@NICKWECREATEINFLUENCINGFOR LEADERS MASTERCLASSNICK JANKEL, WECREATENOVARTIS, JUNE 2012
Switched OnInnovation & Leadership
@NICKWECREATEPART IINFLUENCING STRATEGIES
INFLUENCEWHAT IS IT?
“To affect or alter by indirector intangible means”MERRIAM-WEBSTER
SHARE A STORY OF WHEN YOU FELTINFLUENTIAL
INFLUENCING STRATEGIES      Practical & social techniques      Rational techniques      Emotional techniques
“Many forms of decision-making, especially those thatinvolve a high level of risk anduncertainty, involve biases andemotio...
9        vmPFCSOURCE: DAMASIO, BACHARA, BABA ET AL.
INFLUENCING STRATEGIES                               Coercion / threatening                                               ...
INFLUENCING POWER SOURCES                                                     Attraction*                                 ...
WECREATE’S LEADERSHIP PYRAMID                                Results                                 Tactics              ...
“Power is the capacityto translate intentioninto reality andsustain it.”WARREN BENNIS
WECREATE’S LEADERSHIP PYRAMID                                 Results                                 Tactics             ...
“Do you want to be a positiveinfluence in the world? First, getyour own life in order. Groundyourself in the single princip...
WECREATE’S LEADERSHIP PYRAMID     Story                                 Results                                 Tactics   ...
@NICKWECREATEPART 2STORYTELLING FOR LEADERS
STORIESWHAT DO YOU HEAR?
“It is easy to forget howmysterious and mighty storiesare. They do their work insilence, invisibility. They workwith all t...
82
12%rise
12% rise in cancer ratesover 3 monthsafter taking X
“When you’re conversing withcoworkers, customers, orinvestors, the richness andmeaning of your story is whatpeople really ...
70%OF WHAT WE LEARN IS THROUGH STORIES
MOLDOUR MINDSTEACH, ENGAGE, CHANGE
“Human minds yieldhelplessly to the suction ofstory. No matter how hard weconcentrate, no matter howdeep we dig in our hee...
CHANGETHE FUTURE OF LIVES, COMPANIES,NATIONS
“A good story, well told,makes you realise you wereyearning for something youhad no name for, somethingyou didn’t even kno...
WHAT STORIES ARE ENERGIZING YOU ATTHE MOMENT?
HUMANCONSCIOUSNESS IS EMBEDDED & ENACTEDIN STORY
HEIDER SIMMEL
BRAINIS A STORY-TELLING MACHINE
HALFOUR WAKING HOURS ARE SPENT SPINNINGSTORIES
MIRROR       WE ‘CATCH’     EMOTIONS FROM        STORIES
Reason& story
“We have this thing over here,in the left side, that wevecalled the interpreter.... thatmakes sense out of thesemodules th...
STORIESENGAGE PEOPLE AND ENCOURAGE THEM TOSEE WHAT IS POSSIBLE
ENGAGEMORE WE DO, THE MORE WE INFLUENCE
“You can’t ordercommitment. You can’tbribe people into passion.And you can’t force avision. ”FUTURE NAVIGATORS
WHAT ORDER SHOULD IT BE IN?
LEADERSCREATE NEW REALITIES
“Leadership exists whenpeople are no longer victims ofcircumstances but participatein creating new circumstances.Ultimatel...
CHANGETHE PROJECT? THE BUSINESS? THE WORLD?
CHANGETHE STORY!
“Stories create the emotionalcontext people need to locatethemselves in a largerexperience.”SCOTT BEDBURY
EXPANDHORIZONS & SHOW WHAT IS POSSIBLE
50THE ADJACENT POSSIBLE               EVERYTHING THAT EXISTS RIGHT NOW               THE ADJACENT POSSIBLE
“It turns out stories are a - ifnot the - leadership answer ofour time.”TOM PETERS, MANAGEMENT GURU
STORYDOESN’T CHANGE THE REAL-WORLDBUT IT CHANGES THE PEOPLE THAT CHANGETHE WORLD
“I must create a systemor be enslavd byanother mans.”WILLIAM BLAKE
TELL A DEPRESSING STORY ABOUT THEFUTURE OF THE ORGTELL AN INSPIRING STORY ABOUT THEFUTURE OF THE ORG
STARTWHERE?
INTENTIONWHAT WOULD YOU LIKE TO ACHIEVE?HOW DOES THIS ALIGN WITH YOUR PURPOSE & VALUES?WHAT IS MOTIVATING YOU?WHAT WOULD Y...
AUDIENCEWHAT TYPES ARE THERE HERE?
MATRIXCOMPANIES CONTAIN MULTIPLE NETWORKS
@NICKWECREATEPART 3NETWORKS & NETWORK ANALYSIS
“Knowledge is biased... [it] ebbs and flowsdown hallways, in meetings and in privateconversations inside and outside offices....
61
“Saying that networks are important is stating theobvious. But harnessing the power of these seeminglyinvisible groups to ...
7NETWORKS WITHIN ALL COMPANIES
64THE 7 NETWORKSThe Work Network                                       TextWith whom do you exchange information as part o...
“Managers invariably use their personal contacts whenthey need to, say, meet an impossible deadline or learnthe truth abou...
Work Network        66NETWORK MAPPING         Social Network                        Innovation Network                    ...
67  THE 3 NODES                                      The Hubs                                      The Experts            ...
68TARGET STATE               ACCOMPLICES         ALLIES                             FENCE SITTERS AGREEMENT               ...
EVERYONE IS ANAUDIENCEEVEN A TECHNICAL EXPERT OR INVESTOR!
MANAGERSA VERY SPECIAL AUDIENCE
WHAT ARE TOP 3 NEEDS OF A SENIORMANAGER WHEN HEARING A STORY?
MANAGERSGUAGE RISK
“As cocaine dealers, craneoperators and tweetingpoliticians know, every ventureinvolves risk.”THE NEW YORKER
RISKMARKETPRODUCTPEOPLEPURPOSE
PITCHMARKET: BIG, READY, PROFITABLEPRODUCT: RIGHT, FEASIBLE & DEFENDABLEPEOPLE: CAPABLE & INTENTIONALPURPOSE: ALIGNED TO V...
BETTERNESSYIELDS GREATER EQUITY RETURNS, ASSETRETURNS, AND PROFITABILITYMETA-ANALYSIS OF 52 STUDIES OFFINANCIAL PERFORMANCE
@NICKWECREATEPART 4THE ART & SCIENCE OF STORYTELLING
EVERYONEIS AN AMAZING STORYTELLER
HEDIED
80 VISIONFINISH
HEWAS ILL FOR A LONG TIME & THEN HE DIED
82         VISION NOW    FINISHSTART
HEWAS ILL FOR A LONG TIME, IN CONSTANTAGONY. HE DECIDED TO END IT ALL BUTWAS THWARTED. HE EVENTUALLYAPPEALED TO THE EUROPE...
84                            VISION NOW                       FINISH        How? What? When?START   Who? Where? Why?
BRIDGEOLD STORY WITH A NEW ONERESONATE AND TAKE HIGHER
STARTWHERE THEY ARE NOW
WHAT IS THE STORY OF THE EXISTINGMARKET / WORLD?
FINISHWHERE YOU WANT THEM TO BE
WHAT IS THE STORY OF THE POSSIBLEMARKET / WORLD?
JOIN DOTSHOW? HOW? WHAT? WHEN? WHO? WHERE?WHY?
ORDERIS IMPORTANT!
STORYPROBLEMSTRUGGLE(RE)SOLUTION
SWITCHED ON LEADERSHIP      STORY ARC                                                             93                      ...
HERO’S JOURNEY
95   THE BREAKTHROUGH SWITCH                                                                   Breakthrough Opportunity   ...
IN 1983, ONLY  THOSE WHO COULD USE ACOMMAND LINE COULD USE A   COMPUTER
PERSONAL COMPUTING                                                                                           Breakthrough ...
@NICKWECREATEPART 5THE WECREATE STORY ENGINE
SWITCHED ON STORIES                        Call to Action        VISION Connection       NOW                        Concre...
CONNECTIONTHE ISSUE IN REAL, HUMAN TERMSTHE PROBLEM, NEED OR DESIREWHERE IS THE PAIN?WHY LISTEN TO YOU ABOUT IT?
FRAMEGET BEYOND PEOPLE’S VOICE OF REASON &CYNICISMQUESTION, FACTOID, FUTURE / BACK CAST,ANECDOTE / APHORISM, QUOTATION,ANA...
CONTEXTHOW THE PREVIOUS IDEAS & SOLUTIONSHAVE TRIED TO SOLVE THE PROBLEM BUTFAILED
“Hell is story friendly.”CHARLES BAXTER
CONVENTIONSTHE CONVENTIONS OF THE SECTORTHE MYTHS THAT NEED CHALLENGING
CONSCIOUSNESSSHIFTTHE INSIGHTTHE CREATIVE LEAPTHE NEW WAY OF THINKING
“Problems cannot besolved by the samelevel of consciousnessthat created them.”ALBERT EINSTEIN
CONCEPTTHE IDEA, THE SOLUTION
CONVICTIONTHE VISION, OPPORTUNITY, COMMITMENT(SOMETHING BIGGER THAN YOURSELF)
CONCRETEIMPACT IN THE REAL-WORLDWHAT IS THE NEW BEHAVIOUR?WHAT IS IN IT FOR US / CONSUMERS / THEWORLD?
IMPACTPROFITPEOPLEPLANETPLAY
CALLTO ACTIONOPTIMISTIC YET HUMBLE
112SWITCHED ON STORIES                                                                                           Call to A...
@NICKWECREATEPART 6STORYTELLING DOJO
SWITCHED ON LEADERSHIP  STORY FEEDBACK                                              114                         BREAKTHROU...
CRITERIAMARKET    ✓PRODUCT   ✓PEOPLE    ✓PURPOSE   ✓
INEVITABLESTORY WILL HAPPEN WITH OR WITHOUTYOU
MOMENTUMTHE SENSE THAT YOUR STORY HAS BEGUN!
@NICKWECREATEFINALLYLEARNINGSLIKELESS / MORE
“What I think is that a good life isone hero journey after another. Overand over again, you are called to therealm of adve...
“Those who do not havepower over their story —the power to retell it,rethink it, deconstruct it,joke about it, and change ...
AGNOSTICTOOLS: THEIR IMPACT IS DEPENDENT ONOUR INTENTIONS, PURPOSE AND VALUES
CONNECTNICK@WECREATE.CCWECREATE.CC: SWITCHED ON INNOVATION &LEADERSHIPNICKJANKEL.COM: LIFE SWITCHED ON
STORY TYPESFor Meaning                                             For Message Documentary /                    Reality TV...
AUDIENCES             Power            Expertise             Values            Mindset              Fear
INFLUENTIAL LEADERSHIP MASTERCLASS
INFLUENTIAL LEADERSHIP MASTERCLASS
INFLUENTIAL LEADERSHIP MASTERCLASS
INFLUENTIAL LEADERSHIP MASTERCLASS
Upcoming SlideShare
Loading in...5
×

INFLUENTIAL LEADERSHIP MASTERCLASS

938

Published on

For Novartis New Products, Basel HQ

Published in: Business, Technology
0 Comments
2 Likes
Statistics
Notes
  • Be the first to comment

No Downloads
Views
Total Views
938
On Slideshare
0
From Embeds
0
Number of Embeds
2
Actions
Shares
0
Downloads
58
Comments
0
Likes
2
Embeds 0
No embeds

No notes for slide

Transcript of "INFLUENTIAL LEADERSHIP MASTERCLASS"

  1. 1. @NICKWECREATEINFLUENCINGFOR LEADERS MASTERCLASSNICK JANKEL, WECREATENOVARTIS, JUNE 2012
  2. 2. Switched OnInnovation & Leadership
  3. 3. @NICKWECREATEPART IINFLUENCING STRATEGIES
  4. 4. INFLUENCEWHAT IS IT?
  5. 5. “To affect or alter by indirector intangible means”MERRIAM-WEBSTER
  6. 6. SHARE A STORY OF WHEN YOU FELTINFLUENTIAL
  7. 7. INFLUENCING STRATEGIES Practical & social techniques Rational techniques Emotional techniques
  8. 8. “Many forms of decision-making, especially those thatinvolve a high level of risk anduncertainty, involve biases andemotions that act at an implicitlevel.”THE ROLE OF EMOTION IN DECISIONMAKING: A COGNITIVE NEUROSCIENCEPERSPECTIVE
  9. 9. 9 vmPFCSOURCE: DAMASIO, BACHARA, BABA ET AL.
  10. 10. INFLUENCING STRATEGIES Coercion / threatening Real-world Authority events Assertion Avoiding Practical & social techniques Scarcity Incentives Resources / Taking initiative rewards Social proof Alliance building Consistency Research Reciprocity Persuading Rational techniques Logic Reason Consulting Modeling Consensus Manipulating Representation Courting favour Asking for help Emotional techniques Rapport / like ability Resistances Commitment Appealing to values Charisma Alignment / connection ResonanceSOURCE: TERRY BACON / CIALDINI / GARDNER / WECREATE
  11. 11. INFLUENCING POWER SOURCES Attraction* Knowledge* Expressiveness Personal power Intentionality+ Character+ Information Network* History Contextual power Role Resources Reputation*SOURCE: TERRY BACON / WECREATE
  12. 12. WECREATE’S LEADERSHIP PYRAMID Results Tactics Strategy Sensing IntentionSOURCE: BATISTA / WECREATE
  13. 13. “Power is the capacityto translate intentioninto reality andsustain it.”WARREN BENNIS
  14. 14. WECREATE’S LEADERSHIP PYRAMID Results Tactics Strategy Sensing Intention Alignment PurposeSOURCE: BATISTA / WECREATE
  15. 15. “Do you want to be a positiveinfluence in the world? First, getyour own life in order. Groundyourself in the single principle sothat your behaviour is wholesomeand effective. If you do that, youwill earn respect and be apowerful influence.”JOHN HEIDER, LEADERSHIP EXPERT
  16. 16. WECREATE’S LEADERSHIP PYRAMID Story Results Tactics Strategy Sensing Intention Alignment PurposeSOURCE: BATISTA / WECREATE
  17. 17. @NICKWECREATEPART 2STORYTELLING FOR LEADERS
  18. 18. STORIESWHAT DO YOU HEAR?
  19. 19. “It is easy to forget howmysterious and mighty storiesare. They do their work insilence, invisibility. They workwith all the internal materialsof the mind and self. Theybecome part of you whilechanging you... they arealtering your world.”BEN OKRI
  20. 20. 82
  21. 21. 12%rise
  22. 22. 12% rise in cancer ratesover 3 monthsafter taking X
  23. 23. “When you’re conversing withcoworkers, customers, orinvestors, the richness andmeaning of your story is whatpeople really buy. Everybodythinks it’s the return oninvestment that you’re selling...butit’s really the story about ROI thatan investor takes away.”TOM DUREL FORMER CIO/SVP, BLUE CROSSBLUE SHIELD, FORMER CEO, OCEANIA
  24. 24. 70%OF WHAT WE LEARN IS THROUGH STORIES
  25. 25. MOLDOUR MINDSTEACH, ENGAGE, CHANGE
  26. 26. “Human minds yieldhelplessly to the suction ofstory. No matter how hard weconcentrate, no matter howdeep we dig in our heels, wejust can’t resist the gravity ofalternate worlds.”JONATHAN GOTTSCHALL
  27. 27. CHANGETHE FUTURE OF LIVES, COMPANIES,NATIONS
  28. 28. “A good story, well told,makes you realise you wereyearning for something youhad no name for, somethingyou didn’t even know youwanted.”F.S. MICHAELS
  29. 29. WHAT STORIES ARE ENERGIZING YOU ATTHE MOMENT?
  30. 30. HUMANCONSCIOUSNESS IS EMBEDDED & ENACTEDIN STORY
  31. 31. HEIDER SIMMEL
  32. 32. BRAINIS A STORY-TELLING MACHINE
  33. 33. HALFOUR WAKING HOURS ARE SPENT SPINNINGSTORIES
  34. 34. MIRROR WE ‘CATCH’ EMOTIONS FROM STORIES
  35. 35. Reason& story
  36. 36. “We have this thing over here,in the left side, that wevecalled the interpreter.... thatmakes sense out of thesemodules that are constantlybombarding us withinformation, with actualbehaviors, with felt states,with everything. Weve got totell a story about whats goingon.”MICHAEL GAZZANIGA
  37. 37. STORIESENGAGE PEOPLE AND ENCOURAGE THEM TOSEE WHAT IS POSSIBLE
  38. 38. ENGAGEMORE WE DO, THE MORE WE INFLUENCE
  39. 39. “You can’t ordercommitment. You can’tbribe people into passion.And you can’t force avision. ”FUTURE NAVIGATORS
  40. 40. WHAT ORDER SHOULD IT BE IN?
  41. 41. LEADERSCREATE NEW REALITIES
  42. 42. “Leadership exists whenpeople are no longer victims ofcircumstances but participatein creating new circumstances.Ultimately, leadership is aboutcreating new realities.”PETER SENGE, MIT
  43. 43. CHANGETHE PROJECT? THE BUSINESS? THE WORLD?
  44. 44. CHANGETHE STORY!
  45. 45. “Stories create the emotionalcontext people need to locatethemselves in a largerexperience.”SCOTT BEDBURY
  46. 46. EXPANDHORIZONS & SHOW WHAT IS POSSIBLE
  47. 47. 50THE ADJACENT POSSIBLE EVERYTHING THAT EXISTS RIGHT NOW THE ADJACENT POSSIBLE
  48. 48. “It turns out stories are a - ifnot the - leadership answer ofour time.”TOM PETERS, MANAGEMENT GURU
  49. 49. STORYDOESN’T CHANGE THE REAL-WORLDBUT IT CHANGES THE PEOPLE THAT CHANGETHE WORLD
  50. 50. “I must create a systemor be enslavd byanother mans.”WILLIAM BLAKE
  51. 51. TELL A DEPRESSING STORY ABOUT THEFUTURE OF THE ORGTELL AN INSPIRING STORY ABOUT THEFUTURE OF THE ORG
  52. 52. STARTWHERE?
  53. 53. INTENTIONWHAT WOULD YOU LIKE TO ACHIEVE?HOW DOES THIS ALIGN WITH YOUR PURPOSE & VALUES?WHAT IS MOTIVATING YOU?WHAT WOULD YOU LIKE TO AVOID?
  54. 54. AUDIENCEWHAT TYPES ARE THERE HERE?
  55. 55. MATRIXCOMPANIES CONTAIN MULTIPLE NETWORKS
  56. 56. @NICKWECREATEPART 3NETWORKS & NETWORK ANALYSIS
  57. 57. “Knowledge is biased... [it] ebbs and flowsdown hallways, in meetings and in privateconversations inside and outside offices...Despite the perceived power of the formalhierarchy, and organization’s real value isat the mercy of its social networks.”KAREN STEPHENSON
  58. 58. 61
  59. 59. “Saying that networks are important is stating theobvious. But harnessing the power of these seeminglyinvisible groups to achieve organizational goals is anelusive undertaking. Most efforts to promotecollaboration are haphazard and built on the implicitphilosophy that more connectivity is better. In truth,networks create relational demands that sap peoplestime and energy and can bog down entire organizations.Its crucial for executives to learn how to promoteconnectivity only where it benefits an organization orindividual and to decrease unnecessary connections.”HARVARD BUSINESS REVIEW
  60. 60. 7NETWORKS WITHIN ALL COMPANIES
  61. 61. 64THE 7 NETWORKSThe Work Network TextWith whom do you exchange information as part of your daily work routine? The everyday contacts of routine operationsrepresent the habitual “resting pulse” of the organization.The Social NetworkWith whom do you check in to find out what is going on? From whom do you get your political information?This network is a strong indicator of trust.The Innovation NetworkWith whom do you collaborate to kick around new ideas? In this network, people talk openly about ideas, perceptions, andexperiments without political concerns.The Expert Knowledge NetworkTo whom do you turn for expertise or advice before making an important decision? From whom do you get your technicalinformation? Organizations have core networks possessed by key members who take solace in the legacy of the enterprise.The Career Guidance or Strategic NetworkWhom do you trust in this group to keep your best interests in mind? To whom do you go for advice about the future? Thisnetwork often directly influences corporate strategy, decisions about careers, and strategic moves.The Learning NetworkWith whom do you work to improve existing processes or methods? Because most people are afraid of genuinechange, this network tends to lie dormant until the change awakens a renewed sense of trust.The Decision-Making NetworkTo whom do you go in order to get decisions made expeditiously? Key people in this network know how to “work” the system,use old processes for new purposes, and in general get things done. T SOURCE: KAREN STEPHENSON / CROSS & PRUSAK
  62. 62. “Managers invariably use their personal contacts whenthey need to, say, meet an impossible deadline or learnthe truth about a new boss. Increasingly, its throughthese informal networks--not just through traditionalorganizational hierarchies--that information is found andwork gets done. But to many senior executives, informalnetworks are unobservable and ungovernable--and,therefore, not amenable to the tools of management. Asa result, executives tend to work around informalnetworks or, worse, try to ignore them. When they doacknowledge the networks existence, executives fallback on intuition--scarcely a dependable tool--to guidethem in nurturing this social capital. It doesnt have tobe that way. It is entirely possible to develop andmanage informal networks systematically.”HARVARD BUSINESS REVIEW
  63. 63. Work Network 66NETWORK MAPPING Social Network Innovation Network Knowledge Network Strategic Network Learning Network Decision-Making Network You
  64. 64. 67 THE 3 NODES The Hubs The Experts The ConnectorsSOURCE: KAREN STEPHENSON / WECREATE
  65. 65. 68TARGET STATE ACCOMPLICES ALLIES FENCE SITTERS AGREEMENT ADVERSARIES OPPONENTS TRUST SOURCE: THE EMPOWERED MANAGER
  66. 66. EVERYONE IS ANAUDIENCEEVEN A TECHNICAL EXPERT OR INVESTOR!
  67. 67. MANAGERSA VERY SPECIAL AUDIENCE
  68. 68. WHAT ARE TOP 3 NEEDS OF A SENIORMANAGER WHEN HEARING A STORY?
  69. 69. MANAGERSGUAGE RISK
  70. 70. “As cocaine dealers, craneoperators and tweetingpoliticians know, every ventureinvolves risk.”THE NEW YORKER
  71. 71. RISKMARKETPRODUCTPEOPLEPURPOSE
  72. 72. PITCHMARKET: BIG, READY, PROFITABLEPRODUCT: RIGHT, FEASIBLE & DEFENDABLEPEOPLE: CAPABLE & INTENTIONALPURPOSE: ALIGNED TO VALUES, VALUEBEYOND PROFIT
  73. 73. BETTERNESSYIELDS GREATER EQUITY RETURNS, ASSETRETURNS, AND PROFITABILITYMETA-ANALYSIS OF 52 STUDIES OFFINANCIAL PERFORMANCE
  74. 74. @NICKWECREATEPART 4THE ART & SCIENCE OF STORYTELLING
  75. 75. EVERYONEIS AN AMAZING STORYTELLER
  76. 76. HEDIED
  77. 77. 80 VISIONFINISH
  78. 78. HEWAS ILL FOR A LONG TIME & THEN HE DIED
  79. 79. 82 VISION NOW FINISHSTART
  80. 80. HEWAS ILL FOR A LONG TIME, IN CONSTANTAGONY. HE DECIDED TO END IT ALL BUTWAS THWARTED. HE EVENTUALLYAPPEALED TO THE EUROPEAN COURT OFHUMAN RIGHTS TO BE ABLE TO CHOOSEEUTHANASIA... THEN HE DIED
  81. 81. 84 VISION NOW FINISH How? What? When?START Who? Where? Why?
  82. 82. BRIDGEOLD STORY WITH A NEW ONERESONATE AND TAKE HIGHER
  83. 83. STARTWHERE THEY ARE NOW
  84. 84. WHAT IS THE STORY OF THE EXISTINGMARKET / WORLD?
  85. 85. FINISHWHERE YOU WANT THEM TO BE
  86. 86. WHAT IS THE STORY OF THE POSSIBLEMARKET / WORLD?
  87. 87. JOIN DOTSHOW? HOW? WHAT? WHEN? WHO? WHERE?WHY?
  88. 88. ORDERIS IMPORTANT!
  89. 89. STORYPROBLEMSTRUGGLE(RE)SOLUTION
  90. 90. SWITCHED ON LEADERSHIP STORY ARC 93 VISION NOW FINISH How? What? When? START Who? Where? Why? BREAKTHROUGH © Wecreate 201
  91. 91. HERO’S JOURNEY
  92. 92. 95 THE BREAKTHROUGH SWITCH Breakthrough Opportunity What kind of headline ideas could Problem seize this opportunity?What is the problem, in human terms? Breakthrough Proposition What proposition emerges from this Proposition insight?What is the current proposition that results inthis probelm? Breakthrough Insight What is a more insightful, future-positive Assumptions belief?What do we have to believe to generateand validate this proposition? BREAKTHROUGH © wecreate 2012
  93. 93. IN 1983, ONLY THOSE WHO COULD USE ACOMMAND LINE COULD USE A COMPUTER
  94. 94. PERSONAL COMPUTING Breakthrough Opportunity What kind of headline ideas could seize this opportunity? ProblemWhat is the problem, in human terms? Think different with a Mac... (and its ecosystem) Everyday people are not buying or using computers as much as they could. Breakthrough Proposition What proposition maximises accessibility, usability and enjoyability? Proposition We design and sell ‘computers’ as creativityWhat is the current proposition [product offer, business model, maximisers - they help people thrive.org process] that leads to this problem? We design and sell computers as productivity maximers - they help businesses win. Breakthrough Insight What is a more powerful, liberating and abundant view of human nature /life? AssumptionsWhat do we have to believe to generate and validate this proposition? Creativity is the goal of life. Technology can help liberate us, empower us and inspire us. Productivity is the goal of life. Technology helps us be more productive cogs in the BREAKTHROUGH business machine (growing profits, GDP etc.) © wecreate 2012
  95. 95. @NICKWECREATEPART 5THE WECREATE STORY ENGINE
  96. 96. SWITCHED ON STORIES Call to Action VISION Connection NOW Concrete Impact Context Conviction Concept Conventions Consciousness Shift © wecreate 2012
  97. 97. CONNECTIONTHE ISSUE IN REAL, HUMAN TERMSTHE PROBLEM, NEED OR DESIREWHERE IS THE PAIN?WHY LISTEN TO YOU ABOUT IT?
  98. 98. FRAMEGET BEYOND PEOPLE’S VOICE OF REASON &CYNICISMQUESTION, FACTOID, FUTURE / BACK CAST,ANECDOTE / APHORISM, QUOTATION,ANALOGY
  99. 99. CONTEXTHOW THE PREVIOUS IDEAS & SOLUTIONSHAVE TRIED TO SOLVE THE PROBLEM BUTFAILED
  100. 100. “Hell is story friendly.”CHARLES BAXTER
  101. 101. CONVENTIONSTHE CONVENTIONS OF THE SECTORTHE MYTHS THAT NEED CHALLENGING
  102. 102. CONSCIOUSNESSSHIFTTHE INSIGHTTHE CREATIVE LEAPTHE NEW WAY OF THINKING
  103. 103. “Problems cannot besolved by the samelevel of consciousnessthat created them.”ALBERT EINSTEIN
  104. 104. CONCEPTTHE IDEA, THE SOLUTION
  105. 105. CONVICTIONTHE VISION, OPPORTUNITY, COMMITMENT(SOMETHING BIGGER THAN YOURSELF)
  106. 106. CONCRETEIMPACT IN THE REAL-WORLDWHAT IS THE NEW BEHAVIOUR?WHAT IS IN IT FOR US / CONSUMERS / THEWORLD?
  107. 107. IMPACTPROFITPEOPLEPLANETPLAY
  108. 108. CALLTO ACTIONOPTIMISTIC YET HUMBLE
  109. 109. 112SWITCHED ON STORIES Call to Action What is your ask? Do you have an invite for them? What would you like them to provide for you exactly? What are you going to do with it? ConnectionWhat is the problem or need? How many people have it?What are the most shocking facts and figures? Can you tell us about one personwho is suffering? How does that feel to you? Why might others resonate with this? Concrete ImpactWhy should we listen to you? Why are you involved? How does it impact you?What are your intentions around it? What is at stake for you? What are your pastsuccesses that relate to this issue? What is the headline keeping us listening? How does it, or could it, have an impact? What analogies or parallels can you draw on to demonstrate it? How will you measure this impact? What new behaviors and patterns do you hope to create? How does this bring about the preferred state of the system in your vision? What other impacts do you expect? What is the size of pie and the slice of pie? How can you bring it to life in words or images? What do you want from the listener? What is the call to action? Context ConvictionWhat has already been thought of that has failed? What already exists but is not What is the purpose of the project or enterprise? Who is the team that hasavailable, usable or enjoyable enough for a mass solution? conviction to execute this purpose? What is the preferred state of theWhere have all your ‘competitors’ got to? What models of change have been system / market according to your vision? What are you resolved to do asapplied (and where have they gone wrong)? specific brand and growth strategies to get there? Concept What is the essence of your idea or project (or the question you want to investigate / answer)? What, for who, when, where? How is it designed to Conventions work for real-people? How will they use it? How can it be sustainable? Scaleable? What is a prototype and MVP for the concept? Longer term, what is the roadmap for seizing the opportunity? How can you offerWhat are the underlying assumptions that originate the problem? people more membership, mastery or meaning?What are the things everyone thinks that are actually the root drivers of the problem?What are the key reason’s that other people’s models do not work?What part of the current story is no longer working? Consciousness Shift How do you see things differently? What is your insight into human nature or the world that opens up a new possibility? What is your epiphany? © wecreate 2012
  110. 110. @NICKWECREATEPART 6STORYTELLING DOJO
  111. 111. SWITCHED ON LEADERSHIP STORY FEEDBACK 114 BREAKTHROUGH © Wecreate 201
  112. 112. CRITERIAMARKET ✓PRODUCT ✓PEOPLE ✓PURPOSE ✓
  113. 113. INEVITABLESTORY WILL HAPPEN WITH OR WITHOUTYOU
  114. 114. MOMENTUMTHE SENSE THAT YOUR STORY HAS BEGUN!
  115. 115. @NICKWECREATEFINALLYLEARNINGSLIKELESS / MORE
  116. 116. “What I think is that a good life isone hero journey after another. Overand over again, you are called to therealm of adventure, you are called tonew horizons. Each time, there is thesame problem: do I dare? And thenif you do dare, the dangers arethere, and the help also, and thefulfillment or the fiasco. There’salways the possibility of fiasco.But there’s also the possibility ofbliss.”Joseph Campbell
  117. 117. “Those who do not havepower over their story —the power to retell it,rethink it, deconstruct it,joke about it, and change itas times change -truly are powerless, becausethey cannot think newthoughts.”SALMAN RUSHDIE
  118. 118. AGNOSTICTOOLS: THEIR IMPACT IS DEPENDENT ONOUR INTENTIONS, PURPOSE AND VALUES
  119. 119. CONNECTNICK@WECREATE.CCWECREATE.CC: SWITCHED ON INNOVATION &LEADERSHIPNICKJANKEL.COM: LIFE SWITCHED ON
  120. 120. STORY TYPESFor Meaning For Message Documentary / Reality TV Movie? Commercial Propaganda News Focused on Focused on input outcome Passive Aggressive observation agenda Interpretation Ideas Ideology
  121. 121. AUDIENCES Power Expertise Values Mindset Fear
  1. A particular slide catching your eye?

    Clipping is a handy way to collect important slides you want to go back to later.

×