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DLYohn Look at More Stuff


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highlights from the book, Look at More Stuff: A Proven Approach to Innovation, Growth, and Change, by Andy Stefanovich

Published in: Business, Education, Technology
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DLYohn Look at More Stuff

  1. 1. the top 10things I’mgoing touse fromLook atMore Stuff
  2. 2. In the book, Look at More The book is chockfull ofStuff: A Proven Approach proven tools, methods,to Innovation, Growth, and and approaches.Change, Andy Stefanovichopens the toolbox he‟s Here are the top 10developed from working things I’m going to useon innovation for 20 years to unleash creativity inand lays out his secrets for my clients – and ininspiring creativity. myself.
  3. 3. #10. ask provocative questions“A well-placed provocative question can completely shift themood of an individual or team by inviting people to think aloudwith you. Here are some of my favorite provocative questions:”? What‟s next? ? How could you put yourself out of? What don‟t we know? business?? What are we going to do? ? What should we start, stop, and? When did you last create continue? something? ? How much time have you thought? What‟s relevant? about your team today?? What questions should we be ? How much time do you set aside for asking? yourself?? What‟s the most important thing? ? When is the last time you really looked outside your business, your? What would make you a little more industry, your world? uncomfortable?? What would be your first move as ? What‟s the Bigger Big? CEO? ? What could go wrong?? What is the world telling you? ? What could go very right? ? Why should we care?
  4. 4. #9. have a museum mentality“Isn‟t it amazing?We give ourselves permission to find inspiration in a museumbecause we expect it…But then we walk out the door and weput on our blinders again. We leave the experience and thewonder behind.How can we have a museum mentality everywhere in our lives?At home? At work? On a random street corner?”
  5. 5. #8. celebrate risk-taking“A senior leader at Ore-Ida…called hissenior engineers together and issued achallenge: take risks, don‟t be afraid to fail,and deliver some innovative new products.He couldn‟t have been clearer. But as theweeks went by, the leader wasn‟t gettingany results. His people were simply too riskaverse.So he went out to an Army-Navy surplusstore and bought a cannon…which heplaced on the front lawn…He gathered thesame engineers together and made them apromise. If any one of them were to have a„perfect failure,‟ he would let him or hershoot the cannon. He defined perfectfailure as identifying a good idea,researching it, testing it, and taking it as faras possible before coming to the realizationthat it should be canned.Well, before too long, Ore-Ida was havingperfect failure parties around the cannon.”
  6. 6. #7. practice confusion tolerance“give your team permission to “change the way yougenerate and explore several approach ideanew ideas before choosing a generation…remove the filtersolution” of „the perfect solution‟”
  7. 7. #6. deconstruct -- reconstructdefine your objective break it down into its fundamental parts in three areas: physical, functional, emotional reconstruct the components in four ways: exaggerate, eliminate, substitute, simplify
  8. 8. #5. use alternate measures to gauge creativity & innovationexamples measuring mindset: measuringmeasuring mood: • how much time each momentum:• do people decorate week do you and your • do you make a their office space with team dedicate to yearbook each year interesting, personal, working on projects to celebrate the and even challenging that are outside of people, ideas, and things? core responsibilities, events of the year?• what actions will get but that you/they are • what is your you a hand slap in passionate about? organization‟s version your business of the Olympic torch? environment that measuring mechanisms: how far does it travel? wouldn‟t on a who carries it? how playground? • how many ideas did you create today? does it stay lit?• how many “happy measuring days” do you have in • how many times a year do you change measurements: any given year? desks? • do you measure gross organizational happiness?
  9. 9. #4. use blueprinting to bring ideas to lifestate it: use a simple articulation that sets up theaction you will take and outlines why you are doing it paint it: describe the idea in enough detail that an average person could understand its basic components preach it: explain a reason (or reasons) for believing in the idea live it: outline the important details do it: include some initial action steps that your team can begin executing name it: use a concise and memorable name
  10. 10. #3. embrace (and enforce) an inspiration policyan inspiration policyclarifies why inspiration isimportant to thecompany, and howpeople will be supportedand encouraged todevelop it in themselvesand their colleagues
  11. 11. #2. outline a path for passion progressionuse a frameworkto help “find, revenue portfoliocreate, and opportunities opportunities •maintain •help people tapallocate into their passions prescribedopportunities for responsibilities – the and give them something to bragyour team that activities that keep about the lights onwill inspire andencourage themto pursue theirpassions” growth opportunities •enable individuals to develop skills and harness their talents in ways that aren’t necessarily tied to their job description
  12. 12. #1. become the CMO (Chief Mood Officer) “part of your job description is setting the mood in your organization. good mood leads to good environment. good environment leads to a good workplace. and a good workplace is where people want to stay.”
  13. 13. get the book: Look at More Stufflearn more about denise lee yohn view more slideshows by denise