Imagine if this tool was quick, easily learned and could be applied to most everyday situations.

Imagine calling a Blitz rather than a hour long meeting to get something done.

Then you have some idea what a Blitz is – Aa new word, to describe a new concept and a new way of working.

But first things first:

What do most people like about Brainstorming:

- It is fun

- Creative

- Informal

- Ideas can be built upon without being criticised

- Energising

- Simple idea

What do most people like about Meetings (I agree a much smaller list):

- Meetings are social

- They can be used for a wide variety of uses e.g. discussing a problem, highlighting a priority, obtaining an update on results, making a decision etc.

- They can be an opportunity to learn

- Running a meeting is a underrated leadership skill.

- There is a formal structure e.g. an agenda

An Overview of Blitz:

With a Blitz we have tried to mix the best of both of these group & team tools but accelerated the pace.

A Blitz is short (less than 15 minutes), energising, easily learned, can be used for a wide variety of situations and challenges. Anyone can call a Blitz or volunteer for one so on the job learning is enhanced, there is only one challenge per blitz (so there is a focus) and a 4 step semi-structured approach.

Sound good?

In a time-poor, high-performing world you cannot keep using the same tools that consume time and don’t deliver.

If you would like more information or our pilot results then send me a note.

Happy Blitzing.

ken

These are simple, practical and can help you build a solid starting platform.

1. What does innovation mean in your business?

There are many definitions of innovation but what you have to do is to work out one that makes sense for your business. It has to be short and easily understood.

Don’t be side-tracked by people saying that they know what it is. In my experience if you ask 10 managers you will end up with 10 different definitions.

2. How to measure success?

This follows on from the first. If you know what innovation is then you will know how to measure it. For example, if innovation to you is around developing new products then an appropriate measure is the % of revenue form new products (as per 3M).

3. What is your ‘why innovate’ story?

Innovation involves change, experimentation and failure. This means that you need to convey a compelling story why people should follow you on this journey.

If i can help please call or email.

Yours in Innovation.

ken

I suspect most people can handle this but what they really worry about is being ‘put on the spot.’

It could be an unexpected or difficult question.

Or a comment or interjection from the audience.

How to handle this situation?

Here are some key strategies:

- Be prepared 

Sometimes a question comes from left-field but most times a key question can be anticipated in advance. Spend 2 minutes trying to think of 9 questions that might be asked. Jot down a few points for each and bring this to the presentation.

- Rephrase the question

Sometimes presenters get into trouble because they have not clearly understood the question. To overcome this situation ask for clarification and or rephrase the question it e.g. As I understand it you are asking me….

The other advantage is that it gives you a few moments for you to consider your reply.

- Ask others in the audience

Another favourite tactic is to acknowledge the question e.g. That is an interesting question, what do others think…

Again you broaden the potential answers and you involve the audience in a natural way.

- Answer the question

This sounds obvious but nothing is worse than a presenter who does not answer the question. You may have a lot to say but if it is not relevant than don’t offer it.

- Trust your first response

If you know your subject area then your first response is often a good one. Presenters and speakers often get into trouble when they second-guess themselves. I believe it is better to go with your first instinct.

- Admit when you don’t know

There is nothing wrong with admitting that you don’t know the answer to a question from an audience. In fact, I like it when I cannot answer something — this is an opportunity for me to learn and to be better prepared next time.

- Practice your presentation in front of a friend

This is a good strategy to get more comfortable with your material. But take it further and ask your friend for 9 questions about your presentation. Again it will help you become better prepared, more confident and you can practise answering questions about your presentation.

Try these suggestions and let me know how you go.

Happy Blitzing

Ken

Ps if you have not seen our free, interactive Speed Thinking module then I encourage you to do so;  http://www.speedthinking.com/intro/

Then it hit me.

Tennis is a lot like work (and life) really.

Tennis is a game where there is calm (e.g. the change over), some activity (walking between points) and then a flurry of kinetic energy (e.g. serving and rallying).

This seems to me what happens at work.

There are quiet moments of reflection and discussion then there can be a dramatic change of pace as you can be called into an urgent meeting and you are put on the spot.

The pace of work and life are not even. There is no constant jog.

It is uneven, non-linear with quick bursts of mental, social and physical energy.

This insight means that we need to skill ourselves and our teams to be able to create, solve and decide quickly or slowly depending on the situation.

The key message?

Just as the situation can determine our leadership style — the situation also should determine whether to think quickly or slowly.

One way is not better than the other — it depends.

My observation is that the number of situations that require quicker thinking is increasing. Hence we need to be able to access this thinking style when we need it.

To learn more about Speed Thinking check out our latest, free online module; 

http://www.speedthinking.com/intro/

Let me know what situations you like to work fast or slow.

Happy Blitzing Ken

Group projects: one person does all the work. Everyone takes credit.

Does this sound familiar?

In my 10 years of teaching at a graduate level (part-time) in a business school the most common area of complaint was with group work.

Some of the issues were to do with the volume of group-work and the difficulty in organising meeting times.

But perhaps the biggest challenge was with uneven contribution of group members to the overall result.

What to do about it? 

Here are some suggestions:

- Just accept that not everyone has the same level of motivation as you so do the best you can.

- Select your group based on (ideally) previous group experience. Go with people that have high standards and contribute their work on time.

-  Before the group starts, agree upon a process to address uneven contribution. It usually is the big elephant in the room so tackle it early.

- Agree with each member ‘what’ they are expected to deliver but leave the ‘how’ to them. Everyone has their own style and likes to express their individuality.

- Do it all yourself or with a trusted partner (always an option but can increase your workload).

- Ask group members that are not pulling their weight to leave. There is nothing like bringing things to a head to change behaviour.

- Use my Blitz tool to rapidly generate new ideas and solutions. It is fun and more engaging than meetings for example (For more information click on Blitz on my web site home page).

Group work can be a great learning experience but only if everyone contributes.

Try some of these suggestions and let me know how you go.

Happy Blitzing

Ken

It was scary and beautiful in equal measures.

However I almost did not do this because my other daughter originally agreed to go. When she dropped out because of a headache it meant that I was next in line.

By doing so, I had no time to think about this adventure — before you knew it I was up and floating above the clouds.

My daughter loved every moment of paragliding — she has no fear but I kept thinking of everything that might go wrong.

But I did it!

The morale of this story?

Planning is overrated.

It can lead to analysis-paralysis and procrastination.

Sometimes the plan itself becomes the goal rather than the action.

Sometimes you just have to start and see where your endeavours take you.

To achieve anything in life, you have to trust yourself and make a start!

It starts at school, then university and overtakes us at work.

Indeed no-one could get a job today if they were not considered a ‘team player.’

But is this emphasis on teams such a good thing?

To be sure, a group of people can achieve more than one person working alone. And because most problems are complex and interdependent the more perspectives the better.

But what are the costs?

- A lack of creativity. There is plenty of research that suggests that a person working alone can be more creative than a brainstorming session for example.

- It is often slower.

- Group-work can mean a lack of diversity. It can lead to paradoxically, groupthink — a self-reinforcing cycle of agreement among members.

- It can cause conflict, stress and power struggles.

And lastly, more groups means more meetings and more demands on our time.

What is the answer?

Try and balance your involvement with groups with time for yourself to think, grow and reflect.

And make existing group-work more productive through tools such as Blitz ( a short, fast, intense session of 6 people or less — www.speedthinking.com).

Why?

Because it seems to be at such a low level and we need new thinking, tools and ways of increasing it. For example, according to most research (e.g. Gallop) approximately 20% of employees are actively engaged, 25% are disengaged and 55% are in the middle.

But first things first –what is employee engagement?

By engaged, most researchers seem to suggest;

‘employees feel positive emotions toward their work, find their work to be personally meaningful, consider their workload to be manageable, and have hope about the future of their work.’

Most engagement measurements seem to revolve around three dimensions:

- Physical Component, or vigor (e.g., “At my work, I am bursting with energy”);

- Emotional Component, or dedication (e.g., “I am enthusiastic about my job”); and

- Cognitive Component, or absorption (e.g., “I am immersed in my work”).

These issues are covered in more detail in http://bit.ly/xsa9KU

Why is this important?

Because engaged employees tend to be more productive, creative, stay longer and are more likely to recommend the company to others.

The other reason I am interested in employee engagement is that the early results of my new Blitz tool for groups and tools suggest that using it drives energy levels, creativity and efficiency.

If this is the case then this new way of working might just be the tool that many group and team leaders and HR professionals are looking for to enhance employee engagement.

For more information on Blitz — visit www.speedthinking.com

Enter Smiggle.

An Australian, stationery brand formed in 2003 that has taken this traditional category by storm.

But what are the secrets to their success?

- The product is fun and colourful. In a category that has been boring and functional they have added brightness and spark.

- The staff look like they actually are having a good time.

- As a result the customer experience brings a smile to your face.

-  They are absolutely clear who is their target audience — school children.

and they are willing to expand their concept to international markets e.g. they opened 7 stores in Singapore to test the waters and are now planning 20 new stores.

The key message?

Rather than complaining perhaps business people should spend more time creating and innovating — new concepts, experiences and value for customers.