Innovation – Page 5 – thoughtLEADERS, LLC: Leadership Training for the Real World

Fostering an Ownership Mentality to Boost Your Business

January 9, 2023/0 Comments/in Books, Business Toolkit, Guest Blogger, Innovation, Leadership, Strategy /by Trevor Jones

Employees are driven to perform their best when they feel a sense of ownership over their work. Fostering a company culture driven by a ‘we’re all in this together’ mindset is easy – here are 10 actionable strategies.

Today’s post is by Shaara Roman, author of The Conscious Workplace: Fortify Your Culture to Thrive in Any Crisis (CLICK HERE to get your copy).

When you think of an entrepreneur, you think of someone who is constantly hustling. They’re highly invested in their work, extremely driven, innovative, and agile. Now, wouldn’t it be great if all employees operated like that?

Of course you want your employees to work for you the way they would work for themselves…and it’s possible. By nurturing an ownership mentality, you can create a team of people who are genuinely invested in the ongoing success of the business. Your employees are more likely to go above and beyond when they understand how their contributions impact the success of the company — and how that success in turn impacts them.

Benefits of fostering an ownership mentality:

Higher engagement rate
Increased retention
Boosted innovation
More autonomy
Improved collaboration
Higher client/customer satisfaction
Better bottom line

Some people come to work with this attitude — this desire to give it their all because they’re genuinely invested and they know it will pay off. But the majority of employees tend to be more disconnected, with a mindset of simply getting the job done. So how do you get your employees to shift from thinking like an employee to thinking like an owner who is fully vested in the success of the business? Sure, you can foster ownership by ensuring employees have some skin in the game by offering financial incentives, but there are also several other ways to make that happen as well.

1. Model a win-win mentality

Adopt an abundance mindset and commit to the notion that there is enough to go around. Too often our talent programs pit people against each other and foster competition versus collaboration. Show your employees that the successes of the business are directly related to the individual — made possible by their hard work and also to be enjoyed by them. When the company thrives, the individual thrives, and vice versa.

2. Empower your people

Give your employees the authority and information to make meaningful decisions. Demonstrate your trust in their competence and refrain from micromanaging. The more empowered each individual feels, the more likely they are to feel engaged in the day-to-day and connected to the big picture.

3. Value your employee’s work

Be sure to regularly express praise and appreciation for all the hard work your team does, both on an individual and collective level. Positive reinforcement is a proven method, and the more you encourage your employees with words of affirmation, the more likely they are to want to continue to meet those standards. In fact, Gallup research shows that you should recognize people for their contributions at least every seven days.

4. Ask for each individual’s input

By asking your team for their input, you show them that you really care about what they have to say. Everyone wants to feel heard, and we all perform better when we have a say in what we’re doing / how we’re doing it. You can even go further and seek out employee input to the company’s strategy and new services or products.

5. Keep everyone in the loop

Communication is key, and it tends to go a long way. The more transparent you are with your employee-facing communications, the more included your people will feel. If your employees feel in the dark about the goings-on of the company, then they will feel disconnected from their work, their results, and their drive.

6. Foster inclusion and belonging

Creating a strong sense of community has all kinds of benefits. Prioritize your culture and your people, and you will see a team-driven work ethic emerge. When your employees feel accepted and connected to each other, they operate more like a family. ‘What’s good for you is good for me’ will start to be a common denominator, and this will show up in all that your employees do.

7. Give your employees a sense of purpose

People need purpose — it’s what drives us. When you show your employees that their work is meaningful and that their contribution is invaluable, they will care about what they’re doing. They will put their heart and soul into it, rather than getting by with the bare minimum. Establish a clear mission/vision/values and explain why it’s so important to the bigger picture and greater good.

8. Hold people accountable for their commitment to the team

Teamwork makes the dream work. Without the belief that ‘we’re all in this together’, there will likely be dysfunction and more self-centered behaviors. When those types of behaviors arise, it’s important to course correct by holding people accountable to a higher, team-oriented standard.

9. Hire individuals who already have a sense of ownership over their work

This ‘sense of ownership’ attitude is contagious, and the more people on your team who feel this sense of ownership, the more likely they are to inspire others to adopt the same approach. While such a mindset can certainly be trained, it is of course easier when you’re working with people who are already inclined to think that way.

10. Minimize meaningless rules

Nobody likes having to jump through hoops. The more useless rules and protocols you have built into your organization, the further removed your employees are from having a sense of ownership. Ditch the needlessly rigid processes and instead emphasize trust and autonomy.

The relationship between employer and employed tends to be strictly transactional. By shifting that standard towards a more genuine sense of mutual care, you can ensure a higher level of success for your organization. Your greatest power lies in your people, you just have to shift the tone from the individual to the collective. Once your employees feel invested in the team, you will start to see a ripple effect.

Shaara Roman is the author of The Conscious Workplace: Fortify Your Culture to Thrive in Any Crisis and founder + CEO of boutique culture consulting firm, The Silverene Group. She works with executives to align their company’s leadership and culture with the business strategy and create programs to maximize the employee experience and productivity.

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The Best Leaders Are Comedians

January 2, 2023/1 Comment/in Books, Business Toolkit, Communications, Guest Blogger, Innovation, Leadership, Strategy /by Trevor Jones

Leaders can learn a lot from comedians. They’re captivating public speakers, they practice economy of language, and they’re experts at insight. Insight is a critical leadership skill.

Today’s post is by Antonio Garrido, author of MY DAILY LEADERSHIP: A Powerful Roadmap For Leadership Success (CLICK HERE to get your copy).

To be clear, I’m not saying that it’s the leader’s job to joke their way through the difficulties of the day. Nor am I saying that the leader’s job is to find something to lampoon in order to amuse others.

No, my argument is this: comedians are experts at insight: they are wonderful at drawing seemingly unrelated pieces of information together in new and unexpected ways. The best leaders have a similar gift: they have the ability to ‘see beyond the data’ and notice patterns, trends, or truths that nobody else sees. And then, like comedians, when they draw attention to the path of their particular perspective, suddenly everyone else sees it too – this is insight in action.

Comedy is Insight in Action

Have you ever noticed how often comedians say, “Have you ever noticed how…?”?

Have you ever noticed how…

you’re never quite sure whether it’s okay to eat green crisps.

triangle sandwiches taste so much better than square ones.

you’ll always pour a glass of water from the sink faucet, but never ever the bath faucet.

“Have you ever noticed how…?” is an example of cultural referencing and looking at the world from a different perspective. Comedians are brilliant at finding ways to come up with a new way of perceiving the world. We don’t see insight till we see it, and then once we do, we can’t ever unsee it. The best leaders do the same. The best leaders use insight to see what others don’t or can’t yet.

Great Leadership is Also Insight in Action

If real leadership is about ‘future proofing’ (future proofing themselves, their people, and their business), then the ability to see the as-yet unseen or unrevealed is critical. This is why Steve Jobs insisted the iMac was launched in four bright colors (not beige), because he realized color is a critical way for people to express themselves. Insight. This is why Bata Shoes opened a shoe factory in Africa where nobody wore shoes, because they saw a potential opportunity where every other shoe manufacturer saw, well, a market where nobody wore shoes. Insight. And this is why Sam Walton of Walmart insisted on building superstores between towns, and not in them, because of lower rates and fewer competitors. Insight.

Insight, as comedians will tell you, can be developed. And you can’t get more insightful without getting more creative. Creative insight is what we’re after. The most creative leaders are, at their core, playful – playing with ideas and scenarios and messages. Great leaders have creativity sessions actually scheduled on their weekly calendar.

Take a look in your calendar right now. Go to next week. How many scheduled, blocked-off slots are there for “thinking” or “creative time” or “idea generation?” How many?

Count again. None? Exactly.

What you should see in your calendar is forty-five minutes peppered here and there for blue-sky thinking and ideation. Or even better, five minutes every morning and evening dedicated to creative thinking in your Leadership Journal. If you don’t make time for creativity, for insight development, you’ll find a million less important tasks to do.

As the extraordinarily insightful Maya Angelou once said, “You can’t use up creativity. The more you use it, the more you have.”

Lighthearted, Not Lightweight

The best leaders, like comedians, are lighthearted, not lightweight: we often confuse the two, but there’s a difference.

I’ll never forget how one of the best leaders that I ever had the pleasure of working for always took time to start every speech with an amusing anecdote or observations (insight). He used this insight skill to great effect too when studying a lengthy balance sheet, or considering the salient KPIs of a particularly complex plan.

He would even charge the HR departments to specifically identify candidates who would test high for insight when recruiting new leaders.

Here’s an example of how this inspirational leader would begin a typical meeting. How’s this for the opening line of an annual general board meeting to announce that year’s performance? It’s probably important to note that the company was a world-leading lock-maker with global revenues of around 100 billion.

He began, “Ladies and gentlemen, thank you for attending our annual general meeting. It’s a little-known fact that my entire work life has been involved in security in one way or another. You probably don’t know this, but my first ever job was selling security alarms door to door. I was really, really good at it. I’d knock and if there was no one at home, I’d always leave a brochure on the kitchen table. They’d call me right away.”

Okay, so that’s not the best joke you ever heard, but for that particular audience it was the perfect opener to a discussion that would at times, he knew, be rather difficult. It probably goes without saying that this particular leader was a master at insightful strategy development.

Insight is a Key Leadership Differentiator

In terms of leadership, insight is one of the key differentiators – it separates the best from the rest. Insight allows the leader to peek into the future and helps them to start creating a pathway into it today.

Too many leaders rely on their intellect, or experience, or tried and tested methodologies. Unfortunately, though, the future is increasingly uncertain. This means that new directions and new and uncertain futures will require, if anything, new insights. Wayne Gretzky skated to where the puck is going to be, and not to where it is now – and that’s the leader’s job too. Intellect and experience might have got you here, but insight, will get you there.

In closing, comedian George Burns probably said it best: “Look to the future – because that is where you’ll be spending the rest of your life.”

Antonio Garrido, author of MY DAILY LEADERSHIP: A Powerful Roadmap For Leadership Success, has over twenty-five years in senior leadership positions with world-class businesses. He is a serial entrepreneur, successful business coach, author, and charismatic speaker.

For more information, please visit www.MyDailyLeadership.com

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The Human Dimension – The Forgotten Element of Performance Measurement (PM)

December 19, 2022/0 Comments/in Books, Business Toolkit, Guest Blogger, Innovation, Leadership, Project Management, Strategy /by Trevor Jones

The Leadership Driven Method to Performance Management can help senior leaders in the public and not-for-profit sectors make informed decisions and meet their strategic goals.

Today’s post is by Bryan Shane and Patricia Lafferty, authors of THE LEADERSHIP-DRIVEN METHOD TO PERFORMANCE MEASUREMENT: The How-To Book on Improving Performance Measurement In The Public And Not-For-Profit Sectors (CLICK HERE to get your copy).

While many articles and approaches focus on the science of Performance Measurement, meaning the step-by-step methodology, and the business processes required to analyze, interpret, report, and the quality of performance measures, this article will focus on the human side or the art of performance measurement.

What are the requirements for employees to fully participate and effectively use the PM System?

The first requirement is to understand the context of performance measurement. In other words what is a Business Plan and why is it important to performance measurement. Well, the answer is easy. The Business Plan provides the strategic direction of the organization in terms of its vision, mission, and objectives. It also provides a framework for decision making so that all decisions support the achievement of the strategic direction of the organization. But, in order to be effective each employee needs to know where they fit and how they contribute to the organization in terms of their function and daily work. Also, the Business Plan provides the standards against which the performance is measured. Without understanding the purpose and their fit within the business plan, the staff member has no context to understand the need or benefits of PM.

So, what is PM?

The next requirement is to understand performance measurement. The most frequent misunderstanding is that it is performance appraisal. It is Not. Many people confuse performance appraisal at the individual level with performance measurement at the organizational level. These are distinct concepts. A collection of individuals working as a group in an organization can achieve dramatic results. But no one person at any level, is responsible for overall organizational performance in isolation from their peers. Dispelling this myth makes performance measurement an innovative and positive force for creativity and achievement.

For our purposes we will define Performance Measurement as a management system – an ongoing process that provides a balanced, methodical attempt to assess the effectiveness of an organization’s operations from multiple vantage points – financial, client satisfaction, internal business and innovation/learning. It is used to provide feedback at all levels – strategic, tactical or operational – on how well strategies and plans are being met. This performance information is necessary to improve decision making within the organization, to enable proactive problem correction and to promote continuous improvement.

Why bother with Performance Measurement?

Performance measurement provides a framework for decision making to:

improve resource utilization,

demonstrate accountability,

facilitate excellent programs/services,

ensure motivated and productive employees,

enable a high level of employee client cooperation and coordination,

allow for the use of innovative best practices, and

provide the ability to deal with unexpected challenges or emergencies.

In short, it is a navigation system that helps management and staff adapt their operations to meet the goals of the organization while adjusting processes to the ever changing requirements in finances, programs, client needs, etc.

Organizations are constantly bombarded with ongoing changes to their finances, personnel, strategies and initiatives. Their external environments, especially client requirements and economic and political changes, are also in constant evolution.

So how does an organization move towards its strategic direction as outlined in its business plan when the foundation upon which it was built keeps shifting. The answer is the PM System. It acts as a navigation System allowing the organization to steer around the changing shoals of business.

How to break down resistances to a threatening project?

A performance measurement system can be perceived as very threatening to staff. In order to break down resistances, a process-oriented approach should be used. This process-oriented approach to developing and implementing a PM system ensures its acceptance through a gradual process of change in organizational culture. Stakeholders begin to understand that the focus is on identifying and dealing with issues that are interfering with attainment of the organizational mission, linking business plans with operational decision making, and on identifying and rewarding achievement within the organization.

As the development process continues, stakeholders in the organization shift their attitudes from awareness to understanding and from acceptance to use of the PM system. Over time this approach allows the development of an organizational culture that values and supports balanced and comprehensive feedback as an essential element in both rewarding achievement and providing the information necessary for effective business and operational decision making.

Is there a code of conduct used to develop and operate the PM System?

Organizations often make decisions based upon an implied set of values. The challenge of this approach is that implied values or principles can be misunderstood or misinterpreted. The LDM (Leadership Driven Method) approach to performance measurement requires that principles be defined, stated and communicated to the entire organization. These principles provide a code of conduct that govern behaviour for the development, implementation and operation of the PM system.

There are numerous techniques that gradually reduce/eliminate resistances and increase ownership of the PM system, the most important being ongoing leadership. Senior management must be directly involved and charged with communication to promote understanding and acceptance and provide financial support. These interventions create a climate of acceptance within the organization by stressing the importance of performance measurement and the need for staff to participate and cooperate fully in this endeavour.

Bryan Shane and Patricia Lafferty are the authors of THE LEADERSHIP-DRIVEN METHOD TO PERFORMANCE MEASUREMENT: The How-To Book on Improving Performance Measurement In The Public And Not-For-Profit Sectors. They are also co-founders of BPC Management Consultants, a client-centered, management-consulting firm based in Ottawa.

For more information, please visit www.bpcgallery.com.

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Creativity Does Not Make Innovation Happen. Execution and Leadership Does.

December 12, 2022/0 Comments/in Books, Business Toolkit, Guest Blogger, Innovation, Leadership, Strategy /by Trevor Jones

When it comes to innovation, focus is way more important than creativity.

Today’s post is by Alex Goryachev, author of FEARLESS INNOVATION: Going Beyond The Buzzword To Continuously Drive Growth, Improve The Bottom Line, And Enact Change (CLICK HERE to get your copy).

I often hear that innovation is primarily about ideas and creativity. With over 20 years of speaking with top innovators around the globe, I am biased to disagree.

I believe that when it comes down to it, innovation is about leadership, communication and execution. Without strong, informed leadership, there is no strategy, and without strategy, there is no innovation. And communication and execution is what separates ideas from results.

To be truly innovative, it’s not enough to proclaim weak platitudes like “Be creative,” “Spark your imagination,” or “Think Bold”—let’s not confuse corporate propaganda with actual strategy.

To keep their organization innovative, leaders across levels and functions must hold themselves responsible for clearly defined pathways, actions, and measurable outcomes. Remember, innovation doesn’t happen naturally—so an environment for innovation must be incentivized and supported.

As I write in Fearless Innovation, when helping others shape their innovation strategy, I often think about the work of Abraham Maslow. If you’re not familiar with Maslow, he was a brilliant twentieth-century American psychologist, best known for developing the concept of Maslow’s hierarchy of needs, typically depicted as a pyramid consisting of five levels that address our material and immaterial human needs.

At the bottom level, we have our most basic physiological needs, such as food, shelter, and clothing. The next level up is safety, covering aspects like personal safety and financial security. Level three is that of friendship, family, and a sense of connection, known as the love and belonging level. The fourth level is esteem, including self-esteem, status, and the feeling of accomplishment. And the top level is self-actualization, basically a level that’s all about being the best people we can be, focused on a sense of morality, personal development, and creativity.

I believe that when it comes to innovation, any goal can fall under one of four main categories:

Aspirational Innovation. Human aspirations are a key driving factor, and pretty much every innovation throughout history originally resulted from an individual or a group of individuals pursuing their ambitions. When it comes to the business environment, ambition, curiosity, and legacy play a major role in many leaders’ plans, decisions, and strategy.

Innovation for Survival. Survival is the market position you need to retain to remain in business. If your competitors are on top of innovation and you aren’t, it’s likely that you’ll see a negative change in your market share, or your entire market might just go away. As a goal, “just surviving” may not sound all that exciting, but if you remember Maslow’s pyramid, basic survival is essential to prosperity and growth.

Innovation for efficiency. Operational efficiency relies on optimizing the processes and costs in an effort to increase the speed of production or time to market. This goal, and any of its related strategies, has been popularized through lean methods, some to great fanfare.

Innovation for growth. Growth requires the greatest attention to the future. Here, your company shapes or creates new markets and increases its footprint and revenues. Ideally, innovation will ideally always lead to growth over time.

These innovation goals do not always come in a particular order and will vary based on current market conditions, as well as maturity of your organization. If you’re a sole proprietor launching a new project, you may have different goals than a well-established corporation whose business model is quickly becoming obsolete. Then again, there are times when even their goals will overlap. Just like in the pyramid, as one set of needs are met, others arise, and they always will. Whether you’re focusing on one or all four, these goals will develop into an actionable innovation strategy.

Many might disagree, and my experience shows that a constant state of creativity does not move a company forward and could be counter-productive to getting results. To survive and grow, organizations need to develop actionable goals and strategy, mapped out in practical terms, that align horizontally and vertically, while identifying where innovation is necessary and efforts should be invested.

Remember, developing a clear innovation strategy is just the first step—you still have to execute on it, and you will surely pivot with time. Taking accountability and communicating to spread clear and measurable goals is where it all begins.

Alex Goryachev, author of FEARLESS INNOVATION: Going Beyond The Buzzword To Continuously Drive Growth, Improve The Bottom Line, And Enact Change, is the former managing director of Cisco’s global Co-Innovation Center, where he spearheaded programs and initiatives to accelerate innovation. Goryachev is a Silicon Valley veteran who is a sought-after speaker on innovation and is often referred to as the ‘innovation therapist’.

For more information please visit www.alexgoryachev.com

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Watch Out for Silver Bullets!

December 5, 2022/0 Comments/in Books, Business Toolkit, Guest Blogger, Innovation, Leadership, Strategy /by Trevor Jones

Jim Everhart explains why every marketing program needs strategic messaging.

Today’s post is by Jim Everhart, author of BRAND VISION: The Clear Line Of Sight Aligning Business Strategy and Marketing Tactics (CLICK HERE to get your copy).

If you and your company are involved at all in marketing (and who isn’t?), you’re constantly being bombarded by sales reps, each claiming their marketing tactics or services are the silver bullets that will put you over the edge, into viral heaven.

Everything from search ads to email to analytics programs to social media influencers are being promoted as the next big thing.

In all fairness, many of these tactics play important roles in effective marketing campaigns. They wouldn’t exist if they didn’t.

The problem is with the tactics-first approach they seem to be advocating. Let me explain.

Too many companies begin marketing campaigns these days by diving right into tactical execution. Like choosing between Facebook and Twitter. Search marketing or email. They’re casting the TV spot, worried about the media buy. Arguing over product placement. Unleashing PR people, web developers, search marketing experts, email specialists and front-end designers on the world to do their own thing.

They churn out tons of material. Take up gigabits of storage space. Burn through a lot of cash.

But those tactics-first approaches almost always fail.

Oh sure, maybe they get some likes. Or some heart emojis. But sales and leads? Not so much.

So while Marshall McLuhan proclaimed decades ago that the medium is the message, I’m guessing he didn’t mean that the medium should create the message.

And maybe what he meant was that you should choose the medium based on the message you want to deliver.

Not the other way around. The way all too many marketers do – picking a medium and letting that choice dictate your message. Or worse yet, hoping your media choices ferret out the message lurking somewhere in all that stuff you’re generating.

I’m a writer. A content guy. Always have been, always will be. And I think that before you select a social media platform or hire a celebrity influencer to make your pitch, you need to know what you’re going to say.

I have a writer’s solution to the problems marketing faces today – the creation of strategic messaging. A single-source, definitive document that defines the messaging around your offer (whether it’s a product introduction, a market initiative or a brand awareness effort) and presents all the relevant information your creative teams need to understand, present and deliver that message.

Here are the elements of that document:

The strategic landscape – how this project came about and the technology issues, the competitive landscape and the market dynamics.

A list of goals, as specific as possible, laying out what you’d like to accomplish.

A clear definition of the product, initiative or offer and the customer value proposition that differentiates it from the competition.

An integration statement showing how the project fulfills or validates the corporate strategy.

A customer profile (or preferably, a full persona) identifying the prospect and their motivations or hot buttons.

The strategic vision for the campaign: the one-sentence summary that aligns the product with the corporate strategy, connects it to the audience hot buttons and differentiates it from the competition.

The reasons to believe the Strategic Vision and the proof points that support them.

A map of the marketing campaign listing the proposed tactics (like emails, ads, posts and web pages) and showing how they work together to advance the sale.

An accountability plan, not only making it easy to optimize the program, but also measuring your success in achieving the objectives.

That’s not your typical product manager’s brief. Or even a creative director’s instructions to the creative team. But rather a hard-as-nails, comprehensive account that gives the creative team their marching orders.

Above all, it elevates clarity. A clear statement of the product’s advantages, shorn of corporate vanity, marketing voodoo and campy creativity. And lays out the proposed path to success.

It connects corporate strategy to the marketing process by making the brand, service or product the incarnation of the corporate positioning and keeping it top-of-mind as marketing tactics are developed and implemented.

It connects to the audience by highlighting the prospect’s pain points and making them the focus of the key messaging elements, specifically requiring strategists to call them out when they’re defining messaging reasons-to-believe and proof points.

It makes campaign integration possible, issuing a single set of instructions to the array of PR, advertising, social media, email and web teams you have generating the content in different silos. By different people. Working in different buildings. Perhaps for different companies. Maybe on different continents. Soon, on different planets.

It makes the best use of your subject matter expert’s time. You’re capturing all the information at once and working with them to make sure it’s accurate. Before it’s given to the different content teams to disseminate. So they only have to give the final materials a cursory look-through as the campaign is finalized and the paid ads, Tweets, e-mails and videos roll out.

It facilitates accountability and ROI measurement, both of which are not possible without the discipline of campaigns. Sure, you can measure impressions, likes, emojis, clicks and click-through rates. But to what end? Want to show any of that data to your CEO? Not hardly.

By organizing marketing efforts around strategic messaging. we marry strategy and concepts, messaging and campaigns. And we set the stage for program measurement, optimization, accountability, ROI reporting and even predictive analytics.

That’s the goal of strategic messaging. Nothing short of rescuing marketing from the snake-oil salespeople and the tacticians. And giving today’s businesses the marketing they need and deserve.

Jim Everhart, author of BRAND VISION: The Clear Line Of Sight Aligning Business Strategy and Marketing Tactics is a freelance strategist and writer, working with corporations and agencies to develop marketing communications tactics and campaigns. He spent more than four decades in the marketing industry, most of it at Godfrey Advertising, one of the largest business-to-business marketing agencies in the United States.

For more information, please visit www.brandvisionbook.com

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Question Everything Always

November 28, 2022/0 Comments/in Communications, Entrepreneur, Guest Blogger, Innovation, Leadership /by Trevor Jones

There are no stupid questions. There are only stupid people who don’t ask questions.

Today’s post is by Gary Douglas, the founder of Access Consciousness®.

People have always told me that the way I do business is different. I may indeed have a slightly different point of view about most things in life – and I’ll change my point of view on a dime. I question everything all the time.

Innovation occurs when you are willing to be in the question and to ask a question always. Whatever conclusions we come to become the limitation of what we can actually achieve and receive. Don’t assume: “We’ve got this part of the business right,” which is what Kodak did. They assumed: “We’ve got it right. There will always be film.” They didn’t get innovative. They knew about digital and electronic imaging.

Did Kodak look at that and ask: “Which is the direction we need to go? What do we need to create here?” Or did they go to the conclusion that they would always have the answer? Once you decide that you have the answer, nothing that doesn’t match your conclusion can come into your awareness. You’ve got to be willing to see what kind of awareness you could have if you were willing to question.

The purpose of a question is to gain awareness. With increased awareness, different possibilities become available to you. When you become aware of the possibilities, you can make choices. Choice creates. With each choice, you can look at: “If I choose this, what will this create?”

Strategic Creativity is Your Secret Business Weapon

November 7, 2022/0 Comments/in Books, Business Toolkit, Guest Blogger, Innovation, Leadership /by Trevor Jones

Strategic creativity is a secret superpower. It provides a handle on what people desire or need—even before people know they want it or need it.

Today’s post is by Robin Landa, author of Strategic Creativity: A Business Field Guide to Advertising, Branding, and Design. (CLICK HERE to get your copy).

Strategic creativity is a secret superpower.

The person who possesses strategic creativity is tactical, resourceful, ingenuous, and extremely attractive (perhaps I’m getting carried away). An infiltrator, influencer, and eavesdropper. Strategic creativity provides a handle on what people desire or need—even before people know they want it or need it.

For you—sitting in the C-suite, a business owner, a CEO, or a business professional—to get what you need to launch a brand, organization, or individual, to move a brand forward, to grow business, or to raise funds, you need to understand how creative professionals work their magic to conceive and construct strategically creative solutions. You also need to know what will work and why it’s well-conceived, well-designed, and well-written; and why pedestrian ideas won’t get you anywhere except overlooked. Think of me as your personal “Alfred Pennyworth”—I’m your special creative forces wingman, who will supply all you need to commission and evaluate creative solutions.

It’s Really About the Insight into the Target Audience

A consumer insight is a realization—a real eye-opener—about the target audience’s need, behavior, or the true nature of how they think, feel, or behave—a human truth no one has yet noticed brought to light.

That insight warrants a response—a change in the way you look at a behavior, situation, branded product, or service—and it should be the catalyst for strategically creative idea generation and brand storytelling.

Insights into the audience are vital to breakthrough creative solutions. What does the audience need? Desire? Why does the audience do what they do? On which media platforms do they spend their time? Which causes do they care deeply about? Will they align themselves with your organization’s or brand’s values?

Jeff Fromm, president of Futurecast, believes that insights are more about the category than the brand; insights reveal more about how people want to feel, than what they think; and insights inspire new ideas, not the same old stuff.

Be An Antenna of the External Zeitgeist

It’s challenging to read the political news due to so many alarming events. If you can’t manage the political zeitgeist (though I heartily recommend being informed), at least stay abreast of the cultural climate that affects our collective critical and creative thinking. For goodness sake and your business’ sake, don’t be out of touch with what your audience (and beyond) is thinking and feeling or oblivious to the issues of a diversity of people and communities.

Once you are aware, make your organization or brand an antenna of the external zeitgeist, one that transmits relevant messages that will resonate.

Know What Drives People

Most of us in corporate leadership positions, advertising, marketing, and branding don’t hold PhDs in psychology, however we must have a handle on human behavior to best understand people. Human behavior is first and foremost a kind of investment. Individuals do what they do because of either implicit or explicit benefits. Ask: How does your idea serve the audience’s self-interest?

Respect Everyone

Commit to uplifting all members of society, including people living with disabilities, people who are unsheltered, different socioeconomic groups, races, ethnicities, gender identities, sexualities, religions, and ages.

Take up the mantra: Do No Harm. Nothing in culture happens in a vacuum.

Do your part to build a better culture, a culture of respect.

Employ strategic creativity. Quash pedestrian ideas.

An idea has the power to affect people; it can change the way people think about a brand, entity, cause, issue, individual, or even themselves. It can offer proof, create desire, or stir an emotion that imprints the message. An idea can reframe a conversation, do social good, taunt a competitor, empower, motivate, endear the audience, or simply entertain.

Put an end to pedestrian ideas. Because no one will take notice of uninteresting messaging.

My hope for you, dear reader, is that this knowledge will be your strategic advantage, equipping you with a secret superpower—Strategic Creativity. Please feel free to invent your own code name.

Carry on.

Robin Landa is a distinguished professor at Kean University (her Walden’s Pond) and a globally recognized ideation expert. She is a well-known “creativity guru” and a best-selling author of books on ideation, creativity, branding, advertising, and design. She has won numerous awards and The Carnegie Foundation counts her among the “Great Teachers of Our Time.” She is the author of twenty-five books including Strategic Creativity: A Business Field Guide to Advertising, Branding, and Design.

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Reimagining B2B Brand Awareness Through Real Faces: How it Benefits Organizations

October 10, 2022/0 Comments/in Career, Communications, Guest Blogger, Innovation, Leadership, Strategy /by Trevor Jones

Nurturing employees to be the voice of the brand sustains an ecosystem for innovation, bridging marketing efforts and connecting them with the stakeholders.

Today’s post is by Dhanshi Kittusamy Murthi, Regional Head of US Marketing at Vuram, a global hyperautomation services company.

Organizations across industries are exploring ways to shape a sustainable work culture that enables their people to perform at their highest levels. One way to do this is by presenting people with opportunities to be recognized for their expertise: this not only nurtures outstanding results by building confidence among employees but also boosts the visibility of the brand.

Enabling employees to be the voice of the brand sustains an ecosystem for innovation and productivity, and content is the vital piece of the puzzle to achieving this. It boosts brand awareness and acts as a means through which an organization’s employees can showcase themselves.

Generating Content that Represents the Brand:

According to a 2021 Statista survey involving business-to-business (B2B) content marketing professionals, 91% of the organizations responded that creating brand awareness was one of the goals of their content marketing activities. While chalking out the marketing plan or budget for branding campaigns, marketers should factor in an essential segment that can champion the voice of the brand in the truest sense: its own people.

Every growing, successful organization is driven by passionate people and a work culture that appreciates their efforts. When the employees love what they do, they take pride in what they learn and advocate the best practices. Encouraging them to share their expertise builds a repository of trustable knowledge and content that truly represents the brand.

Building Trust-Based Stakeholder Relations:

Showcasing people as the face of the brand allows businesses to communicate authentically while having a host of benefits. Beyond making an impact in the industry, the ripple effect drives innovation and progress in society by organizations committed to making a difference. In the B2B context, the content created by people who directly work with prospects fosters a bond between the company and its clients, when the spokesperson directly interacts with customers, potential or active. This not only boosts the brand image but also uplifts the morale of the employees and builds trust-based stakeholder relations.

For instance, let’s take an organization specializing in emerging technologies; they constantly innovate and experiment to deliver cutting-edge solutions to solve the problems the customers are facing. The technology experts within the organization can talk about the technologies they are passionate about through short knowledge-sharing videos covering technologies tied to their core work or those they are passionate about. Video being a powerful form of content as it is, reaches business audiences multifold. According to a Forbes Insight report, 75% of the surveyed C-suite executives stated they “watch work-related videos on business-related websites at least weekly”. Imagine speaking to these decision makers about various technologies, in this example, how the company can help solve the crucial challenges they are facing.

The Power of Authentic Content:

People who are camera-shy or prefer writing over the visual form can write about how their core expertise can help their target audience. Coming from a valid source, such knowledge-sharing assumes more value among the audience; it helps resonate with the brand image—of innovating and experimenting—and what the company stands for. Down the line, such authentic content inspires prospects to follow the company updates and be interested in its offerings and, not to mention, form a personal brand for the spokespeople. At a company level, it attracts fresh graduates on the lookout for a learning environment and inspires new employees to conquer the steep knowledge curve and explore ways to innovate as they pursue their careers.

Representing the Brand in Their Own Way:

As organizations embrace the new normal and transition into hybrid working, content generated by experts expands into meaningful branding and visibility opportunities for employees and the organization. Within the organization, the activity instills a learning culture that nurtures future spokespeople. Hence giving people the freedom with responsibility to represent the brand and share ideas and knowledge that matter strengthens the social and professional well-being of employees in an organization.

Creating opportunities that give people exposure and recognition is vital to increase job satisfaction and happiness at work. With remote working, similar initiatives help employees to showcase their potential, initiate internal conversations, and strengthen their visibility among their colleagues. These initiatives will deepen the foundations of open communication and transparency in the workplace, motivating people to share new ideas and focus on ways to innovate.

At a time when trust and transparency are paramount for businesses, shaping a healthy brand image driven by sincere communication from its people matters a lot. Strengthening the brand message is crucial for resilience and building confidence for all stakeholders involved in the ecosystem.

About the Spokesperson

Dhanshi Kittusamy Murthi is the Regional Head of US Marketing at Vuram, a global hyperautomation services company. Her 8-year career experience spans teaching, content writing, and marketing. In her current role at Vuram, she is responsible for strategizing and executing marketing campaigns for the US region.

About Vuram

Vuram is a global hyperautomation services company specializing in low-code enterprise automation. Since its inception in 2011, Vuram has maintained 100% customer success and 100% customer references. Powered by passionate people, Vuram has successfully driven digital transformation for several happy enterprise customers across the globe.

Vuram has received several prominent recognitions, including being featured among the Inc 5000 fastest-growing private companies in the United States, HFS hot vendor (2020), Rising Star- Product Challenger in Australia by ISG, Fast Company – Best Workplaces for Innovators 2022, and recognized as a finalist in the Excellence in Change Communication category in the Gartner Communications Awards 2022. Vuram has consistently ranked in India’s Best Places to Work, certified by Great Place to Work® institute.

Vuram’s hyperautomation technology stack encompasses business process management (BPM), robotic process automation (RPA), optical character recognition (OCR), document processing AI, machine learning (ML), and analytics.

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Discovering Your Personal Inspiration

September 28, 2022/0 Comments/in Career, Innovation, Leadership /by Trevor Jones

Understanding what inspires you to do your best work is one of the first steps in developing your leadership philosophy.

As you begin articulating your leadership philosophy, the first place to start is leading yourself. You need to know why you’re excited to go to work every day. Why do you get out of bed every day? Because as leaders, we’re there to inspire and motivate the members of our team. For us to do so, we should probably be motivated first and foremost.

Now, in terms of a maxim, a maxim is a trigger to remind you of a story or something that’s emotionally resonant. My maxim, in terms of why do I get out of bed every day, is light bulbs. Two words, light bulbs. That might not mean a lot to you, but it means the world to me because the type of work that I love to do, the best moments in my career, are moments where I’m teaching, where I’m doing something like I’m doing right now. When I teach and I see a participant struggling with an idea, but then I’m able to explain it in a manner that I see that light bulb go off—I see their face light up—that’s so exciting for me, and so fulfilling. That’s the type of work that I love to do. There’s huge emotional resonance in the notion of light bulbs for me.

Maxims should drive behavior. Let me show you how maxims can drive my behavior when I think about light bulbs. Imagine a situation where a client comes to me and they say, “Mike, we’ve got two pieces of work for you. You can only do one. One is going off into a cubicle and working by yourself on an Excel model. The other piece of work is writing a new leadership training course for us and delivering it to our high-potential associates.” As I think about light bulbs, it becomes very clear to me that I should walk away from the Excel course and instead go teach leadership to people because that’s where I’m going to have those light bulb moments.

Now, that’s an easy example. Not many of us like to sit in a cubicle by ourselves and do Excel. Let’s imagine a more difficult choice for me where my maxim can drive the right behavior. What if instead the client came to me and said, “Well, we have a project for you, and it’s going off in a cubicle by yourself and building an Excel model, and that’s the only piece of work that we’re going to offer you.” Now, as an entrepreneur, it’s very hard to walk away from money. When money is put on the table in front of you, that’s a very easy choice to make. But as I look at my maxims, my maxim of light bulbs would say, “You know what? I shouldn’t do that work, and I should go find new work that’s much more aligned with teaching and coaching and turning light bulbs on for people.”

As you think about articulating your maxim for why you get out of bed every day, think back to times where you’ve been extremely satisfied or excited by the work that you’re doing. What are those days that have just been so fulfilling? When you come home, you’re still energized even though you left a lot of that energy at work? Think about those situations you’ve been in that have been meaningful to you—they’ve been fun, and you’re very proud of those accomplishments.

Now, in that story, in those situations, think about a trigger. Think about something that can very quickly get you back to that spot where you remember what those feelings were like. That trigger, that small reminder that brings you back to the story, ends up being your personal maxim for why you get out of bed every day.

– Mike Figliuolo at thoughtLEADERS, LLC

Want to learn more about developing your leadership philosophy? How about taking an entire course on it? Check out the video below to learn more about the course and get started. Or you can go directly to the course and start learning how to develop your leadership philosophy. The entire course is available at LinkedIn Learning. Enjoy!

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Six Definitions that “Innovation” Ain’t

August 29, 2022/1 Comment/in Books, Guest Blogger, Innovation, Leadership /by Trevor Jones

Innovation is the buzzword of buzzwords. But what exactly does it mean? And how are you most apt to achieve it?

Today’s post is by David Cutler, author of The GAME of Innovation (CLICK HERE to get your copy).

Innovation is the buzzword of buzzwords. Job descriptions seek “innovative leadership.” Organizations tout their “innovative culture.” Grants support “innovative solutions.”

But what exactly does this mean? And how are you most apt to achieve it?

Like many terms, innovation carries baggage. It means different things to different people, and common assumptions mislead. To better grasp its implications, consider what innovation is not.

Innovation is not technology.

Innovation is regularly confused as a codeword for technology. For example, cities aspiring to become innovation hubs may focus predominantly on recruiting this sector. Yet not all technology innovates. And only a fraction of creative thought emerges from this field.

While some of the biggest societal disruptions have undoubtedly been catalyzed by tech, the vast majority of this industry is hardly cutting edge. In fact, as the rate of change accelerates, the period during which even revolutionary products can claim innovation diminishes. (First generation iPhones may have rocked the world in 2007, yet a two-year old device today feels grossly inadequate and antiquated.)

Innovation does not describe the majority of activities pursued by even the most radical technology firms. Bookkeeping, logistics, customer service, HR, advertising, and tech support provide essential maintenance. Yet these tasks hardly require continuous reimagination. Existing solutions may already be adequate to outstanding.

Furthermore, technology is hardly the only field known for extraordinary problem-solving capacity. Visionary artists, scientists, marketers, educators, architects, social workers, entrepreneurs, and other creatives are just as likely to fit the bill. Communities concerned with bold thinking will be well-served by facilitating conversation and collaboration incorporating a diversity of perspectives. Doing so is not merely politically correct. It is essential to progress.

Innovation is not imitation.

Many organizations recognize the need to innovate. Despite historic success, unprecedented challenges necessitate feature tweaking or even deep, fundamental change.

For clues on success, a common practice involves studying direct competition. Bars, banks, and beauticians look to parallel entities, considering which principles might be adopted, adapted, or stolen. Doing so provides more than inspiration. It offers permission. “They do this and it seems to work. Maybe we should too!” This kind of idea appropriation may well solve your challenge, at least temporarily.

But innovation is contextual and a far cry from mimicking. In fact, the act of copying success often achieves the opposite. What was once a novel idea quickly becomes the trite, average state of affairs.

True, innovators are known for studying their competition. Much of the time, however, they look for pointers on what NOT to do. While the masses chase trends like lemmings, these leaders seek a path less travelled.

Innovation is not magic.

To the outsider, breakthrough proposals can feel like sorcery. Poof. Inexplicably, a spellbinding revelation appears. Challenging the status quo, some jaw-dropping vision achieves profound success in ways previously inconceivable. The wizard behind the curtain is heralded for brilliance and supernatural ability.

In truth, innovation—like magic—is not actually magic. It is a skill, akin to any other, that can and must be cultivated. Over time, creative communities compile a toolbox of tricks, protocols, and strategies that amplify their chance for success. Said another way, innovators have chops.

Innovation is not anarchy.

People often come to believe that innovation is a free-for-all. They suppose creative solutions are most likely to emerge when thinking is unburdened by constraints. The key is taking off the shackles, allowing imaginations to roam freely (like my kids after bedtime. . .).

While well intentioned, this couldn’t be further from the truth. The road to everywhere leads to surprisingly few destinations. Imagine ordering from a restaurant with a 96-page menu. At first, it feels exhilarating. You could order literally anything. But most of us quickly start experiencing anxiety, even paralysis. With so many options, which one is best? A likely outcome? “Uh, I guess I’ll have the cheeseburger.”

When seeking innovation, it is essential to establish clear, nonnegotiable limiters. The best constraints force problem-solvers to think differently, actively igniting creative impulses. For example, suppose I asked your company to brainstorm strategies for making more money next year. Without restrictions, proposals will likely resemble what you’ve always done. Or they might point to obvious, low-hanging fruit. But if I require that solutions must somehow involve surfing, or fashion trends, or farm animals. . . Now you have an intriguing framework to build around or push against.

Innovation is not anarchy. It requires clear rules, guidelines, and constraints.

Innovation is not everything.

The quantity of mission statements incorporating “innovation” is staggering. It often feels like a federally mandated term. Yet if this word implies everything and everyone, it is reduced to a meaningless piece of fluff.

If you and your organization claim innovation as a goal, resist the temptation of embracing an empty promise. Instead, substantiate this value by pinpointing specific examples of breakthrough achievement.

Innovation is not a big idea.

“Innovation” often references big, juicy, uncommon proposals. And while bold solutions are clearly important, they tell only part of the story.

Innovation requires implementation. Teams must have the discipline and commitment not only to dream, but also to execute. Otherwise you’re stuck with shiny overtures that make no tangible impact whatsoever.

If you and your team desire a better future or different outcome, the time to act is now.

Innovation is extraordinary problem-solving, and bringing the vision to life.

Speaker, consultant, and facilitator David Cutler, author of THE GAME OF INNOVATION: Conquer Challenges | Level Up Your Team | Play to Win, is known for leading immersive “innovation GAMEs.” Cutler is a Distinguished Professor at the University of South Carolina, where he teaches innovation and entrepreneurship.

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Understanding Opportunity Cost

August 24, 2022/0 Comments/in Business Toolkit, Entrepreneur, Innovation, Leadership, Project Management, Strategy /by Trevor Jones

Understanding the concept of opportunity cost will help you prioritize your team’s most important tasks. Learn to say no to low-value work.

Do you know what your team’s time is worth? Lack of focus consumes time. That’s the one resource you can never get back. When you look at activities in terms of their time cost, it becomes easier to say no to distractions.

Don’t just ask, “What task am I going to do next?” Instead, ask, “What task am I not going to do so I can work on the new request?” When requests come in to your team, assess what other work isn’t going to get done by the team if you take on the new request. If you can explain the tradeoff to the person who’s asking you to do the work, they’re probably going to be more open to you saying no and deprioritizing that new task if it’s not as important as other work you should be working on.

I work with one attorney at a large corporation who has a team of lawyers. People come to his team all the time and ask for legal work to be done even if his team shouldn’t be doing that work. He always says yes even though it’s not necessarily something an attorney has to look at. He was complaining one day about how much work was on his team’s plate. I asked him, “Hey, would you pay an outside attorney 400 dollars an hour to work on that new project that just came in?” His eyes got big and he said, “Absolutely not.” That’s when the lightbulb went off for him. He realized by taking on that project, it meant his team wasn’t working on higher priority work. He was sending that high-priority work to outside counsel and paying 400 dollars an hour. The thing is, taking on the low-value work was essentially costing him that 400 dollars. That’s when he started saying no to those distractions so his team could focus on the most important work.

When you understand these tradeoffs in terms of time cost, it’s easier to say no to low-priority or low-value work. This is going to make the work your team does the highest priority work that’s on their plate.

Want to learn more about strategic focus for managers? How about taking an entire course on it? Check out the video below to learn more about the course and get started. Or you can go directly to the course and start learning how to assess and improve your critical thinking. The entire course is available at LinkedIn Learning. Enjoy!

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Challenge How Your Business Operates

August 17, 2022/0 Comments/in Business Toolkit, Entrepreneur, Innovation, Leadership, Strategy /by Trevor Jones

Transform your business by completely rethinking how it works. Analyzing your business model, revenue, and costs can lead you to innovative solutions.

When you go to generate new ideas to run things better, you need to think critically about the way your business runs. I like to look at three things: a business model blowup, a revenue blowup, and a cost blowup.

On the business model blowup, fundamentally rethink how you go to market. And rethink what your market actually is. You’re going to challenge the entire business model for the way you deliver products and services. On the revenue blowup side, how do you dramatically expand the products, your pricing, the geography, and the reach of your business? And on the cost blowup, how do you fundamentally eliminate drag from the business to become more efficient?

Business Model Blowup: Skybus Airlines