Category Archives: Leadership

Why You Don’t Need An Innovation Portfolio

According to Harvard Business Review

Why You Don't Need An Innovation Portfolio

GUEST POST from Robyn Bolton

You are a savvy manager, so you know that you need an innovation portfolio because (1) a single innovation isn’t enough to generate the magnitude of growth your company needs, and (2) it is the best way to manage inherently risky endeavors and achieve desired returns.

Too bad you’re wrong.

According to an article in the latest issue of HBR, you shouldn’t have an innovation portfolio. You should have an innovation basket.

Once you finish rolling your eyes (goodness knows I did), hear me (and the article’s authors) out because there is a nuanced but important distinction.

Our journey begins with the obvious.

In their article “A New Approach to Strategic Innovation,” authors Haijian Si, Christoph Loch, and Stelios Kavadias argue that portfolio management approaches have become so standardized as to be practically useless, and they propose a new framework for ensuring your innovation activities achieve your strategic goals.

“Companies typically treat their innovation projects as a portfolio: a mix of projects that, collectively, aim to meet their various strategic objectives,” the article begins. “MOO,” I think (household shorthand for Master Of the Obvious).

“When we surveyed 75 companies in China, we discovered that when executives took the trouble to link their project selection to their business’s competitive goals, the contribution of their innovation activities performance increased dramatically,” the authors continue. “Wow, fill this under N for No Sh*t, Sherlock,” responded my internal monologue.

The authors go on to present and explain their new framework, which is interesting in its focus on asking and answering seemingly simple questions (what, who, why, and how) and identifying internal weaknesses and vulnerabilities through a series of iterative and inclusion conversations. The process is a good one but feels more like an augmentation of an existing approach rather than a radically new one.

Then we hit the “portfolio” vs. “basket” moment.

According to the authors, once the management team completes the first step by reaching a consensus on the changes needed to their strategy, they move on to the second step – creating the innovation basket.

The process of categorizing innovation projects is the next step, and it is where our process deviates from established frameworks. We use the word “basket” rather than “portfolio” to denote a company’s collection of innovation projects. In this way, we differentiate the concept from finance and avoid the mistake of treating projects like financial securities, where the goal is usually to maximize returns through diversification. It’s important to remember that innovation projects are creative acts, whereas investment in financial securities is simply the purchase of assets that have already been created.

“Avoid the mistake of treating projects like financial securities” and “remember that innovation projects are creative acts.” Whoa.

Why this is important in a practical sense (and isn’t just academic fun-with-words)

Think about all the advice you’ve read and heard (and that I’ve probably given you) about innovation portfolios – you need a mix of incremental, adjacent, and radical innovations, and, if you’re creating a portfolio from scratch, use the Golden Ratio.

Yes, and this assumes that everything in your innovation portfolio supports your overall strategy, and that the portfolio is reviewed regularly to ensure that the right projects receive the right investments at the right times.

These assumptions are rarely true.

Projects tend to enter the portfolio because a senior executive suggested them or emerged from an innovation event or customer research and feedback. Once in the portfolio, they progress through the funnel until they either launch or are killed because of poor test results or a slashed innovation budget.

They rarely enter the portfolio because they are required to deliver a higher-level strategy, and they rarely exit because they are no longer strategically relevant. Why? Because the innovation projects in your portfolio are “assets that have already been created.”

What this means for you (and why it’s scary)

Swapping “basket” in for “portfolio” isn’t just the choice of a new word to bolster the claim of creating a new approach. It’s a complete reframing of your role as an innovation executive.

You no longer monitor assets that reflect purchases or investments promising yet-to-be-determined payouts. You are actively starting, shifting, and shutting down opportunities based on business strategy and needs. Shifting from a “portfolio” to a basket” turns your role as an executive from someone who monitors performance to someone who actively manages opportunities.

And this should scare you.

Because this makes the challenge of balancing operations and innovation an unavoidable and regular endeavor. Gone are the days of “set it and forget it” innovation management, which often buys innovation teams time to produce results before their resources are noticed and reallocated to core operations.

If you aren’t careful about building and vigorously defending your innovation basket, it will be easy to pluck resources from it and allocate them to the more urgent and “safer” current business needs that also contribute to the strategic changes identified.

Leaving you with an innovation portfolio.

Image Credit: Pixabay

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Building a Psychologically Safe Team

Building a Psychologically Safe Team

GUEST POST from David Burkus

One of the most consistent findings in organizational behavior over the last decade has been just how significantly team performance is affected by psychological safety. A psychologically safe team is one where team members feel comfortable being themselves, expressing their ideas and opinions, and taking risks without fear of being punished or ostracized. Teams with high psychological safety learn faster, communicate better, and hence collaborate more effectively.

At its core, psychological safety is marked by a sense of mutual trust and respect. And these are two different things. Trust is how much teammates feel they can share their authentic selves with others. Respect is how much teammates feel the team will accept that self. If I trust you, then I will share honestly with you. If you respect me, then you will value what I’ve shared.

In this article, we’ll cover four ways to create a more psychologically safe team—with the first two focusing on trust and the second two on respect.

Be Vulnerable First

The first way to build a psychologically safe team is to be vulnerable first. This is a powerful way to build trust because trust on a team grows reciprocally. When someone makes themselves vulnerable, they signal to the team that they’re trusting the team. And teammates feel trusted and respond in a trustworthy manner (most of the time). This cycle repeats itself over time and trust grows alongside it. As a leader, that means it falls upon you to demonstrate trust first by being vulnerable first. You don’t need to share embarrassing secrets or your deepest fears, but a simple “I don’t know” when discussing a problem or a simple sharing of a few weaknesses can be an important moment in the development of trust on your team. Don’t make people earn your trust. Trust them and let them respond with trustworthiness.

Accept (but learn from) Failures

The second way to build a psychologically safe team is to accept (but learn from) the team’s failures. Failures on a team can’t be avoided—and they can’t be ignored. You’ll have to deal with repeated failures or performance issues, but often unexpected failures get overlooked (or worse). Projects sometimes run over budget, clients change their mind, global pandemics threaten the supply chain and force everyone to work at home in their pajamas. When failures happen, the human reaction is to deflect or excuse away failures. So, when teams face failures, they often fight over who is to blame. But psychologically safe teams recognize failure is a learning opportunity and see honest conversations about what happened and what can be changed in the future to prevent failures. As a leader, take your team through an after-action review when failures happen and celebrate any moments of honesty or responsibility you see. Doing so sends the message that failure is feedback—not something to be deflected.

Model Active Listening

The third way to build a psychologically safe team is to model active listening. This helps teammates feel respected, the other side of psychological safety. Leaders don’t have to accept every idea their team shares to build respect, but they do have to ensue every teammate feels listened to. And modelling active listening not only ensures you’re listening to the team—it also teaches the team by example how to listen better to each other. Make sure you’re actively focused on the person speaking, not looking at a phone or laptop. Nod your head and utter small “hmms” and “ahhs” to show you’re responding and processing what you hear. Follow up with questions based on what you heard that signal listening and encourage them to expound on their ideas. And before you offer your thoughts, summarize what you heard them say to confirm that you understand. Doing so will ensure the other person feels listened to—because you were actually listening.

Treat Conflict As Collaboration

The fourth way to build a psychologically safe team is to treat conflict as collaboration. It’s difficult to model active listening when the person speaking is sharing an idea or action in conflict with something you’ve previously said. It’s hard to actively listen when in conflict because you’re wanting to jump in and defend your original idea. But for building respect, it’s crucial to remember that task-focused conflict is a form of collaboration. People who disagree with their teammates aren’t (usually) saying their teammates are dumb, they’re saying they see the situation differently and care enough to share. Resist the urge to shoot down the conflicting idea, and use the questioning time during active listening to ask questions about the assumptions made or information that leads this person to a different conclusion. Meet conflict with curiosity about how they concluded something different than you. You’ll not only maintain respect, you’ll often find out that their way is a better solution anyway.

Looking at these actions collectively, it’s easier to notice the interplay between trust and respect that leads to a psychologically safe team. Trusting moments need to be met with respect, otherwise they might trigger distrust. But when teams develop both simultaneously, they start to share diverse perspectives and generate better ideas—and they gradually become a team where everyone can do their best work ever.

Image credit: Pixabay

Originally published at https://davidburkus.com on February 25, 2023.

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Great Coaches Do These Things

Great Coaches Do These Things

GUEST POST from Mike Shipulski

Good coaches listen to you. They don’t judge, they just listen.

Good coaches continually study the game. They do it in private, but they study.

Good coaches tell you that you can do better, and that, too, they do in private.

Good coaches pick you up off the floor. They know that getting knocked over is part of the game.

Good coaches never scream at you, but they will cry with you.

Good coaches never stop being your coach. Never.

Good coaches learn from you, and the best ones tell you when that happens.

Good coaches don’t compromise. Ever.

Good coaches have played the game and have made mistakes. That’s why they’re good coaches.

Good coaches do what’s in your best interest, not theirs.

Good coaches are sometimes wrong, and the best ones tell you when that happens.

Good coaches don’t care what other people think of them, but they care deeply about you.

Good coaches are prepared to be misunderstood, though it’s not their preference.

Good coaches let you bump your head or smash your knee, but, otherwise, they keep you safe.

Good coaches earn your trust.

Good coaches always believe you and perfectly comfortable disagreeing with you at the same time.

Good coaches know it’s always your choice, and they know that’s how deep learning happens.

Good coaches stick with you, unless you don’t do your part.

Good coaches don’t want credit. They want you to grow.

Good coaches don’t have a script. They create a custom training plan based on your needs.

Good coaches simplify things when it’s time, unless it’s time to make things complicated.

Good coaches aren’t always positive, but they are always truthful.

Good coaches are generous with their time.

Good coaches make a difference.

Image credit: Unsplash

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Why You Should Care About Service Design

Why You Should Care About Service Design

GUEST POST from Robyn Bolton

What if a tool had the power to delight your customers, cut your costs, increase your bottom line, and maybe double your stock price? You’d use it, right?

That’s precisely the power and impact of Service Design and service blueprints. Yet very few people, especially in the US, know, understand, or use them. Including me.

Thankfully, Leala Abbott, a strategist and researcher at the intersection of experience, innovation, and digital transformation and a lecturer at Parsons School of Design, clued me in.

What is Service Design?

RB: Hi, Leala, thanks for taking the time to talk with me today.

LA: My pleasure! I’m excited about this topic. I’ve managed teams with service designers, and I’ve always been impressed by the magical way they brought together experience strategy, UX, and operations.

RB: I felt the same way after you explained it to me. Before we get too geeked up about the topic, let’s go back to the beginning and define “service.”

LA: Service is something that helps someone accomplish a goal. As a result, every business needs service design because every business is in the service industry.

RB: I’ll be honest, I got a little agitated when I read that because that’s how I define “solution.” But then I saw your illustration explaining that service design moves us from seeing and problem-solving isolated moments to seeing an integrated process. And that’s when it clicked.

LA:  That illustration is from Lou Downe’s talk Design in Government Impact for All . Service Design helps us identify what customers want and how to deliver those services effectively by bringing together all the pieces within the organization. It moves us away from fragmented experiences created by different departments and teams within the same company to an integrated process that enables customers to achieve their goals.

Why You Need It

RB: It seems so obvious when you say it. Yet so often, the innovation team spends all their time focused on the customer only to develop the perfect solution that, when they toss it over the wall for colleagues to make, they’re told it’s not possible, and everything stops. Why aren’t we always considering both sides?

LA: One reason, I think, is people don’t want to add one more person to the team. Over the past two decades, the number of individuals required to build something has grown exponentially. It used to be that one person could build your whole website, but now you need user experience designers, researchers, product managers, and more. I think it’s just overwhelming for people to add another individual to the mix. We believe we have all the tools to fix the problem, so we don’t want to add another voice, even if that voice explains the huge disconnect between everything built and their operational failures.

RB: Speaking of operational failures, one of the most surprising things about Service Design is that it almost always results in cost savings. That’s not something most people think about when they hear “design.”

LA: The significant impact on the bottom line is one of the most persuasive aspects of service design. It shifts the focus from pretty pictures to the actual cost implications. Bringing in the operational side of the business is crucial. Building a great customer journey and experience is important, but it’s also important to tie it back to lost revenue and increased cost to serve

Proof It Works 

LA: One of the most compelling cases I recently read was about Autodesk’s transition to SaaS, they brought in a service design company called Future Proof. Autodesk wanted to transition from a software licensing model to a software-as-a-service model. It’s a significant transition not just in terms of the business model and pricing but also in how it affects customers.

If you’re a customer of Autodesk, you used to pay a one-time fee for your software, but now you are paying based on users and services. Budgeting becomes messy. The costs are no longer simple and predictable. Plus, it raises lots of questions about the transition, cost predictability, control over access, managing subscriptions, and flexibility. Notice that these issues are about people managing their money and increasing costs. These are the areas where service design can truly help. 

Future Proof conducted customer interviews, analyzed each stage of the customer journey, looked at pricing models and renewal protocols, and performed usability studies. When they audited support ticket data for the top five common customer issues, they realized that if Autodesk didn’t change their model, the cost of running software for every customer would increase by 40%, and profit margins would decrease by 15% to 20%.

Autodesk made the change, revenue increased significantly, and their stock price doubled. Service design allows for this kind of analysis and consideration of operational costs.

How to Learn More

RB: Wow, not many things can deliver better service, happier customers, and doubling a stock price. Solid proof that companies, and innovation teams in particular, need to get smart on service design. We’ve talked a lot about the What and Why of Service Design. How can people learn more about the How?

LA: Lou Downe’s book is a great place to start Good Services: How to Design Services That Work. So is Woo, Wow, and Win: Service Design, Strategy, and the Art of Customer Delight by Thomas A Stewart and Patricia O’Connell.  I also recommend people check out The Service Design Network for tools and case studies and TheyDo, which helps companies visualize and manage their service design.

Image Credit: Pixabay

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Do you have a fixed or growth mindset?

Do you have a fixed or growth mindset?

GUEST POST from Stefan Lindegaard

What does it mean to have a mindset? How does it shape your actions, and those of the people you interact with? Is it steadfast, or does it evolve? Could it perhaps be a fusion of elements? It’s crucial to understand mindsets as they influence not only our behaviors but also the behaviors of those we engage with, allowing us to better navigate the world.

Research defines “mindset” as a mental frame or lens that selectively organizes and interprets information, orienting an individual’s understanding of experiences and guiding their responses and actions. This definition, adapted from Carol Dweck by Salovey and Achor, illuminates that our mindset, composed of our thoughts and beliefs, influences our perception of ourselves, our environment, and the broader world. Such understanding is vital in team dynamics, leadership, and organizational contexts.

Dweck identified two primary mindsets:

  • A fixed mindset, in which intelligence is viewed as static, leading to the desire to appear intelligent and influencing specific behaviors.
  • A growth mindset, where intelligence is seen as something that can be developed, sparking a desire to learn and driving diverse behaviors.

The growth mindset, characterized by the belief that abilities can be honed with consistent effort, is shaped by how we perceive and tackle five critical areas:

  1. Viewing effort as a path to mastery
  2. Demonstrating persistence in the face of obstacles
  3. Seeing others’ success as a source of inspiration and learning
  4. Embracing challenges
  5. Welcoming criticism as an opportunity to learn and grow

However, we need to acknowledge that our mindsets aren’t strictly “fixed” or “growth” in nature. They’re typically a hybrid of both, influenced by the context and phase of our lives. It’s is also situational. Our response to situations can shift, revealing the dominance of one mindset over the other at different times. Recognizing this within ourselves and avoiding prematurely labeling others is vital.

Here are a few case study examples:

Case Study 1 – Education

To give a practical example, let’s look at the world of education. Imagine a student who struggles with math. With a fixed mindset, they might think, “I’m just not good at math,” and subsequently put less effort into learning. However, if they adopt a growth mindset, they would perceive math as a challenge they can overcome with practice and effort. Using different strategies and seeking help when necessary, the student’s math skills can improve, highlighting the practical application of a growth mindset.

Case Study 2 – Microsoft

In the business world, Microsoft provides an excellent case study. Under CEO Satya Nadella’s leadership, Microsoft shifted from a fixed to a growth mindset. Nadella introduced Dweck’s growth mindset concept to the company culture, fostering innovation and collaboration. The shift, encapsulated in the motto “Learn it all” vs. “Know it all,” encouraged employees to remain open-minded, learn from their mistakes, and continually improve. This change in mindset led to increased employee engagement, innovation, and contributed to Microsoft’s recent growth.

Case Study 3 – Sports

In sports, athletes often exemplify the growth mindset. Consider basketball legend Michael Jordan. He was cut from his high school varsity team because he was deemed “not good enough.” Rather than accepting this as an unchangeable state, he viewed it as a challenge and redoubled his efforts to improve. His eventual rise to becoming one of the greatest basketball players of all time showcases how a growth mindset can lead to superior performance in the face of setbacks and criticism.

Conclusion

As I often say, “The essence of the growth mindset in an organizational context is to instill a mindset focused on continuous improvement rather than the need to prove that one is the best.”

Implementing the growth mindset in team dynamics is part of my work. However, it doesn’t stand alone. It must be complemented by other factors like fostering a learning culture, ensuring psychological safety, and navigating the comfort zone. All these components are critical to effective team, leadership, and organizational development.

Image Credit: Stefan Lindegaard

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How Not to Get in Your Own Way

How Not to Get in Your Own Way

GUEST POST from Mike Shipulski

If you could get another good job at the drop of a hat, how would you work differently? Would you speak your mind or bite your tongue?

If you didn’t care about getting a promotion, would you succumb to groupthink or dissent?

If your ego didn’t get in the way, would you stop following the worn-out recipe and make a new one?

If you don’t judge yourself by the number of people who work for you, would your work be better? Would you choose to work on different projects? How do you feel about that?

If you knew your time at the company was finite, how would your contribution change? Who would you stop working with? Who would you start working with? Wouldn’t that feel good?

If you didn’t care about your yearly rating, wouldn’t your rating improve?

If you cared more about helping others, wouldn’t your talents (and the returns) be multiplied?

If your time horizon was doubled, wouldn’t work on projects that are important at the expense of those that are urgent?

If your ego didn’t block you from working on projects that might fail, wouldn’t you work on projects that could obsolete your best work?

If you cared about the long-term success of the company, wouldn’t you work more with young people to get them ready for the next decade?

If you cared solely about doing the right projects in the right way, wouldn’t you help your best team members move to the most important projects, even if that meant they worked for someone else?

If you cared about helping people develop, would you formalize their development areas and help them grow, or take the easy route and let them flounder?

If you didn’t care about getting the credit, how would you and your work be different? Would the company be better for it? How about your happiness?

If you declined every other meeting and just read the meeting minutes, would that be a problem? And even if there are no meeting minutes to read, don’t you think that you’d get along just fine? And don’t you think you’d get more done?

What would you have to change to work more often with young people?

What would you have to change so your best people could be moved to the most important projects?

What would you have to change so you’d dissent when that’s what’s needed?

What would you have to change to develop others, even if it cost you a promotion?

What would you have to change so you could ditch the urgent projects and start the meaningful ones?

What would you have to change so you could spend more time developing young talent?

What would you have to change so you could attend fewer meetings and make more progress?

What would you have to change so you could work on the most outlandish projects?

What’s in the way of looking inside and figuring out how to live differently?

If you were able to change, who would you start work with? Who would you stop working with? Which projects would you start and which would you stop? Which meetings would you skip? Who are the three young people you’d help grow?

If you were able to change, would you be better for it? And how about the people that work with you? And how about your family? And wouldn’t your company be better for it?

So I ask you – What’s in the way? And what are you going to do about it?

Image credit: Pexels

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Three Maps to Innovation Success

3 Maps to Innovation Success

GUEST POST from Robyn Bolton

Several years ago, my now-husband and I were in London. It was his first time in the city but my 4th or 5th so, naturally, I talked a big game about how well I knew the city and how I would be, with the help of our handy tourist map, our tour guide.

Things were going fine until I took the wrong road leading away from Buckingham Palace. I thought we were heading straight to Parliament. We were not. 

After a walk that lasted far longer than it should have, he nervously asked,” We’re lost, aren’t we?”

With wounded pride and astounding stubbornness, I declared, “We’re not lost. I know exactly where we are. It’s just not where we want to be.”

Maps are incredibly useful. Until they’re not.

Innovation literature has more maps than a Rick Steves’ guidebook, and most are quite useful. If they’re used at the right time for the right purposes in the right way by the right people (which is a lot of rights that have to be right).

Here are three of my favorites – 2 classics and a new one that blew my mind

Stakeholder Map:

Stakeholder Map

Avoid getting blind-sided, buttering up the wrong people, or ignoring potential champions

  • What it is: A visual representation of the people, roles, and groups who (1) are involved in and affected by a challenge or system and (2) have the power to affect or are likely to be affected by the proposed solution. Stakeholders can be internal and/or external to the organization
  • Why you need one: To prioritize where and how you spend your time understanding, influencing, communicating, collaborating, persuading, and selling
  • When to create it: At the very beginning of a project and then updating as you learn more
  • How to use it: Interaction Design Foundation explains it simply and concretely:
    • Brainstorm who your internal AND external stakeholders are
    • Prioritize them using an Influence x Interest two-by-two matrix
    • Engage and communicate based on their place in the chart

Journey Map

Customer Journey Map

Spot opportunities to create radical value through incremental innovations

  • What it is: A visual representation of what your customer/consumer/user does, thinks, and feels as they move from awareness of a need/want/JTBD to loyalty to a solution. Journey maps should dig deep into moments where customers currently interact with your organization and highlight opportunities where interaction can and should occur
  • Why you need one: To identify opportunities for innovation by surfacing customer current pain points between your customer and your business (or competitors if your business isn’t there and can/should be)
  • When to create it:
    • Create the basic structure (start and end point) or a hypothesized journey before primary research.
    • During research, work with individual stakeholders to develop their maps using (and adapting) your initial structure.
    • At the end of research and before ideation, synthesize insights into the smallest possible number of maps to use as inspiration for solution brainstorming
  • How to use it: IDEO offers simple instructions and tips based on practical use:
    • Brainstorm who your internal AND external stakeholders are
    • Prioritize them using an Influence x Interest two-by-two matrix
    • Engage and communicate based on their place in the chart

Service Map:

Service Design Blueprint

Make journey maps actionable (and see how your innovation affects your operations)

  • What it is: A visual representation of the people, touchpoints, processes, and technology required/desired both frontstage (what customers see) and backstage (what happens behind the scenes). Similar to process documentation with a special focus on the customer
  • Why you need one: Doing something new (i.e., innovating) often requires changes to internal operations, organizations, and processes, but these changes are often ignored or unexplored until late in the process, potentially slowing or stopping the development and launch of a new solution.
  • When to create it: Draft a baseline current state once you have 50% confidence in the general area or type of solution to be created (e.g., we want to improve the use of digital tools in classrooms, so let’s create a service map for our current digital offerings and operations). Then continually revise and update it as the solution/service develops.
  • How to use it: Interaction Design Foundation offers practical instructions and advice.
    • Identify the service to be blueprinted
    • Identify the customers to be service
    • Examine the customers’ experience of the process (customer journey map)
    • Identify the role and impact of employees, processes, technology, and other operational and organizational factors on the service
    • Link activities together to show a natural flow between frontstage and backstage

What’s your favorite map (innovation or otherwise)?

Image credits: Pixabay, Interaction Design Foundation

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Why Communication Skills Trump Coding for Our Kids’ Future

Why Communication Skills Trump Coding for Our Kids' Future

GUEST POST from Greg Satell

Many say that coding is the new literacy. Kids are encouraged to learn programming in school and take coding courses online. In that famous scene in The Graduate Dustin Hoffman’s character was encouraged by a family friend to go into plastics. If it were shot today, it would have probably been computer code.

This isn’t actually that new. I remember first being taught how to code in middle school in the early 80s in BASIC (a mostly defunct language now). Yet even today, coding is far from an essential skill. In fact, with the rise of no-code platforms, there is a strong argument to be made that code is becoming less important.

Don’t get me wrong, there’s still plenty of coding to be done on the back end and programming is certainly a perfectly reasonable thing to learn. However, there’s no reason people need to learn it to have a successful, productive career. On the other hand writing, as well as other communication skills, will only become more important in the decades to com.

The Future Is Not Digital

During the past few decades, digital technology has become largely synonymous with innovation. Every 18 months or so, a new generation of processors has come out that was faster, more powerful and cheaper than its predecessors. Entrepreneurs would leverage these new capabilities to create exciting new products and disrupt entire industries.

Yet now that’s all coming to an end. Every technology eventually hits theoretical limits and that’s where we are now with regard to digital processors. We have maybe one or two generations of advancement and then, with some clever workarounds, we may be able to stretch the technology for a decade or so, but it’s highly unlikely that it’ll last any longer than that.

That’s not so horrible. There’s no 11th Commandment that says, “Thou shalt compute in ones and zeroes,” and there are nascent architectures that are potentially far more powerful than digital computers, such as quantum and neuromorphic computing. Neither of these, however are digital technologies. They operate on fundamentally different logic and will use different code.

So instead of learning to code, maybe our kids would be better served by learning about quantum mechanics or neurology. Those would seem to be far more relevant to their future.

The Shift From Bits To Atoms

Digital technology is largely virtual. Transistors on silicon wafers compute ones and zeroes so that images can flash across our screens. That can be very useful, because we can simulate things on a screen much more cheaply than in the physical world, but it’s also limited. We can’t eat, wear or live in a virtual world.

The important technologies of the next generation, however, will be based on atoms rather than bits. Advances in genomics have led to the new field of synthetic biology and a revolution in materials science is transforming our ability to develop advance materials for manufacturing, clean energy and space exploration. So maybe instead of learning how to code, kids should be studying genetics and chemistry.

As we develop new technologies, we will also need to design experiences so that we can use them more effectively. For example, we need linguists and conversational analysts to design better voice interfaces. Kids who study those things may be able to build great careers.

The rapid pace of technological advancement over the next generation will surely put stress on society. Digital technology has helped produce massive income inequality and a rise in extremism. We will need sociologists and political scientists to help us figure out how to cope with these new, much more powerful technologies.

Collaboration Is The New Competitive Advantage

When my generation was in school, we were preparing for a future that seemed pretty clear cut. We assumed we would become doctors, lawyers, executives and engineers and spend our entire lives working in our chosen fields. It didn’t turn out that way. These days a business model is unlikely to last a decade, much less a lifetime.

Kids today need to prepare to become lifelong learners because the pace of change will not slow down. In fact, it is likely to accelerate beyond anything we can imagine today. The one thing we can predict about the future is that collaboration will be critical for success. People like geneticists and quantum scientists will need to work closely with chemists, designers sociologists and specialists in fields that haven’t even been invented yet.

These are, in fact, longstanding trends. The journal Nature recently noted that the average scientific paper today has four times as many authors as one did in 1950 and the work they are doing is far more interdisciplinary and done at greater distances than in the past. We can only expect these trends to become more prominent in the future.

In order to collaborate effectively, you need to communicate effectively and that’s where writing comes in. Being able to express thoughts and ideas clearly and cogently is absolutely essential to collaboration and innovation.

Writing Well Is Thinking Well

Probably the most overlooked aspect of writing is that it does more than communicate thoughts, but helps form them. As Fareed Zakaria has put it. “Thinking and writing are inextricably intertwined. When I begin to write, I realize that my ‘thoughts’ are usually a jumble of half-baked, incoherent impulses strung together with gaping logical holes between them.”

“Whether you’re a novelist, a businessman, a marketing consultant or a historian,” he continues, “writing forces you to make choices and it brings clarity and order to your ideas.” Zakaria also points to Jeff Bezos’ emphasis on memo writing as an example of how clarity of expression leads to innovation.

In fact, Amazon considers writing so essential to its ability to innovate that it has become a key part of its culture. It’s hard to make much of a career at Amazon if you cannot write well, because to create products and services that are technically sound, easy to use and efficiently executed, a diverse group of highly skilled people need to tightly coordinate their efforts.

Today, as the digital revolution comes to an end and we enter a new era of innovation, it’s easy to get overwhelmed by the rapid advancement of breakthrough technologies. However, the key to success in our uncertain future will be humans collaborating with other humans to design work for machines. That starts with writing effectively.

— Article courtesy of the Digital Tonto blog
— Image credit: Pixabay

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3 Secrets To Good Teamwork

3 Secrets To Good Teamwork

GUEST POST from David Burkus

Teams are how work gets done most of the time. In a knowledge work economy, up to 85% of an average employee’s time is spent in collaboration with other people—on one team or on multiple teams. And that makes effective collaboration and good teamwork a top tier skill. Whether you’re currently a leader or looking to become a leader, focusing on developing your teamwork skills—and the level of teamwork on your team—is one of the highest returns on effort you can experience.

In this article, we’ll outline three keys to good teamwork and offer a few practical ways to improve on each one.

1. Clarity

The first key to good teamwork is clarity. Teammates need a clear set of tasks and objectives, and also to be clear on the tasks others are focused on. They need to be able to depend on the team to deliver on commitments and be clear about how their deliverables fit into the larger whole. In addition, teams need clarity on each others knowledge, skills, abilities, strengths and weaknesses. They need to know who the subject matter expert is for any given task and who is still developing that skill in order to properly assign tasks…and to ask the right person for help from time to time.

There are a number of ways to establish clarity when beginning a project, but teams also need to be deliberate about maintaining clarity as the project rolls out and the fog of work sets in. One effective way to do that is through a “huddle”—a regular, and fast paced meeting where teammates gather and report on what they’ve completed, where their focus is now, and where they might need help. Overtime, this routine will help everyone know what’s happening, but also who is excelling at what tasks and how they can help each other.

2. Empathy

The second key to good teamwork is empathy. If clarity is about understanding the tasks, empathy is about understanding the people on the team. Teammates need to know about each other’s different work preferences, personalities, and routines. Without empathy, we tend to assume our teammates will think and act like us—and when they don’t it can create conflict and confusion. And the more diverse a team, the more important empathy becomes on the team.

There are a variety of ways to build empathy but one of the most effective is through crafting and revising a team charter—or ways of working, group norms, rules of the road, and a host of other names. The idea behind a team charter is to facilitate a conversation about all the taken-for-granted assumptions about collaboration the team may have—like proper email response time, reasons to call meetings, ways to make decisions, etc. As they discuss, the team arrives at a set of norms they can agree to and then they abide by those norms for a few months before revisiting and revising based on what was learned. Empathy isn’t created by having the document, but rather in the process of having all those discussions.

3. Safety

The third key to good teamwork is safety—as in psychological safety. The level of mutual trust and respect felt on a team has a massive effect on the team’s ability to perform. If teammates feel safe to speak up, share ideas, or admit failures than the quality of their conversations and collaboration improves dramatically. Without psychological safety teams struggle to achieve a growth mindset and to learn and grow—and that puts a ceiling on the performance they’ll experience.

One fast way to start building psychological safety on a team is to signal vulnerability by asking for feedback. This is especially effective for leaders who can send individual emails out to each teammate asking just two simple questions:

  1. What’s something I do well I should do more of?
  2. What’s something you wish I would stop doing?

Because every teammate will have different answers, leaders will need to synthesize all the answers before they can apply anything learned. But the very action of asking for such honest feedback will signal to the team that their leader wants transparency. Over time that transparency will grow the feeling of psychological safety—especially once the team sees their feedback being applied.

And once psychological safety on the team grows, it will be easier to grow empathy as well. And when safety and empathy are high, teammates give more honest status updates in their huddles and clarity grows as well. As all three of these keys to good teamwork grow, the team’s performance will grow, because the team will become a place where everyone feels like they can do their best work ever.

Image credit: Pexels

Originally published at https://davidburkus.com on April 3, 2023.

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Leaders Avoid Doing This One Thing

Leaders Avoid Doing This One Thing

GUEST POST from Robyn Bolton


Being a leader isn’t easy. You must BE accountable, compassionate, confident, curious, empathetic, focused, service-driven, and many other things. You must DO many things, including build relationships, communicate clearly, constantly learn, create accountability, develop people, inspire hope and trust, provide stability, and think critically. But if you’re not doing this one thing, none of the other things matter.

Show up.

It seems obvious, but you’ll be surprised how many “leaders” struggle with this. 

Especially when they’re tasked with managing both operations and innovation.

It’s easy to show up to lead operations.

When you have experience and confidence, know likely cause and effect, and can predict with relative certainty what will happen next, it’s easy to show up. You’re less likely to be wrong, which means you face less risk to your reputation, current role, and career prospects.

When it’s time to be a leader in the core business, you don’t think twice about showing up. It’s your job. If you don’t, the business, your career, and your reputation suffer. So, you show up, make decisions, and lead the team out of the unexpected.

It’s hard to show up to lead innovation.

When you are doing something new, facing more unknowns than knowns, and can’t guarantee an outcome, let alone success, showing up is scary. No one will blame you if you’re not there because you’re focused on the core business and its known risks and rewards. If you “lead from the back” (i.e., abdicate your responsibility to lead), you can claim that the team, your peers, or the company are not ready to do what it takes.

When it’s time to be a leader in innovation, there is always something in the core business that is more urgent, more important, and more demanding of your time and attention. Innovation may be your job, but the company rewards you for delivering the core business, so of course, you think twice.

Show up anyway

There’s a reason people use the term “incubation” to describe the early days of the innovation process. To incubate means to “cause or aid the development of” but that’s the 2nd definition. The 1st definition is “to sit on so as to hatch by the warmth of the body.”

You can’t incubate if you don’t show up.

Show up to the meeting or call, even if something else feels more urgent. Nine times out of ten, it can wait half an hour. If it can’t, reschedule the meeting to the next day (or the first day after the crisis) and tell your team why. Don’t say, “I don’t have time,” own your choice and explain, “This isn’t a priority at the moment because….”

Show up when the team is actively learning and learn along with them. Attend a customer interview, join the read-out at the end of an ideation session, and observe people using your (or competitive) solutions. Ask questions, engage in experiments, and welcome the experiences that will inform your decisions.

Show up when people question what the innovation team is doing and why. Especially when they complain that those resources could be put to better use in the core business. Explain that the innovation resources are investments in the company’s future, paving the way for success in an industry and market that is changing faster than ever.

You can’t lead if you don’t show up.

Early in my career, a boss said, “A leader without followers is just a person wandering lost.” Your followers can’t follow you if they can’t find you.

After all, “80% of success is showing up.”

Image credit: Pixabay

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