Every morning in the savannah… A gazelle wakes up and thinks…
“Today I have to run faster than the Lion, if I want to live!”
At the same time… A lion wakes up and thinks…
“Arrf! Today I have to run faster than the slowest gazelle if I want to live!”
It doesn’t matter whether you are a gazelle or a lion…
you need need to run faster every morning to survive!
The next video is Jim Clemmer talking about a model he widely uses with many audiences around our choices to respond on, or below, “the line”. Are we a Navigator, Survivor or Victim? He illustrates his model with a story about “Pity City” (pessimism)…
A ‘Pity City’ resident was quoted saying:
Gravity is a myth, the world just sucks!
The written and/or oral part is only a slight part (7%) of the whole message. We’ve already learned that the brain rules show an increased recognition when using visuals. Combine this with the way the brain is wired, and you’ll get the concept of MindMapping.
Where “Visual & Creative thinking” meets mindmapping…
The bottom line
Put down the (false) limitation where you might think you are not creative enough, and start trying! Start by using it for your own mindmaps; mindmapping is a great tool for remembering large pieces of information, but it’s the most effective when using visuals. And after a while you might even try implementing it on your presentations… 😉
A lot of the time, during management courses, the strategy is visualized as a route plan. One knows where one needs to be, and one know one is, so one creates a route towards that goal. But might we be wrong by thinking that all people leave at the same house?
The presentation was promoware for a free eBook that I discussed earlier this week… (referenc: “Prisoner’s Dilemma”)
An old addiction
How strange it may be, recently I rediscovered an old addiction; it’s a game called “Football Manager“. I bet you didn’t see that one coming! 😉 Anyways it’s all about managing a soccer team without actually playing (“touching the ball”) yourself. Just like managing people “in real life”, you have to guide the players towards their objectives (victory). It contains a lot of HR management aspects (the full employee life cycle; hire, coach, manage, fire/retire) and it’s off course combined with the soccer specific tactical aspects.
What has this to do with creativity?
Okay okay… Where it boils down to is that when one builds a team, you have to be careful which players you mix into a team selection and which tactics you apply. One of the key aspects is “creativity”; where it is the main factor to creating opportunities. Yet if you would give everyone a full creative role, then they wouldn’t follow the tactics anymore. Which would lead to a weak backbone/structure of the team, where one would concise goals against.
Creativity Loves Constraint
The next clip is Google’s Vice President of Search Products & User Experience, Marissa Mayer, talking about constraining creativity.
Description: In product development, Google’s Marissa Mayer, Vice President of Search Products & User Experience, believes that a small amount of constraint – whether in file size, pixels, or speed – fosters a lot of innovation. The lesson she shares? Too much creative freedom can make creativity unfocused. A solution with a strict set of barriers yields more concrete solutions.
In the following video, Guy Kawasaki states that a company should be make meaning. If one is set out to make meaning, one will (hopefully) make money. Yet if one is set out to make money, one will (surely) not make meaning.
Guy Kawasaki, believes that those companies who set out to make a positive change in the world are the companies that will ultimately be the most successful. He gives examples of the best way to make meaning: increase quality of life, right a wrong, and prevent the end of something good.
“It is not the strongest of the species that survives, nor the most intelligent that survives. It is the one that is the most adaptable to change.” Charles Darwin
Former HP CEO Carly Fiorina talks about leadership & capability. An interesting part in the presentations is where she makes a good point that your company’s vision should form from customer satisfaction feedback. Revenue & costs are lagging behind. They tell you how well you did on certain decisions, but they cannot guide you towards changes for the future. In comparison, it’s the customers who will be able to guide you there. They are mostly unable to tell what they want, but they sure as hell know what they do not want!
Carly Fiorina explains that leadership is about three things: capability, collaboration and character. She stresses the importance of capability, which is about asking questions and listening to answers. It is also about celebrating new ideas and taking initiative to try new things. She insists that a continuous learning process is important to strengthen an entrepreneur’s capability.