it. I used one of the techniques in Mark’s book and did a Q&A with myself, wrestling in writing about the creative standoff. I speed wrote a question, and then wrote a reply. No thinking. Just slamming it down, keeping the pen moving and never leaving the page until the alarm rings. (Part of the trick is setting an alarm and writing fast before times up.) The answers led me to a new book title and format change and within two weeks the book was finished and a publishing deal was put to bed.
Here are some of the things that I’ve highlighted in “Accidental Genius”:
There’s so much more in the book. I hope you find it as valuable as I have. When in doubt, write it out.
Every quarter, or change of season, I reflect on things I’ve been noticing and ponder what they may mean. Here are some slow trends and emerging patterns I’ve been noticing, and my thoughts on what they might mean.
Here’s more evidence that people are hungry for meaning and purpose in their professions and business. I saw that more than 2,500 people dialed in for a conference call about how to run a spirituality-driven business. Nothing about religion. But doing work that feeds your soul. Holy cow. This trend should send a signal to leaders in business: is it high time to step back and refresh and reframe your organization’s purpose so people see that it matters? And what they do matters to this purpose? I saw a recent study that showed a significant disconnect between executives saying that their company’s purpose was clear and employees saying that they had no idea of the company’s purpose.
John Seely Brown and John Hagel recently published a Change This Manifesto where they declared: “All too often those who are passionate about their work are frustrated with their employers and bosses. They are not satisfied. Far from it. They want to do more, but they feel held back.” Are you inadvertently holding your people back?
I’ve also talked with several corporate executives who think they should leave big companies and do something else. Maybe. But it might be that they just need to reset the context of their organizations and position to get recharged. We need great leaders and successful companies now more than ever.
Like many parents of teenagers I get crazy seeing how much time my son spends playing World of Warcraft. But over dinner with a bunch of teenagers, I started to see that this game may actually be a powerful way for people to learn collaboration and leadership skills. My son’s guild leader is a leader. In fact, he recently started footing the bill for Oovoo, a video conferencing and chat program, so that the guild members could work more closely together as a team. I listen in some nights and I hear these kids helping one another, with a shared purpose and genuine collaboration.
I believe that multi-player game applications have tremendous potential in the corporate world. Interestingly, the American Society of Training & Development recently wrote an article about the parallels between games and business team building — solving problems together, being presented with harder and harder challenges, getting recognition, etc. Worried about how to engage GenY, think games.
The people who are asking new questions — provocative but simple questions — are changing and realizing their goals faster. Every year when I go to the BIF innovation conference, I am stunned at the powerful questions that these innovators in business, science, education and the arts ask themselves and their organizations.
I was having lunch with author and psychologist Maria Sirois recently and we got to talking about a new non-profit being organized by a major university. “Why does the world need this organization now,” she asked. WOW. What a question. Recently I’ve been helping clients reclaim their purpose and passion by asking them the same question. “Why does the world need your business/product now?” “Why does your corporate especially need your organization now?” This question helps you make meaning — why you’re so relevant, why you matter.
Another question I recently heard that opens up thinking: “Are we giving ourselves titles that demand fearlessness and innovation?” If you had to put your senior vice president of marketing or director of sales title aside, what would call yourself? Mine would probably be chief possibility officer. John Seely Brown, former chief scientist at Xerox and visiting scholar at USC, calls himself “chief of confusion,” helping people to ask new questions.
Every day I see Tweets and blog posts about consultants leaving to join companies and agencies. It’s not really surprising. Running a consulting business, as I have for 15 years, isn’t for everyone. You have to be focused on helping your clients succeed. Period. It’s not about your big ideas or your “personal brand” (oh, puhleeze), but about passionately wanting to improve clients’ conditions. And, of course, it’s all about execution, hard work, discipline, deepening and developing relationships, and relentless follow through. Consulting is not for everyone. But for those of us who consciously or unconsciously practice servant leadership, it can be incredibly rewarding.
There’s a deep restlessness in business. People want fresh ideas — new ways to market, better ways to shorten sales cycles, ideas that attract and influence prospects. This restlessness is a good thing as it drives people to innovate. The downside I see is that the relationship between companies and their agencies (advertising, PR, digital) is not what it use to be. The trust and loytalty is tenuous, and the relationships are often short lived because companies say that they’re “just not getting new ideas.”
I’ve counseled many a client recently about NOT firing its agency. Especially for this reason. Instead I believe clients and agencies need to spend the time doing offsite ideation and relationship retreats at least once a year, facilitated by an independent party.
I also believe managers need to do this with their employees to recharge, uncover ideas,reset purpose, and address those burning question: What are we missing? What new ideas could make a difference to what we’re trying to achieve?
How to build trend spotting and ideas into your organization? Consider having your team hold a “Things I’m Observing” lunch every quarter. This helps everyone on the team become more observant and bring new ideas into the organization. In addition to sharing ideas, ask people to share their interesting sources — off the beaten track bloggers, communities, foreign films, books, niche publications, unusual friends. Developing a competency to bring emerging trends into the organization and discuss what they might mean is becoming more important than ever for anyone in a leadership, sales or marketing position,
(NOTE: I’ll soon be sharing my plans on a new business that helps clients in many of the ideas discussed above. Leadership, marketing and sales run on purpose and passion, but many companies need help to see possibilities among the relentless day-to-day business demands.