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Posts Tagged ‘change management’

The expert who won't consider other opinions may cease to be the expert.

The expert who won’t consider other opinions may cease to be the expert.

Who doesn’t love to be the expert? You get to draw on all your experience to make sure mistakes you’ve seen don’t get repeated. You get to recommend best practices that you’ve known to work before.

A good expert can help an organization avoid a lot of mistakes.

An expert can also help an organization avoid valuable new learning that could lead to better, more innovative solutions.

An expert might have blind spots that prevent ideas better suited to current circumstances than a previous best practice.

So wear your hat of an expert high and proud—high enough to still see and hear other ideas. Secure enough to consider them before you decide they aren’t a new best practice.

Before you pass your judgment, ask yourself these questions:

  1. What’s different about this organization right now that might require an innovative solution?
  2. What is the context that a colleague might be using to frame a new idea, and what can I learn from that point-of view?
  3. Is the problem we’re trying to solve different than the best practice I would recommend?

Keep an open mind, respect the ideas of others, promote a learning organization, and instead of an expert’s hat, you might find that it’s the mantle of a leader that you’re now wearing.

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Here’s a short video offering two simple lessons for nurturing innovation and transforming a corporate culture. Try it. You might like it.

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Four years ago, when I started GPS Creative, I wasn’t too sure about the name. Would people get the reference to Global Positioning System? Does it really encompass what I do? Does it have staying power? The one thing I did know, is that the URL was open and I was tired of finding all my other options taken. Admittedly, having gpscreative.com available didn’t help my confidence, when much less obvious domain names were already gobbled up.

Now, as I look back at all I’ve learned while helping individuals, teams and organizations plan for their future, I see the name as a lucky accident. Whether I’m taking organizations through strategic planning or brand strategy workshops, or teams through innovation training, or facilitating qualitative research, or as I work with my creative partners to develop marketing campaigns, the name still fits.

The Creative Road Map

It fits because, like GPS technology, the deliberate creative process through which I facilitate all the work I do, is based on understanding three basic elements:

  1. Where you are now
  2. Where you want to go
  3. And the best route for getting there

Now think about how many projects, in which you’ve participated, didn’t have a clear goal. How many failed to explore all the factors of the current situation before the plan was implemented? How many had no defined steps for reaching the goal? How many simply were solving the wrong problem?

Without a deliberate process, these are the detours on which many of us find ourselves.

When I meet new prospects, there are two questions that are important to me above all others: What would you really love to see happen? And, What do you think is stopping you? From this, I can get a sense of where clients might want to go, and what they think their current barriers are to getting there. The map already begins to take shape.

Chance favors the prepared mind.

You might be wondering if deliberate creativity is somehow different from real creativity, which happens intuitively, and in an “ah-ha” moment. The answer is, “ah-ha” moments bubble up from the subconscious after an incubation period. Deliberate creativity doesn’t bypass those moments, it nurtures them. Moreover, with any trip you might take with a GPS device, you will probably encounter and be delighted by unexpected sights and new experiences along the way for which you hadn’t exactly planned. These will often be the stories you remember most vividly. The same applies to GPS Creativity. Along the creative path, you will encounter unexpected insights and new ideas for which you hadn’t planned—the “ah-ha” moments. These are ultimately the drivers of growth and innovation.

As someone who has worked in the creative side for many years, I still rely heavily on my intuition, a flash of insight, a new connection—but I’m also reassured that when I’m feeling lost, there is a map, when I need it.

And, I’m feeling better about the company name.

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Recently, we were invited to present our branding capabilities to a team of marketing/branding executives at a prospective client. Even before we got through introductions, it was easy to see how little they understood—not just about their brand—but what it takes to even be a brand.

To be completely fair in this tale, we were invited to present our capabilities at the request of someone who was leaving the organization’s marketing department. We had no opportunity for direct communications with this group before the meeting other than to hear that they wanted a capabilities presentation. As such, the branding services we were “selling” might not have been a good match with the services they wanted to buy.

The Meeting

After keeping us waiting for 20 minutes, we began the meeting with introductions. Each member of our team provided a brief and enthusiastic description of his or her background; they merely told us their names. After further deliberate probing we were able to coax from each of them their job titles and how long they had been with the organization. Nothing else. This early sign of non-engagement was reinforced when the top executive furtively checked her phone for emails throughout the presentation.

We presented our perspective as strategic partners on brand strategy and our approach to establishing and maintaining a consistent look, voice and actions of a brand; they were interested in our ability as vendors to follow graphic standards and work on tight budgets. Fair enough. This is why it would have been helpful if they were available to give us some input before our meeting.

And that sets up my point.

Previously in this blog, I’ve talked about the disconnect many organizations have between their Mission, Vision, Values and Purpose, and their Brand. Check out the values of this organization:

Integrity, Compassion, Accountability, Respect, Excellence

Note how the first letters of each value spells out I CARE. Well this executive team acted like it couldn’t care less about our meeting.

So the question is, if the organization/brand has values of compassion and respect, does that just apply to its customers? Shouldn’t it also apply to employees, strategic partners and even potential vendors? Think about the person who is exceedingly compassionate and respectful to people with whom s/he does business, but treats the waiter like dirt: is that person authentically compassionate and respectful? And if you don’t hold yourself accountable for living the organization’s values, where is the integrity in that? Or the excellence?

Most marketing and branding departments own their responsibility to manage the brand look and message to “customers.” But how many think to own the responsibility of acting the brand values to all stakeholders—internal and external? Even vendors? I once heard that it takes 10 positive comments to counter one negative comment. Imagine how many negative comments are generated in the community when a vendor is treated poorly? (Note: The purpose of this post is not to call out a particular organization; rather, to use the experience as a learning moment for me and my readers. I do, however, admit to feeling differently about this organization and its leadership than I did before the meeting.)

So, after all my ranting, what is the true cost of behaving badly in a meeting? Is it a marketing and branding team’s responsibility to set the example for how a brand should act? Or is this too much to ask, and is it enough to just manage the brand’s look and message?

What do you think?

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How does curiosity get piqued? What is the value of being curious? And, most importantly, what can you do to become more curious?

Wondering why I ask these questions? It’s because I’ve noticed a paradox in my work facilitating innovation and change leadership: Professionals who are considered experts, are naturally evaluated by what they already know. The prevailing thought is, “Experts get paid a lot of money to know, so it might look bad for them to question their own knowledge.” Perhaps they consider questions the sign of a novice; or worse yet, something over which children obsess. Expertise and knowledge, then, can be a barrier to curiosity; yet, curiosity is what built the knowledge and expertise in the first place.

Here is what I mean by curiosity being at the root of knowledge and expertise, as well as the driver of innovation and change leadership:

1. Curiosity drives active learning.

As a way to illustrate the potential power of curiosity on our proclivity to learn, I can imagine this difference between a naturally curious person—or active learner—and myself in my usual reactive learner mode:

ME: I touch a hot stove and I learn to never do that again. It hurts!

NATURALLY CURIOUS PERSON: Learns the same thing I did when touching a hot stove, but then asks, what makes the stove hot? How do people feel pain from heat? How does the skin heal itself? What are the common factors that make people touch hot stoves? And on and on! These questions could lead to learning about physics, medicine, psychology, risk management—curiosity naturally opens up new avenues to knowledge. Because of curiosity, maybe someone will invent a stove top that cooks food without being hot to the touch. Maybe we’ll get an instant burn-healing ointment—or some sort of smart-alarm that senses when a cook gets too close to the burner.

Active learning drives innovation.

The point is, innovation, itself, is a learning exercise. In other words, innovation doesn’t come from knowing, it comes from asking. There’s a risk to this when you have to ask, “Have I been defining the right goal? Have I been solving the right problem? Do I understand the nuance of context? Are there motivations I haven’t yet considered? All of these are hard questions for an expert to ask. Still, you must be curious and open to exploring all the uncharted paths on which your questions take you—even if (and here’s your second risk) you have no assurance it will lead you to the promise land of innovation. Albert Einstein is a great endorsement for following curiosity’s many paths. When asked about his work process, he said, “How do I work? I grope.”

Curiosity drives engagement (which drives change).

Here’s something else I’ve noticed: When I’m naturally curious, I  become naturally more engaged. Sometimes it’s a desire to fill gaps in my knowledge. Other times, my curiosity is piqued by a problem to be solved…something to figure out. So now, if I’m not feeling engaged in something that I know I should be, I try to become curious. What is the one question I can ask that will invest me in a meeting, in a task, in a conversation? How can I use my curiosity to engage in and lead change?

This all leads me back to one of my initial questions: What can you do to become more curious? I know I could do better, so I’m just asking…

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As one who has spent a career in the business of being creative, I’ve always been both puzzled and amused by the challenge of estimating fees based on the hours I will spend developing breakthrough, innovative ideas for clients. The question is essentially, How long does it take to be creative? Well, I could get an inspiration in a moment, or it could take a month! That’s the way it is with creativity—you never know when the ah-ha moment will hit.

No less of a creative authority than Albert Einstein, said, How do I work? I grope.

I can’t pretend to be able to unlock the secret to knowing how long it takes to be creative; however, it’s worth a discussion to explore what we can do to grease the skids for that creative moment.

Louis Pasteur once famously remarked, “Chance favors the prepared mind.”

Here are some ways I prepare to be creative:

  1. I start by erasing my assumptions. Or at least I question them. In fact, I might even pretend I’m from a foreign land and I’m viewing the issue or opportunity for the first time without any preconceived opinions or ideas.
  2. I’m deliberately curious. I force myself to think of at least 5 questions, whose answers might affect my new thinking on the particular issue/opportunity I’m addressing. I continue to ask why, like a five-year-old might, until I get to the root of my answer.
  3. I pay attention to my emotions. Inspiration may be fueled by knowledge, but it’s lit by emotion. As I gather information, I’m checking my feelings. If a piece of information or an idea makes me laugh, anxious, impassioned or confused, I look for the creative power within it.
  4. I sleep on it. I like to fall sleep thinking about a specific issue or opportunity with the hopes that my subconscious mind will bubble up some creative ideas that will come to me the next day.
  5. I work it out when I’m working out. I also use physical exercise as a prime time to prime my mind for creativity.
  6. I observe. If there is a place to go that is relevant to the issue or opportunity I’m exploring—say a retail space where a customer shops for a particular product, or the environment where a customer might use that product—I’ll observe what’s happening. What’s easy or hard? Where is the joy or frustration? What’s happening and why?

As I write this post, I understand that preparing to be creative is a deeply personal ritual. We all have our own styles. We also have tools we use to get us started—I’ve shared some of mine.

How do you prepare your mind to be favored by the chance of uncovering a transformational idea? How long does it take you to be creative?

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One of my favorite Peanuts cartoons shows Charlie Brown and Linus leaning against a fence. Linus asks Charlie Brown a theological question: When you go to heaven are you graded on a percentage or a curve? Charlie, without hesitation replies, “On a curve, naturally.”  When Linus asks, how he can be so sure, Charlie responds, “I’m always sure about things that are a matter of opinion.”

That exchange provokes thought on many levels, not the least of which is the topic I’d like to explore today: Balancing Advocacy (communicating one’s perspective) with Inquiry (asking questions and listening to others).

Of course, Linus was the deep thinker in the neighborhood. As an Inquirer, he got there by asking questions…seeking the truth. Charlie Brown, the Advocate, was often the buffoon; outsmarted by his dog; as manager, never a winning baseball game; and, always falling for Lucy’s fake sincerity when she pulled the football away just when Charlie was about to kick it.

Inquiry seems to have the edge in this comic strip.

Now let’s look in the corporate world. Here, it’s often those who have the greatest conviction in their set of assumptions who win. Advocacy rules over inquiry because at the end of the day, decisions must be made and action taken based on available information. Analysis paralysis does not move a company forward.

So where is the balance to be found? Where’s the line between think and over-think? And where is the time to do either? How can the Advocates be sure they hear from the Inquirers—and not just get their way because others are insecure or afraid of being wrong? Or because they fear uncovering a different, less pleasant truth? Or, perhaps because they’re apathetic?

A Playing Field for Advocacy and Inquiry

Innovation is one arena where Advocacy and Inquiry must play well together. In order to be innovative, one has to question everything. All assumptions are suspect, everything must be seen through fresh eyes. Wild ideas, experimentation and mistakes are catalysts for breakthrough solutions. But in the end, innovation requires change. Someone has to sell the new idea—be its Advocate—to those who might still be in Inquiry mode. And even more importantly, to those in the Off mode.

I love this quote by Fredrich Jacobi, who says, “We must try harder to understand than to explain.” A great endorsement for the clarifiers among us.

On the other hand, Teddy Roosevelt once said, “In any moment of decision the best thing you can do is the right thing, the next best thing is the wrong thing, and the worst thing you can do is nothing.”

The Inquirer in me will continue to search for the balance. The Advocate in me tells me to get back to work.

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