( Did you see that movie? Being There? Peter Sellers, Shirley MacLaine, Melvyn Douglas. Great movie. See it if you haven’t.)
Being there may be social media’s greatest contribution to our ability to innovate our way out of this recession. And innovate our way out of our cubicles into a life of meaning, where work and home do blend, where ‘personal’ and ‘professional’ brands mesh smoothly, where our values align with and allow for us, individually and collectively, personally and professionally.
Can you show me anything else that kills an idea faster than like lack of interest? This is not a rhetorical question. Can you?
Passively or aggressively, an idea needs interest to grow. And it needs it...immediately, right from the start.
Beating a metaphor to death, you don’t plant a tree by just dropping it on top of the ground, do you? (Ok. Some may. ) You dig a hole, you throw some mulch or fertilizer, aka food, in that hole and you water it...and you do all this immediately.That is because you want it to grow. You want it to grow enough to do what's necessary to immediately provide it the attention and resources it needs to grow.
We all want ideas to grow. And up until recently, the means has been missing for being there when someone has an idea.
That has changed, will continue to change, now with social media. Social media’s instant reach, instant broadcast, globally, is a great first step in being able to give immediate attention to an idea. Any idea shared on social media like twitter or a blog or youtube or, maybe not facebook, a podcast or a wiki, is like the tree being planted on fertile soil, in a hole dug to proper depth, with proper food and watered properly. The follow-up conversations and collaborations made possible by social media, by its members around the globe, are like the water and mulch/fertilizer/food that grows this idea, sustains it, nurtures it.
(Ok, this is a riff, a rough draft.)
But, the bottomline is that now with social media’s tools and features we have a better chance of giving ideas the immediate attention they deserve, we deserve, our communities deserve. And any idea to improve this will find us all just...being there.
If the incentives are there, if the change answers 3 questions from the perspective of those whose behavior is meant to change then...yes, maybe.
Those 3 questions are:
* What's in it for me?
* Why should I care?
* Why should I believe?
Watch this video. Do you think it's inspiring? (Hint: I did. But that's just me. What's your thoughts?) See if the solution it presents answers those 3 questions. (Hint: I did. But, that's just me...)
If creating world peace starts with each of us*, then surely creating a culture of innovation starts...with each of us.
There is nothing more unique than each of us. We each have the most unique combination of talents, skills, strengths and motivations. That makes each of us, a walking one-man, one-woman, one-person, innovation that offer an unique window on the world and solves an unique challenge.
We also have our own unique combination of resources, mental or emotional or physical or spiritual, to create and sustain our own unique culture of innovation.
It makes each of us a walking niche-market that with no real competitors possible.
See, this is maybe the coolest part. Having no real competitors...then there's no need to fear others. Their talents, etc, are just as unique. And their one-person niche market is just as unique as ours.
Niche markets can rarely compete against each other (despite what we're taught in school and business). That means...wait for it....niche markets and their owners can...collaborate with each other and create an even bigger, better, b-b-b-badder niche market than they could create on their own.
But before we go there, we need to continue on our own personal journey.
That's the journey to create our culture of innovation includes both its greatest challenge and greatest solutions. It's these questions and their answers:
What do we want?
What are our dreams?
What would we like to create? (Mike Wagner, CEO of White Rabbit Group offered that as question for your interviewees. Before I met Mike, I offered a candidate the opportunity to create his...world, at the company. What can you create? Give me a budget and what you can create. He giggled nervously. Never answered. Guess he wanted a cubicle. )
What are our strengths? What makes us stand out? When do we feel invincible? What are we doing?
Dave Rendall of the Freak Factor blog encourages his readers to be freaks.
By freak he means find and pursue the strengths that make you stand out from our peers, our colleagues, our family.
By freak he means what is our unique combination of talents/skills/strengths/motivations and community...that showcases each of us as the most unique solution for our universe. Find those features and showcase them so the whole world, our future collaborators, can see what a truly awesome combination of talents, motivations, passions and strengths we offer.
Otherwise, we're like everybody else. We disrespect our abilities and our solutions become just drab copies of the person in the next cubicle. Here's Dave talking about the difference between making copies and making originals:
Be a freak.
Ok. But, strengths in seclusion create an odd little personality. It's only in community where we start to see the synergies (sorry for the buzzword) from collaborating with other freaks.
What to do?
Network, network, network.
Let’s find our community. Talk with them.
Our unique combinations find their fulfillment with our community. That’s the best people we attract when we honor our strengths. They are the people waving their own freak flag.
Work may not be the place you find your community.
Start your own social media campaign.
Listen, first. Read blogs, read twitter, watch YouTube videos tagged with relevant words for you and your strengths.
Search for our blogs. Use blogsearch.google.com or technorati. Comment on each other’s blogs. Promote each others blogs.
Blog. Blogs are the foundation of your social media campaign. Start one. Write in it regularly. Each of us. Write what incites, inspires, outrages, gives us hope, makes us despair, makes us laugh.
Twitter. You're not on Twitter? Why. Open an account today. Search Twitter in the same way you searched YouTube. Use terms relevant to your interest. Share your interests in tweets. Tweet a lot...of content meaningful to you, to your followers, to their interests.
Follow each other on Twitter. Search for our names. Use Group Tweet to
set up private groups. Then group together. (This is something new I
found from Drew McLellan, Top Dog of McLellan Marketing Group.)
Find a mastermind group. Join a peer advisory board. Attend a conference about your interests.
Pam Slim is the author of Escape from Cubicle Nation. Nothing kills unique like assembly lines, whether on a factory floor or an office floor filled with look alike cubicles. She helps people escape...and thrive, wave their freak flag, by finding what is their passion and strengths and then connecting to others who want that combination. It’s called being an entrepreneur by some.
Her workshops generate rave reviews from all her participants. I asked her why. She said...It’s the people. The people who come is what makes them great. I have no idea what magic fairy dust attracts the right people to the live events. The quality of interaction and amount of support and different kinds of creative business ideas is really special.
Unique begets unique. These are our fellow freaks. Let's find them. Bind with them. Let our freak flags fly in full glory.
Keep a notebook. Jack did. His progress is chronicled in the book Jack’s Notebook, by Gregg Fraley. A notebook brings a little order, organization, to any idea generating project. Jack’s Notebook offers a systematic means to innovate solutions for our challenges. It’s also a great story. Get it. Read it. Start your notebook.
Be Strategic. My friend and author, Erika Andersen, wrote Being Strategic. I love this book. I’ve said it many times. It’s a business fable, like Jack’s Notebook.
She coins a term I use in my interviews with guests on my radio show. The term is reasonable aspiration or hoped-for goal. Change for change sake is ...interesting. Change in the direction of reaching a reasonable aspiration or hoped-for goal is...very interesting. Meaningful. Useful. Read her book.
Be our own remarkable leader. We, each of us, are remarkable.
Kevin Eikenberry helps his clients, his blog readers, his followers on Twitter become the remarkable leader they already are.
People say we’re remarkable when we can answer clearly those first questions in this post. Kevin offers a systematic plan and resources that brings out those answers from each of us, for each of us. Then to our community. Fly freak flag, fly. We’re remarkable.
Find resources to help us grow.
We are our own CEOs, unique, remarkable. We need more than wonder bread to help our strengths grow 12 ways. We need to surround ourselves, feed ourselves, with resources and wisdom that helps us continue to grow.
Mike Myatt offers a place, resources and wisdom, where CEOs come to grow.Read him. His blog is N2Growth. Follow his advice. Grow. As our own CEO, grow.
Help someone be greater than ourselves
It’s not my idea. It’s Steve Farber’s. Steve’s an expert on extreme leadership. Yes. I used the word expert. Steve is that. He’s an expert on helping each of us be...well, extreme leaders. Leaders are those who stand out, above, at the front of...crowds. Steve helps us not only be leaders but be extreme leaders. Be WAY out in front.
That’s cool. It is.
And it becomes very meaningful, when we reach back and help someone else be...an extreme leader, even greater than our self. Steve offers resources and plans for each of us to reach back and help someone be greater than our self. It is his Greater Than Yourself project.
And leading by example, he shares his journey mentoring his project, Tommy Spaulding who is CEO of Up with People. He calls it Steve's GTY. Very inspiring.
I realized this as I edited some typos yesterday. This is just one approach, from one person: me.
There are many other options, resources, tools and fellow flag-wavers with unique, one-of-a-kind, all-world, one-person niche markets. Put together, we make a near infinite assortment of possible collaborations, each that creates its own unique, one-of-a-kind unbeatable solution. Or not. Maybe it would create an unique learning lesson with fruits borne later.
Bottomline. What's yours. Find yours. Share them with others.
Final thoughts
Innovation starts with us. It starts as we begin to first answer those questions for ourselves. But as we do, there are many resources to help us in our journey. A few are listed in this post. But the most important resource is you, me, each of us. And...and...how we support, encourage, even hold each other's freak flags when their strength waivers. We'll need their help sometime.
I’ve heard the world is as we are. We are our own filters. Develop our walking, talking, one-person innovation/innovation process, our one in the universe niche-product we offer to our community, that frees us from our cubicle in the office or in our mind...grab our freak flag and wave it for all to see and gather ‘round and we can be remarkable, grow remarkable and helps others grow...and we’ll have the culture of innovation we desire and have earned.
I rushed to write this over the past few days. It was my own internal innnovation process, one where a challenge presented itself: How does one begin to create a culture of innovation. This is my first run through with ideas and resources. I can see some edits would help. But, in the meantime, I’ve shared it with you. I hope it helps.
But the journey starts with each of us as answer those questions.
My links with these resources Here are links to my conversations with each of these experts. Mr. Myatt, we need to talk.
There are any number of reasons for delight: mine and yours.
* Pam's a great speaker.
* Pam's a great writer.
* Pam's on a mission to help more people connect their passion, their strengths, their talents with a purpose that brings meaning to everyones lives they touch.
I met Pam last year at the Author's PowWow conference sponsored by 800CEORead. Todd Sattersten, the CEO for 800CEORead was the host, the great host I might add. And Pam and I were attendees. Pam and I spoke a little bit at an evening reception and then again at dinner the next night. I'd never read her blog, never heard of her. ( Full disclosure: she'd never heard of me, either.) I came away thinking...who is this person who is collected, focused, alert, with an incredible life journey, someone who can survive in corporate environs, but then be a rebel at heart and keep that heart alive so when it's time to break free...she can and has and now shares what's she learned on her journey.
Now, her book is hugely successful, as it should be. Her audience has gone global. Her workshops with the book generate rave reviews and evangelists for her message and resources.We'll talk about all that, her journey this past year and what you can do to plan your Escape from Cubicle Nation.
She joins us Wednesday, October 21, at 9:30 AM, Central.
Paradox(yes, I double-checked the definition) is defined at Webster’s as a –noun 1. a statement or proposition that seems self-contradictory or absurd but in reality expresses a possible truth.
How does business maximize profits with a relentless focus on executing one idea to drive operating efficiencies and routines with the resulting increase in cash-flows...while at the same time... nurturing, developing a culture best described as creative, open, ever-changing where the resulting cash-flows are...the last item discussed.
How does a business pursue mastering the rules of six sigma an approach to business that makes use of constant measurement and analysis in order to continue to optimize business operations...while at the same time...allowing a free-flow of ideas with less regard for their measurement and analysis as measuring and analyzing ideas at an early stage is tantamount to burying ideas. Can be, anyway.
How does a business pursue order and routine, consistency and stability when new ideas, ideas that push them out in front of their competitors (albeit briefly) are seen as disruptions, distractions, unrealistic ‘given our current operating systems’?
How does a business allow new ideas to develop when their efficient processes and their measurement and analysis require their full attention? And, failing that, their cash-flows suffer and so does their control of their destiny.
How does a business in the middle-world, more mature than a startup but not big enough to dominate a market...maximize their operations to deliver their cool, innovative product, that their customers love...and at the same time...find the resources to return back to their startup culture and create another one or two.
Any suggestions?
Small companies typically cannot justify the expense of a CIO, whether it’s Chief Information or Chief Innovation Officer. The CEO/Founder/President...adds that hat to their stack.
And, typically they cannot afford an expert consultant who can show them how to bring a little bit of order to the chaos of innovation’s processes while at the same time...shading or hedging their relentless focus on operational efficiencies. (Ultimately, you’re hoping any lost operational efficiencies during the process of innovation are more than offset by the results. But, how? Ah...there lies the rub...)
But, small business and its ability to generate jobs is dependent on its ability to innovate, find and bring to market new ideas faster than their dinosaur competitors with six sigma efficiencies.
Add another paradox for business and innovation.
I’m not a fan of one-size fits all solutions. Nor am I fan of x tips for y solutions. And here’s the paradox, I’m going to list some tips to start you on your way to creating your own innovative culture.
Talk. Listen. If you’re a leader, then listen. Get your members to talk with each other.
Break down the silos. Functional silos and the false sense of control and prestige exist in any sized company. Innovation doesn’t happen in one silo. It happens when two silos collide. Taking that first step, getting people to talk, is the first step to insuring these collisions are gentle.
Connect with their world. Your innovation initiative needs to answer these three questions* for everyone in your organization, from their perspective:
what’s in it for me
why should I care?
why should I believe?
The answers to those questions include your organization’s purpose and vision, as well as meaningful rewards (cash is well down this list, recognition is high up on this list) for your members.
Get comfortable with failure. An organization that prides itself on operational efficiencies, and is rewarded for them, will have a difficult time accepting the high rate of failures common within innovation processes. You will set the tone for this change in attitude. Get comfortable with failure.
But, the key step is the first one: Listen, get them to talk. Do that, then let’s hear what you have to say.
* These three questions. Credit for this needs to go to Verne Harnish, CEO and founder of Gazelles. I attended a Small Business Growth Summit in 2006 where I heard these three questions for the first time. They've stuck. They're simple, clear and obvious. Read his blog.
Life teaches us that motivations other than getting paid aren’t enough to add up to serious work.
And now we have to unlearn that lesson, because it is less true with each passing year. People now have access to myriad tools that let them share writing, images, video - any form of expressive content, in fact - and use that sharing as an anchor for community and cooperation.
We are used to a world where little things happen for love and big things happen for money. Now, though, we can do big things for love. - Clay Shirky, Here Comes Everybody
Now, though, we can do big things for love.
How cool is that?
Next question: what big things can you, me, we do, now, for love?
Third question: if we knew we would succeed....what big things could we do, now, for love?
One common characteristic of Hidden Champions* is high levels of contact between their employees and their customers.
Five times as many employees (25-50%) have regular customer contact. This is compared to larger companies who typically have only 5-10 % of their employees who have regular customer contact.
Now, let’s back up. What’s a Hidden Champion? According to Hermann Simon, author of Hidden Champions of the 21st Century, Hidden Champions are brands that:
are ranked 1 or two in worldwide marketshare
generate less than $1 billion in revenue
have low visibility and public awareness. (Their customers are aware of them, though.)
Oh. One more thing: Hidden Champions can/do charge 10-15% more for their products and services.
Why or how?
Their strategies are value-driven not price driven. Price-driven strategies are how businesses pave their own private highway to hell, commodity-hell, anyway.
You want to be a champion, right? You want your brand to be a champion, right?
Your challenge is how to do it, right? Here's three steps to help organize your search for the solutions that meet your needs.
Allow, even Insist on, More Employees Talking More with More Customers
Start with your internal conversations first.
How frequently do your internal customers talk with each other. Internal customers are your functional areas: IT, operations, finance/accounting, sales, marketing, customer service, shipping, manufacturing, etc.
How would you describe those conversations?
Would you invite your external, paying customers, to join this conversation?
If yes, proceed ahead.
If no, change the content and tone of your internal conversations first.
Herrman Simon (He's keynoting the Growth Summit sponsored by Verne harnish and his Gazelle organization. Note: Verne's Growth Summits are always value-packed with speakers, resources, networking contacts and more.)
Gary Hoover shared these 8 Principles that Separate Winners from Losers in business during our conversation on my BlogTalk Radio show.
1. Curiosity: the people who lead and create great
enterprises are always looking for answers in unexpected places.
People tend to see or discover new breakthrough ideas from outside of
their industry. Information is everywhere; it is just waiting for us to
see it.
2. Sense of history: learning the lessons of big
history and learning the trends and how things change over time.
Nothing in business is really new, but there is a huge amount to be
learned from the past and its visionaries. Trends – you can only look
as far forward as you are willing to look. If you want to see 5-10
years into the future, you have to look that far into the past. Trends
happen slowly over time. Look at demographic changes or the changing
role of women in the workforce...these changes have slowly evolved over
time. Study them.
3. Sense of geography: 90% of the
business world does not know the metropolitan geography they live in.
Americans are probably worse than most people at not knowing what is
going on around us. You need to visit your own neighborhood. Discover
that area.Explore! We need to understand where it us comes from. It
shapes us. Having that sense of context is one of the most important
advantages of an entrepreneur. The winners figure it out and put their
business in context.
5. Consistency:
once you figure out what you are going to do and it works, stay with
it. Be true to what you love, what you are good at, your passion.
6. Service: The only valid reason for the existence of any enterprise is to provide goods and services!You must put the customer first.
7. Unique:need a unique vision to be successful. Do not copy other companies. You
won’t be another great by doing what someone else does. Do your own
thing and make it the best.
8. Passion: You must love what
you do and without that passion, you won’t be as successful. Whatever
you love is where you have the greatest chance of success.
Here's 3 ways you can gain more insights and tips from Gary Hoover:
Zachary Mannheimer, founder and Director of the Des Moines Social Media Club, joined me last week on BlogTalk Radio. You can listen on-demand at this link.
What is the Des Moines Social Club? Their mission states:
The Des Moines Social Club is dedicated to providing a physical space for the residents of Des Moines, Iowa to congregate, drink and live out whatever artistic passion they may desire, bringing together all walks of life. You may come for a drink. You may come for a show. You may come for a class or just a conversation.
The Des Moines Social Club is a movement uniting all Iowans who wish to participate with passion in their hometown arts scene.
Over 250 volunteers, from all walks of life came together to build this dream. It's built. It's your space! COME AND USE IT!
Zachary shares his story and that of the Des Moines Social Club to show the power of community resources to make your city livable. His is a story of the challenges and rewards of a startup, community organizer, leader, collaborator and the power of community resources to make your city livable.
Zach, can you share with us some of the significant milestones and recent achievements of the Des Moines Social Club?
That came from us keeping it flexible and diverse to use the space for a variety of productions, with different events every night.
Some significant milestones and achievements:
1. Signing the lease in January: which was a culmination of the assistance of 50 different people in the process.
2. Opened doors on March 6 with over 250 volunteers to prepare the building for the grand opening.
In considering these achievements within this fantastic resource, what is the importance of the physical space for the residents of Des Moines Iowa?
Any community needs a space similar to this, to congregate in a physical location. We are getting away from the physical and we can’t forget the importance of being live in front of people. People are able to recognize their differences on sight and if we don’t have people congregating, people will on be online, be virtual. This venue offers people the opportunity to experience something new and exciting.
The art is a catalyst to get people together to engage and have a conversation; to learn something new.
Some of the most creative outputs came from all of the communities coming together.
One of the largest is Subjective Vaudeville to combine all of the cultural pools in Des Moines. The goal is to mix the audience, broadening their horizons a bit and introducing them to new types of entertainment.
Letʼs talk about your story first and then letʼs move on to the power of Des Moines Social Club and thatʼs the volunteers. Iʼm fascinated and I think our listeners will be fascinated by your story of coming to Des Moines, with this purpose. Why you? Why this mission?
I was living in NYC. I ran a not-for-profit theater group there. And it's still running today. But I found there wasn't a lot of diversity of thought. There is not a lot going on between the coasts in the larger cities. There are major out fluxes of people leaving these cities. I visited many many cities in search of the perfect venue, settling on Des Moines because it did have a growing cultural scene. The city is unique in the amount of reinvigoration to change the downtown and try to keep and attract people, creating a better community, but there was not enough being done providing nightlife and the arts. There wasn’t really a place for a local artist to grow up and have a career. The Des Moines Social Club has become that place for the city.
Des Moines was my top choice. Reno Nevada was the second choice. Des Moines was the ultimate choice because I wanted four seasons.
What was your reasonable aspiration* or hoped-for goal when you set out on this quest to find a city, to first disrupt then unite its artist community in a collaborative endeavor.
My reasonable aspiration was a blending of the two worlds between artists and business people.When we look at each other on paper, we look so diverse and different, but in person, in the community, we are exactly the same. Many times people don’t think they have anything to talk about and tend to congregate with like minds. I knew that art makes people talk.
The Social Club wants to be a place for everyone, combining a great mix of art and blending of people learning what is available and becoming more engaged with one another. It is about reinforcing community. The worlds are going to blend and the conversations we have
will be more compassionate and understanding of one another.
When did you know you’d made the right decision?
The moment I knew it was right was when the 250 volunteers showed up.
22:28
Why Des Moines? What opportunities did you see here that you didnʼt see elsewhere?
People here have such a desire for the cultural arts!! People love it and want to be a part of it. The business community was the greatest surprise with this endeavor. They provide an unmatched amount of support.
You're also two calls away from the CEOs of any company. That kind of access to leaders in the community, decision-makers, is rare. And when I started this project I called the CEOs in Des Moines. And each of them agreed to meet with me to talk about this project.
How did you announce this project to the community? What was the reaction?
I used viral methods via social networking to spread the word. It came out slowly through word of mouth at first, and then it was picked up by two local papers in February of 2008. Once artists learned about it, the word spread like wildfire.
Your focus is on the artist community. What reactions have you received from the other tribes, or other communities that make up Des Moines. Itʼs the state capital, a conservative business community dominated with financial and insurance companies.
Relationships have already sprouted from this venture. The biggest challenge was removing the stigmatism that art is a “bad word” or it's just for elitists or we need to bring in art from outside the community. We have to help people understand that art is just as important as food, shelter or air. We need it the cultural diversity. It is necessary in everyday life, without making it flowery. Art is essential and you need it.
You and your volunteers provide a physical site to network, socially, in-person, 3-dimensionally. Why is that so important in this world of 2-D, social media and networking?
It is so important to provide a physical place to network and communicate...a physical touch vs the 2D relationships of the virtual life. Physical connection is so vital. We need to be amongst each other and reminded that we are all in the same place. This can only be accomplished when we look each other in the eye.
Whatʼs the value of your resource to a communityʼs livability? Do businesses looking for a new location see Des Moines Social Club as an asset, a plus?
The value of the Des Moines Social Club is to provide the city with a cultural experience, with an experience they have never had before, to see something new that makes them think of they next innovation they can think of, allow people to see and experience art, while giving the artists a chance to live out their passions.
36:55
Do new businesses see the Des Moines Social Club as an asset to bring new businesses to the area?
Yes! We're a great benefit and draw to the community with a creative business model. They are a non-profit, being self-sustaining without being reliant upon too many donations and grants. They applied a for profit model by utilizing the bar at the club. These profits are then applied to the non-profit. This keeps the money within, helping them continue to grow and create other viable, profitable venues within. They have an in-house for profit funding the non-profit and this is a new way of thinking of creating art without using tax payer’s dollars.
The business community has greatly added to the success of DMSC. They participate in the club-are active players.
I see Forbes ranked Des Moines as the 3rd most livable city in 2009. Did you and your crew of volunteers help in this? What makes DM more livable now? How does that both support you and benefit from you?
1. You don’t need a lot of money to live here. It is very affordable. 2. It is very family friendly. 3. The business economy and how the businesses can thrive 4. Businesses can expand 5. DMSC offering culturally and artistically
Letʼs talk about the reasonable aspirations for your volunteers. Is there a common reasonable aspiration or hoped-for goal for their support of DMSC? How are you working together to help them achieve it?
The volunteers share common goals:
1. Their desire to see Des Moines Social Club grow. 2. There is a selfishness as well as they will be the ones to reap the benefits of DMSC –whether hired into a paying position or a place to showcase their art, or use the facility
On your about video you mention you have 250 volunteers. That sounds like a lot. Is it? How are they organized? Leaders rise to the top, for a project or task or series of each, come in and pick up a brush...howʼs it work?
Coordinating the common goals, aspirations and volunteers revolves around their spirit for achievement of all involved. When you have people who already have two jobs, they have a bundle of energy and excitement for this project. For example, one of the poets is also an electrician. It is about finding their strengths and utilizing them to the best of the community.
There are three networks of people: in-house of paid employees, volunteer core staff (equaling about 35 total between these 2 groups) plus other limited volunteers who make up the balance of the help, even if they can only provide 2-3 hours, all of whom are basically self-managed.
I see your expertise as leadership and collaboration. Can you share your three tips for leaders who want to inspire this type of passion for collaboration in their members?
Listening to what people want and letting them do it, whether I agree or not.
Judge the idea upon their passion and creativity. When you let people go out there and try it, it can be great or if it doesn’t succeed, you can then see their strengths and determination.
You can only discover this if you give someone the opportunity to try.
What are three coolest events coming up at DMSC?
1. 1st Saturday in August is the next art opening – largest show yet. 2. Fantastic show in September called “A Gaggle of Saints,” a one act play by Neil LaBute 3. Continuing series of barn dances and wrestling
You can follow Zach and the successes of the community at the Des Moines Social Club here:
Matt May, author of In Pursuit of Elegance: Why the best ideas have something missing, shared these 3 Tips for Revealing Elegance in Your Designs when he spoke with me on my BlogTalk Radio show in June, this year. 1. Getting back to the humble beginnings.Hang on to the notion that resource constraints can spur your creativity. Harness that initial
feeling.
2. Think of the customer need.People want a solution to their problem, not your product or
service.
2. Remove anything that gets in the way.
Once you have a clear understanding of that value they need, then
systematically remove anything that gets in the way of delivering that
value in the most burdensome free manner possible.
Simple is good. Elegant is better.
To learn more from Matt on elegant design, how to create it, why it's important, you can:
The list starts correctly with Courage. Here's what he writes:
Highly creative people:
Have the COURAGE to try new things and risk failure. Every big breakthrough starts as a harebrained idea.
This doesn’t mean you should constantly go off the deep end, just that
you should balance your routine portfolio of solutions with an
investment in the new and untried. Over time, the risk is usually worth
the reward.
The rest of the traits he lists are built on this one trait. No courage, then you are unlikely to: * Challenge Assumptions * Make Connections * Push The Envelope.
The next question is, let's assume you're a leader, even of a band of one: yourself.
How do you strengthen, develop, enhance these 11 traits? Why do you need to develop creativity? Creativity is one of the keys to business success through innovation.
The story is well-written. It's personal while it touches universal truths. Fathers, sons, priorities, commitment, accountability, purpose, community.
A few lines and thoughts stood out:
When real people retire, ideally, they have accomplished everything they wanted to.
Yeah. Ideally. That's the operative word. Ideally. Ideally we do that every day. Mostly. Ideally. But life interrupts. Or sometimes, we stand back. We allow it to interrupt us. We give the keys to our car. Let someone else drive.
But what if we are a driver. We're relentless, focused. We push through obstacles. We carry people through change. Sometimes, we're smart enough to give reasons for their change. We rush through mistakes like hot knives through cool butter. Charging onward. See the goal, be the goal when we get the goal.
And what if...we see the goal. We see our idea just steps away. We see our vision only moments away. And our situation, is now an obstacle. Where it had been ideal, it now is an obstacle. Or we are, to it.
No fault of anyone's. We've changed. Together that situation has changed. We want to run; they want to walk. Or vice versa.
Bill describes it in his post like this:
I'm retiring from this space in ESPN The Magazine after seven happy
years. ... The Magazine was never an ideal match for me -- I hate advance deadlines and word counts -- and yet, I couldn't be happier with how it all turned out. It's just
time for me to try some new things, that's all. And you have to know
when it's time.
He learned this wisdom from his mentor. That's his dad.
Who will teach you when it's time? Who will teach you it's time to let your idea go? Will you know when it's time to let go?
We read of the power of personal coaches to help set goals and create strategies and plans to move us forward, stay on task, be passionate, committed, dedicated, running through failures like a sprint session, do more, do more. Is there much to read for knowing when to walk away?
What happens when it's time to do less? To walk away? Will someone like Bill's dad help you see it? Will you know when it's time?
How would that change your life, your habits, your diet, your sleep patterns, tv-watching/websurfing patterns?
What if... you were part of a group of 30 that gave up your car, followed, a low-car diet, for 30 days?
What would happen to you, your small community of low-car colleagues and maybe your larger community where you live?
What if...your entire community gave up their personal cars, or joined a low-car diet, for 30 days?
How would that change your lives, your community?
What if you committed to a life-time of a low-car diet? For good. No mas, as Roberto Duran asked.
What opportunities would arise for a change in lifestyle, diet, health?
What opportunities for new products or businesses to meet this change in lifestyle would arise?
These would arise in the proverbial long-tail of a shift in lifestyle and consumption such as ...a low-car diet.
Maybe we'll see. There's a campaign sponsored in part by ZipCar in each of its 13 cities for 30 plus residents to give up their personal cars for 30 days and instead walk, take public transportation, bike, or rent a ZipCar.
The self-interest for ZipCar is obvious. On the other hand, so's the obvious self-interest for residents in traffic-clogged cities with high rates of obesity, air-pollution, long-commutes, tired workers. That makes sense then for the campaign to be co-sponsored by EveryDayHealth and HealthCentral.
So. What if? And what opportunities do you see if that happened?
If you're looking for tools to help you communicate, connect and collaborate, or If you're looking for ways to break-down silo mentality in your organization or If you're looking for tools to help allow for greater participation, with more inclusion, in your organization, or If you're looking for tools to help increase greater accountability, from more transparency and openness, ... then consider these 4 wiki tools. I list them according to my use and familiarity with them, starting with the most and ending with the least.
This may be the grandaddy, Cadillac, of wikis. It's been available with an ever-increasing level of features and benefits, support, and constant improvement since...2006, or before. I began using it in 2006, I think, long before the others on this list were available, at least to me.
It's rich features include: milestones, to-do's, messages and whiteboards, archiving projects (so their numbers don't count towards billing plan), multiple administrators, customizable with banner logos of you or your clients, great support, constant incremental improvements (they rarely, if ever, interrupt your use with a 'new release'), multiple members, rss feeds for comments and messages, personalized settings for alerts and reminders...and I'm sure I omit many others.
I've used Basecamp for 3+/- years. I've used it here, personally, with partners and clients. I've used it 'there' when I was CEO of a small company and we needed some very efficient means to manage projects, change, collaboration, connection, increase engagement, lower the number of headaches and confusion, find solutions faster, waste less time on unproductive ideas...etc.
Basecamp is the creation of 37signals.
Disclaimer: I'm an affiliate of Basecamp. There's an ad for this way down the right side of this blog. But the links in this text do not include that affiliate number. And I've been singing the praises of Basecamp for 2+ years.
I like Google Docs. It's simple, easy to use, focused on what it can and can't do. It's easy to upload original documents for your further work, share word documents with remote partners/clients/contractors across various OS platforms (PC, MAC, Linux) or collaborate to create your epic....mission statement or co-authored book.
If you want to test the waters of collaboration, or loosing control of a document in the hopes of greater results, or working with remote solutions partners, or of a dependable backup system for important documents, try it. It's free.
PBWiki has become PBWorks with a more, perhaps, sophisticated and cleaner website presentation, different pricing plans and video tutorials. I see that as a sign of its success from customer-loyalty, referrals, word-of-mouth.
I've tried PBWiki briefly. A prospective partner said they would set up an account for us to use. I found its features, layouts and logic familiar, easy to pick up quickly, and allowed me to quickly join the conversation.
It came across as Basecamp light, an in-between step possibly with Basecamp at one end with tons of useful features and GoogleDocs on the other end with a tight focus on simple collaboration with a single document, managed and tracked at one location.
But, that was then. And now it's PBWorks. And I'm willing to bet that change may have brought cleaner design and features.
Check it out. It's pricing is a bit less than Basecamp for starters.
I set up a Google Group a few weeks ago. It was fast, easy, fun. And with a few head-tilt/head-scratches, the interaction with the invitees was simple and easy. There's easy-to-access layouts for interaction, document uploading, change tracking, member invitations and access priviledges.
It may be the interim option between Google Docs and PBWorks. You start with a document you want to share and collaborate on with one person. Then you have more than one person working on one document or multiple projects with one group.
Beginner's Plan
You can see I'm a big fan of Basecamp. It's the wiki I'm most familiar with, having used it for 3-ish years now. And during that time, I've found more ways, different ways (for me), to use Basecamp.
If you're considering using one of these collaborative tools for any of the reasons I listed to start this post, or for any reasons of your own, and you've never used a collaborative tool, here's what I'd recommend:
1. Start with Google Docs.
Start with one document, one conversation, one message, shared and collaborated with one person.
This is a good baby-step for moving from a command-and-control approach, personal or corporate, to a more inclusive and collaborative approach.
Get comfortable with the transparency and openness in a digital format. The digital format is rarely the issue. But sometimes it can confront some discomfort with control issues, comfort with letting go, with either of you. Transparency and openness sound great for everyone, until the first time you're transparent and exposed.
2. Move to Google Groups.
You've become familiar with Google Docs. And now you wade deeper into this pool by adding a layer or two, a feature or two, another person or two, into the collaborative mix.
3. Move to PBWorks or Basecamp.
Look at the features of both. Consider your needs for collaborative and productive tools as well as the numbers of those initiating, leading and participating in, your projects.
Then decide.
Rule-of-thumb. I think I've read this somewhere, but it came to mind as I prepared this post: The power and challenge of transparent, open, collaborative tools and organizations grows at a rate equal to the square-root of its members. Not its features. Its members.
Hurry up. The water's fine. But...go slow and see for yourself.
Invitation to Collaborate.
Have you used any of these products?
Have you migrated from one platform to another?
What's your experience and recommendations
Share it, if you have. There's plenty of people you can help avoid our learning experiences.
I'm mulling over a couple of thoughts, posts, and ideas on innovation. ( I realize I run the risk of getting pounded on another blog for this audacity of whiteboarding here on my own blog. But, hey, that's the blogosphere we live in.)
I faced a modest deadline today. I owed an article on our economy to an editor by the end of today. And as I gathered my keyboard and mouse to write I realized I needed a deadline. I gave myself an hour. I finished in 1:05, including emailing it.
The deadline served its purpose. It focused me on the challenge at hand. Before I started, there were no good solutions at hand. The veritable tabla rasa of my screen mocked me. And a little caffeine, a competitive spirit and the clock ticking away I found some good solutions: an idea/angle, some quick anecdotes and data that expanded the angle's perspective, links to such content.
Less was more. Less time allowed me to find better, more targeted solutions. And left me with more time for other challenges.
This isn't rocket science, I know.
But as I filtered my favorite tweets on innovation I came across a couple of stories that made me wonder about how more resources help or hinder innovation.
The White House recently announced its (our?) $50 million fund for innovation among non-profits. The announcement was accompanied with a reception where the audience heard from Harlem Children’s Zone, HopeLab, Bonnie CLAC and Genesys
Works, who shared their stories about how their programs are improving
their communities.
The point of this fund was to find and evaluate some of the most promising non-profits in communities
across the country and help provide funding, with the help of private
investments, for the most successful ones.
Would the added resource of more funding spur more innovation?
But does more money bring more innovation any more than more time?
I don't think more time for me today would have spurred more
innovation. Granted, I'd love more money for that article. I'm sure
these non-profits would like, need, more money, also.
But, what impact will more money have for a successful, already completed, innovation...if it's way past proof-of-concept, even way past alpha and beta versions...into the hands of users, in a not perfect but 'good enough' version?
If I had more time, maybe I could have created a short digital video, or added more graphics, or more data and examples, pulled in a youtube video, or added contributions from other authors.
Or maybe my article, like a simple innovation shared on an open site, will inspire others to do the same? Are we ready for a more open collaboration? Am I? Are you?
And if we are, will more money (or time) help? Or will it only increase the risk of wasted, misdirected investments? I think what's more important is the singularly unique resource that comes from an open innovation approach.
Get your ideas out quickly to:
those that need its solution
those that can build on it
those that can expand it
those that will critique it (constructively)
Make the ideas portable, the conversations, too. Portable, transparent, open. We're all one.
For the record, I'm happy that the White House gives even a paltry bit of attention to the work of non-profits in solving their communities' challenges. I hope in their efforts they recognize the values of collaboration among the volunteers at the non-profits, private/corporate donors, the recipients/those who need the innovative solutions, the overall community.
And yes, these funds will be used far more effectively than than, ahem, other funds have been used, at least as we know today.
But what if the WH instead or in addition:
chose a startup, a different definition of non-profit, with a cool new open collaborative tool.
then built a site for the award recipients to share their approach, challenges, solutions and learn from or with each other?
then allowed their community members to participate in the conversation with an open or moderated forum
then allowed us, the taxpayers to at least witness how our funds are used and learn more about open collaboration. We'd learn how to apply it in our non-profits, our companies, our communities. That would help spread the power of these non-profits as well as the power of open innovation or collaboration.
For the last...oh, 6 weeks, the street in front of my office has been under construction. They've stripped the old asphalt, jack-hammmmmmmered out sections of the concrete base, repoured the holes, cleaned it, swept it, jack-hammmmmmmmered out more sections. All the time the lonely, hot, patient, sweaty flaggers direct traffic.
It's a good job at least for wages. You get a good tan. Mentally, it's pretty easy, though today's flagger seemed challenged with the concept of time and space (if it's 30 seconds before the next stream of cars drive...and it takes 2 seconds for cross traffic to cross, should the cross traffic cross...) but I digress.
I thought what's missing here?
Maybe, it's current technology.
What if a portable, digital, flagging...robot was created?
powered by solar during the day and batteries at night (if needed, then)
motion detectors,
sensors for turn signals of oncoming cars were installed
a GPS system to coordinate the location and movement of traffic.
Then the stand would know:
the pace of the traffic flow
the number of cars lined up waiting to move forward
how many cars have passed
how many wait to turn
how far are they from entering the queue, etc?
I'm sure some software designer could design a code to integrate these functions into a smooth traffic management system.
It's basically a traffic light, on a portable stand, but complimented with more current technology including LED lights and sensors, motion detectors, GPS system and the ability to customize to a particular traffic environment.
Then think of:
how many road projects have received stimulus funds
how many flaggers are currently employed
how much stimulus funds remain for innovation, r&d
how many other applications could be found
At this intersection sits a ripe market opportunity for a designer, an engineer, a funding source.
Granted, there is the issue of flagman jobs lost. And yes, some are temporary, especially in the northern states.
But, given today's economy, these jobs could be incredibly important, more than a summer job for a college student as they have in the past.
On the other hand, there are the jobs created from the necessary startups needed to build this portable stand, market it, service it, research other applications, design for them, research them, etc.
What if?
We could call him, her, it...Franny the Flagman. It's kinda gender-neutral, right?
the average number of ideas submitted per employee annually is 100 times greater in Japanese companies than in U.S. companies
Why?
The average reward in Japanese companies is 100 times less than the average U.S. reward.
Paying employees for rewards is like treating employees like a rat in a maze after cheese, by paying for approved ideas and accepted suggestions.
If you're not seeing ideas and improvements being offered, stop and sniff. Do you smell cheese somewhere in your maze of offices?
The solution to that is creating an environment where ideas and their sharing are a natural part of the conversation. Like sharing what you did over the weekend comes naturally, so should the sharing of ideas and improvements. That in itself is its own reward.
It is the ultimate sign of respect when you create an environment where members have control over their destiny, they can design their future, they can grow, they can connect, communicate and collaborate towards finding their own solutions.
That respect, that right and means to control their destiny by their contribution turns employees into volunteers as Mike Wagner from White Rabbit Group said.
Because volunteers don't volunteer in mazes and, besides, leftover cheese isn't their motivator.
Platitudes and a quick riff in a blog post are easy. The trick is how do you create an environment of respect, openness, open innovation, where employees morph into inspired volunteers each day BEFORE they arrive.
There are, oh, a few thousand books written by far smarter people than I on how to do this.
Here's 6 keys:
* Hire the best people * Ask them * Remove all obstacles * Provide them the necessary tools * Measure meaningful metrics * Stay out of the way
The details are up to...you and your volunteers.
* His post is an excellent of a great blog post. It combines research, parables, personal anecdotes and a clear synopsis. It's a snapshot of why his book is such a delight to read. You can follow these guys on twitter:
Steve Farber: Greater Than Yourself: The Ultimate Lesson of True Leadership This is a great book. Actually, it's another in a series from Steve Farber. Each of them I read from beginning to end. That may not sound like much, but it's a significant compliment from me as I rarely read a business book through to the end. This one I kept wanting to read more, read it faster. I'll revisit it again soon. You will, too. (*****)
Matthew E. May: In Pursuit of Elegance: Why the Best Ideas Have Something Missing Matthew writes a compelling explanation of...why the best ideas have something missing. He weaves in quantum mechanics, general theory of relativity, case studies from current brands, brain physiology, and more. A fascinating delight to read. (*****)
Kerry Patterson: Crucial Conversations: Tools for Talking When Stakes are High I came with low expectations. I was severely disappointed. It's a great book. This is a well-written, timely, book with tips and reminders and steps to take with each page you read. Real-world examples, real-world steps, to create real, meaningful conversations when the stakes are high. (*****)
Gregg Fraley: Jack's Notebook: A business novel about creative problem solving I read this book completel, too. That should say enough. Even more, I plan to read it again this month. It's a great story whose purpose is to share useful, practical, tips and steps you can take to more effectively and more creatively solve challenges. (*****)
Evan Rosen: The Culture of Collaboration This book is a doorway to one of the leading authors, experts, in the Culture of Collaboration we hear so much about. He understands the tools, their use and their impact in organizations big and small. (*****)
Nick Morgan: Trust Me: Four Steps to Authenticity and Charisma Useful, real-world advice, for leaders to improve their speaking and presentation skills. It's offered by a world-class trainer/coach/consultant/guru who's helped hundreds of business leader become compelling speakers. I find the sub-title misleading. It implies 'tricks'. That's so not the case for what this book offers anyone seeking to improve their critical speaking and presentation skills. Buy the book, hire the coach. Be successful. (****)
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