tag:blogger.com,1999:blog-10298741646229882252024-02-20T14:13:09.218-07:00Innovations International BlogThis blog is a resource on current events in the topics of Diversity Training, Organizational Development, Leadership Training, Executive Coaching, Diversity and Inclusion, Work Life Balance, Creativity and Innovation, Empowerment, and Spirituality in the WorkplaceInnovations Internationalhttp://www.blogger.com/profile/10351687096505063286noreply@blogger.comBlogger57125tag:blogger.com,1999:blog-1029874164622988225.post-55058239440569858802015-06-19T12:00:00.001-06:002015-06-19T12:02:53.647-06:00Disruption with Technology and PeopleWhat is fascinating to me is that the concept of disruption is lauded with praise on a regular basis with respect to technology--whether it is Uber changing the model of taxi service, or Amazon changing how we purchase books (and now everything else). Disruption is about revisiting truths that people have held for a great deal of time, turning them on their head and finding a new way to look at them.<br />
<br />
Inclusion is the same thing...it is just disrupting how we think about people. Instead of having systems where women receive less pay than men, what if we revisit our systems and have them paid equally? Instead of having unconscious bias influence the way we select people for positions, what if we eliminated it from the process and selected them and promoted them truly based on their merit? Instead of mentoring people with whom we feel most comfortable, what if we mentored someone outside of our normal circles so we could both learn something new?<br />
<br />
<br />
Disruption is what resulted in the Wright brothers inventing modern flight, women receiving the right to vote, and all black Texas Western team beating Kentucky in the NCAA championship, Jackie Robinson playing baseball---these were all disruptions. Some with technology, some with people...but they each have changed the modern landscape. There a are plenty of truths, but one day we can say "no it isn't", and move in a different diretion.Innovations Internationalhttp://www.blogger.com/profile/10351687096505063286noreply@blogger.com0tag:blogger.com,1999:blog-1029874164622988225.post-37734205637982710712015-05-29T08:17:00.002-06:002015-05-29T08:17:52.821-06:00High Touch through High Tech--Creating Unity Through Technology
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<span style="font-family: Calibri;">High Tech and High Touch—Creating Unity Through
Technology</span></div>
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<span style="font-family: Calibri;">By Daniel Guillory, CEO, Innovations International</span></div>
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<br /></div>
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<span style="font-family: Calibri;">Dr.
William Guillory had an idea about 10 years ago.<span style="mso-spacerun: yes;"> </span>Many times people talk about how institutions need to
change to create a society where each person, with all of the differences they
bring, can truly be a part of the mainstream.<span style="mso-spacerun: yes;"> </span>However, that can seem like a challenging prospect to
anyone.<span style="mso-spacerun: yes;"> </span>The question Dr. Guillory
asked was how each individual person can impact the world around them and
create an environment of inclusion in their home, in their community, and at
work.<span style="mso-spacerun: yes;"> </span>That is something that is
reachable and attainable for each and every one of us.<span style="mso-spacerun: yes;"> </span>But he also asked one other
question—if a number of us did chose to do this, could it have some larger
effect….bigger than any one of us as individuals could have?</span></div>
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<br /></div>
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<span style="font-family: Calibri;">As
a former scientist, naturally the first place he looked was...the world of….disease?<span style="mso-spacerun: yes;"> </span>Yes…disease—plague, pestilence—those
items that have quickly and efficiently created deadly situations for living
creatures.<span style="mso-spacerun: yes;"> </span>And what he
realized as he learned was how different diseases moved virally.<span style="mso-spacerun: yes;"> </span>At the same time, social
networking via the internet was in its early stages.<span style="mso-spacerun: yes;"> </span>Facebook, Friendster, LinkedIn, and Myspace were all in
their infancy, but he observed that many of the principles of how news and
information spread seemed similar.<span style="mso-spacerun: yes;">
</span>As a scientist, he continued with his inquiry…the next question he asked
was whether those some principles could be applied to the idea of
inclusion?<span style="mso-spacerun: yes;"> </span>Could we create a more
inclusive society for people with these same principles, where people that are
different have an opportunity to participate in the mainstream?</span></div>
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<br /></div>
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<span style="font-family: Calibri;">Any
scientist tests out his theory in the laboratory.<span style="mso-spacerun: yes;"> </span>In this case, the laboratory for Dr. Guillory was a
large automobile manufacturer.<span style="mso-spacerun: yes;">
</span>If we can make this work in a company, then we can hopefully make this
work in the world.<span style="mso-spacerun: yes;"> </span>Everyone
in the organization was exposed to the idea that by doing small actions in
behalf of the people that we see and interact with most often at work, we can
change the environment.<span style="mso-spacerun: yes;"> </span>Saying
thank you to someone who you haven’t before, going to speak with someone in
person instead of sending an email, inviting someone new to lunch, helping
someone to learn a software program, or choosing to mentor a new employee—these
<i style="mso-bidi-font-style: normal;">small acts</i> began to have a ripple
effect in the organization and truly transformed the working environment.</span></div>
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<br /></div>
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<span style="font-family: Calibri;">However,
just doing something “nice” for someone doesn’t ensure transformation of a
relationship or collectively a culture, from exclusion to inclusion. The
essential ingredient involves authenticity with no expectation in return. Adding
this ingredient creates the potential for transformation in the quality of
relationship; one small increment at a time. When practiced as a natural
behavioral pattern, over time, the result is a collective distribution of
inclusive relationships throughout a family, an organization, a society, or a
planet of people.</span></div>
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<br /></div>
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<span style="font-family: Calibri;">The
question at this point is “How do we begin to touch thousands or even millions
of people?”<span style="mso-spacerun: yes;"> </span>That is where we
believe technology offers us the answer.<span style="mso-spacerun: yes;"> </span>In spite of traditional barriers—race, gender, class, education,
economic status—almost all adults have smartphones or information technology….in
fact most say that they cannot see living without either or both.<span style="mso-spacerun: yes;"> </span>Since they are such an important
a part of our lives, technology is our entry point.</span></div>
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<br /></div>
<div class="MsoNormal" style="text-align: justify;">
<span style="font-family: Calibri;">Our
goal is to create a free mobile application where you can enter the 5 or 6
individuals closest to you.<span style="mso-spacerun: yes;"> </span>And
for each person, you can choose 1 or 2 <i style="mso-bidi-font-style: normal;">small
acts of inclusion</i></span><i style="mso-bidi-font-style: normal;"><span style="font-family: Arial; mso-bidi-font-family: Arial;"> </span></i><span style="font-family: Calibri;">or <i style="mso-bidi-font-style: normal;">appreciation</i></span><i style="mso-bidi-font-style: normal;"><span style="font-family: Arial; mso-bidi-font-family: Arial;">©</span></i><span style="font-family: Calibri;"> for each of them.<span style="mso-spacerun: yes;"> </span>The mobile app will remind you to
do the act on a regular basis, and as you complete each of the actions, you
will be acknowledged.<span style="mso-spacerun: yes;"> </span>The more actions
you complete, the more you will see your own tree of influence start to grow. As
each of us are reminded and motivated to do this more, it becomes contagious
(or viral) and influences those around us to do the same.<span style="mso-spacerun: yes;"> </span></span></div>
Innovations Internationalhttp://www.blogger.com/profile/10351687096505063286noreply@blogger.com0tag:blogger.com,1999:blog-1029874164622988225.post-8832603829500259202015-05-27T15:25:00.000-06:002015-05-27T15:25:09.486-06:00Using Technology to Disrupt Diversity and InclusionTo me, technology offers a great opportunity to disrupt diversity & inclusion in so many different ways. At its core, diversity and inclusion are about the willingness to experience personal growth and personal transformation. Technology, with its ability to speed up my exposure to people, information and interactions has the capacity to change the life cycle on this process.<br />
<br />
Think of the role that social media played in the Arab spring, or even something like the ice bucket challenge, and think of ways that we can increase the exposure that we have to divergent people, ideas, and perspectives. <br />
<br />
Now because we increasingly control what we consume, and because the internet is designed increasingly to cater to our preferences, there is a danger that we could become more narrow. So many people that I know on Facebook share pictures of vacations, personal events , and milestones....but so many of them are with people who are from their same demographics in terms of race, class, education, etc. What if we used the tools of the internet to show us perspectives and opinions different from our own? I know I really enjoy the Daily Show, but to maintain some knowledge of other people's thinking, shouldn't I on occasion watch Fox News, Al-Jazeera, TV5Monde, Univision and others? <br />
<br />
For technology to speed the process and help us iterate diversity & inclusion, we must make certain that use it in a away that achieves that...not to make our experiences more narrow.Innovations Internationalhttp://www.blogger.com/profile/10351687096505063286noreply@blogger.com2tag:blogger.com,1999:blog-1029874164622988225.post-41676797995390269312015-05-26T18:28:00.002-06:002015-05-26T18:28:54.706-06:00True collaboration for advanced creativity and innovation with divergent groups is not easy--it is a challengeTrue collaboration is like any long term relationship.....it has its ups and downs and moments of real tensions. Tech companies now who are using creativity and innovation as part of their business case for diversity and inclusion are certainly using what is the life's blood of most Silicon Valley enterprises. But that does not mean it is easy, and may involve more than people expect.<br />
<br />
Because there will be disagreements of principle (sometimes severe disagreements) when bringing together divergent viewpoints , I am a big believer that a foundation of trust is vital to keeping people together through difficult times. My business partner and I sometimes have significant differences of opinion....but I think what keeps us together is that there is a trust that we both have that we both feel strongly about something that is best for our organization. We truly have our best interests in mind.<br />
<br />
So many tech companies are now actively recruiting many more diverse people into their workforces. As this happens, they will need to understand that:<br />
<br />
1) Once that number of people reach a critical mass, it will impact the culture of the organization--it is impossible to stay the same. This may be a tough one to accept for founders, because the culture (which they have established in tech companies) is a large part of their success.<br />
<br />
2) To create trust drive high level creativity and innovation, people must trust the organization. The foundation of this trust is inclusion--and environment where I can achieve both personal and professional success, no matter who I am .<br />
<br />
3) Collaboration and next level creativity and innovation will require a transformational personal growth process. They both require to invalidate long held beliefs in order to advance to the new stage.<br />
<br />
<br />It is so exciting--with tech's embracing of rapid change, there is a real opportunity to be innovative not only with apps and the internet, but also with inclusion, creativity and collaboration.Innovations Internationalhttp://www.blogger.com/profile/10351687096505063286noreply@blogger.com0tag:blogger.com,1999:blog-1029874164622988225.post-64918964078056870492015-05-24T14:18:00.001-06:002015-05-24T14:18:37.309-06:00Diversity in Tech--ContinuedThe recent emphasis of technology companies on filling the pipeline with more diverse engineering candidates has been laudable. I hope at the same time that the development process for these new candidates is also designed to teach them critical thinking skills. Although computer engineers are all valued, most technology companies want people who can also be high level strategic thinkers and can pivot quickly. Coding itself is a commoditized skill. And the need to fill the void of engineers feels very similar to the need that the North had for blue collar workers after the Civil War. However, as we saw in that example, even though many people of color were put on assembly lines, they were never made a part of the permanent power structure. To truly create an inclusive environment in tech, it will require a change in how the actual power structure is composed in technology companies (Board level, C Suite), and a focused, sustained effort on creating an inclusion. <br />
<br />
<br />
<br />Innovations Internationalhttp://www.blogger.com/profile/10351687096505063286noreply@blogger.com1tag:blogger.com,1999:blog-1029874164622988225.post-59444021237512362032015-05-22T11:27:00.002-06:002015-05-22T11:28:40.707-06:00Diversity in Tech..Only addressing step oneIt has been great to see the attention that tech companies are paying to diversity and inclusion. I am sure that the motivation is one part altruistic (it is the "right thing to do") and one part realistic (the enormous need for more engineering talent). Both motivations will be important for the success of the initiatives.<br />
<br />
However, the vast majority of energy and effort that organizations are expending is on developing the pipeline and recruitment. The next part is to some extent even harder, and that is creating an inclusive organizational culture. Most tech companies hold their culture dear to their hearts, and will do anything to maintain it--they equate it with their success.<br />
<br />
However, if organizations are going to significantly change their composition, the culture will need to grow and transform with that. Companies are made of people, and often , people resist change. These changes , however will be needed to ensure that the money spent on developing the pipeline isn't simply about becoming the best graduate school to recruit from, but creating a long term sustainable culture of inclusion.Innovations Internationalhttp://www.blogger.com/profile/10351687096505063286noreply@blogger.com0tag:blogger.com,1999:blog-1029874164622988225.post-90894130010978866202014-04-09T10:57:00.002-06:002014-04-09T10:57:54.548-06:00Key steps to adapting in new global business environments <br /> The key element of adaptability is being comfortable with not being in control of how situations naturally evolve; particularly where chaos appears to be occurring. The skill is to let go and trust the process. Important elements of adaptability are:<br />
<br />
1. Education--Understanding the explicit and implicit dimensions of a different culture (e.g. verbal/non-verbal communication)<br />
<br />
2. Psychological Openness--Willingness to alter one's beliefs, attitudes, values, tastes, relationships and world views in adapting to a different culture. For example, many Asian cultures value integrity, relationship, and trust as a basis for business.<br />
<br />
3. Cultural Immersion--Willingness to become part of a host culture to such an extent that you feel a natural part of it.<br />
<br />
4. Time Adaptation--Realization and acceptance of the pace of meeting customs in a different culture. For example in many Central and South American cultures, time is relative--not absolute. Meetings may not start "on time", people may come "late", the agenda may be general, etc. On the other hand, certain central European cultures are very precise regarding time.<br />
<br />
5. Work Practices--For many cultures, family and family relationships are primary. In such cultures, people "work to live" rather than "live to work". Even in the US, the cultural values of American workers from some generations are transforming to give up the "fast track" in favor of family.<br />
<br />
6. Cultural Context--Western cultures tend to be more rigid in thinking, whereas Asian , Middle Eastern and South American cultures tend to be more dynamic based upon the situation. The former are called "low context" cultures and the latter are called "high context" cultures.<br />
<br />Innovations Internationalhttp://www.blogger.com/profile/10351687096505063286noreply@blogger.com0tag:blogger.com,1999:blog-1029874164622988225.post-12965523766163673372014-04-06T21:17:00.002-06:002014-04-06T21:18:20.626-06:00Top 8 tips for virtual collaboration and virtual teaming1. Team members are expected to adopt and adapt to new information technologies as necessary for rapid information processing and dissemination.<br />
<br />
2. Team members must be “open” and “resilient” to a variety of changing assignments, tasks, and responsibilities that may require new learning.<br />
<br />
3. Team members are required to have (or learn) superior collaboration skills (both cognitive* and functional**) in working with other team members regardless of location.<br />
<br />
4. Team members are expected to operate both independently (with the least amount of management ) and interdependently (in cooperation and supporting other team members) in defining their roles,<br />
planning and prioritizing their activities, and executing their responsibilities with a high level of effectiveness and efficiency.<br />
<br />
5. Team members must learn and master the essential interpersonal skills of teamwork and collaboration—trust, respect, integrity, honesty, and sensitivity in working with others.<br />
<br />
6. Team members must view their inherent differences as the source of breakthrough innovation, creativity, and competitive business advantage.<br />
<br />
7. Team members must learn the practical skills of participating on and leading virtual teams, such as agenda preparation, expected outcomes, information dissemination, and follow up report and future<br />
activities in specific time frames.<br />
<br />
8. Team members must adapt to divergently different cultural workstyles, e.g., high or low context, polychronic or monochronic, and Eurocentric and non-Eurocentric.<br />
<br />
<br />
* Cognitive skills refer to one’s mind-set with respect to responsibility, accountability, acceptance of others, collaboration, etc.<br />
** Functional skills refer to one’s behaviors that follow from a proactive<br />
mind-set, such as coaching, information sharing, planning<br />
with others in mind, proactively changingInnovations Internationalhttp://www.blogger.com/profile/10351687096505063286noreply@blogger.com0tag:blogger.com,1999:blog-1029874164622988225.post-42969734062239475282014-03-31T09:32:00.002-06:002014-03-31T15:38:01.491-06:00Great examples of Small Acts of Inclusion Listed below are examples of small acts of inclusion for one’s personal transformation and for influencing the transformation of others.<br />
<br />
• Having lunch with someone different than you<br />
• Coaching someone culturally different<br />
• Mentoring someone outside your comfort zone<br />
• Thinking outside the box<br />
• Teaming with someone with the opposite brain orientation (Right/Left)<br />
• Confronting yourself in terms of exclusion<br />
• Honestly evaluating your commitment to inclusion<br />
• Noticing diversity in everything you do with others<br />
• Sending notes of thanks to managers and leaders who are visible examples of inclusion<br />
• Seeking to understand your social network differences<br />
• Sharing a professional learning experience<br />
• Coaching a new skill<br />
• Adopting a zero defect mentality; and coaching it in others<br />
• Learning a new skill every week; and passing it on<br />
• Clarifying your career plan, then helping others clarify theirs<br />
• Evaluating your skills—Interpersonal, Self-Management, Cross-Cultural, Technical, Management,<br />
Leadership, etc.<br />
• Evaluating others in terms of results—with sensitivity<br />
• Helping others with career planning<br />
• Helping others adopt a mind-set of 100% responsibility and accountability<br />
• Extending tips for job support<br />
• Sharing a personal learning experience<br />
• Discouraging gossip<br />
• Listening to a personal problem without giving advice.<br />
• Thanking someone for his/her support<br />
• Doing something kind for someone with whom you work<br />
• Forgiving someone who was unkind to you<br />
• Creating a “space” between experience and anger<br />
• Being sensitive to the shortcomings of others—no one is “truly” perfect<br />
• Learning from the shortcomings of others—they may be a mirror<br />
• Making every interaction “a moment of truth”<br />
• Counting the number of friends you made by being “right”Innovations Internationalhttp://www.blogger.com/profile/10351687096505063286noreply@blogger.com0tag:blogger.com,1999:blog-1029874164622988225.post-87609395319007524062014-03-28T09:57:00.000-06:002014-03-31T15:38:51.968-06:00Six key elements for creating a culture of collaboration1. Commitment in terms of aligning and obligating one’s self to achieving a common objective, goal, or vision.<br />
<br />
Behaviors: Evaluate and improve your level of commitment when working with others;<br />
become aware of your behavior in a crisis; become a voice for prevailing in a crisis—learn<br />
to stick with others to the end.<br />
<br />
2. Respect in terms of acceptance of the inherent value and equality of others; particularly<br />
where differences are prominent.<br />
<br />
Behaviors: Learn to accept the differences in opinions, ideas, and the inherent values of<br />
others when you collaborate—use conflict for new learning.<br />
<br />
3. Trust in others to live up to their agreements, obligations, and responsibilities—both interpersonal<br />
and professional.<br />
<br />
Behaviors: Create a personal environment of trust by i) not participating in gossip, ii) living<br />
up to your agreements/obligations/responsibilities, iii) and retaining the confidences of<br />
others—earn the characteristic of begin trustworthy.<br />
<br />
4. Inclusion in terms of transcending (not eliminating) one’s own personal identification to<br />
become part of a greater whole; to create a unity of one.<br />
<br />
Behaviors: Begin to extend your working relationships to people beyond your comfort<br />
zone; be less judgmental of others; and combine ideas more, rather than using a win/<br />
lose approach—broaden your perspective of others and yourself.<br />
<br />
5. Leadership in terms of enhancing the growth, skills, and performance of others, regardless<br />
of status, position, or title.<br />
<br />
Behaviors: Delegate, assign, or seek assistance from others where there is an opportunity<br />
to share your learning and/or gain new skills—lead by making others more successful.<br />
Invest in your personal stock.<br />
<br />
6. Creativity and Innovation in terms of conceptualizing, expressing, and integrating inside<br />
and outside of mainstream thinking.<br />
<br />
Behaviors: Use creative brainstorming for solutions rather than only one established way<br />
of doing things; be open to out-of-the-box thinking rather than out right rejection—make<br />
unusual ideas work.Innovations Internationalhttp://www.blogger.com/profile/10351687096505063286noreply@blogger.com0tag:blogger.com,1999:blog-1029874164622988225.post-84966327806745484222014-03-19T07:57:00.000-06:002014-03-31T15:39:25.079-06:00Key Elements of Team Creativity--Opportunities and Challenges<style>
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<br />
<div class="MsoNormal">
The first step in being creative is of course to proactively
use and apply creativity on an individual basis.<span style="mso-spacerun: yes;"> </span>And as a necessity, one must be open to personal growth.</div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
In addition to individual creativity, most of us work with
others on creative processes in the workplace, and do not simply create on our
own.<span style="mso-spacerun: yes;"> </span>The requirements for
group creativity are in some way more challenging than for individual
creativity.</div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
Actively seek people outside of my comfort zone—The first
step is a challenge because I am actually required to seek difference.<span style="mso-spacerun: yes;"> </span>This is at first a difficult task,
because it is rarely in our nature to seek out people with whom we may have
conflict and disagreement.<span style="mso-spacerun: yes;"> </span>And yet
it is such an essential element of the creative process.<span style="mso-spacerun: yes;"> </span>The different types of dimensions
of difference that we could consider include thinking style, work style,
educational background, nationality, race, ethnicity, sex and communication
style.<span style="mso-spacerun: yes;"> </span>This is a small sample of
the list of differences that we could select, and it gives you, but it give you
a sense of some of the business critical dimensions of diversity that are
available to us as creative inputs if we choose to take advantage of them.<span style="mso-spacerun: yes;"> </span>The dimensions we select may have some
relation to the objective of our project, but we may want to even consider some
that we do not consider to be directly related to the goal as they may offer
surprises that cannot be predicted in advance.</div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
Of the different dimensions, the two that most commonly
relate to those that we include or exclude in the workplace are work style and
thinking style.<span style="mso-spacerun: yes;"> </span>It is a subtle
distinction for us to evaluate people on the result itself rather than focusing
on how they achieve the result.<span style="mso-spacerun: yes;">
</span>How often have each of us started to discount what someone was in the
process of achieving, well before they were even complete, because how they
were approaching a task that:</div>
<div class="MsoNormal">
<br /></div>
<div class="MsoListParagraphCxSpFirst" style="mso-list: l0 level1 lfo1; text-indent: -.25in;">
<span style="font-family: Symbol; mso-bidi-font-family: Symbol; mso-fareast-font-family: Symbol;"><span style="mso-list: Ignore;">·<span style="font: 7.0pt "Times New Roman";">
</span></span></span>Was too linear</div>
<div class="MsoListParagraphCxSpMiddle" style="mso-list: l0 level1 lfo1; text-indent: -.25in;">
<span style="font-family: Symbol; mso-bidi-font-family: Symbol; mso-fareast-font-family: Symbol;"><span style="mso-list: Ignore;">·<span style="font: 7.0pt "Times New Roman";">
</span></span></span>Involved too much discussion</div>
<div class="MsoListParagraphCxSpMiddle" style="mso-list: l0 level1 lfo1; text-indent: -.25in;">
<span style="font-family: Symbol; mso-bidi-font-family: Symbol; mso-fareast-font-family: Symbol;"><span style="mso-list: Ignore;">·<span style="font: 7.0pt "Times New Roman";">
</span></span></span>Took too long because someone wanted to reach
consensus</div>
<div class="MsoListParagraphCxSpMiddle" style="mso-list: l0 level1 lfo1; text-indent: -.25in;">
<span style="font-family: Symbol; mso-bidi-font-family: Symbol; mso-fareast-font-family: Symbol;"><span style="mso-list: Ignore;">·<span style="font: 7.0pt "Times New Roman";">
</span></span></span>Went too fast because no one was consulted</div>
<div class="MsoListParagraphCxSpMiddle" style="mso-list: l0 level1 lfo1; text-indent: -.25in;">
<span style="font-family: Symbol; mso-bidi-font-family: Symbol; mso-fareast-font-family: Symbol;"><span style="mso-list: Ignore;">·<span style="font: 7.0pt "Times New Roman";">
</span></span></span>Focused too much on details</div>
<div class="MsoListParagraphCxSpMiddle" style="mso-list: l0 level1 lfo1; text-indent: -.25in;">
<span style="font-family: Symbol; mso-bidi-font-family: Symbol; mso-fareast-font-family: Symbol;"><span style="mso-list: Ignore;">·<span style="font: 7.0pt "Times New Roman";">
</span></span></span>Spent too much time on the big picture and not
enough on details</div>
<div class="MsoListParagraphCxSpMiddle" style="mso-list: l0 level1 lfo1; text-indent: -.25in;">
<span style="font-family: Symbol; mso-bidi-font-family: Symbol; mso-fareast-font-family: Symbol;"><span style="mso-list: Ignore;">·<span style="font: 7.0pt "Times New Roman";">
</span></span></span>That was not sensitive to people’s feelings</div>
<div class="MsoListParagraphCxSpLast" style="mso-list: l0 level1 lfo1; text-indent: -.25in;">
<span style="font-family: Symbol; mso-bidi-font-family: Symbol; mso-fareast-font-family: Symbol;"><span style="mso-list: Ignore;">·<span style="font: 7.0pt "Times New Roman";">
</span></span></span>Tried unproductively to satisfy everyone </div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
These are each examples of characteristics that can be
strengths in different circumstances and can contribute to the creative
process—but also where we require a truly heightened level of awareness to
ensure that we are actively seeking out these differences when working
together.</div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
Be open to personal growth and know that my reality will change—I
need to understand that I am going to experience transformation, whether it is
when I engage in individual creativity or group creativity.<span style="mso-spacerun: yes;"> </span>The gulf of transformation from one
reality to another, however, will likely be more dramatic when I work with
others since they bring a whole different set of experiences and
perspectives.<span style="mso-spacerun: yes;"> </span>Although it is
true that what people create together may be more powerful, that creation will
inevitably invalidate long held beliefs, value and truths that each individual may
have held having an impact in many areas of life.</div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
Embrace conflict—This seems like a tall order, since
conflict is rarely fun.<span style="mso-spacerun: yes;"> </span>However to
help with the process, there are a few key ideas one can use.<span style="mso-spacerun: yes;"> </span>A great practice is that when trying to
critique on someone’s idea, the first rule is to try to suggest something that
would make the original idea more effective in that person’s opinion.<span style="mso-spacerun: yes;"> </span>In that way two things are achieved.<span style="mso-spacerun: yes;"> </span>First, the process is additive, and
ideas are being advanced rather than simply deconstructed.<span style="mso-spacerun: yes;"> </span>Secondly, it requires more advanced
thinking and true evaluation of a concept—it very easy to identify what one
believes are the weaknesses something, but to authentically (and in an in depth
way) evaluate in try to modify is a much more involved process.<span style="mso-spacerun: yes;"> </span>Conflict and disagreement will
naturally be a part of any creative process, and the key is to manage it in a
way that continues to move forward toward a creative solution.</div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
Ensure contributions from all team members—Team members have
very different styles, and as a result, it takes an active conscious effort to
ensure contributions from everyone.<span style="mso-spacerun: yes;">
</span>Some people may actively participate immediately, while others may
prefer to reflect and find moments where they can share their thoughts in a
one-on-one way with different individuals.<span style="mso-spacerun: yes;"> </span>As a result, when designing a creative team process, it is
important to design opportunities to ensure everyone can participate.<span style="mso-spacerun: yes;"> </span>Combine traditional group discussions
with opportunities where everyone people perhaps are each required to present
their perspective on a challenge in an in depth way, or even opportunities for
people to share their perspective in pairs or in small groups before reporting
to a larger group.<span style="mso-spacerun: yes;"> </span>It can also be
helpful to provide different media for people to display their perspectives
visually through tools such as mind mapping, as many people tend to process
things in different ways (some visually through imagery, others through spoken
word, and others through written word).</div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
Use limitations strategically—Limitations such as space,
resources and time can often serve as a spark for creativity and
innovation.<span style="mso-spacerun: yes;"> </span>When groups are forced
into challenging situations, they often are able to develop very new,
innovative solutions to problems that they would not have otherwise considered.
Although some people have the self-mastery to push themselves, many find their
greatest levels of creativity when pushed by outside demands.</div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
Team creativity is one of the most powerful processes
available if people are leveraged correctly, and prepared to experience
personal growth in the process.</div>
<div class="MsoNormal">
<br /></div>
Innovations Internationalhttp://www.blogger.com/profile/10351687096505063286noreply@blogger.com0tag:blogger.com,1999:blog-1029874164622988225.post-56011258528635307472014-03-17T10:29:00.003-06:002014-03-31T15:40:01.938-06:00The Four Key Principles to a Creative & Innovative WorkplacePrinciple No. 1 – Create An Atmosphere Which
Encourages Ideas and Changes<br />
1. Be an example of the atmosphere you intend for creativity to flourish (modeling).<br />
2. Openly encourage your people to be constantly alert for improvement possibilities in their own and others’ jobs.<br />
3. Personally be alert for improvements and put them into effect whenever possible.<br />
4. Devise projects for your people to cooperate with each other in developing organizational goals; foster team-building.<br />
5. Carefully explain changes and new ideas to all those affected by them and sell the benefits of these changes.<br />
6. Present department problems to the members of your group as opportunities for creative action.<br />
7. Encourage employee-employee mentorship.<br />
<br />
Principle No. II – Stimulate and Encourage Creativity
in Each Individual<br />
1. Understand the motivations that stimulate creativity. Apply this knowledge in dealing with your employees; particularly the very creative ones.<br />
2. Continually encourage creative ideas such that employees believe creativity is expected.<br />
3. Provide all of your people with the opportunity to solve their own problems before you, or others, step in to “help out.”<br />
4. Provide as much opportunity as possible for an individual to actually try out his or her idea, with whatever practical resources are
necessary.<br />
5. Contribute to an idea from your own knowledge and experience wherever it is possible.<br />
<br />
Principle No. III — Be Open and Receptive to New Ideas<br />
1. Be empathetic and have a sincere interest in understanding a person’s ideas.<br />
2. Be open-minded on ideas, avoiding biases or prejudices related to the individual or the idea.<br />
a. Always keep in mind that conditions change; yesterday’s impractical idea may be practical today.
b. Avoid personal antagonism or preference.<br />
c. Be receptive, irrespective of a person’s performance in other areas of his or her level of responsibility.<br />
d. Consider a given idea, irrespective of the quality (or lack thereof) of previous ideas a person may have submitted.<br />
3. Give each person with an idea as much personal time and attention as possible (and is practical).<br />
4. Treat complaints as suggestions and show appreciation for them.<br />
5. Your mood and manner are indicative of your genuine interest <br />
<br />
Principle No. IV – Give Recognition For All New Ideas and Further Commendations When Deserved
1. Acknowledge and commend the person by:
a) A special conference, meeting, or conversation.
b) An appropriate memo, certificate, note, etc.
c) Entries on permanent records (employment, suggestion, etc.)
d) Announcing or presenting the idea before groups.
e) Appropriate articles in papers, journals, or periodicals.<br />
2. Recognize and commend the group or department as a whole when deserved.
a) By publicity in various media.
b) By the supervisor in group meetings.
Innovations Internationalhttp://www.blogger.com/profile/10351687096505063286noreply@blogger.com0tag:blogger.com,1999:blog-1029874164622988225.post-14537841420808876562014-02-25T17:33:00.001-07:002014-02-25T17:33:55.163-07:00Democratizing InnovationToday I had a great lunch with Mike Maples and Ann Miura-Ko of the Floodgate Fund and where we had enjoyable discussion about disrupting the space of entrepreneurship. The question was posed as to whether the innovations of the 2000s have sufficiently brought down the costs of development to the point that people, who have normally been excluded from opportunities in technology could now have access. It is a great question....the point was made that a number of people have a head start as a result of their environment that may be difficult to overcome--but technology may help to at least close the gap further. Who is to say the in the future there may not be an Latino founder of a company like Facebook, a woman who starts a Google type company, or and African American who starts the next iteration of Twitter.
It is an exciting prospect--the question is how to incubate this kind of creativity among people who are facing every day challenges. One point, is that smart phones have become a leveler--many youth , despite their class, have smart phones now and use mobile applications. It may be that instead of a business to business start up, the first innovations by people who may have been traditionally on the outside will be the application of technology to common problems that they may face.
All I know is that I came away excited from the discussion and look forward to more...Innovations Internationalhttp://www.blogger.com/profile/10351687096505063286noreply@blogger.com0tag:blogger.com,1999:blog-1029874164622988225.post-71227220304923591322013-10-24T11:07:00.000-06:002013-10-24T11:07:03.828-06:00Are responsibility and accountability that scary?It is interesting--in some work situations, home situations, and even some places where I am volunteer, I have just found lately that there is a great deal of resistance to being held accountable. And people resist even more so having their children held accountable. One of the most important lessons that I think people can come away with is that fairness and responsibility are in two different domains and have nothing to do with one another. We relate them because of our concepts of fairness--which is certainly desired--but when things are unfair, if we get hung up on that concept, we do not give ourselves the opportunity to learn or grow. When we think of something as unreasonable or unfair, that is where we have reached our limit in terms of responsibility. It is also the area that offers us opportunity in areas that we have not experienced before.Innovations Internationalhttp://www.blogger.com/profile/10351687096505063286noreply@blogger.com0tag:blogger.com,1999:blog-1029874164622988225.post-72954737289379921342013-04-24T14:37:00.000-06:002013-04-24T14:44:36.274-06:00Is a recall the answer? A response to Yahoo's end of the telecommute<!--[if gte mso 9]><xml>
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<div class="MsoNormal">
With CEO of Yahoo Marissa Mayer’s recent recall of all her
telecommuting employees, the news has been buzzing about whether or not this
was a wise decision. Critics of her decision are calling the action
hypocritical as she builds a nursery next to her own office at Yahoo. They list
the different burdens that this will place on telecommuting parents who don’t
have the same privilege and call the action unreasonable. Those who support her
decision argue that she is a CEO and her position requires difficult decision
making; if she went to this sort of extreme there must be a good reason behind
it. Water cooler conversations, brain-storming sessions, and team interactions
don’t occur naturally in the virtual world.</div>
<div class="MsoNormal">
As a company, Innovations has “virtually collaborated” for a
number of years. In response to this recent news, Dr. Guillory has published a
while paper entitled “Telecommuting and the Human Touch!” He argues that
telecommuting is “obviously here to stay and will become a more comprehensive
part of our day-to-day working arrangement.” The issue at hand is the fact that
creativity is best sparked and realized through interpersonal human
interactions.</div>
<div class="MsoNormal">
So the question is, “How do we make it work virtually?”</div>
<div class="MsoNormal">
There are four critical skills outlined by Dr. Guillory that
are <b style="mso-bidi-font-weight: normal;"><i style="mso-bidi-font-style: normal;">absolutely
necessary</i></b> for any employee to be able to work out of the office:</div>
<ol>
<li>Personal responsibility and accountability,</li>
<li><span style="mso-bidi-font-family: Calibri; mso-bidi-theme-font: minor-latin;"><span style="mso-list: Ignore;"><span style="font: 7.0pt "Times New Roman";"></span></span></span>High competency,</li>
<li><span style="mso-bidi-font-family: Calibri; mso-bidi-theme-font: minor-latin;"><span style="mso-list: Ignore;"><span style="font: 7.0pt "Times New Roman";"></span></span></span>Continuous learning, and</li>
<li><span style="mso-bidi-font-family: Calibri; mso-bidi-theme-font: minor-latin;"><span style="mso-list: Ignore;"><span style="font: 7.0pt "Times New Roman";"></span></span></span>Self-management.</li>
</ol>
<div class="MsoNormal">
You may not even realize it, but even in the traditional office,
communications are virtual up to 90% of the time. With this in mind, planning a
few in-depth, in-person meetings several times a year could be all the
difference that you need to make with your telecommuting workforce.</div>
<div class="MsoNormal">
Dr. Guillory has taken his 30 years of experience consulting
Fortune 500 companies on performance management, and put together the “Golden
Rules of Virtual Teaming and Collaboration”. Read them at the following link to
his recent article: <a href="http://www.scribd.com/doc/137550451/Telecommuting-and-the-Human-Touch">http://www.scribd.com/doc/137550451/Telecommuting-and-the-Human-Touch</a>.</div>
<div class="MsoNormal">
Do you agree or disagree? What are your thoughts on virtual
teaming?</div>
<div class="MsoNormal">
At Innovations, we are passionate about improving client
performance, profitability, and people. If your organization could use a fresh
perspective or a boost to your current objectives, please contact us. <a href="http://www.innovint.com/about_us/contact_us.php">http://www.innovint.com/about_us/contact_us.php</a></div>
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<![endif]-->Innovations Internationalhttp://www.blogger.com/profile/10351687096505063286noreply@blogger.com0tag:blogger.com,1999:blog-1029874164622988225.post-84167669756980287852012-04-29T08:56:00.001-06:002012-04-29T22:39:42.261-06:00Responsibility and Accountability on the Youth Soccer Field I am one of the coaches for my two sons' youth soccer teams--the kids on
each team are 7, 8 and 9 year old energetic boys (plus one VERY
talented 8 year old girl), so you can imagine what it might take to get
their attention sometimes.<br />
<br />
If you haven't been to a youth soccer game, the rules at this age
usually require the parents to be on one side of the field and the
coaches on the other side. This allows the kids to focus their
attention on one side, rather than trying to distinguish their coaches'
voices from those of their parents. At a game recently, the field was
not set up in this way and both coaches and parents were on the same
side.<br />
<br />
The kids had complained for a long time about the parents and their
yelling and instructions--to the point where none of them wanted to play
in the position that was on the same side as the parents. But I had
never gained a full sense of it until I was on the same side as the
parents. I couldn't hear myself think....one child was running around
back and forth totally confused as he was getting instructions from me
in English and from another players' father in Spanish at the same
time.<br />
<br />
We lost this game 3-1, our second loss in a row. We were competitive,
but had a couple of lapses of concentration that resulted in goals for
the other team...and that is how soccer is. It punishes you for those
little mistakes.<br />
<br />
I came away from this game very frustrated, not so much because of the
loss, but more because of my realization of what the kids had
experienced every game with the parents...hearing the direction, the
yelling, the groans at mistakes. It was just too much. <br />
<br />
It is important before going any further to recognize that we have a
very passionate parent base--they get their kids to practice 3-4 days a
week, to games that are sometimes in San Francisco or as far away as a
three hour drive, and give up whole weekends for tournaments. And most
of these families are not families of means--they are sacrificing time,
energy and money so their children can pursue competitive soccer. So
clearly the parents care deeply about their children and want them to
succeed. But what I realized is that we needed to give them the space
to perform.<br />
<br />
As a result, I reached out to the parents both by email and personally
at practice and told them that there we could not continue in this way
and that our behavior (including that of the coaches, too) needed to
change. I assigned the two most vocal parents to serve as monitors and
ensure that no one gave direction from the sideline. I also pledged
that as a coach, I would say very little, but that for this experiment
to work, I needed their participation. They conceded that it would be
difficult, but that they were willing to try. <br />
<br />
The following week in practice, we also had a situation come
up...because of an unusual set of work commitments for my co-coach that
particular week, he could not attend practice. So it was basically me
and a set of about 20-25 kids....not our ideal coaching ratio. I
still went about creating a practice plan as usual, but realized that
the quality of practice was going to be dependent on the kids, and
wanted them to understand that.<br />
<br />
I shared this with all of the kids at the beginning of practice, and
decided to also start and end each practice that week with a kind of
pledge. I would say these words, and ask them as a group to repeat
after me: "I, individually, and we collectively, are responsible and
accountable for the quality of our practice." Obviously not all of the
kids understood every word, but they were clear on the sense of what
they were saying. For these practices to succeed, I needed their
help. I would say that for the week, practice went relatively well and
the kids responded. At the end of practice, I also began to have them
evaluate the practice on a scale on 1-10, and tell me what they thought
went well and where we needed to improve. I reserved the opportunity
to add my thoughts, but I found that, not surprisingly, they covered
most everything themselves.<br />
<br />
Following this week in practice and my talk with the parents, we had our
first game since this new system was put into place. Before the game,
we recited our pledge but with a little variation : "I, individually,
and we, collectively, are responsible and accountable for our
performance in today's game. Not the referees, not the coaches, not
the parents, and not even the other team." One key element is the
choice of the word "performance"--it is neutral of wins or losses, and
about the quality of our effort and play.<br />
<br />
The parents held up their end of the agreement ( although it was
difficult at times for them) and the difference in the experience was
dramatic for everyone. For the first time the kids took control of the
game and were communicating with one another, telling each other where
to go and taking leadership roles on the field. What is also amazing
is that when as a coach you say very little, it makes other coaches who
are yelling and screaming almost seem like lunatics--as if you have
ultimate confidence in your team, while the opposing coach feels like he
needs to manage every movement their players make. The experience was
also great for me--I had become accustomed at the end of the game to
feeling stressed, exhausted, and frustrated. At the end of this game, I
felt relaxed and energized, and I spent most of my time on sideline
chatting with one of my assistant coaches.<br />
<br />
Midway through the first half when one of our players was substituted
out to take a break, I said to him "This game is a lot different, isn't
it?" He responded "Yes, I like it!" One of his parents was one of my
chief offenders in past games, but was very disciplined about following
our parent expectations in this game.<br />
<br />
Please be clear--To do this, one needs to be prepared to accept the good
with the bad--the other team scored one goal against us strictly
because of a mistake that one of our players made. Normally, I would
have corrected it well in advance and probably prevented the goal.
However, after he had the experience of the mistake and the
consequences, it was much easier to have a meaningful discussion with
him about the importance of maintaining his position.<br />
<br />
We also went through our self evaluations as a team both at half time as
well as at the end of the game, and finished with our pledge just as we
started the game.<br />
<br />
I hope the rest of you can start this way rather than learning it
through experience, but learning it in the way I did was powerful and a
lesson I will never forget.<br />
<br />
Oh , and the final result? We won 4-2....Innovations Internationalhttp://www.blogger.com/profile/10351687096505063286noreply@blogger.com0tag:blogger.com,1999:blog-1029874164622988225.post-39941497567420665772012-04-22T11:29:00.002-06:002012-04-22T11:29:55.139-06:00Process of Empowerment--Example from homeI attended my son's parent teacher conference this week and shared that when I ask to review his homework, he is becoming increasingly annoyed with me. I also shared that I suspect that there is a part of him that in increasingly trying to express his own independence. He turned 9 recently, so he is now spending short periods of time home alone for the first time, and also just celebrated his ninth birthday. He has done well in school (not perfect, but very well) and I think has earned the right for my check ins to at least be less frequent. Whether it is a child or an employee, it is important to recognize when they desire increasing amounts of autonomy....but these new found rights are based on performance. In his case, he has done well in school, gets strong reports from his teachers, and has shown himself to be reliable. For me it just hit home a little more intensely than in the workplace, since it was less about competencies and more about recognizing my intuition about what he might be feeling.Innovations Internationalhttp://www.blogger.com/profile/10351687096505063286noreply@blogger.com0tag:blogger.com,1999:blog-1029874164622988225.post-73332619591692532192012-01-20T09:59:00.000-07:002012-01-20T09:59:42.799-07:00Regrets about the lives that we have livedI try to live in a way so that I will not have too many regrets....I am not 100% successful, but I try. A friend of mind recently posted this and I thought I would share it...I have no tips or suggestions, except to reflect on it, consider if you have any of these regrets thus far, and if you would want to do anything about it.<br />
<br />
"We heard a story about a woman who worked in hospice care for years and she listened to hundreds of people who were about to die. The regrets were always the same:<br />
<br />
1. "I wish that I had the courage to live the life that I wanted.<br />
2. "I wish that I did not work so hard."<br />
3. "I wish I had the courage to express my feelings."<br />
4. "I wish I had stayed in touch with my friends."<span class="messageBody" data-ft="{"type":3}"> </span><br />
<span class="messageBody" data-ft="{"type":3}">5. "I wish I let myself be happy."</span><br />
<br />
<br />
Interesting food for thought.... <br />
<br />
DannyInnovations Internationalhttp://www.blogger.com/profile/10351687096505063286noreply@blogger.com0tag:blogger.com,1999:blog-1029874164622988225.post-6253674577274161662012-01-12T10:36:00.000-07:002012-01-12T10:36:36.732-07:00First post of 2012--Framing questions for the yearEach year, I like to pick out between two and four questions that I use to frame my activity. They are usually based upon my goals for the year, and it serves as a helpful tool to eliminate things that may not be productive or do not contribute to my overall plan. An example could be "Does this activity help my relationship with my family" or "Does this activity help me on my path to promotion". If you are able to narrow it down to about three or four of these questions, using these as a framework for your activity can be a powerful experience and really focuses your time, energy and effort.Innovations Internationalhttp://www.blogger.com/profile/10351687096505063286noreply@blogger.com0tag:blogger.com,1999:blog-1029874164622988225.post-81550613198415090432011-12-12T10:52:00.000-07:002011-12-12T10:52:58.731-07:00Planning for 2012--what we want the year to look likeWe can of course arbitrarily make plans and goals for ourselves on any time frame (I could run my goals from May 27 through November 16 if I so desired)...but there is something that is so easy and natural about doing it at the end of year. Here are a few things that either I am trying or that friends of mine are trying this year:<br />
<br />
1) Instead of yearly goals, one person I know is planning a series a 12 smaller monthly goals. If successful, I have a feeling that the incremental successes will build upon each other and likely make the achievement of a larger goal much easier.<br />
<br />
2) Always see if you can develop your plan for achieving the goal before setting it--in that way, if its achievement is too complex, you will know in advance and can modify the goal or choose to address something else.<br />
<br />
3) This may contradict what I just said to some extent, but goal planning for the next year should also be something fun where you allow yourself to dream a little. Trying something a little difficult or challenging is OK...and in fact should be embraced. Look at it as an opportunity to push yourself into personal and professional growth.<br />
<br />
Whatever you decide on in the end, over the course of the year it is always powerful to use conscious and subconscious ways to keep it top of mind (index cards or post it notes in key places, dream state work, etc)--you would be surprised the opportunities that these kinds of tools can open up.Innovations Internationalhttp://www.blogger.com/profile/10351687096505063286noreply@blogger.com0tag:blogger.com,1999:blog-1029874164622988225.post-29873531891969492332011-12-05T13:27:00.001-07:002011-12-05T15:43:43.558-07:00Combating or reversing the effects of aging, and achieving excellenceI have seen or heard similar in different sources (for example, the discussion of myelin in the talent code), but in the Washington Post today there was an article on combating the effects of aging <a href="http://www.washingtonpost.com/national/health-science/the-aging-brain/2011/12/05/gIQAskhDWO_graphic.html%20">http://www.washingtonpost.com/national/health-science/the-aging-brain/2011/12/05/gIQAskhDWO_graphic.html </a>. As I look at people over the age of 60 that I know, the ones who are the most healthy are extremely active, either continuing to work, writing books, volunteering for non-profit program, proposing new projects, learning new languages and exercising regularly....what I read in this article continues to confirm what I have heard all along. For those who work virtually, it is important to maintain a network outside of a daily skype call, etc. on a regular basis.<br />
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In a proactive way, the following link the discusses myelin, and the importance of its development in achieving excellence <a href="http://thetalentcode.com/myelin/"> http://thetalentcode.com/myelin/</a> . This is the flip side of the post article, in that at young ages, stimulating development of myelin is a key factor in achieving elite status in an activity. You can obviously see how the two are linked, and how they are also linked to the work that we do in creativity and <a href="http://www.innovint.com/">achieving high performance.</a>Innovations Internationalhttp://www.blogger.com/profile/10351687096505063286noreply@blogger.com0tag:blogger.com,1999:blog-1029874164622988225.post-91050678585168513952011-11-27T22:46:00.000-07:002011-11-27T22:46:07.346-07:00When to just listenIt is an interesting phenomenon that at times we feel compelled to answer, when sometimes all people want is to make a statement and be heard. On two occasions recently--the first a seminar where I was co-facilitating, and the second a meeting at my children's school--there were times when people from the audience made very strong statements during a Q & A period. On both occasions, the people leading those sessions at the time both felt compelled to respond, even though the people had not truly asked questions but made only provocative statements. The result in both cases was a back and forth that ended up, in my opinion, detracting from both sessions. One of the most important tips I learned a number of years ago is that there is nothing wrong in letting a statement stand on its own...particularly where the person stating it is not truly engaging but only stating their opinion. People will pick up on it, and will usually continue with your program without any problem, and in many cases, if you allow it, audience participants will facilitate that person themselves, which can be more powerful than you guiding or trying to resolve the matter.Innovations Internationalhttp://www.blogger.com/profile/10351687096505063286noreply@blogger.com0tag:blogger.com,1999:blog-1029874164622988225.post-45060976987226779632011-11-21T11:16:00.000-07:002011-11-21T11:16:20.569-07:00Find out what your team members would do as CEOA great way to get quick strategic input is to ask your team members what they would do if they were in your role? If you are a manager, what direction would they take the team? If you are a CEO, in what direction would they move the company?<br />
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It feels a little scary, because your hope is that they do not say "I think you do not have a clue as to what you are doing," but at the same time, if people believe that, then I would certainly want to know. <br />
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We engaged in this exercise recently and the items that people came up with were quite helpful. I think that they also appreciated being consulted, and knowing that they also play a role in how the organization moves forward. It is also important to have a culture where people feel free to speak openly....but it is very helpful as they will view the organization or your team from a very different vantage point and will come up with unique perspectives that you would never have the opportunity to see.Innovations Internationalhttp://www.blogger.com/profile/10351687096505063286noreply@blogger.com0tag:blogger.com,1999:blog-1029874164622988225.post-62806016660692132752011-11-16T05:36:00.001-07:002011-11-16T09:40:21.841-07:00Coaching and facilitating others--talk less, matter moreWhether it is a youth soccer team or a group of people in a corporate seminar, I have always subscribed to the philosophy of "talk less, matter more" Here is a great blog on this by Daniel Coyle who authored the Talent Code. It truly captures that essence of <a href="http://www.innovint.com/">our philosophy</a> in the exercises we deliver and the emphasis on interactive exercises and peer learning, rather than the focus being on a trainer/facilitator.<br />
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<a href="http://thetalentcode.com/2011/11/08/a-word-of-coaching-advice-talk-less-matter-more/">http://thetalentcode.com/2011/11/08/a-word-of-coaching-advice-talk-less-matter-more/</a>Innovations Internationalhttp://www.blogger.com/profile/10351687096505063286noreply@blogger.com0tag:blogger.com,1999:blog-1029874164622988225.post-64628004029836441022011-11-16T05:23:00.001-07:002011-11-16T09:46:28.807-07:00Tuning in to your most creative periodOne way to truly leverage your <a href="http://www.innovint.com/services/creativity.php">creativity</a> is to be tuned in to your own personal rhythm. And it is not always static. For me, I have noticed that my new period has become early in the morning, between 3am and 5am. Sometimes if I am experiencing a particular block on a topic, I will purposely go to bed around 8:30 PM to increase the likelihood that I will get up early. For me, in addition to the fact that everything is quiet at that time and I have no interruptions, I also find that I am probably a little more connected to my subconscious at that time since I am still somewhat in that zone between the awake state and the sleep state. For myself, this has also changed over the years...in college, I definitely worked later into the night, so it is important to remain aware as to how your rhythms change.<br />
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By contrast, my wife much prefers the energy of working on something late into the night until it is complete. Her creative process flows quite well as a function of her own self imposed deadlines.<br />
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Try to recognize when you are most creative, and when first getting started using <a href="http://www.innovint.com/services/creativity.php">creativity </a>try to leverage your most natural periods in addition to other periods that you may want to focus on.Innovations Internationalhttp://www.blogger.com/profile/10351687096505063286noreply@blogger.com0