Quote of the Day: T.S. Eliot

The endless cycle of idea and action, 

Endless invention, endless experiment, 

Brings knowledge of motion, but not of stillness; 
Knowledge of speech, but not of silence; 
Knowledge of words, and ignorance of the Word...
Where is the Life we have lost in living?
Where is the wisdom we have lost in knowledge?
Where is the knowledge we have lost in information?

Divergent

In the June 2015 Harvard Business Review, in the Idea Watch, the author encouraged audiences to find analogous fields and recruit members to help with novel ideas.  The example in the article was hiring skaters to help redesign safety equipment for roofers.  A popular example I have seen pop up in others places is studying hummingbirds to improve aerodynamics, and so on and so forth.

I took an innovation training recently, and it explained two of the basics of ideation for innovation- divergent and convergent thinking.

In Divergent thinking, you create as many ideas as possible.  You don't judge any of the ideas, you don't consider the reality of bringing them to fruition.  You just throw them out into the world.

In Convergent thinking, you are taking all those ideas and combining them, assessing them, and discarding them until you have a couple of good, tight ideas that you can work from.

Divergent thinking is the primary reason that most people hold innovation retreats, go to companies like Ideo, and create incubators within their companies.  Driving divergent thinking is the primary reason the authors of the IdeaWatch are encouraging readers to look to analogous fields.  (Totally a Harvard Business Review word, by the way, a normal person might just say "different."

If you don't have access to some skateboarding champions, here are some other ways you can drum up some divergent thoughts:

1. Read two magazines a week.  On different topics, cars, plants, homebuilding, art, etc.  Don't just read Fast Company.  Get outside your own box and you will get some great ideas.

2. I bet you have a bunch of friends on your social media that do things other than you do- put a challenge out there and see what comes up!

3. Write down your ideas and random thoughts as you get them.  As your thoughts start to accumulate, you can read back through your notebook and see if anything gets your brain cells firing again.

4. Think back to other jobs that you have had.  Maybe an experience you had while cleaning dishes at the Olive Garden will help you with a current management conundrum.

5. Look on Pinterest.  Put in a super vague search criteria.  So, for example, if you are trying to create new packaging for product, search "boxes" on Pinterest. You would be amazed at what you can find.

Get your creative juices flowing!  Don't just think outside the box, think outside your profession!

Quote of the Day: will.i.am

"I'm good at thinking outside the box, so much that you realise it isn't a box to begin with."

Creativity Technique: Give and Get

While reading the recent Harvard Business Review article, Leadership Summits that Work, the authors introduced a technique to drive collaboration that 1. I hadn't heard of before and 2. Was actually pretty clever.

To read the complete article, click here:

https://hbr.org/2015/03/leadership-summits-that-work

Here's the process:

1. Use "Give and Get" as part of a breakout session, ideally with 30 to 60 people.

2. Label to charts, one "Give" and one "Get".  Hang them on opposite walls.

3. On each chart, each participant is assigned a column with her or her photo, name, function, business unit, and location at the top.

4.  In the "Get" column, each participant posts a card that completes this sentence:  "If I could get help in one area that would make me and my team more successful in the coming year, it would be...".    Examples of potential "Gets" include help developing a new product feature, reconfiguring a plant layout, or adjusting a customer contract."

5.  In the "Give" column, the participant completes the sentence "If I could name one area in which my team and I have developed expertise that may be useful to others in the company, it would be...."

6. After all the Give and Get cards have been posted, participants are given Post-it notes and asked to circulate around the room.  If a participant sees a get that she or someone she knows could address, she leaves a Post-it with a message about how she might be able to assist.  If she sees a Give that could be helpful, she places a posted with a message under the card.

7. After the meeting, all the Gives and Gets are recorded and distributed for follow-up.

In a variation presented in HBR, you can also trade rooms with another breakout to generate more connections.  I think if I was a participant, that would become both tedious and overwhelming, but might be worth a try.

One of the most important pieces of this process, however, is the followup.  If you don't distribute in a timely manner, or if contact information for the benefactors/recipients isn't clear, the whole process falls apart.

Worth a try!

5 Tricks to Keeping your Leadership Retreat on Track

It is that time of year where traditionally, I would be kicking off the process to plan the semi-annual marketing meeting at my old place of work.

It was a time-consuming process, that wasn't related to my job description. 50% of the job was listening to my co-workers complain that they didn't want to go, that it was boring, and trying to beg, borrow and threaten the presenters to get on time, on topic presentations ready prior to five minutes before they were scheduled to present.

The big day finally arrives, and everyone is on their phones, they start to migrate after the second long presentation to the back of the room, by the afternoon, everyone had an "important call" and are sitting in the hotel lobby chatting.

Some good plans for the future might be made, but for the most part, are abandoned about a week out as people get caught up on the tons of e-mail that accumulated while they were out of the office.

Does this sound familiar?  Of course it does.  

As a former organizer, I know for a fact that the management who orchestrate these events have good intentions, but so often, things go wrong.  And this isn't limited to just my organization.  Harvard Business Review released an article in March 2015 about "Leadership Summits that Work."  It has some great insights on what to do prior to your summit, during your summit, and after your summit to really drive collaboration.  What really struck me though, were some of the horror stories about how much money and time is invested in these summits for little to no return.

Here is the link to the full article, for some light reading:

https://hbr.org/2015/03/leadership-summits-that-work

In homage to retreat planning season, here are my 5 tricks for keeping your leadership retreat on track:

1. Manage Technology.  I have a love/hate relationship with my phone.  I am tethered to it.  I sleep next to it.  Google knew I was pregnant before my husband did.  It is a compulsion to look at it.  In a leadership retreat, it is a killer of collaboration, causes mass distraction, and when everyone has theirs out, a clear sign that things have gone totally off track.  I read an article that recommended doing a "phone check" similar to the coat check, which I guess could be effective, unless you have a child in daycare or a thousand other reasons why there could be a legit emergency. 

As a horrible person, at one management session I led, I obtained permission from HR to bring Nerf guns and the group was given permission to shoot anyone who got out their phone during the session. Not only did people think twice about getting out their phone, it also injected some fun into the day.  Not appropriate for all audiences, but totally worked.

2. Let Your Leadership Retreat Get Off Track.  I led a management/innovation retreat once upon a time to discuss marketing strategies for the medium duty truck market. I had planned a tight schedule and I was dedicated to keeping people on it.  Fifteen minutes into the session, a long discussion emerged regarding "What is the Medium Duty Truck Market?"  There was apparently zero consensus, which I didn't see coming.  It blew my schedule to hell not just on day one, but before even the first break.  BUT, if we hadn't had the discussion and got some consensus on this important topic, I am certain that we would have left after three days and been unable to proceed.  

3. Take Breaks. Even if you plan the most engaging presentations, lots of brainstorming sessions, and have enough humor to make your presentation seem like a Kevin Hart performance, people need breaks.  I have sat in retreats where breaks were five minute dashes to the restroom so you could return to an uncomfortable chair for another three house stretch.  Research shows that people focus best in 90 minute increments.  Also, if you want to drive collaboration, it doesn't hurt to allow people to have enough time to actually learn the names of the other people participating.  Plus, everyone loves the conference cookie.

I recently attended a conference that kicked off every day with a 5K walk around downtown Indianapolis.  What a great way to get people up and refreshed and focused for a day of presentations!

4. Make it Easy. We had a yearly meeting where we needed to get the various marketing departments in our organization to give updates on their major projects.  We would limit the presentations to 20 minutes and give no other direction.  Painful does not even begin to describe the process.  Plus everyone ran over.  We shifted this to give presenters fifteen minutes and provided a detailed template that asked five questions:

• What is one thing your department needs to start doing?
• What is one thing your department needs to stop doing?
• What do you need to do more of?
• What is one thing you need help with?
• What is one thing you are proud of?

In general, presenters feel more confident in their direction, the presentations hit the major points, and attendees don't feel like they are in presentation hell. Win. Win. Win.

5. Get stuff out on time.  Meeting organizers are whipped by the end of these meetings.  It is hard work to get them together.  The actual summit days are long, draining days, and just having them over seems like a celebration.  But- it is critical that you keep up the momentum, so conference after-materials like notes, next steps, presentation videos, etc need to get out within a few days after the conference.  Two weeks is too long.  People lose excitement, get focused on other things, etc.  Also, keep up the communication in measured increments after the conference.  A two week check in, a month, a quarter, etc. Keep what you learned on your team's radar.

Nothing is going to change the fact that a leadership retreat or conference is a certain amount of time away from your daily tasks, but making sure that the time is well-organized, and well-spent and helps create an environment that makes your team more successful will make it one of the most rewarding experiences in your team's year.

Quote of the Day - Amy Poehler

"As you navigate through the rest of your life, be open to collaboration. Other people's ideas are often better than your own.  Find a group of people who challenge and inspire you, spend a lot of time with them, and it will change your life."

Reputation Management

I was reading the March 2015 edition of Quirk's Marketing Research Review (late, of course) and in the Product and Service Update section I was scanning the updates and noticed the phrase "Reputation Management."  

The context of the use of reputation management was totally different than the direction I am going with it, be warned, but the idea for this post came from that source!  They were talking about online reputation management and I began pondering creativity and innovation reputation management.

During the course of establishing yourself, your department, or your company as creative and innovative, there are probably some roadblocks that will come up.

• Do you have the reputation of being tedious in meetings?  NOT innovative.
• Does your department have the reputation for being the data nerds?  NOT creative.
• Has your company had a dry spell in terms of the new and exciting.  NOT awesome.

Establishing your reputation as a creativity force to be reckoned with is one thing, but you have to maintain that creativity over the long term.

In my previous life I ran a department that was in charge of both volume planning and corporate reporting as well as innovation functions and strategic research.  The numbers were important to the company, but if we got too lost in the millions of data points, we lost some street cred for creativity and innovation.  Seriously, if someone comes to you for ideas and you give them Excel spreadsheets, something went wrong.

Kind of like establishing your personal brand, you have to live innovation and creativity, everyday.