J4242W Quiz 2 Study Guide
CREATING NARRATIVE: THE HERO'S JOURNEY
Hero's Journey (Campbell, 1949) • Meet a hero (character and setting) who encounters a challenge to the status quo, a 'call to adventure' that will force them out of the known into the unknown • The hero meets a guide (guru) and gains new skills or knowledge as the challenge builds • The hero overcomes the challenge (climax) and reaches a better state (resolution)
THE POWER OF STORYTELLING
How did David Novak use storytelling to promote values, cast vision and build the culture at Yum! Brands? What are some recent stories you have seen brands use that have moved you? Why do you think stories engage us on an emotional level? • Stories tap into a deep-rooted human need to make meaning • Stories are memorable and sharable • Stories tap into empathy and impact us on the level of our emotions (limbic brain)
EVALUATING FEEDBACK GIVERS
How do you rate the credibility of your feedback giver/s? Low Credibility - Low experience - Low knowledge - Low involvement - Low character - Low trust - Distance - Unproven track record High Credibility - High experience - High knowledge - High involvement - High character - High trust - Close proximity - Proven track record
Brainwriting
In this nonverbal brainstorming method, everyone writes down three ideas that relate to the topic of the brainstorm. Allow about four to six minutes for this process. Then everyone passes their ideas to the person on their right (or left, whichever you prefer), who will then build off the ideas, adding their input, comments or expanding on the idea. After another few minutes, everyone will pass the piece of paper again until it makes it all the way around the table. Once the ideas have made it around the circle, the group discusses them and decides which ideas are best to pursue.
Mind mapping
In this technique, the group starts with one idea and then draws lines connecting sub-ideas to the first one. Participants can use words or images to add to the map. Aim for at least 3-5 concepts surrounding each major node in the mind map. Mind mapping is a visual way to approach brainstorms and can be helpful for those who think visually. Note: this technique can be facilitated in a physical environment using whiteboards and sticky notes or virtually using online collaboration tools like Mural, Google Jamboard or Invision Freehand
TPWY: FROM INSIGHTS TO ACTION
Market The Change • Involve others • Establish strategic plan & key messages • Personalize the vision and create meaning for your people (communicate with influence) Strategy / Structure / Culture • Strategy: Goals, audience, insights, message, tactics • Structure: Process and resources • Culture: Reinforce values and behaviors, sustain alignment
THE BAD NEWS
Most of us are uncomfortable giving and receiving feedback --Facing reality (gap between our perception and the facts) is hard --Receiving feedback triggers a threat response in our brains --To protect our egos we often reject or make justifications (egocentric discounting) --Giving feedback can be awkward; fear of misinterpretation, conflict Practicing healthy feedback is really complicated --Feedback is often biased; mixed with incomplete and/or misleading info --Objectivity is near impossible; performance standards are relative --We all interpret feedback through our own lenses and respond to it differently --Not all feedback is created equal
Myth of the Complete Leader
No leader is perfect. The best ones don't try to be—they concentrate on honing their strengths and find others who can make up for their limitations. Shift in executive role from command and control to cultivate and coordinate (empower and release) • Leaders may possess 1 or 2 core leadership capabilities at a high level • Too high of a demand to expect yourself or your leaders to possess all four in equal measure • Instead, build teams in such a way to compensate for weaknesses and balance skill sets • Equip and empower others to share leadership capabilities (distributed model of leadership)
Empathy Maps
Organized in a 2x2 matrix, an empathy map captures what people are currently "saying", "doing," "thinking", and "feeling" about your initiative • For each interview, record your most valuable takeaways inside each of the four quadrants • Take note of anything that was especially surprising or unexpected that challenged your existing assumptions. Did anything feel like an "aha moment"?
What 'Market the Change' Is NOT:
Overly salesy False or half-truths Manipulative Weekend sales ads Generic and cliché Putting lipstick on a pig Resorts to fear and coercion Focuses on features
Peter Drucker
"Culture eats strategy for breakfast."
DAVID & TOM KELLEY Creative Confidence: Unleashing the Creative Potential Within Us All
"Empathy is the ability to see and experience through another person's eyes - to understand why people do what they do."
Tim Brown
"Every employee must feel like they understand, appreciates and can contribute to the overall vision of the company."
David Novak
"I believe that leadership is a privilege. I also believe that all people have an inherent desire to make a positive difference through the work that they do. If you can establish an environment where every person feels that they have a chance to contribute, and where they know they count, you've created a situation where people can do great things."
FRENCH AVIATOR, ANTOINE DE SAINT-EXUPERY
"If you wish to build a ship, do not divide the men into teams and send them to the forest to cut wood. Instead, teach them to long for the vast and endless sea."
SIMON SINEK
"People don't buy what you do. They buy why you do it."
Novak
"The core of my leadership success stems from my ability to think like a marketer. In marketing, if you can get inside the minds of your customers, you have the opportunity to solve their problems for them. In order to get people to buy your product, for example, you have to start by gaining insight into what will convince them that they can't or shouldn't live without it. To be a successful leader, you need to have the same kind of insight into those you lead."
Novak quote
"The core of my leadership success stems from my ability to think like a marketer. In marketing, if you can get inside the minds of your customers, you have the opportunity to solve their problems for them. In order to get people to buy your product, for example, you have to start by gaining insight into what will convince them that they can't or shouldn't live without it. To be a successful leader, you need to have the same kind of insight into those you lead."
DEBORAH ANCONA In Praise of the Incomplete Leader, HBR
"The sooner leaders stop trying to be all things to all people, the better off their organizations will be. In today's world, the executive's job is no longer to command and control but to cultivate and coordinate the actions of others at all levels of the organization. Only when leaders come to see themselves as incomplete—as having both strengths and weaknesses—will they be able to make up for their missing skills by relying on others."
David Novak
"Too many people view culture as one of those "soft" things in business, not nearly as important as hard results like sales figures or financial returns. But having the right culture, one that breeds energy and success, is crucial to anything you and your team want to accomplish. A great culture will allow you to get those hard results and get them consistently."
Novak quote 2
"We attract and retain the best people and inspire greatness by being world famous for recognition. We love celebrating the achievement of others and have lots of fun doing it."
WHY RECOGNITION WORKS
#1: It shows people you're watching #2: It validates the person doing the work #3: It builds trust
What is Brainstorming?
Brainstorming is a creativity technique designed to find a conclusion for a specific problem by gathering a list of ideas spontaneously contributed by its members... A group of people generate new ideas by removing inhibitions. People are able to think more freely and suggest as many spontaneous new ideas as possible. All the ideas are noted down without criticism and after the brainstorming session the ideas are evaluated."
EGO & SELF-DELUSION
Can you think of people who habitually "adjust reality"? Why do you think making accurate assessments of self and others is so important? Our ability to contribute in meaningful ways depends on an accurate assessment of our strengths and objective evaluation of our performance But we all have fragile egos, and we are full of insecurities, fear and self-doubt We often develop defense mechanisms (denials) to protect against ego-crushing criticism and to avoid facing the reality of our individual shortcomings
Everyday Insight Gathering
Carve out time to LISTEN to key stakeholders • Hold informal 1-on-1s to ask people about their needs, experiences and their unique perspective --"What would you do if you were me?" --"What are the most pressing challenges you are facing?" --"What's working, what's not?" • Spend time immersing and/or observing to yield deeper understanding --Go to the source or "the front lines" to see what people are experiencing first-hand • Invite trusted colleagues or customers to share feedback on your leadership or your initiatives --"What do you appreciate?" --"How could it be even better?" • Encourage a culture of healthy debate, regular feedback, and constructive criticism
INTERPRETING FEEDBACK
Certain variables can significantly impact the content of feedback given - Preferences and styles of the feedback giver - Context of the feedback giver (timing, culture, industry, background) - Credibility of the feedback giver - Negative feedback does not always demand action (demands discernment) - Need to distinguish between preferences and real issues
STORYTELLING PATTERNS
Challenge When an underdog beats an incumbent, a David vs. Goliath kind of story, which gets people to take action. Reaching out When an unfamiliar character, a "Good Samaritan" helps a stranger in need, which speaks to our empathy. Creativity When a problem is solved in a creative new way, giving us a chance to look at things from another angle. Lesson 1: A sticky idea will always make us listen up, because it's unexpected. Lesson 2: You can use curiosity gaps to keep your listener's attention, once you have it. Lesson 3: The best way to get your ideas to stick is to tell great stories.
ELEMENTS OF A STRATEGIC PLAN
• Big Goal • Key objectives / milestones • Audience (includes POV with insights) • Solutions / Tactics Mix (informed by evidence-based insights) • Roles and responsibilities of team members / employees / contractors • Timeline • Budget and resources • How will measure success? Consider: Will test phases be part of your plan? (You may need to pivot or iterate upon your solution/s) Note: Plans will become more detailed as you assign unit-level ownership and transition to implementation
WHAT DO MILLENNIALS WANT FROM WORK?
• Career: give your team autonomy and focus on career development --People being in jobs that they enjoy and really want to do is the single most important thing when it comes to performance, engagement, and retention. • Cause: find a connection between company and personal purpose --Feeling that you make an impact, identifying with the organization's mission, and believing that it does some good in the world • Community: create a sense of belonging --Feeling respected, cared about, and recognized
Tool - Insight Matrix
• Consider a current challenge or opportunity with a colleague, employee, manager, customer - related to your big goal. • What does this individual or group currently think/feel/do (perceptions/attitudes/behaviors) about your initiative? • What do you want them to think/feel/do (perceptions/attitudes/behaviors)? • Note: Think about how you might listen or observe to test your pre-existing assumptions of their current reality and gather insights to move them from point A to point B
ANALYZING CULTURE
• Culture can be considered at both the 'micro' and 'macro' levels • Teams and organizations have cultures and subcultures • It is the responsibility of leaders to be proactive about understanding and shaping culture
PROBLEM / SOLUTION TEMPLATE
• Introduce problem - What's the current reality (often begins with a personal story, case or anecdote) • Tease with solution - What's the ideal future realty ("What if things were different? What would that look like?) • Unpack the problem in greater detail - Why it is such a problem / Research what's really going on, how it works • Unpack the solution in greater detail - How to get to a solution / Evidence-based, practical steps for the audience • Conclusion - Tie back in the original story/case/anecdote and encourages audience toward ideal future reality (often includes a direct challenge or ask to the audience)
What form might insights take?
• Motivations • Needs (latent/expressed) • Barriers • Fears • Frustrations • Dreams • Friction/tension points 16 • Values • Trends • Key connections • Priorities • Pains and gains • Hot button issues • Alarming statistics The Bottom Line: Insights are all about identifying key problems to solve or opportunities to add value for your audience
SUMMARY
• No leader is perfect, possesses strengths in each competency, or has all the answers • All people want to contribute and have something unique to contribute • Big things are rarely accomplished alone • People are more committed to initiatives that they contribute to • All point to the importance of involving others as a leader in pursuit of big goals • Involvement requires a commitment to diversity, equity and inclusion • Ensuring diversity of thought and background helps ensure the the best ideas and outcomes • Leaders must be intentional about creating environments where people feel safe to contribute differing ideas and opinions and to engage in healthy debate (encourage task conflict > relationship conflict)
3 LEVELS OF COMMUNICATION
• One to one • One to few • One to many
4 C'S OF INFLUENTIAL COMMUNICATION
• Practice the 4 C'S: Conviction, Clarity, Consistency, Creativity • Conviction - Believe deeply in your ideas and initiatives and have a consistent "why" foundation • Clarity - Keep it simple (keep in mind cognitive calories), if you confuse you lose. • Consistency - Consistent across touchpoints, with repeated exposures, in regular intervals • Creativity - Say it square, say it with flair (most leaders skip this step and default to cliché and boring)
GROUP BRAINSTORMING TECHNIQUES
• Rapid ideation • Brainwriting • Figure storming • Round-robin brainstorming • Mindmapping • Step-ladder technique • Starbursting
COMMUNICATE WITH CONSISTENCY
• Set a regular cadence so your people, team, customers know when to expect to hear from you • Communicate consistent messages in multiple exposures for impact and recall (optimal frequency) • Ensure consistency of message, style, brand across touchpoints • Build trust by maintaining ongoing relationship and connection with your stakeholders and audiences
TIPS: BRAINSTORMING & IDEATION
• Share the overarching purpose for hosting idea generation session/s • Select a facilitation leader • Communicate questions or goal/s for each brainstorm session • Establish clear ground rules and constraints upfront (time limits, how ideas should be shared and received) • Create a safe zone (withhold criticism, practice "Yes, and", freedom to experiment, ask, "What if?") • Create a bank of "What if" or "How might we?" prompts • Go for volume (quantity of ideas) and variety (diversity of ideas) • Facilitate in-person using whiteboards and Post-It notes or online with digital brainstorming tools / templates* • Use a democratic approach to voting and idea selection (i.e. dot voting method)
STEP 1: INVOLVE OTHERS & GENERATE IDEAS
• Smart involvement - select most relevant stakeholders to consult with and involve in idea generation and brainstorming process • Invite a diversity of perspectives to minimize groupthink and bias • Diversity can take many forms (race, gender, age, SES, experience, role, geography, DISC, ability, ideology) • Hold individual and group brainstorm sessions • Get your best ideas and minimize "not invented here" thinking • Demonstrates leadership's commitment to involving others
SCARF MODEL
• Status: Our relative importance to others • Certainty: Our ability to predict the future • Autonomy: Our sense of control over events and outcomes in our environment • Relatedness: Our sense of safety with others (Insider or outsider? Friend or foe?) • Fairness: Our perception of transparent, clear expectations for rewards/punishments
Sample Interview Questions
• Tell me more about... • How did you feel during that time? • What makes you anxious about...? • Walk me through your experiences... • On a scale of 1-10, how would you rate your experience, why? • Was anything particularly frustrating? Overwhelming? Annoying? Helpful? • What would a 10 experience look like? What about an 11? (Above and beyond your expectations?) • Anything else you'd like to share/talk about? • Know anyone else I could interview?
BUILDING A RECOGNITION CULTURE
• The Bob Story • "Global Recognition Deficit" • Yum!, Taco Bell, Pizza Hut, KFC creative recognition awards • O Great One! parable of implementing recognition culture at Yum! Brands
GROUP BRAINSTORMING CHALLENGES
• Unbalanced conversation. Extroverted personalities and quick thinkers dominate the conversation, leaving no time for other teammates to contribute. • The anchoring effect. Participants converge on the first few ideas that are brought up in a brainstorm, which stifles new ideas and prevents the team from moving on. • Confirmation Bias. Tendency to search for, interpret, favor, and recall information in a way that confirms or supports our existing beliefs or values. • Groupthink. Participants regularly move toward consensus and make decisions as a group in a way that discourages creativity or individual responsibility. • Fear of failure. Participants fear embarrassment or chastisement for ideas, leading to an unproductive session and awkward silences.
Interview Tips
•Talk to a diverse mix of people that reflect your target audience. • Make your participants comfortable by explaining the purpose of your interview upfront • Ask open-ended questions like, "Walk me through a typical experience..." • Ask probing questions to elicit stories and examples like, "Can you tell me more about that?", or, "How did that make you feel?" • Keep an open mind and practice "empathetic listening" - resist the urge to promote or defend your ideas, rather listen hard to what is truly being said • Pay attention to emotions like frustration, excitement, joy, or anger that might indicate an underlying pain or gain. Note body language, tone, and choice of words.
Insight Gathering - Research Methods
•The most essential skill for leaders looking to gain insight is listening • Listening helps you connect directly with the experiences of those you are trying to take with you • There are many ways to "listen" to your customers and stakeholders including formal research methods like focus groups, surveys, ethnography, interviews and trend and sentiment analysis • There are also less-formal approaches you can use in day-to-day settings to listen and gather insights
NEOCORTEX
• Rational and Analytical Thinking • Language
Simon Sinek
"All leaders have one thing and one thing only. Followers. That's it. If you're a leader it means you have followers. It has nothing to do with rank, intelligence or seniority. If people are willing to follow you, you are a leader. The question is what's a follower? A follower is somebody who volunteers to go where you want to go. Someone who raises their hand and says, 'I choose to follow you.' We can get people to do all kinds of things using authority. That doesn't make you a leader. A leader is when someone says, I volunteer to go where you're going. The question is, why should anyone follow you?"
ANNE FUDGE CEO, Young & Rubicam
"All of us have the spark of leadership in us, whether it is in business, government or as a nonprofit volunteer. The challenge is to understand ourselves well enough to discover where we can use our leadership gifts to serve others."
David Novak quote on involvement
- "No involvement, no commitment"
Effective Recognition
- Based on peer input - Supported by real examples, specific - Tailored to the person's style / preference for how to be recognized - Personal, thoughtful - Customized to the person and situation, adapted - Give credit to who earned and deserved it
Who do you follow?
- Brands - Causes -People
Ineffective Recognition
- Token Award Events - Check the box - Inauthentic, disengenuous - Hoarding credit
Netflix's 4A Feedback
1. Clarify Expectations Leaders must make it clear what "meaningful contribution" looks like. You answer the following questions for your people: Do your people know what's expected of them? Of you? Of each other?* Have you clearly articulated your organization's strategic goals and objectives? Have you clearly defined high-impact behaviors and core values? Do your people know/see how their contributions will make a difference? 2. GAIN BUY-IN Leaders must solicit input and gain mutual agreement on commitments. Together, answer the following questions with your people: Do we agree on our expectations of each other? (manager, employee, team) Do we agree on commitments (task, ownership, deadlines)? Do we agree on what success looks like? (i.e. outcomes, quality standards, ethics and values) Do we agree on high-confidence goals vs. stretch goals? Does everyone feel good about these expectations? 3. PRACTICE FEEDBACK Leaders must provide clear, ongoing feedback on contributions. Help your team regularly answer the following questions for themselves: What unique strengths do I possess that enable me to add value? In what specific ways am I contributing to bottom-line goals and priorities? Is my behavior and character in keeping with organizational values? Is my performance at, above or below expectations? What's working? What's not? How can I improve? Where do I need to re-focus my efforts? What should I change? Note: Regularly solicit input from your people and ask for feedback on how you can best support and manage them
Tips for practicing the four leadership competencies
1. Create a Vision 2. Engage in Sensemaking 3. Build Relationships 4. Cultivate Inventiveness
PURPOSEFUL RECOGNITION PROCESS
1. Define key behaviors and core values 2. Engage your leaders/right mindset 3. Recognize with consistency
1-on-1 interviews: process
1. Define you customer research objectives 2. Create customer interview questions (based on objectives) 3. Recruit customer interview participants (5-10 per segment, 30+ for new ventures without known segments) 4. Conduct customer interviews (ideally face-to-face or using online video tool) 5. Analyze responses and record themes and key learnings with qualitative coding tools (a helpful informal tool is an empathy map) 6. Create customer personas or POVs to summarize findings into an audience profile
RECOGNITION: NOVAK'S PRINCIPLES
1. People won't care about you if you don't care about them. You have to build trust and demonstrate your respect and appreciation for people before you can expect anything from them. 2. The best way to show people you care is to listen to them. Don't just hear what they are saying; listen and engage with them. 3. A great idea can come from anywhere. Everyone is a potential source of ideas. Be careful not to discount anyone's contributions. 4. Recognize great work and great ideas whenever and wherever you see them. Recognition should take place in the moment and be heartfelt. 5. Make recognition a catalyst for results. Recognize what you want to see more of in your business. Specifically, recognize those who directly impact your goals and objectives. 6. Make it fun. Recognition should be fun for everyone, not just the person being recognized. 7. Make it personal. Putting thought into how you recognize someone gives it more meaning and makes it more memorable. 8. Recognition is universal. Everyone wants to be recognized no matter who or where they are. 9. Giving recognition is a privilege. You have the opportunity to make people feel great about themselves. 10. Say thank you every chance you get. These two little words are powerful and cost nothing to use.
BE A CULTURE DETECTIVE
Adopt the eyes of a child/beginner's mindset to consider... • Formal/public statements of mission and values • Physical layout of offices and work spaces • Slogans, jargon, lingo, metaphors • Ceremonies and traditions • Explicit rewards, promotion criteria • Stories, legends, myths (including main characters, heroes and villains) • Management & Leadership - philosophies, relationships, communication, modeling • Processes, policies, systems • People - beliefs, values, personality, interactions, diversity & inclusion
Leadership Frameworks
Authoritarian (autocratic), Democratic, Laissez Faire (Lewin, 1930s) • Theory X, Theory Y (Douglas McGregor, 1960) • Blake -Mouton Managerial Grid (Jane Mouton & James Blake, 1964) • Transformational vs. Transactional (James MacGregor Burns, 1978) • Situational Leadership - Directing, Coaching, Supporting, Delegating (Blanchard, 1982) • David Novak's People-First, Communication-First Approach: Taking People With You (2009)
RECOGNITION DONE RIGHT
Behaviors that have been proven to foster deeper trust • Given immediately after goal has been met (timely and specific) • Earned (distributed fairly based on contribution - credit goes to who deserves it) • Tangible • Unexpected • Personal • Public* *Recognition programs should incorporate both public (when appropriate) and private (personal coaching) elements
STORYTELLING PATTERNS 2
Challenge When an underdog beats an incumbent, a David vs. Goliath kind of story, which gets people to take action. Reaching out When an unfamiliar character, a "Good Samaritan" helps a stranger in need, which speaks to our empathy. Creativity When a problem is solved in a creative new way, giving us a chance to look at things from another angle.
RESPONDING TO FEEDBACK
Communicate to your stakeholders in a 3-step process 1. "I heard you" (thank you) 2. "Here's what I heard" (3 strengths / 3 areas of improvement) 3. "Here's what I'm going to do" (3 action items)
DEFINING CULTURE
Culture: A pattern of basic assumptions that are considered valid and that are taught to new members as the way to perceive, think, and feel in the organization. The habitual ways of operating and interacting that become embedded and normalized in an organization. Or The work environment you create for (or co-create with) your people.
KEYS TO BETTER FEEDBACK
Drop your ego defenses by ASKING for feedback and giving others permission Base feedback on measurable, mutually-agreed-upon expectations & outcomes Take feedback for what it is: input, not the authoritative truth Interpret feedback through filter of "credibility" and "context" of feedback giver Avoid unhealthy extremes - know whether you tend to block or expose In feedback sessions, give people a chance to rate themselves first Give "harsh reality" feedback in measured doses. Balance with positive feedback. Adopt a growth mindset and learn to see it as a gift vs. a threat Practice the "I like / I wish" feedback method in project post-mortems Be sensitive to the weight feedback carries. Always be respectful.
What 'Market the Change' Is:
Emotionally engaging & meaningful Tells the truth Connects on human level Smart (understands audience is also smart) Unique and memorable Communicates honest value to audience Appeals to "head" (reason) & "heart" (emotion) Focuses on benefits
ARGYRIS ON EMPOWERMENT
Empowering employees sounds nice in theory, but how do we ensure it works? Identify most effective times and places to encourage internal commitment (motivated by own reasons) vs. external commitment (contractual compliance) The less power people have to shape their lives, the less commitment they have; or "no involvement means no commitment" (Novak) Involve employees in... • Defining work objectives and setting stretch targets • Specifying how to achieve them • Argyris thesis: be realistic about an individual's desired level of commitment, autonomy and authority (How much do they really want? How much can you really give them?)
How Commitment Differs
External commitment - tasks are defined by others - the behavior required to perform tasks is defined by others - performance goals are defined by management - the importance of the goal defined by others Internal Commitment - individuals define tasks - individuals define the behavior required to perform tasks - management and individuals jointly define performance goals that are challenging for the individual - Individuals define the importance of the goal
FEEDBACK MODELS
FBIs - Feeling. Behavior. Impact. (Barry Wehmiller) 4As Feedback - (Netflix) "Am I Ready to Give Feedback?" checklist (Brené Brown) I Like / I Wish Feedback
Formal Insight Gathering Research Methods
Formal Insight Gathering Research Methods Focus Groups Surveys Observation /Ethnography 1-on-1 Interviews Trend & Data Analysis
COMMUNICATE WITH CLARITY
Having a clear "why' is essential, but there is more to clarity... • Keep it simple and stick to the highlights you want the audience to leave with (if you confuse, you lose) • Be clear on standards and expectations • Be clear on roles and responsibilities (clear deadlines, clear ownership) • Be transparent (as opposed to hiding or shrouding) • Be honest (as opposed to spinning or manipulating)
Round-robin brainstorming
In a round-robin brainstorm, every member of the meeting participates, contributing one idea to the brainstorm. The first rule is that the group has to make it around the whole room at least once before anyone can contribute a second idea or criticize, elaborate on, or discuss any of the ideas. The second rule is that no one can say, "My idea was already said." You can come back to that person at the end when they've had more time to think. Note: For this technique it is a good idea to give team members time to prepare ideas before the brainstorm session.
Figure storming
In figure storming, the group picks a wellknown figure who is not in the room—it could be a boss, employee, or customer persona — and discusses how that person would approach the problem or think about this idea. For example, you might ask: How would our most loyal customer solve this problem? Or, How would our most extreme user approach this problem? Or, consider picking a celebrity or fictional character. How would Elon Musk solve this problem? How would Sherlock Holmes solve this problem? Putting yourself in someone else's shoes can help you and your team approach the problem a different way.
Rapid ideation
In rapid ideation, everyone writes down as many ideas as possible in a set amount of time before any ideas are discussed, critiqued, or fleshed out. By allowing everyone to capture their ideas before the critique begins, rapid ideation avoids the inevitable, premature shooting down of ideas.
THE POWER OF RECOGNITION
Job of a leader is to create a work environment (culture) where people know that you care about them (leadership is "for me" and "for us") Recognition is a tool to reinforce the behaviors and values you want to see in your organization or team It can positively impact each of the following: • Employee Retention • Employee Engagement • Employee Satisfaction & Wellbeing • Employee Motivation and Performance • Reputation
COMMUNICATING WITH CREATIVITY
Leaders can leverage the power of creativity to communicate plans and messages with greater impact Why Creativity? • Cuts through clutter and noise • Makes an emotional connection with audience • Generates momentum and enthusiasm for an initiative or plan • Is memorable and share-worthy (sticky)
What makes an effective leader?
Leadership Philosophy- Your approach to leading others • Mindset • Style • Values Leadership Competencies- • Knowledge and skills that leaders develop through experience
Insight Synthesis - Tools
Once you have conducted research and empathy activities you need to synthesize and summarize findings and key takeaways • Identify trends, patterns and common experiences among members of a particular audience • Tools for synthesis and summary: --POV (point-of-view) statement --Customer Journey Map --Pains & Gains list
RECOGNITION DONE WRONG
Recognition programs are ineffective (even counterproductive) when... - Arbitrary or overly political selection process - Token program to "check the box" for undervalued groups - Used as quick fix or "band-aid" to dysfunctional leadership/culture Inauthentic or insincere (selfish agenda behind it) - Misaligned with organizational values and strategic goals - Overly tied to compensation (undermines intrinsic motivation) - Low transparency regarding decision-making or criteria for selection - Given to everyone, even poor performing team members
THE CASE FOR CULTURE: SOUTHWEST
Retention Lowest turnover rate in industry (despite lower pay) Recruitment Average of more than sixty candidates per position Customer Satisfaction Highest customer satisfaction scores in category Profits 48 years of consecutive profitability (as of 2020)
THE GOOD NEWS
Self-awareness and accurate self-assessment can be developed through healthy feedback practices; it helps reduce the gap between how we perceive ourselves and how others perceive us Only when we gain an accurate assessment of our strengths and performance (and expose our habits and blind spots) can we work to re-direct undesired behaviors and reinforce desired ones With feedback, we have a more objective sense of where we stand and where we can contribute meaningfully. We can adjust our approach and behaviors accordingly
FACILIATE A GROUP BRAINSTORM SESSION
Step 1: Preparation • Gather relevant background information ands insights • Share information and insights with team members • Develop brainstorming prompts that you phrase as "How might we?" questions • Invite a diverse range of team members to the table • Plan timing and location to ensure a productive session Step 2: Idea Generation • Hold a brainstorm session, recording ideas on whiteboard (digital or virtual) using post-it notes • Set timer for 10-15 minutes for each "How might we?" question or prompt. • Aim to work through 5 or 6 prompts. • Create a "parking lot" for promising but less relevant ideas • Group related ideas and organize them on a single canvas Step 3: Idea Selection • Use the "dot voting" method - give each team member 4-5 colored dot stickers. • Each person will post dots to "vote" on their favorite ideas. • Summarize the top idea/s in a more formal description
FROM INVOLVEMENT TO IMPLEMENTATION
Strategy Structure Culture
David Novak's Tips for Wiping Out "Not Invented Here"
The phrase 'not invented here' refers to an unwillingness to adopt something because it didn't originate with you. As a leader it is your job to make sure nothing gets in the way of a good idea, no matter where it comes from. • Model the behavior by being a "know-how junkie" yourself • Actively listen to and learn from others • Create a culture of healthy debate/healthy decision • Celebrate using someone else's idea • Share what you know/learn
Theory X and Theory Y (1960)
Theory X assumes that workers: • Dislike their work. • Avoid responsibility and need constant direction. • Need to be controlled, forced or coerced to deliver work. • Need to be supervised. • Have no incentive to work or ambition, and therefore need to be enticed by rewards to achieve goals. Theory Y assumes that workers: • Work on their own initiative. • Desire to be involved in decision making. • Self-motivated to complete their tasks. • Enjoy taking ownership of their work. • Seek and accept responsibility, and need less oversight or supervision. • View work as fulfilling and challenging. • Solve problems creatively and imaginatively
Step-ladder technique
To use the step-ladder technique, a facilitator first introduces the brainstorming topic and then everyone leaves the room except for two people. Those two brainstorm together for a few minutes before a third person comes back into the room. The third person shares some of their ideas, before discussing the ideas that the first two discussed. Individuals return to the room one by one, sharing their ideas before learning about the other ideas that have been discussed. Outside the room, the other teammates can continue to brainstorm ideas independently. (Note: If you're working with remote team members, you can use breakout rooms in a videoconferencing app to facilitate this.)
Why, How, What
WHAT Every organization on the planet knows WHAT they do. These are products they sell or the services HOW Some organizations know HOW they do it. These are the things that make them special or set them apart from their competition. WHY Very few organizations know WHY they do what they do. WHY is not about making money. That's a result. WHY is a purpose, cause or belief. It's the very reason your organization exists.
Leadership Competencies
What are the most important leadership skills? • DNA 25 list of competencies and skills --Appreciating Others --Conceptual Thinking --Conflict Management --Continuous Learning --Creativity and Innovation --Customer Focus --Decision Making --Employee Development/Coaching --Flexibility --Futuristic Thinking --Goal Orientation --Influencing Others --Interpersonal Skills --Leadership --Negotiation ---Personal Accountability --Planning and Organizing --Resiliency --Self Starting --Teamwork --Time and Priority Management --Understanding Others
Philosophies of Leadership
What do the following ideas have in common? --Take People with You: Nothing of great significance is ever accomplished alone --Believe in all People: People want to contribute and have something unique to contribute --Myth of the Complete Leader: No leader is perfect, possesses strengths in each competency, or has all the answers --Individual voices, collective goals: People want to have their voices heard and will be more committed to shared initiatives that they contribute to • They all point to the importance of involving others as a leader in pursuit of big goals
RECEPTIVITY TO FEEDBACK
Where do you fall on the spectrum of receptivity to feedback? Blocker Believes strongly in own decisions and approaches. Tends to reject others' input and puts up defenses to avoid feedback. Avoids criticism and justifies behaviors. Exposer May lack confidence and often second guesses own decisions. Tends to be overly influenced by input of others. Highly sensitive to criticism. Focuses too much on negatives. Perfectionist.
MADE TO STICK SUMMARY
Your ideas should be... Simple Unexpected Concrete Credible Emotional Story-driven Lesson 1: A sticky idea will always make us listen up, because it's unexpected. Lesson 2: You can use curiosity gaps to keep your listener's attention, once you have it. Lesson 3: The best way to get your ideas to stick is to tell great stories.
STEP 2: DEVELOP A STRATEGIC PLAN
• After brainstorming and selecting ideas, it's time to formulate your plan • Move from idea selection to strategy and planning • What's included in a strategic plan? • Tip: Ensure transparency and articulation of rationale and reasons for selecting ideas/ formulating strategy (especially true when making difficult decisions that will negatively impact key stakeholders)
LIMBIC BRAIN
• All of our feelings, like trust and loyalty • All human behavior and decision-making • No capacity for language
COMMUNICATE WITH CONVICTION
• Be confident in your vision and plan, believe in it and allow that excitement to come through • Have a rationale for your vision / plan / strategy, informed by insights and evidence • Communicate the why behind it all, connect it back to core purpose and values
THREATS TO A IDEATION & INNOVATION
• Culture of tradition and upholding status quo • Over-emphasis on compliance • Turf protection, suspicion and anxiety • Cynicism or discouragement (likely from not being invited to share ideas or having ideas listened to) • Risk aversion • Fear of failure, uncertain outcomes • Power hoarding by leaders / decision-makers
COMMUNICATE CREATIVITY
• Dramatize the message • Use narrative structure • Utilize visual aids and imagery • Answer, "What's in it for me?" for audience / stakeholders • Communicate benefits > features • Paint a picture of the future reality so the customer/stakeholder group sees what's possible • Package your plan/initiative up into a compelling emotional word picture • Make it fun
INVOLVEMENT CONSIDERATIONS
• Ideally, you will incorporate any number of great ideas generated during ideation sessions • The best insights and ideas don't always come from direct stakeholder input, but rather from a combination of listening and observing to uncover latent needs • Often you will receive conflicting input, ideas that are not feasible or that do not align with data/evidence • Need to filter through various lenses; not just unilateral incorporation of a single group's feedback • Leaders need to use executive function - balancing expertise, giving proper weight to the various stakeholder perspectives and ideas, including your own • Warning: 'homer-centered design'
Insights Gathering - Tips
• Identify your current assumptions and try to set them aside • Start with a beginner's mindset or a blank canvas • Practice active listening and maintain an open mind • Inquiry over advocacy • Look for incongruence between what people do and what they say • Mine for emotions and latent needs / motivations • What are they really saying? (you may need to infer from what you see and hear)
The Power of Insights
• Insight: A human truth that identifies essential (often latent) needs, realities, and experiences of an individual or group • Uncovers the most relevant and influential thoughts, perceptions, emotions and behaviors • Identifies an important opportunity to move someone from point A to point B, a key discovery or "aha moment" • In strategic communication and marketing professions, customer insights are an essential ingredient to any messaging effort or communication campaign (we'll look at a few examples) • It is far too common for leaders to skip the step of truly seeking to understand their audiences before trying to develop solutions and plans. In doing so, they develop solutions and plans that fail to connect with or address the true needs of their audiences.
USING NARRATIVE STRUCTURE FOR PRESENTATIONS
• Introduction - hook with a compelling question or big idea and/or establish the setting • Conflict - present the challenge or problem • Rising action - build core argument with data/evidence, illustrations, and/or anecdotes • Climax - return to the original challenge, drive home and restate the core argument/thesis • Resolution / Conclusion - summarize what it all means and ask, "What now / what's next?' for the audience
Relationship vs. Task Conflict
• Relationship Conflict - Disagreement that leads to personal dislike • Identity and ego becomes tied to the disagreement • Often personal and emotional • Marked by attack or defense • Marked by resistance to change and closed-mindedness • Task Conflict - Debating different opinions and perspectives in constructive ways with the goal of arriving at the truth or the best solution • Built on foundation of respect for others • Discussing ideas is seen as distinct from attacking or defending personal identity • Marked by openness to new ideas and information "We should think of disagreements less as wars and more as dances."
Insights for Understanding
• What are insights? • How do you generate insights? • How can you apply insights as a leader to take people with you and achieve big goals?
The Role of Empathy
•Empathy is your best tool for unearthing insights • Empathy asks and genuinely seeks to answer the question, "What is it like to be you?" • Allows you to walk a mile in your colleague's, customer's, employee's, or manager's shoes • Results from listening, observation, immersion to better understand another person's unique needs and perspective. • Look for emotional responses, surprises or contradictions; pay special attention to pain points (those things that are deeply upsetting, conflicting, tension-filled, confusing, or frustrating for your people)
David Novak Philosophy of Leadership
•Leadership is a privilege • Start with a deep-down belief in all people • Be Smart with Heart • Walk the Talk (lead by example) • Gather Input and involve others • Extend trust to others and empower them for success • Create a culture of purposeful recognition where everyone counts
