5 Ways to Encourage Employee Engagement

GUEST POST from Douglas Ferguson

How do we become disengaged? What triggers disengagement in employees? When employees are engaged they embody the vision, values, and purpose of the company. The ultimate goal is to have a team of passionate contributors who are driven toward innovation and are positive and innovative problem solvers. As Leaders, we need to understand what causes our team to be disengaged if we want to shift them towards innovation.

Problems

When considering the signs of disengagement, often the first thing that comes to mind is laziness, apathy, and dissidence. These are merely symptoms, and as leaders, we need to dig deeper to discover what is happening at the core of our company and organizational culture that is causing these symptoms to surface.

To fully understand disengagement we first need to realize there are 3 employee classifications, according to Gallup; engaged, not engaged, and actively disengaged. Less than 31% of U.S workers were engaged in their jobs in 2014 and while it is easy to see the signs of an employee who is not engaged, actively disengaged employees tend to blend in as they are choosing this path, and just want to blend in.

There are a few telltale signs to look out for:

No initiative in employee performance
Unhealthy Activities
Silence can indicate a problem in the workplace
Lack of learning and lack of motivation
Wasted weekends

When we begin to look at our company culture and organizational culture we can start defining what the cause of this dissidence is. Systemic cultural issues can be due to:

Lack of challenge in the workplace
Lack of recognition
Lack of communication
Lack of trust
Siloed teamwork
Missing transparency

Employee Burnout

Disengaged employees sometimes need a spark. They are almost never bad employees, check out these 5 tips to reengage the disengaged.

1. How Might We

Addressing a lack of challenge in the workplace can seem like a difficult task, but one easy shift a leader can make lies in reframing. The first step in this type of reframing is identifying themes and insights for your company. This sheds light on problem areas for clients and employees alike. Reframing the insights to include ‘How might we’ creates an opportunity for would-be innovators to freely share ideas openly because it is framed as a possibility rather than a perfected final product. Reframing to these 3 words suggests that a solution is possible and it opens the door for a variety of creative ideation and problem-solving. When we pose a question to the team in the form of ‘How Might We’ we are encouraging them rather than inhibiting them. This combats disengagement by inviting each member of the team to voice their ideas in determining the solution. Every idea is valuable, and when you create a psychologically safe environment for all voices to be heard, your team will be fully unleashed.

2. Embrace Flexibility

The future of work is shifting, and with it many organizations are realizing that the traditional way we worked in the past, 9-5 in the office, may not necessarily be the best for unlocking teams’ full potential. The Bureau of Labor Statistics estimates that 50 million jobs are work-at-home capable. This means offering employees options for in-office, remote, or hybrid schedules is not only feasible, but it could increase positive productivity, and decrease the percentage of disengaged employees.

3. Employee Experience

Understanding the expectations and needs of your employees is vital to a company’s team health. When we work to recognize employees on a deeper level we can begin to change the culture to one that is thriving with ideas. Transparency and psychological safety will elevate your team and pave the way for healthy interactions that are sure to combat disengaged employees. A critical organization system we utilize is our Employee User Manual. This document is intended to open up conversations company-wide, to ensure every employee has the ability to share preferences, growth plans, and core values. By leading teams with an exercise such as this, you are building a foundation of psychological safety, transparency, and trust.

United Employees

4. Compassion and Empathy

As leaders, there has never been a better time to build meaningful relationships with employees and communities alike. Nurturing these relationships is key to keeping disengaged employees happy, productive, and satisfied with their work.

Happy Employees

“High-performing leaders of today are different. They’re empathetic, they think about people and society, and they really listen. There will always be financially-driven executives, but they’re getting pummeled and won’t be effective today,”

leading industry analyst, Josh Bersin.

Empathy, ethics, and values lining up between leaders and teams has the potential to increase retention, cultivate ideas, and deliver a healthy work environment.

5. Motivation and Talent

Disengaged employees may simply be lacking the recognition to develop their talents. It is reported that 69% of employers say they are struggling to find the talent that they need, but with a shift in organizational culture, that talent may be present and in need of a little nurturing to fully blossom. As Terry Lee outlines, there is great potential inside everyone. It’s up to great leaders to bring it out in four nurturing ways:

Training

Leaders should connect with their teams as they help them better understand their importance and the value they bring to the organization.

Employee Engagement

Connection

Leaders should connect with their teams as they help them better understand their importance and the value they bring to the organization. Every leader should understand their company’s mission and articulate that message to staff consistently and authentically.

Challenges

When team members complete meaningful tasks, they may receive an intrinsic reward. One way to amplify this reward is by talking to teams to determine what they think are the most important parts of their job. Then leaders can help them structure their day around tasks that give them a feeling of purpose.

Coaching

Team members need coaches to meet them where they’re at. They help staff identify what options they may have to reach goals and then set the appropriate challenges that lead them to success.

Shifting Work Culture to Engage the Disengaged

At Voltage Control we believe that every team member has potential that is waiting to be released. We believe that change is necessary to remain relevant in the world of work, and through interventions and training, we can help leaders and teams unlock and unleash that potential.

Article originally appeared on VoltageControl.com

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Legal and Ethical Implications of Accessibility Standards

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Legal and Ethical Implications of Accessibility Standards

GUEST POST from Chateau G Pato

As society transitions further into the digital age, accessibility is no longer simply a technological consideration but a legal and ethical obligation. Ensuring that digital products and environments are accessible to all individuals, regardless of disabilities, is crucial for promoting inclusivity, equity, and social justice. In this article, we will explore the legal bindings and ethical commitments tied to accessibility standards and dive into two compelling case studies that highlight their significance.

Understanding Accessibility Standards

Accessibility standards, such as the Web Content Accessibility Guidelines (WCAG), aim to provide a framework for making online content more accessible to people with disabilities. These standards are crucial in eliminating barriers that prevent interactions with web content, mobile applications, and various electronic devices.

Legal Implications

Legal frameworks around the world, such as the Americans with Disabilities Act (ADA) in the United States and the Equality Act in the United Kingdom, legally enforce the principle of accessibility. Organizations must ensure their digital properties comply with these standards to avoid legal repercussions, which can include lawsuits, fines, and severe reputational damage.

Ethical Implications

Beyond legal mandates, there lies an ethical responsibility. The ethical dimension of accessibility emphasizes equality, autonomy, and respect for all individuals. It implores organizations to prioritize users with disabilities, ensuring that they possess equal opportunities to access information, services, and experiences online.

Case Study 1: Domino’s Pizza

In 2019, Domino’s Pizza faced a significant legal battle over website accessibility. The case was brought forth by a visually impaired individual who was unable to order food through Domino’s website using a screen reader. This case escalated to the U.S. Supreme Court, which declined to hear Domino’s appeal, thereby upholding the Ninth Circuit Court of Appeals’ decision that the ADA applies to the company’s website.

This case underscores the legal implications businesses face when failing to ensure their digital offerings are accessible. It also highlights the need for comprehensive strategies to meet accessibility standards to avoid potential litigations and uphold societal values of equity.

Case Study 2: Target Corporation

Another high-profile case involved Target Corporation, where the National Federation of the Blind (NFB) filed a lawsuit claiming that their website was not accessible to visually impaired users. The landmark settlement in 2008 required Target to pay $6 million in damages and implement changes to their website to ensure accessibility.

This case serves as a reminder that ethical practices can also lead to pragmatic business benefits. By making their digital resources accessible, businesses not only avoid legal disputes but also open the doors to a wider customer base, promoting a brand image centered around inclusivity and social responsibility.

Conclusion

In conclusion, while accessibility standards are legally mandated, they also present an ethical call to action for organizations. The cases of Domino’s Pizza and Target Corporation poignantly reflect the consequences of neglecting legal obligations and ethical commitments. It is imperative for organizations to integrate accessibility into their digital strategies, not only to avoid legal repercussions but also to uphold their ethical duty to foster inclusive spaces online.

As we continue to innovate and evolve in a digital world, let us remain steadfast in our commitment to accessibility standards, ensuring that the digital landscape is welcoming and inclusive for all.

Extra Extra: Because innovation is all about change, Braden Kelley’s human-centered change methodology and tools are the best way to plan and execute the changes necessary to support your innovation and transformation efforts — all while literally getting everyone all on the same page for change. Find out more about the methodology and tools, including the book Charting Change by following the link. Be sure and download the TEN FREE TOOLS while you’re here.

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Innovation is About Conversations Not Knowledge

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Innovation is About Conversations Not Knowledge

GUEST POST from Greg Satell

One of the most often repeated stories about innovation is that of Alexander Fleming who, returning from his summer holiday in 1928, found that his bacterial cultures were contaminated by a strange mold. Yet instead of throwing away his work, he decided to study the mold instead and discovered penicillin.

What’s often left out is that it wasn’t Fleming who developed penicillin into a miracle drug. In fact, it wasn’t until a decade later that a team led by Howard Florey and Ernst Chain rediscovered Fleming’s work and, collaborating with several labs in the United States, ushered in the new era of antibiotics.

For some reason, we tend to assume that great innovators are lone geniuses. However, in researching my book, Mapping Innovation, I found just the opposite to be true. Innovation is, in fact, a highly social activity and great innovators cultivate long standing relationships with trusted thought partners. This was always true, but Covid has pushed it to new heights.

The “Martians” Of Fasori

Like a lot of children, Eugene Wigner lacked confidence in math class. In Eugene’s case, however, the problem wasn’t any lack of mathematical ability, but that his classmate and friend at the Fasori Gimnázium was John von Neuman, possibly the single greatest mathematician of the 20th century. Outmatched, Eugene chose to focus on physics, for which he would win the Nobel Prize in 1963.

The two were part of a group of Hungarian scientists that came to be known as the Martians, including such luminaries as Edward Teller, John Kemeny, George Polya and Paul Erdős, just to name a few. The group would help to revolutionize mathematics, physics and computer science for half a century.

In 1939, one of the “Martians,” Leo Szilard, became increasingly concerned about the explosive power of nuclear energy, which was poorly understood at the time. He went to confer with his friend Wigner and the two considered the matter important enough to sound the alarm. They drafted a letter, which Albert Einstein signed, which was ultimately delivered to President Roosevelt and led to the development of the Manhattan Project.

Each of the Martians was a genius in his own right, but combined they formed an important network of support that helped them all thrive and led to breakthroughs such as the first modern computer and the BASIC computer language. The world today is unquestionably better for it.

The Olympia Academy

In 1901, Albert Einstein was a recent graduate of the mathematics and physics in the teaching diploma program at the Zürich polytechnic school. Finding himself unable to find a job. he put an ad in the newspaper to attract students he could tutor to earn some money. A Romanian philosophy student named Maurice Solovine answered the ad.

As it turned out, Einstein didn’t think Solovine needed lessons in physics, but the two hit it off and Einstein invited his new friend to come and visit any time he wanted. Soon, a mathematician named Conrad Habicht joined the group and the three friends began to refer to their meetings as The Olympia Academy.

The meetings eventually began to take on a regular rhythm. They would read books from intellectual giants such as Ernst Mach, Henri Poincaré and David Hume, then discuss them late into the night and sometimes into the early morning hours. The debates were often vigorous, but always cordial.

Einstein would later credit these meetings with helping him come up with the ideas that led to the miracle year papers that would shift the foundations of modern physics. Einstein would, of course, become one of the world’s most famous people, but he never forgot his two friends from the Olympia Academy. The three stayed in touch throughout their lives, exchanging ideas and debating finer points.

The Bloomsbury Group

Historically, most intellectual clubs were exclusively male. That was certainly true of the Hungarian “Martians” and the Olympia Academy, as with others such as the Vienna Circle, but the Bloomsbury Group of early 20th century Cambridge was an unusual exception.

Although it was itself somewhat of an offshoot of the wholly male society of Apostles, the Bloomsbury included accomplished women such as Vanessa Bell and Virginia Woolf. It would come to be highly influential in areas as diverse as art, economics, literature and politics

It began in 1905, when Thoby Steven started hosting “Thursday Evening’s” for Cambridge intellectuals visiting London and his sister Vanessa followed up with “Friday Club.” The loose gathering’s became an informal network that included literary types like E. M. Forster and Lytton Strachey, as well as such luminaries as the economist John Maynard Keynes and the philosopher Bertrand Russell.

Although the group came to be seen as snobbish and out of touch, the accomplishments of its members cannot be denied. Nor can the fact that even as they grew in fame and had increasing demands on their time, they continued to see deep value in the dialogue they had with each other.

Collaboration Is A Competitive Advantage

What’s most interesting about groups such as the “Martians,” the Olympia Academy and the Bloomsbury group is not just that they exist, but how devoted their members were to them and how integral they saw the dialogue they produced to their own successes. For many of the same reasons, highly innovative firms often design workspaces to promote collaboration.

That’s no accident. Decades of research, including a study of “star” engineers at Bell labs as well as one of designers at IDEO, found that the best innovators are not necessarily the smartest or even the hardest working, but those who actively build up a strong network of collaborators. Another study of 17.9 million scientific papers found that the most highly cited work tends to come from a group of specialists in a specific field collaborating with an outsider.

Today’s technology creates new opportunities to collaborate and the impact is beginning to be felt. As Jennifer Doudna explained in The Economist, the Covid crisis is ushering in a “new era of science” in which collaboration is accelerating across national, institutional and disciplinary boundaries in ways that are unprecedented.

What’s becoming clear is that collaboration is increasingly becoming a competitive advantage and it’s not just what you know, but who you talk to, that will determine whether you succeed or fail. The better networks we build, the more likely it will be that we stumble across that random bit of information or insight that can help us solve an important problem.

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

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Navigating Diverse Expectations of Inter-generational Workforces

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Navigating Diverse Expectations of Inter-generational Workforces

GUEST POST from Art Inteligencia

In today’s dynamic professional landscape, organizations are increasingly characterized by a unique composition of inter-generational workforces. This fusion of Baby Boomers, Gen X, Millennials, and Gen Z in the workplace offers immense potential for innovation, provided that leaders understand and navigate the diverse expectations and work styles inherent to each generation.

Diverse Expectations in the Workplace

Each generation brings its distinctive perspective shaped by the world events, cultural shifts, and technological advancements they have experienced. Here are some condensed insights into the expectations and characteristics of each generation:

Baby Boomers: Value job security, loyalty, and are often motivated by position and titles.
Generation X: Appreciate work-life balance, are independent, and often act as a bridge between older and younger employees.
Millennials: Seek purpose-driven work, value collaboration, and prioritize digital communication.
Generation Z: Are digital natives, expect rapid feedback, and value diversity and inclusion highly.

Case Studies

Case Study 1: Tech Innovators Inc.

Tech Innovators Inc. is a rapidly growing technology firm with a vibrant mix of employees across generations. The company noticed a frequent clash between the collaborative approach of millennials and the more structured communication style preferred by Baby Boomers.

To address this, the company initiated a mentorship program where employees from different generations were paired together. The aim was two-fold: older employees gained insights into digital collaboration tools, while younger employees learned about industry history and strategic planning.

The result was a harmonious blend of traditional experience and modern efficiency. Productivity saw a notable increase, and employee satisfaction metrics rose by 20%. The mentorship program became a cornerstone in fostering an inclusive and resilient workplace culture.

Case Study 2: GreenFuture Energy

GreenFuture Energy, a leader in sustainable solutions, faced challenges with inter-generational team dynamics, primarily the differing expectations around feedback and professional development.

In response, GreenFuture implemented regular “feedback forums” where real-time feedback was encouraged across all levels. Each forum was designed to be a safe space promoting open communication, facilitated by trained mediators to maintain respect and constructive dialogue.

This initiative empowered Gen Z employees to express their innovative ideas and receive guidance, while Baby Boomers and Gen X provided context and depth through their rich experience. As a consequence, team initiatives became more innovative and execution rates improved by 35%.

Strategies for Navigating Diverse Expectations

To harness the potential of an inter-generational workforce, organizations must adopt intentional strategies:

Foster Open Communication: Encourage transparent dialogues where all generations feel heard and valued.
Promote Inclusive Leadership: Develop leadership teams that reflect the generational diversity of the workforce.
Provide Tailored Professional Development: Offer training programs that cater to the distinct learning and career growth needs of each generation.
Leverage Technology: Use digital tools to bridge communication gaps and streamline collaboration across diverse teams.

Conclusion

Successfully managing an inter-generational workforce requires more than understanding generational stereotypes. It demands a genuine commitment to building a culture of inclusivity and adaptability, where diverse expectations are not just acknowledged but leveraged for organizational growth. Through strategic initiatives and open-minded leadership, companies can transform potential inter-generational hurdles into opportunities for innovation and enhanced team synergy.

Extra Extra: Futurology is not fortune telling. Futurists use a scientific approach to create their deliverables, but a methodology and tools like those in FutureHacking™ can empower anyone to engage in futurology themselves.

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Innovating Through Adversity and Constraints

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Innovating Through Adversity and Constraints

GUEST POST from Janet Sernack

It’s been almost two and a half years since most of us shifted to working virtually and remotely, which, in turn, seriously disrupted most of our business-as-usual behaviors and learning habits. Interestingly, this also disrupted our habitual unconscious safety and comfort zones, and, in many cases, disconnected our overall sense of security. For some of us, our ability to make sense of ourselves and our futures, has been impacted, impacting our abilities to find new ways of being creative and innovating through the range of constraints and adverse situations.

Looking inward

Some of us have also had our confidence to survive and thrive in a world severely impacted, and many of us have felt exploited, exhausted, and depleted by our employers. According to Lynda Gratton, in a recent article in MIT Sloane Magazine “Making Sense of the Future” many of us are looking inward — working through the impact of our changing habits, networks, and skills, and begin to imagine other life trajectories and possible selves.

Looking outward

Again, according to Lynda Gratton, some of us are now also looking outward to analyze how talent markets are changing and what competitors are doing, which is creating momentum and a force for change, but also frustration and anxiety, given institutional lag and inertia.

The larger-than-life, terrible, and confronting conflict in Ukraine has also inflated, for some of us, a deeper sense of helplessness and exhaustion, and amplified our concerns and fears for a sustainable future.

The momentum for change is growing

Yet some people have successfully responded to worries and concerns about the inertia holding our companies back, and have adapted to working, learning, and coaching online. Using this moment in time to help de-escalate our reactivity to what’s been going on to deeply connect, explore, discover, listen, and respond creatively to what is really important, to ourselves, our people, teams and our organizations.

To help shift the tension between today and tomorrow, through regenerating and replenishing ourselves and our teams, by shifting the dialogue towards renewing and innovating through constraints and adversity in uncertain and unstable times.

Innovating through constraints at ImagineNation™

Innovating through constraints enabled the collective at ImagineNation™ to design and deliver a bespoke, intense, and immersive learning journey for an executive team aiming at igniting and mobilizing their collective genius to step up to face their fears, adapt, take smart risks and innovate in uncertain and disruptive times!

Some of the constraints we collaboratively and creatively mastered included adapting to differing:

Geographies, we are based in Melbourne, Australia, and our client was based in Canada, which made managing time zone schedules challenging, including some very early 4.30 am starts for us – Making flexibility and adaptiveness crucial to our success.
Technologies, balancing Zoom-based online webinars and workshops, with Google chat rooms and jamboards, completing one on one coaching sessions, and assigning, completing, and presenting group action learning assignments – Reinforcing the need for constant iteration and pivoting to ensure the delivery of outcomes, as promised.
Communicating, including air freighting hard copy reflection packs, scheduling, and partnering virtually, all within a remote and fractured working environment –Ensuring that clarity and consistency would lead to the successful delivery of the outcomes, as promised.

Shifting the dialogue

Demonstrating that we can all be resilient and creative when we live in times of great uncertainty and instability through investing in reskilling people and teams to become more purposeful, human, and customer-centric.

We can all break the inertia by challenging our business-as-usual thinking and shifting the dialogue towards exploring our inner challenges and navigating the outer challenges of our current environment.

If we commit to doing this with more consciousness, hope, optimism, and control, to follow a direction rather than a specific destination by:

Perceiving this moment in time as an “unfreezing opportunity” and an opening to shift out of inertia and complacency, to re-generate and re-invent ourselves and our teams?
Knowing how to connect, explore, discover, generate and catalyze creative ideas to rapidly and safely unlearn, relearn, collaborate and innovate through constraints and adversity?
Committing to letting go of our “old baggage” and ways of making sense of our new reality, by experimenting with smart risk-taking, and making gamification accessible in an environment that is unpredictable?

Re-generating and re-inventing in uncertain and unstable times

In fact, many of us successfully adapted to online working, learning, and coaching environments by de-escalating any feelings of helplessness and hopelessness.

To bravely focus on regenerating and reinventing ourselves and our teams and using this moment in time to be curious, shift the dialogue, explore possibilities, harness collective intelligence and ask some catalytic questions:

What if we intentionally disrupted our current way of thinking?
How might we think differently to shift our perception and perceive our worlds with “fresh eyes”? What might be possible?
What if we shift the dialogue to engage people in innovating through constraints?
How might we shift the dialogue to activate and mobilize people towards taking intelligent risks through constraints?
How might thinking differently empower, enable and equip ourselves and our teams to navigate the current environment with more hope and optimism?
What if re-consider and perceive these constraints differently?
How might we support people to ignite their creativity?
How might we equip people to be creative and develop better ideas?
How might we resource people to force more change and innovation?
How might we discover new ways of creating value for people in ways that they appreciate and cherish?

Grappling with the future is paradoxical

Finally, Lynda Gratton suggests that we need to:

“Acknowledge that this is not straightforward. Right now, many leaders are stuck between two sources of tension: the tension of enlightenment, where they can begin to imagine what is possible, and the tension of denial, where they are concerned that more flexible working arrangements will negatively affect performance. They grapple with whether the change will be necessary or possible. These are legitimate tensions that are only exacerbated by the sense of exhaustion many people feel”.

If we perceive these constraints as catalysts for setting a clear focus and direction, it might force us to experiment with creative ways of acting and doing things differently.

It might also force us to make tougher decisions around our inner and outer priorities, by exploring and discovering more balanced, creative, and inventive ways of constantly iterating and pivoting whatever resources are available to get the important jobs done.

An opportunity to learn more

Find out about our learning products and tools, including The Coach for Innovators Certified Program, a collaborative, intimate, and deep personalized innovation coaching and learning program, supported by a global group of peers over 9-weeks, starting Tuesday, May 4, 2022.

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Sustainability Metrics That Measure Impact in Innovation

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Sustainability Metrics That Measure Impact in Innovation

GUEST POST from Chateau G Pato

In today’s rapidly evolving world, the importance of innovation cannot be overstated. However, in our drive for progress, the necessity for sustainable practices has become increasingly clear. This article delves into sustainability metrics, examining how organizations can effectively measure their impact in the realm of innovation. With sustainability metrics, we make the abstract tangible, translating ideals into actionable insights.

What are Sustainability Metrics?

Sustainability metrics are tools and methodologies used to quantify an organization’s environmental, social, and economic impacts. These metrics provide frameworks for assessing the sustainability of innovation efforts, ensuring that new products, services, and business models align with principles of social responsibility and ecological balance.

Case Study 1: Interface, Inc.

Innovation in Modular Flooring

Interface, Inc., a global leader in modular flooring, is a shining example of how sustainability metrics can drive innovation. The company’s Mission Zero commitment aimed to eliminate any negative impact it may have on the environment by 2020. Central to this mission were robust sustainability metrics that assessed carbon footprint, water usage, and recycling rates across their operations.

Interface leveraged their EcoMetrics database to track and measure these factors, leading to groundbreaking initiatives like the “ReEntry” recycling program. This program reclaimed and recycled old carpet tiles, reducing both waste and raw material consumption. As a result, Interface’s innovative approach not only met their sustainability goals but also unlocked efficiencies and improvements in their manufacturing processes, reinforcing the link between sustainable practices and economic benefits.

Case Study 2: Unilever

The Sustainable Living Plan

Unilever’s Sustainable Living Plan is another exemplary case of using sustainability metrics to transform innovation. The initiative set ambitious targets across three areas: improving health and well-being, reducing environmental impact, and enhancing livelihoods. Key to their strategy was measuring the lifecycle impact of their products, from sourcing to disposal.

By implementing tools like the lifecycle analysis, Unilever could calculate carbon emissions, water usage, and waste production at every stage of the product lifecycle. This data-driven approach spurred innovations ranging from water-efficient production techniques to biodegradable packaging. Crucially, these innovations resulted not only in reduced environmental footprints but also fostered brand loyalty and consumer trust, showcasing how sustainability metrics can drive business success.

Integrating Sustainability Metrics into Innovation

Organizations looking to integrate sustainability metrics into their innovation processes should follow these steps:

Define clear objectives: Establish what aspects of sustainability are most critical to your organization and set clear, measurable goals.
Choose relevant metrics: Identify the most appropriate metrics for your objectives, such as carbon emissions, energy consumption, or social impact.
Leverage technology and data: Use advanced analytics tools to collect, analyze, and interpret data effectively, ensuring accurate measurement and reporting.
Foster a culture of sustainability: Ensure all team members understand the importance of sustainability, fostering innovation aligned with these values.

Conclusion

Sustainability metrics are not merely compliance tools but powerful enablers of innovation. By measuring impact and setting clear sustainability objectives, companies like Interface and Unilever have demonstrated that sustainable innovation is not only possible but also profitable. As organizations continue to navigate the complexities of modern business, their commitment to sustainability will undoubtedly shape the future of innovation.

Image credit: misterinnovation.com

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19 Things Physician Entrepreneurs Don’t Get About Sales and Marketing

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19 Things Physician Entrepreneurs Don't Get About Sales and Marketing

GUEST POST from Arlen Meyers, M.D.

Many biomedical and health marketing and sales people ask about tips and techniques on how to sell to doctors. But, very few doctors or physician entrepreneurs have much interest in how to market and sell to patients and other customers. The conventional wisdom goes that they are “too busy” or “don’t have the time” and that they are trained to take care of patients, not take care of business.

I disagree, as I’ve explained in many other posts. However, sales is not in the medical school course catalog.

During a pandemic, that is not an option. Here is what you need to know about digital marketing now.

Here are some social media strategies you should use in the post-pandemic world.

Do you know how to rank #1 on Google?

Ogilvy, one of the most respected marketing firms globally, has recognized this shift by stating that the traditional “4 Ps of Marketing” are out and the 4 Es are in.

Experience is more important than Product
Everywhere (Omnichannel) is now Place
Exchanges outweigh Price
Evangelism is more valuable than Promotion

Here is the job description for a social media manager for Microsoft:

Responsibilities

Design and execute a slate of rich social media strategies that resonate with our diverse and global audience and drive its implementation across our key campaign moments.
Define social media priorities, set goals and targets, aligning with audience insights. Proactively identify areas of optimization, set best practices, and communicate these across teams.
Partner across MSR Labs, Campaign Marketing, Community Engagement, Comms, Editorial, and Web/Media Production to support opportunities for rich scientific storytelling.
Serves as a trusted advisor to senior leaders through strong communication and influencing skills.
Creates and presents business reports that outline impact driven and provides recommendations based on outcomes.
Ability to focus on business priorities and create boundaries to ensure successful project completion.
Work with the paid social media team to execute and deliver on overall campaign KPIs.
Continuously improve on results by capturing and analyzing the appropriate social data/metrics, insights, and best practices, and then work with marketing managers to execute on those KPIs and leading indicators.

Qualifications

Required Qualifications:

5+ years of practical experience in a global enterprise social media environment or global agency in the field of social media.
Experience in the use of social media platforms (Facebook, Instagram, LinkedIn, Reddit, TikTok, Twitter, Twitch, YouTube, or Club House, etc.).

Preferred Qualifications:

Bachelor’s Degree
Exceptional formal and colloquial communications skills.
Ability to collaborate effectively within a team and across organizational and team boundaries.
Ability to manage complex projects in a fast-changing environment.
Proven track record for new, innovative approaches, and smart risk taking.
Understanding and natural curiosity of evolving social media trends.
Experience with tools like Sprinklr, Opal, Excel, and Power BI.
Positive attitude, detail and customer oriented along with strong multitasking and organizational acumen.

Here are 10 things docs don’t seem to understand about healthcare sales and marketing:

1. That they are different. Said another way, the marketing team figures out the strategy. The sales team executes the battle plan. Marketing serves the interests of the buyer. Sales serves the interests of the seller.

2. That they are complementary and have to be aligned

3. That the sales plan should not be an afterthought when building the business model canvas or business plan for a new venture.

4. That branding is not sales and marketing and that B2B marketing is different than B2C marketing.

5. That the Internet and social media have revolutionized how they both are done.

6. That service after the sale is just as important as selling the product and that they need to pay attention to the aftermarket.

7. That they don’t need to worry about any of this because they work for someone else who does it or they are busy enough.

8. That they should just outsource sales and marketing to someone else and just see patients.

9. That they can just depend on word or mouth referrals. It used to be docs played golf with their friends, but they now work on Wednesdays .

10. That all they need to do is hang a shingle to be successful because they have been reading about the shortage of doctors.

11. If you are a physician entrepreneur selling to doctors, you will relate to these tips on how to sell to doctors.

12. Every customer segment in sickcare requires a different value proposition, marketing and distribution/sales strategy. The 4Ps can rapidly become the 8, 16 or 24 Ps.

13. They actually believe they are the best and that “there is no competition”. Maybe it’s time for you to step back and create a competitive analysis matrix.

14. AI, changes in social media and VR/AR are rapidly changing how marketers are building their brands, engaging customers and driving sales and lead conversion.

15. There is a big difference between vanity numbers at the top of the funnel or prospect funnel and people who are ready, willing and able to buy (about 3% of the people you contact). Here’s a way to tell the difference

16. The difference and practice of segmentation, targeting and positioning

17. These ten most effective marketing techniques are a diverse group of online and offline strategies. Each technique is most effective when it is working in concert with the others.

18. When to hire a marketer

19. Consultative sales is more about leadership than sales

Most importantly, they don’t understand that branding a service is different from branding a product. That’s, in part, why they are losing patients to non-MDs.

Most entrepreneurs, including doctors, are still stuck in the spray and pray marketing mindset instead of inbound model. The idea is , instead of you finding patients and customers, help them find you.

What’s more, they don’t understand sales operations . The main function of the sales operations team is to smooth the sales process—reduce any friction and incorporate itself to the organization so as to ensure the execution of the sales strategy.

The basic building blocks of medical practice online marketing include building a website, having an search engine optimization (SEO) plan, using social media and managing your online reputation.

Hospital strategy and marketing officers, particularly those who have been recruited from consumer goods and service industries, stare in amazement at board meetings trying to understand why their docs won’t wear the sneakers and compete with the guys down the street. They fail to understand the culture of medical education and the profession that fundamentally places institutional affiliation and engagement way down the totem pole compared to peer acceptance and cooperation.

Another problem occurs when non-sick care entrepreneurs want to hire doctors as advisors, when, in fact, they want them to be salespeople to hospitals and other doctors on commission. The fact is that , in most instances, doctors lack sales knowledge, skills, abilities and competencies to do the job.

The main reason most doctors are not sales and marketing savvy is that they never had to be and they don’t want to be. But, times have changed. Maybe with an attitude adjustment, they’ll be able to get in a quick 18 holes after all.

Image Credit: Unsplash

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Unlearning and Relearning Are Keys to Innovative Thinking

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Unlearning and Relearning Are Keys to Innovative Thinking

GUEST POST from Art Inteligencia

In the fast-paced world of the 21st century, the ability to think creatively and innovate is more critical than ever. However, a significant barrier often stands in the way of innovation: existing knowledge and beliefs. While knowledge is undoubtedly powerful, it can also create blind spots. Thus, the challenges of unlearning outdated concepts and relearning new approaches are essential to overcome for fostering innovation. Let’s delve into the art and science of unlearning and relearning, and explore how they serve as keys to innovative thinking.

The Process of Unlearning

Unlearning is the process of letting go of old information or approaches that no longer serve us. It is not so much about forgetting but about stepping back from ingrained habits and assumptions. This requires an open mind and a willingness to challenge one’s own mental models. To unlearn, individuals and organizations must cultivate curiosity and humility, recognizing that what worked yesterday may not work today.

Embracing Relearning

Relearning goes hand in hand with unlearning. It involves adopting new perspectives, skills, and ideas that are more relevant to current challenges and future opportunities. Relearning equips individuals with the ability to adapt to emerging trends and technologies. It fosters a mindset of continuous growth and reinforces the importance of lifelong learning. By embracing relearning, we lay the groundwork for developing innovative solutions.

Case Study: Kodak – A Lesson in Unlearning

Kodak’s Missed Opportunity

Once a giant in the photography industry, Kodak provides a stark lesson in the importance of unlearning. In the early 1970s, Kodak engineer Steve Sasson invented the first digital camera. But the innovative idea was shelved due to the company’s strong belief in traditional film photography.

Kodak’s failure to unlearn its reliance on film technology and embrace digital photography eventually led to its downfall. By clinging to existing knowledge and market dominance, Kodak missed the opportunity to lead an emerging digital revolution. The case of Kodak highlights the critical need for companies to unlearn outdated business models to innovate and thrive.

Case Study: Microsoft’s Cultural Shift

Microsoft’s Transformation

In stark contrast, Microsoft’s story is one of successful unlearning and relearning. Under the leadership of Satya Nadella, who became CEO in 2014, Microsoft embarked on a cultural transformation that emphasized ‘growth mindset’ and innovation.

Nadella encouraged employees to unlearn combative work habits and embraced a culture of collaboration. He recognized the need to pivot towards cloud computing and artificial intelligence, investing heavily in these fields and shifting the focus away from the traditional Windows-centric model.

This shift resulted in a reinvigorated Microsoft that regained market leadership and opened new revenue streams. By unlearning its past and relearning new business strategies, Microsoft exemplified how adaptation and innovation can significantly alter a company’s trajectory.

Strategies for Unlearning and Relearning

Cultivate Curiosity: Encourage a culture where questions are welcomed, and continual learning is embraced. Curiosity leads to an openness that is fundamental to unlearning old paradigms.
Challenge Assumptions: Foster an environment where assumptions can be questioned and debated. This involves promoting diversity of thought and encouraging feedback.
Create Safe Spaces for Experimentation: Allow team members to explore new ideas without fear of failure. Learning from both successes and mistakes fosters a culture of innovation.
Invest in Continuous Learning: Provide learning opportunities that promote skill development in new areas. Encourage employees to stay up to date with industry trends and emerging technologies.

In conclusion, unlearning and relearning are crucial processes in cultivating an innovative mindset. They require individuals and organizations to embrace change, challenge old assumptions, and stay agile in the face of rapid transformation. By following the examples set by companies like Microsoft and learning from the missteps of others like Kodak, we can unlock new avenues of growth and creativity. It is through continuous learning and adaptation that we will find the keys to tomorrow’s innovations.

Image credit: Pexels

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Innovative Techniques in Voice of the Customer Research

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Innovative Techniques in Voice of the Customer Research

GUEST POST from Chateau G Pato

In today’s highly competitive business landscape, understanding the customer’s voice is not just an advantage—it’s essential. The traditional techniques of focus groups and surveys are being complemented or even replaced by innovative approaches that delve deeper into customer sentiments, behaviors, and expectations. As organizations strive to become more customer-centric, Voice of the Customer (VoC) research has become a cornerstone for guiding product development, service improvement, and customer experience strategies.

Innovative VoC Techniques

Emerging technologies and methodologies are transforming the ways we gather and interpret the voice of the customer. Let’s explore some groundbreaking techniques that are reshaping VoC research:

1. Social Listening and Sentiment Analysis

The proliferation of social media has opened a treasure trove of unfiltered customer feedback. Social listening tools allow companies to monitor conversations about their brand, products, and industry trends in real-time. Sentiment analysis employs natural language processing (NLP) to detect emotions within this vast sea of data, enabling organizations to respond swiftly to emerging issues or capitalize on positive discussions.

Case Study: Brand X’s Social Sentiment Turnaround

Brand X, a leading consumer electronics manufacturer, was facing declining customer satisfaction scores. By implementing advanced social listening tools, they discovered a common complaint about their new smartphone model—battery life issues were being discussed widely across forums and social platforms.

Through sentiment analysis, Brand X identified the most critical pain points and prioritized them for resolution. They communicated transparently with their customers about upcoming software updates aimed at mitigating the battery problem, which positively impacted brand sentiment and restored consumer trust.

2. Customer Journey Mapping

Understanding the steps a consumer takes from awareness to post-purchase is critical for enhancing their experience. Customer Journey Mapping visually represents these journeys and identifies key touchpoints where customers interact with a brand. By analyzing these interactions, businesses can pinpoint process improvements and innovations that will delight customers.

3. Immersive Experience Testing

Virtual reality (VR) and augmented reality (AR) technologies offer immersive ways to understand customer preferences and behaviors. Companies can simulate real-world usage scenarios for their products or services, gathering immediate feedback in a controlled environment. This method is invaluable for product design and ergonomic studies.

Case Study: Retail Innovator’s Virtual Reality Prototype Testing

A leading retailer, Retail Innovator, sought to redesign their flagship store layout to enhance customer experience. Instead of traditional focus groups, they opted for a VR-based approach, creating a digital twin of their store.

Customers were invited to explore this virtual environment and interact with it naturally. Feedback from this immersive experience highlighted several design flaws that weren’t apparent in 2D sketches, and allowed Retail Innovator to make informed adjustments before implementing the changes in the physical store. The result was a significant increase in positive customer feedback and sales.

4. AI-Powered Chatbots

Chatbots have evolved significantly with advancements in artificial intelligence. They are now capable of engaging in more natural and meaningful conversations, capturing valuable feedback, resolving customer queries instantly, and identifying trends in customer issues—feeding these insights back into the VoC loop.

5. Text Analytics and Machine Learning

With the explosion of data, manually processing customer emails, chat logs, and open-ended survey responses can be burdensome. Text analytics and machine learning algorithms automate this process, identifying themes and sentiments, and revealing actionable insights from historical feedback data.

Conclusion

In the quest for alignment with the customer’s voice, innovative VoC techniques extend beyond simply listening—they involve understanding, anticipating, and acting on customer feedback more intelligently than ever before. As we’ve seen in our case studies, these techniques not only uncover hidden insights but prompt proactive improvements that can transform customer satisfaction and loyalty.

As a human-centered change and innovation thought leader, I can confidently assert that the businesses that will thrive in the future are those that embrace these cutting-edge methods to truly hear, and adapt to, the evolving desires of their customers. The customer’s voice is more than data—it is a powerful catalyst for innovation and sustained growth.

Image credit: misterinnovation.com

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Building an Innovative Leadership Team

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Key Considerations

Building an Innovative Leadership Team

GUEST POST from Art Inteligencia

Innovation is the lifeblood of any successful organization, driving growth, competitive advantage, and adaptation in an ever-evolving marketplace. At the core of driving and sustaining innovation is a talented leadership team. Creating an innovation-focused leadership team requires more than just appointing skilled individuals; it demands a deliberate strategy aimed at fostering collaboration, adaptability, and a shared vision for future success.

This article explores the key considerations necessary for building an effective leadership team centered around innovation. It also provides real-world case studies that demonstrate how successful strategies can lead to transformative outcomes.

1. Defining a Clear Vision for Innovation

The first step in assembling a leadership team focused on innovation is establishing a clear and compelling vision. This vision should define what innovation means for the organization and outline the strategic objectives necessary to achieve that vision. Members of the leadership team need to be united by this common purpose, ensuring alignment and collaboration throughout the innovation journey.

2. Fostering a Culture of Collaboration

Innovation thrives in environments where open communication and cross-functional collaboration are encouraged. Leadership teams should comprise individuals with diverse backgrounds, experiences, and perspectives to bring varied ideas to the table. It’s crucial to create an environment where team members feel comfortable sharing their insights and challenging the status quo.

3. Promoting Agile Decision-Making

An innovative leadership team must be agile and adaptable, capable of making quick, informed decisions in response to changing circumstances. This requires a willingness to experiment, embrace failure as a learning opportunity, and pivot strategies when necessary. Tools such as rapid prototyping and lean methodology can be instrumental in maintaining momentum while minimizing risks associated with innovation initiatives.

4. Encouraging Continuous Learning

The rapidly evolving nature of business and technology requires leadership teams that are committed to continuous learning. Providing ongoing education and professional development opportunities fosters an environment where team members can stay abreast of new trends, technologies, and methodologies, enabling them to drive innovation more effectively.

Case Study 1: Google’s Innovative Leadership Approach

Google, renowned for its innovation and creativity, offers a compelling case study of an organization that has mastered the art of building a leadership team focused on innovation. Google’s success can be attributed to its commitment to fostering a culture that values experimentation and encourages collaborative problem-solving across all levels of the company.

At Google, the leadership team is not only tasked with strategic decision-making but also with creating a supportive environment where innovation can thrive. Key to their approach is the “20% Time” policy, which allows employees to dedicate a portion of their workweek to passion projects. This initiative encourages employees to explore new ideas and develop innovations that might not fit within their standard job responsibilities.

Google’s leadership team also invests in building diverse teams to bring a variety of perspectives and ideas to the table. The emphasis on diversity and inclusion has been instrumental in driving creativity and innovation, as it allows for a wider range of solutions to address complex challenges.

Case Study 2: 3M’s Culture of Innovation

3M is another exemplary organization known for its innovative leadership and dedication to research and development. The company’s success lies in its model of decentralized decision-making, where leaders at different levels have the autonomy to pursue innovative ideas and projects.

This approach allows 3M to harness the creative potential of its workforce, leading to the development of breakthrough products and technologies across various domains. The leadership team prioritizes risk-taking and experimentation, encouraging employees to learn from failures and iterate rapidly.

3M’s leadership also promotes a communal learning culture by establishing forums and platforms for knowledge sharing. Their “Tech Forum” program organizes monthly gatherings where employees can present ideas, collaborate, and receive feedback from peers. This initiative strengthens cross-disciplinary collaboration and cultivates a vibrant innovation ecosystem within the company.

5. Leveraging Technology and Data

An effective innovation leadership team is adept at leveraging technology and data to drive strategic decisions. This involves utilizing analytics to glean insights about changing consumer preferences, market trends, and the impact of innovation initiatives. By integrating technology into the decision-making process, leaders can identify opportunities for improvement and make data-driven decisions that propel the organization forward.

Conclusion

Building an innovative leadership team is a dynamic and ongoing process that requires cultivating a collaborative culture, promoting agility, and fostering a commitment to continuous learning. By aligning the leadership team’s vision with the strategic goals of the organization and investing in diverse talent, companies can create a powerful engine for innovation.

The examples of Google and 3M illuminate how strategic initiatives, such as encouraging employee-driven ideas and decentralizing decision-making, can produce outstanding results. By learning from these organizations, businesses can develop their own innovative leadership teams to navigate the complexities of the modern world and achieve sustained success.

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