For people who celebrate Christmas, things are quite different from the rest of the year.
And you can use these "different times" to boost your creative thinking.
Take time out to relax.
I know Christmas can be a stressful time. But try to find some time on your own, pour yourself a large one (or a cup of tea) and just relax. Just let your mind wander, and listen to your unconscious.
Learn from new people.
When you meet new people at the office party, drinks with the neighbours or family get-together, try to make real connections. You never know: something they say or do might just help you with an idea.
Do something you don’t usually do.
Visit a new gallery, watch a new film, or take a long walk somewhere you’ve never been before. New experiences make new connections in your brain, and that helps with new ideas.
Tuesday, 21 December 2010
Sunday, 14 November 2010
The anniversary of a great Scottish poet. No, not that one.
Today (14th November 2010) would have been the 100th birthday of Norman MacCaig, one of Scotland's great poets.
This one of his finest poems. We've all known men like this, but not had the talent to celebrate their lives in such a beautiful way.
Praise of a Man
He went through a company like a lamplighter –
see the dull minds, one after another,
begin to glow, to shed
a beneficent light.
He went through a company like
a knifegrinder – see the dull minds
scattering sparks of themselves,
becoming razory, becoming useful.
He went through a company
as himself. But now he's one
of the multitudinous company of the dead
where are no individuals.
The beneficent lights dim
but don't vanish. The razory edges
dull, but still cut. He's gone: but you can see
his tracks still, in the snow of the world.
This one of his finest poems. We've all known men like this, but not had the talent to celebrate their lives in such a beautiful way.
Praise of a Man
He went through a company like a lamplighter –
see the dull minds, one after another,
begin to glow, to shed
a beneficent light.
He went through a company like
a knifegrinder – see the dull minds
scattering sparks of themselves,
becoming razory, becoming useful.
He went through a company
as himself. But now he's one
of the multitudinous company of the dead
where are no individuals.
The beneficent lights dim
but don't vanish. The razory edges
dull, but still cut. He's gone: but you can see
his tracks still, in the snow of the world.
Friday, 29 October 2010
Seven Strategies for Success in Innovation
The UK press this week has been full of calls for greater innovation in companies and organisations following a speech by the Prime Minister on Monday.
But it's a lot easier to say " let's innovate" than it is to do. So I thought I'd give you a few ideas on how you can innovate successfully in your team, company or organisation. A few simple changes in attitude or behaviour can have a huge impact in terms of how ideas are generated - and innovations delivered.
So here they are - my seven strategies for success in innovation:
Recognise that everything is up for innovation. It’s not just about introducing big ideas, or new products and services. Look at how you work, the meetings you attend, and the way you engage with customers or clients. If it ain’t broke? Break it and put it together better.
Ask for help. Talk to your people on the frontline what causes the greatest problems, or the most complaints. Ask recent recruits what they’d change. Most people say that “good ideas can come from anywhere and anyone”. But very few organisations really accept that. Talk to your customers (What do we do badly? What do we do well that you’d like more of? What don’t we do that would help you solve a problem?)
Systemise it. Spend some time every week just dedicated to thinking about new ideas. Spend an hour couple of weeks with your team over coffee and cake just talking about new ideas.
Go look at other organisations. What do they do? What don’t they do well that you could do better?
Be prepared to fail. In fact, prepare to fail. If you’re not failing every now and again, you’re not trying anything new. Be comfortable with failure, and learn to fail quicker.
Get comfortable with creative thinking. Use the Headsurfing™ techniques (on our website, address below) to change the way you think.
Keep developing your people. Nothing succeeds in creativity and innovation like an enquiring mind.
If applying these strategies leads to huge success for you and your organisation, let me know. I won't demand a cut of savings or profits, but I would like you to send me a note!
But it's a lot easier to say " let's innovate" than it is to do. So I thought I'd give you a few ideas on how you can innovate successfully in your team, company or organisation. A few simple changes in attitude or behaviour can have a huge impact in terms of how ideas are generated - and innovations delivered.
So here they are - my seven strategies for success in innovation:
Recognise that everything is up for innovation. It’s not just about introducing big ideas, or new products and services. Look at how you work, the meetings you attend, and the way you engage with customers or clients. If it ain’t broke? Break it and put it together better.
Ask for help. Talk to your people on the frontline what causes the greatest problems, or the most complaints. Ask recent recruits what they’d change. Most people say that “good ideas can come from anywhere and anyone”. But very few organisations really accept that. Talk to your customers (What do we do badly? What do we do well that you’d like more of? What don’t we do that would help you solve a problem?)
Systemise it. Spend some time every week just dedicated to thinking about new ideas. Spend an hour couple of weeks with your team over coffee and cake just talking about new ideas.
Go look at other organisations. What do they do? What don’t they do well that you could do better?
Be prepared to fail. In fact, prepare to fail. If you’re not failing every now and again, you’re not trying anything new. Be comfortable with failure, and learn to fail quicker.
Get comfortable with creative thinking. Use the Headsurfing™ techniques (on our website, address below) to change the way you think.
Keep developing your people. Nothing succeeds in creativity and innovation like an enquiring mind.
If applying these strategies leads to huge success for you and your organisation, let me know. I won't demand a cut of savings or profits, but I would like you to send me a note!
Tuesday, 26 October 2010
FBI and CIA learn to "think outside the box".
There's a brilliant story in the International press this morning.
In New York, FBI and CIA agents have apparently been sent on a course at the Metropolitan Museum of Art to study classic paintings, with the aim of "refreshing their sense of enquiry".
What a fantastic idea.
By taking notes as they view the masterpieces, the hope is that they will improve the things they notice about a crime scene, and also their ability to describe it.
I fully expect a flood of complaints along the "total waste of money - just get them back on the streets" lines.
But I love it. By teaching them to look more closely at art, I can see the benefits in real life. In art, first impressions are often false, and there's usually more to the painting than initially meets the eye.
I'm no crime-fighting expert, but I suspect the same might also be the case in crime scenes.
And I think the course will go even further. By visiting places we don't often go (whether that be a gallery, a zoo, a new shop or even the pages of a new newspaper) we stimulate our brains in new ways. We give the brain new content with which to link. New experiences. New connections.
New ability to think differently. To think creatively.
In New York, FBI and CIA agents have apparently been sent on a course at the Metropolitan Museum of Art to study classic paintings, with the aim of "refreshing their sense of enquiry".
What a fantastic idea.
By taking notes as they view the masterpieces, the hope is that they will improve the things they notice about a crime scene, and also their ability to describe it.
I fully expect a flood of complaints along the "total waste of money - just get them back on the streets" lines.
But I love it. By teaching them to look more closely at art, I can see the benefits in real life. In art, first impressions are often false, and there's usually more to the painting than initially meets the eye.
I'm no crime-fighting expert, but I suspect the same might also be the case in crime scenes.
And I think the course will go even further. By visiting places we don't often go (whether that be a gallery, a zoo, a new shop or even the pages of a new newspaper) we stimulate our brains in new ways. We give the brain new content with which to link. New experiences. New connections.
New ability to think differently. To think creatively.
Friday, 22 October 2010
Budget cuts and how to survive them
It's been a week of conflict and argument, most of it about the economy.
The UK Government Spending Review was released, there are blockades and riots in France over changes to pensions, and the papers are full of (sometimes) well argued opinions about which sector of society will be most badly hit by the budget cuts.
But in the midst of debate, work still has to go on. Companies still have to deliver, organisations still have to perform. We still have problems to solve, and we still have opportunities to grasp.
Anyway, the teams, companies and organisations I've worked with over the last few years didn't seem to me to be drowning in floods of excess money. Maybe yours was, but I doubt it.
So how do we to survive the budget cuts? Reframe the lack of money as something to get creative about.
In any case, money doesn't solve problems. Ideas solve problems.
If the problem is important, it needs to be solved. If the idea is good enough, it has to be done. If the opportunity is great enough, the money isn't a cost - it's an investment.
When times are tough, and budgets are cut, try to look at the lack of money as just another problem to be solved by thinking creatively.
No money? Find someone who has money - or something else you can use to solve the problem. Who could we partner with? Who could sponsor this? Who else has this problem that might share the cost of solving it?
Think of new ways to fund things. New ways of paying the bill. New ways of doing business.
Let's get creative!
The UK Government Spending Review was released, there are blockades and riots in France over changes to pensions, and the papers are full of (sometimes) well argued opinions about which sector of society will be most badly hit by the budget cuts.
But in the midst of debate, work still has to go on. Companies still have to deliver, organisations still have to perform. We still have problems to solve, and we still have opportunities to grasp.
Anyway, the teams, companies and organisations I've worked with over the last few years didn't seem to me to be drowning in floods of excess money. Maybe yours was, but I doubt it.
So how do we to survive the budget cuts? Reframe the lack of money as something to get creative about.
In any case, money doesn't solve problems. Ideas solve problems.
If the problem is important, it needs to be solved. If the idea is good enough, it has to be done. If the opportunity is great enough, the money isn't a cost - it's an investment.
When times are tough, and budgets are cut, try to look at the lack of money as just another problem to be solved by thinking creatively.
No money? Find someone who has money - or something else you can use to solve the problem. Who could we partner with? Who could sponsor this? Who else has this problem that might share the cost of solving it?
Think of new ways to fund things. New ways of paying the bill. New ways of doing business.
Let's get creative!
Thursday, 14 October 2010
Presentation Tip - You must end on time
There’s a Bob Monkhouse line popular with after-dinner speakers that your duty is to “Stand up. Speak up. And shut up”.
It makes a valid point. One of the first things an audience wants from you as a speaker or presenter is for you to stop talking.
Especially if the conference, event or pitch is over-running, they want you to finish on time. If you can cut your presentation down to the time remaining until the close, they’ll love you for it.
You may wish to aim for this and then ask if they’d like more, but leave it up to the audience.
Don’t simply think “I was given an hour, so I’m going to take an hour”. Audiences don’t like you taking them over time, whether they are leaving to go home, desperate for the loo or (heaven forbid) you stand between them and a free bar.
I failed on this point recently. I was given a very prestigious keynote spot for an audience of professional speakers. It was a big moment for me – I was closing the conference, and had just been made a Fellow of the organisation.
I had a great time. Such a great time I forgot it’s about them, not me. I over-ran, and some marked me down for that. Rightly so.
It doesn’t matter how much fun you’re having, or how much fun you think they’re having. Finish on time. And let them come up to you afterwards and say “I could have happily listened to you for much longer”.
Incidentally, if it’s a paid speech, check with the person paying your fee first. It may be that they’d rather move the end-time so that they get the full time for your fee!
It makes a valid point. One of the first things an audience wants from you as a speaker or presenter is for you to stop talking.
Especially if the conference, event or pitch is over-running, they want you to finish on time. If you can cut your presentation down to the time remaining until the close, they’ll love you for it.
You may wish to aim for this and then ask if they’d like more, but leave it up to the audience.
Don’t simply think “I was given an hour, so I’m going to take an hour”. Audiences don’t like you taking them over time, whether they are leaving to go home, desperate for the loo or (heaven forbid) you stand between them and a free bar.
I failed on this point recently. I was given a very prestigious keynote spot for an audience of professional speakers. It was a big moment for me – I was closing the conference, and had just been made a Fellow of the organisation.
I had a great time. Such a great time I forgot it’s about them, not me. I over-ran, and some marked me down for that. Rightly so.
It doesn’t matter how much fun you’re having, or how much fun you think they’re having. Finish on time. And let them come up to you afterwards and say “I could have happily listened to you for much longer”.
Incidentally, if it’s a paid speech, check with the person paying your fee first. It may be that they’d rather move the end-time so that they get the full time for your fee!
Creative quotations - and a gag or two too
“Every collaboration helps you grow”.
Brian Eno
“The lion and the calf shall lie down together, but the calf won’t get much sleep”.
Woody Allen
“Any book that helps a child to form a habit of reading is good for him”.
Maya Angelou
“Pizza Express sell garlic bread with tomato and cheese. Correct me if I’m wrong, but isn’t that pizza?”
Jimmy Carr
“You should have an idea of what you want to do, but only a vague idea”.
Pablo Picasso
“Don’t sweat the petty things, and don’t pet the sweaty things”.
George Carlin
Brian Eno
“The lion and the calf shall lie down together, but the calf won’t get much sleep”.
Woody Allen
“Any book that helps a child to form a habit of reading is good for him”.
Maya Angelou
“Pizza Express sell garlic bread with tomato and cheese. Correct me if I’m wrong, but isn’t that pizza?”
Jimmy Carr
“You should have an idea of what you want to do, but only a vague idea”.
Pablo Picasso
“Don’t sweat the petty things, and don’t pet the sweaty things”.
George Carlin
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