I've thought about this for a long time, but after helping a wonderful group of leaders at TriHealth become more effective facilitators yesterday, I decided I had to write about it.

Brainstorming - the creation of new or possible ideas - is a critical part of any problem solving or creative progress. We all know it. We know that we must have ideas in order find solutions to problems. We even know that the more ideas we find, the better chance we'll have of creating the best possible solution.

Yet our brainstorming processes fall woefully short.

Not because we don't know the "rules" of brainstorming - every group will tell me those:

- no evaluation of the ideas now (we'll do that afterward)
- the more ideas the better
- it is ok to build on other people's ideas
- there are no dumb ideas

That isn't the problem (though even these rules sometimes aren't followed and that can be a problem as well).

The problem is that we try to brainstorm without a clear problem statement, in the middle of a long meeting, when people are already tired, and they are sitting in a relatively (or totally) sterile, uncreative space. Then, as if by magic, people who for the most part, don't consider themselves to be highly creative are expected to create the ideas that will make a difference with the product, process or problem.

It may not be impossible, but the deck is certainly stacked against us in these situations.

I believe we need to re-invent the brainstorming process at work. Here are my tenets for this re-invented process.

1. We brainstorm only after we have a collective understanding of the process or problem.
2. We provide the needed clarity with a clear statement of the problem. (Most often this may be phrased as a question.)
3. Just as we warm up before going for a run or swinging a golf club, we warm up our brains before we start brainstorming. While there are many ways to do this, we pick at least one from the following list:

- We stand up and stretch.
- We laugh.
- We do some sort of brain teaser or otherwise exercise our minds.
- We brainstorm on something fun or funny briefly, knowing that this warm up help us create more ideas when we are working on the "real" problem.

4. We recognize that "warming" up our bodies and our brains may take a couple of minutes, but that this is an investment in much greater results.
5. We honor the pause or break in the brainstorming process. We know that after the pause, more ideas will come to our minds. We trust ourselves and the creative process enough to overlook the momentary silence.
6. We treat each idea with reverence, knowing that even if the idea as stated might seem odd we know that within it may be the seed of our solution.
7. We also recognize that some of the biggest ideas for progress in our world were once scoffed at and ridiculed as impossible. We think of the airplane, the internet, the telephone and the television as ideas that were thought of in this way and we realize an idea like those could show up on our list of ideas.
8. We claim our own creativity. While we may not always feel creative, or haven't seemed to be creative in the past, we believe we are capable of amazing creativity. We therefore expect ourselves to be successful.

When we as individual, teams and organizations adopt these tenets, our creative capacity will begin to soar.

Read them again, share them with your team, and adopt them!

Also posted in Creativity, Leadership and Teamwork.

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Any restaurant spends significant time creating a wide and varied menu, because they know their Customers want choices. They select a wide variety of beverages, perhaps even concocting their own new ones, again with the purpose of giving their Customers choices. They also train their wait staff to talk about the daily specials, make suggestions and in general to provide options.

The investment in inventory, menus, creativity and training required to do all of these things is sizeable.

And yet, far too often we as Customers don't have the choice on something that would cost them nothing.

The wait staff provides you great service and checks in on you several times during your meal. They even come by and begin clearing plates. . . . but they don't leave the bill.

If I have the bill and want to stay and visit, I have the choice. But if I am in a bit more of a hurry, I don't have that choice, until they bring me the bill or I flag them down.

I know, some people may not bring the bill because they don't want to rush people, but that can be alleviated with a quick comment. "Feel free to stay and visit as long as you'd like, I'll leave the bill for you and I'll take care of it whenever you are ready."

The same courtesy that is shown throughout the meal can be shown now, and I as the Customer can have the choice.

Perhaps no one else feels as I do about this, but I do know, that this is one of many things we can do to improve Customer Service without implementing a new program or spending a bunch of time or money.

This message is for more than those who own or manage restaurants.

Think about the choices you offer your Customer. Think about that throughout their experience from the very beginning all the way to the very end. As important as a first impression is, the final experience will be long remembered as well.

Also posted in Customer Service and Leadership.

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I was recently interviewed on the Advanced Selling Podcast (which is a great podcast - and valuable to more than sales professionals) about trust. You can listen from the other link, or from here.

Trust is an issue I have been thinking more about. It is a critical component to relationship building - which makes it important personally as well as professionally, whether we are in sales, consulting, work on a team, or are a leader - or play all of these roles.

Trust is a bit like motherhood and apple pie - everyone agrees that it is important, but people don't always take the time to think about how to be more trustworthy and what specific steps they can take to build more trust.

If you spend time thinking about these issues, or if this short post has got you thinking about it, listen to the interview, I think you will find it useful.

It isn't the complete solution or answer, but it will get you heading in the right direction.

Also posted in Leadership and Learning.

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It seems that my posts about The Shoe Tree (here and here) have taken on a life of their own. I guess this shouldn't be surprising, because that has to be how a Shoe Tree itself "happens."

One pair, leads to two, which leads to more, which leads to a landmark.

Since my last post I have heard from someone who tells me of a similar tree in Southern Indiana (I await a picture!) And a reader of the blog has commented about a similar tree near Prince Rupert, BC. That mention lead me to a webpage for this tree, complete with pictures, (see it here) and a link to other sites about Shoe Trees.

The interesting thing about the Prince Rupert Tree is that many of those shoes are nailed to the trunk as opposed to being flung into the tree and caught by a branch.

Why do I keep posting about Shoe Trees?

It is simple really. In the first post I stated why I was writing about it, "Because this tree reminds me of two important parts of our learning process - observation and curiosity."

Now, a month later, the Shoe Tree still reminds me of observation and curiosity, but it shows where those two critical habits can take us.

I've learned that shoe trees are all over. I've met some interesting people because of my curiosity. I've found out that I know the person (a friend and colleague of my Dad) who lives across the road from the Kalkaska Shoe Tree (this is amazing since this tree is about 100 miles from where my Dad lives). Do you think I am going to try to learn more about "my" shoe tree"? You bet I am. And if I do, I will report it to you.

Don't worry, this blog won't become all about shoe trees. But it will continue to be about learning - how we learn, how we can benefit from that learning, and the wonderful connections, lessons and insights new learning can bring us.

Here's to Shoe Trees, observation, curiosity, learning and the wonderful connection between all of them.

Also posted in Creativity and Learning.

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I've heard parts of the passage that follows many times. It has been attributed to Nelson Mandela from is 1994 inaugeration speech, but he was quoting Marianne Williamson who wrote it in A Return to Love.

Our deepest fear is not that we are inadequate. Our deepest fear is that we are powerful beyond measure.

It is our light, not our darkness, that most frightens us. We ask ourselves, "Who am I to be – brilliant, gorgeous, talented, and fabulous?"

Actually, who are you not to be? You are a child of God.

Your playing small doesn't serve the world. There is nothing enlightened about shrinking so small that others won't feel insecure around you.

We were born to make manifest the glory of God that is within us.

It's not just in us, it's in everyone.

As we let our own light shine, we unconsciously give others permission to do the same.

As we are liberated from fear, our presence automatically liberates others.


I saw the whole passage in the great movie Akeelah and the Bee. The movie is almost worth seeing for the scene where this passage is used, but if you go, don't leave after the scene - you'll love it all.

We truly are powerful beyond measure - a much more poetic way of saying that our potential is unlimited.

There is much I could say about this passage, but at this moment I'd prefer it stand by itself. Do yourself a favor, read it again.

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In my last post, I mentioned the connection between fun and learning. Which made me think about one of the quotations I sometimes post on the wall when I am training trainers.


Are having learning because we are having fun, or having fun because we are learning?

Does it matter?


This pair of questions are powerful ones for us to consider if we are trainers, teachers, instructors, facilitators, coaches, leaders, consultants - anyone who helps others learn. Actually it is just as important for all of us... because we are all responsible for our own learning.

When we are enjoying ourselves while learning we will learn better - and since we are built to be living, breathing, learning machines, I believe that as we learn we enjoy ourselves more.

Enjoy and learn or learn and enjoy. (Rinse and repeat).

What a great virtuous cycle.

Also posted in Leadership, Learning and Training.

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Lisa Haneberg, author and wonderful blogger has been in Dallas at the ASTD Conference this week. She posted about the keynote of David Cooperrider, of Appreciative Inquiry fame.

In her post she quotes Cooperrider, saying, "Positive emotions allow us to access more of our intelligence."

How true this is.

I've long told people that when we are having fun we can learn more (and the learning will last). The fun and enjoyment open us up - we become more intelligent.

Today I was facilitating a meeting in which every participant had reasons to be possessive and territorial about the issues on the table, as the meeting was all about what changes could be made to long standing, cross-departmental boundaries.

The group made great progress in large part because they were open - they had positive emotions about each other and the process - which allowed them to literally be more intelligent.

Think about this quotation the next time you are feeling a bit grumpy (as Lisa says) or the next time you just need to come up with better solutions. Then take whatever actions you need to take to put you in a more positive emotional state.

Who knew that a quick walk, listening to your favorite comedian for five minutes, or making a list of things to be thankful for could raise your IQ?

Also posted in Creativity, Leadership, Learning, and Teamwork.

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Before I get on with this "record breaking" post, a little background is required....

In the most recent issue of Unleash Your Potential, my article talked about the creative journey I took through the April issue of Wired Magazine. On this journey I shared the things I learned or was inspired by on various pages of the magazine.

I didn't get nearly all of my insights into that article, so I decided to continue on my blog. This is the first of those remaining stops on my journey...

...page 100 - the article titled The Record Breaking Capital of the World talks about Malaysia's tendency to try to set world records - ranging from dangerous, to unusual, to downright weird. The most interesting part of the article is the description of Malaysians are so interested in records.

From 1981 - 2003 Mohatir bin Mohamad was Prime Minister and he was obsessed with making his country one of the greatest in the world. During his tenure he initiated several large public works projects - new highways, a new international airport, a public transit system and much more. But he also instituted a slogan - Malaysia boleh! (Malaysia can do it!).

Over time one of the outgrowths of the national pride created by that slogan is the desire for Malaysians to want to break records (many are described in the article.)

I was struck by the powerful sense of pride and action created, in part by a slogan.

am I suggesting that as leaders we should focus our attention on creating the best slogan to use in our organization? Not necessarily. Many companies and leaders have tried to create a slogan to lead, inspire and enthuse those they lead. Far too often these efforts fall short.

I believe there are two reasons why these attempts fail:

1. The slogan doesn't come from the heart of the leader - it is borrowed as a best practice or lifted from a book. The slogan is never really owned by the leader in their heart and soul. How can it move others if it doesn't move the leader?
2. The slogan didn't have a short term effect, so it is left to die a slow and confusing death. The Malaysian Prime Minister didn't say Malaysia boleh! once and expect it to help. It became a rallying cry and a critical part of his long term strategy.

Because any leaders have seen slogans and similar campaigns fail, they resist using them.

This is a mistake too. Having a common focus and rallying cry can be very powerful and empowering (why else would someone lock them self up with 6,069 scorpions?).

Remarkable leaders recognize the value of a slogan or rallying cry, but only use them when they see them as a long term approach and they really believe it themselves.

Also posted in Leadership.

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All sorts of products exist because of our need to affiliate with groups, because we want to belong. Sports teams and leagues sell all manner of clothing and products because of this need. You can get a credit card that affiliates you with just-about-anything, buy shirts that prove your love for your car, a university, or a cause.

None of this is a surprise, and yet, what I recently saw in the Cleveland airport did surprise me, and got me thinking about the power of our need for affiliation.

As I waited to board the airplane I saw two roller suitcases that were black with the graphics of red hats all over them. The Red Hat Society sells suitcases! If you don't know, the Red Hat Society is "a social organization where there is fun after fifty (and before) for women of all walks of life."

A quick tour of their website tells me that there are dozens of products members can buy. I would have expected hats and some of the other things I saw, but I am still amazed by suitcases!

Lesson One

If you are a part of an organization - be it a business, professional association, or volunteer organization, use the lesson of the suitcases to remind you of the power of affiliation. We all want to belong. We can build stronger organizations, increase enthusiasm, and make amazing things happen when we can engage people in more emotional ways. Let people see how their efforts matter. Make it "cool" to be a part of your team. Give people reasons to become fans.

Lesson Two

The suitcases also got me thinking that if you sell any product - not just hats and coffee mugs and shirts - you might be able to tap into a lucrative market of selling licensed materials! Let your creativity go wild - who knows how you might be able to tap into this powerful want we all share.

We all want to belong. As leaders we need to think about how we can use this fact to create greater meaning for those we work with, and how that meaning and sense of belonging will translate into higher levels of productivity, creativity, retention, and satisfaction. And as marketers, this idea might just help you find a new source of business.

Also posted in Creativity, Leadership and Teamwork.

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I recently was traveling on business and had the chance to spend the night with my Dad. We took a walk around the farm I grew up on and ended up in the barn to look at his cows. Off and on for the last several years he has bought feeder calves and raised them to sell to people as beef in their freezer. On this night, there were five cows in the pen. He explained that three would be leaving later in the week. Then he said something very interesting.

"There is really only one that isn't ready to go, but I'm going to keep that other black one here a couple more weeks too. Because the other one will do better if he isn't by himself."

Dad wasn't thinking about the mental or emotional well-being of this last animal, but is doing it for a more pragmatic reason - the animal will eat better, be healthier and therefore be ready to be sold much sooner.

So while he isn't thinking about the mental or emotional state of the cow (to whatever degree a cow has one), that is the real reason for his decision.

I'm not suggesting we are like cows, and I'm not suggesting every project or task should have two (or more) people. What I am suggesting is that we think about collaboration, cooperation and companionship and support.

As the project winds down, rather than giving everything that is left to one person, consider a team of two sharing that load (and perhaps starting to work on their next project too). When designing a new office space consider how the layout will impact social interaction and collaboration.

Think about how you can provide support and social interaction for people on your teams - especially when they are working remotely.

This post isn't meant to provide you with all the answers, but to pose the questions I've been thinking about ever since Dad said, "I'll keep two."

Also posted in Leadership and Teamwork.

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