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

Subscribe to Human-Centered Change & Innovation WeeklySign up here to get Human-Centered Change & Innovation Weekly delivered to your inbox every week.

Top 10 Human-Centered Change & Innovation Articles of August 2023

Top 10 Human-Centered Change & Innovation Articles of August 2023Drum roll please…

At the beginning of each month, we will profile the ten articles from the previous month that generated the most traffic to Human-Centered Change & Innovation. Did your favorite make the cut?

But enough delay, here are August’s ten most popular innovation posts:

  1. The Paradox of Innovation Leadership — by Janet Sernack
  2. Why Most Corporate Innovation Programs Fail — by Greg Satell
  3. A Top-Down Open Innovation Approach — by Geoffrey A. Moore
  4. Innovation Management ISO 56000 Series Explained — by Diana Porumboiu
  5. Scale Your Innovation by Mapping Your Value Network — by John Bessant
  6. The Impact of Artificial Intelligence on Future Employment — by Chateau G Pato
  7. Leaders Avoid Doing This One Thing — by Robyn Bolton
  8. Navigating the Unpredictable Terrain of Modern Business — by Teresa Spangler
  9. Imagination versus Knowledge — by Janet Sernack
  10. Productive Disagreement Requires Trust — by Mike Shipulski

BONUS – Here are five more strong articles published in July that continue to resonate with people:

If you’re not familiar with Human-Centered Change & Innovation, we publish 4-7 new articles every week built around innovation and transformation insights from our roster of contributing authors and ad hoc submissions from community members. Get the articles right in your Facebook, Twitter or Linkedin feeds too!

Have something to contribute?

Human-Centered Change & Innovation is open to contributions from any and all innovation and transformation professionals out there (practitioners, professors, researchers, consultants, authors, etc.) who have valuable human-centered change and innovation insights to share with everyone for the greater good. If you’d like to contribute, please contact me.

P.S. Here are our Top 40 Innovation Bloggers lists from the last three years:

Subscribe to Human-Centered Change & Innovation WeeklySign up here to get Human-Centered Change & Innovation Weekly delivered to your inbox every week.

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

Subscribe to Human-Centered Change & Innovation WeeklySign up here to join 17,000+ leaders getting Human-Centered Change & Innovation Weekly delivered to their inbox every week.

Who is to Blame for Poor Customer Service?

Who is to Blame for Poor Customer Service?

GUEST POST from Shep Hyken

The short version of the story is this. At about 9:15 p.m., I pulled into one of my favorite fast-food restaurants. There was one customer ahead of me in the drive-through lane. I assumed he was placing an order. After several minutes, I realized something else was going on. I wasn’t sure what, but the amount of time he spent talking to the person on the other end of the intercom took much longer than it should have. Eventually, he pulled around to get his food. It was now my turn.

I waited for the person to welcome me and ask what I wanted. It never happened. I then pulled around to the drive-through window. The employee inside ignored me. I tapped on the window and she came over and said the restaurant was closed. I asked what time they closed, and she said 11. I mentioned that it was not even 9:30. She shrugged and said, “I’m the only one here, and I’ve decided to close the restaurant.”

A few days later, I was with a high-level executive from a major restaurant chain and told her the story. She said, “It wasn’t the employee’s fault. It was her manager’s fault.”

Poor Customer Experience Cartoon Shep Hyken

The explanation was simple. The manager should never have allowed one employee to run a restaurant that takes a team of people. One, it’s impossible to do everything: taking orders, cooking the food, keeping the restaurant clean and much more. Second, it’s just not safe to have one employee in the store, let alone late in the evening.

At some point, you must trust your employees to do a good job. Yet if they don’t, who is to blame? The employee at the fast-food restaurant was put into a situation and given responsibility beyond her capabilities. Whoever is in charge of hiring must hire the right people who are capable – or have the potential – of handling the job. Whoever is in charge of training must give the employee the skills needed to do the job. Whoever oversees scheduling must make sure the restaurant is appropriately staffed.

Of course, there is more than just hiring, training and staffing, but the point is to not be so quick to blame the employee for a bad customer experience. Assuming the employee is capable, failure is often due to something or someone else.

The story I shared illustrates how failure in customer service is often not the fault of the individual but the system in place. All things considered, the responsibility for customer service success or failure usually lies in the hands of leadership, not the front-line workers.

Image Credits: Shep Hyken, Pexels

Subscribe to Human-Centered Change & Innovation WeeklySign up here to join 17,000+ leaders getting Human-Centered Change & Innovation Weekly delivered to their inbox every week.

 

Aligning Your Culture for Digital Transformation

Aligning Your Culture for Digital Transformation

GUEST POST from Geoffrey A. Moore

A quote you often hear is, “Culture eats strategy for lunch,” typically attributed to Peter Drucker (whether correctly or not). Regardless, it puts a spotlight on the power of culture to resist even the most compelling strategic narratives. These days it’s hard to come up with a more compelling narrative than digital transformation. But it can definitely find itself at odds with culture, so what chance could it possibly have?

In my work with successful companies, two cultures show up over and over again. One is a competition culture, where teams get up every morning driven to be the best. The other is a collaboration culture, where teams strive to be the best for others. Both cultures can create great companies, and, if you play your cards right, each can be enlisted as an ally of change. You just have to get it aligned properly.

To do so, you need to use your culture to focus people on a driving force of change that is outside of your company:

  • In the case of a competition culture, this would be a competitor using disruptive technology to steal your market share. Think Google for Microsoft, Lyft for Uber, Nvidia for Intel, or Arista for Cisco. Transform or they win! That’s the sort of thing that galvanizes change in a competition culture.
  • In the case of a collaboration culture, the driving force is fear of letting your customer down as the world shifts to a new platform. Think of Salesforce championing machine learning, Docusign championing systems of agreement, or Proofpoint championing people-centric security. These are changes that could put your customers’ franchises at risk. No customer left behind! That’s the battle cry that brings a collaboration culture to attention.

The key point here is that, regardless of whether you have a competition or a collaboration culture, the force for change must be external, not internal. Either culture, internally focused, simply will not transform. Instead, everyone will spend all their time listening to radio station WIIFM—What’s in it for me? And what they will learn is that there are not a lot of good songs playing. Transformation requires sacrifice. We are going to have to step back before we step forward.

People are willing to sacrifice for the right cause outside the company, but not inside. So, when you are leading a transformation, be sure to keep people’s attention focused on a North Star that transcends their individual issues, not on the career compass they are holding in their hand.

That’s what I think. What do you think?

Image Credit: Pexels

Subscribe to Human-Centered Change & Innovation WeeklySign up here to join 17,000+ leaders getting Human-Centered Change & Innovation Weekly delivered to their inbox every week.

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

Subscribe to Human-Centered Change & Innovation WeeklySign up here to join 17,000+ leaders getting Human-Centered Change & Innovation Weekly delivered to their inbox every week.

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

Subscribe to Human-Centered Change & Innovation WeeklySign up here to join 17,000+ leaders getting Human-Centered Change & Innovation Weekly delivered to their inbox every week.






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.

Subscribe to Human-Centered Change & Innovation WeeklySign up here to get Human-Centered Change & Innovation Weekly delivered to your inbox every week.






Let Yourself Draw Inspiration from Others

Let Yourself Draw Inspiration from Others

GUEST POST from Mike Shipulski

When you try something new, check to see who has done something similar. Decompose their design approach. What were they trying to achieve? What outcome were they looking for? Who were their target customers? Do this for at least three existing designs – three real examples that are for sale today.

Here’s a rule to live by: When trying something new, don’t start from scratch.

What you are trying to achieve is unique, but has some commonality with existing solutions. The outcome you are looking for is unique, but it’s similar to outcomes others have tried to achieve. Your target customers are unique, but some of their characteristics are similar to the customers of the solutions you’ll decompose.

Here’s another rule: There are no “clean sheet” sheet designs, so don’t try to make one.

There was an old game show called Name That Tune, where contestants would try to guess the name of a song by hearing just a few notes. The player wins when they can name the tune with the *fewest* notes. And it’s the same with new designs – you want to provide a novel customer experience using the fewest new notes.

A rule: Reuse what you can, until you can’t.

Because the customer is the one who decides if your new offering offers them new value, the novel elements of your design don’t have to look drastically different in a side-by-side comparison way. But the novel elements of your offering do have to make a significant difference in the customer’s life. With that said, however, it can be helpful if the design element responsible for the novel goodness is visually different from the existing alternatives. But if that’s not the case, you can add a non-functional element to the novelty-generating element to make it visible to the customer. For example, you could add color, or some type of fingerprint, to the novel element of the design so that customers can see what creates the novelty for them. Then, of course, you market the heck out of the new color or fingerprint.

A rule: It’s better to make a difference in a customer’s life than, well, anything else.

Don’t be shy about learning from what other companies have done well. That’s not to say you should violate their patents, but it’s a compliment when you adopt some of their best stuff. Learn from them and twist it. Understand what they did and abstract it. See the best in two designs and combine them. See the goodness in one domain and bring it to another.

Doing something for the first time is difficult, why not get inspiration from others and make it easier?

Image credit: Unsplash

Subscribe to Human-Centered Change & Innovation WeeklySign up here to join 17,000+ leaders getting Human-Centered Change & Innovation Weekly delivered to their inbox every week.






Other Experiences Exist Beyond Customer Experience

Other Experiences Exist Beyond Customer Experience

GUEST POST from Shep Hyken

CX is the abbreviation for customer experience. Somehow, someone decided X is a better abbreviation for experience than E is. Regardless, I’ve started seeing the X being used in other ways. For example, there is UX, or user experience, which is the experience the customer has with your products and services. Here are some others that you may have heard of:

  1. EX is to employees as CX is to customers. The employee experience is an important experience to manage. What’s happening on the inside is felt by customers on the outside.
  2. WX stands for web experience. What experience do your customers have with your website? The WX is a very important part of the UX.
  3. DX stands for digital experience. This is what customers experience when they interact with your company online. This could be on a website, on the Internet or with a bot. We must manage the DX if we want our customers to have a good CX.
  4. Shep Hyken CX Jargon Cartoon

    These got my imagination going, and I decided to share a few others that I’ve come up with:

  5. NX is for the nap experience. This is the comfortable place employees might enjoy a short nap during a stressful day.
  6. YX is for the yawn experience. On a scale of one to 10, how likely are customers and employees to yawn during a meeting or presentation?
  7. PX stands for the procrastination experience, in which we rate our frustration when people don’t get things done on time.
  8. RX is currently recognized as the abbreviation for a prescription. It originates from the Latin word “recipe,” meaning “to take,” as in a prescription. But, I’m assigning RX to the restroom experience. When I was looking for office space, I always checked out the restroom to see how well it was maintained. I assumed if they took good care of the restrooms, they would take care of the building.

You get the idea. The X’s—or experiences—in our lives can be labeled. Here’s an assignment for you. What are the different experiences your customers and employees have? Label them. Create an acronym. Have fun with them. And they don’t have to be just two words. Like CXE, which stands for customer experience excuse, the reason someone failed to deliver a good CX.

Once you come up with these abbreviations, don’t use them with your customers unless there is an obvious reason to do so. Using company jargon, acronyms and abbreviations the customer might not understand can be frustrating for them. However, if there is a fun one that, once you explain, will make your customers smile, go ahead and share. You’ll get a smile and your customers will know that you are thinking of them and always looking for ways to improve their eXperience.

Image Credits: Shep Hyken, Pexels

Subscribe to Human-Centered Change & Innovation WeeklySign up here to join 17,000+ leaders getting Human-Centered Change & Innovation Weekly delivered to their inbox every week.