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May 6: How innovation blossoms during challenging times with Peter Muir
- 1. How Innovation Blossoms During Times of Change
- 2. The tactical aspects of leading a remote team Managing remote teams Successful remote communication Examining your roles and defining your goals as a virtual team Maintaining high trust through change Leading through change How innovation blossoms during challenging times More to come!! © Franklin Covey Co. All rights reserved.
- 3. What one thing you will start doing? What one thing you will stop doing? What one thing you will continue doing and celebrate it? 1, 1, 1 Workshop
- 5. How do you define innovation?
- 6. Working Definition Innovation = Idea + Need Tobe Fonseca | Juniqe
- 8. “Innovation can be far more predictable—and far more successful but only if you think about it differently.” Clayton Christensen
- 9. Frame of Reference Phase 0: Before Global Pandemic Phase 1: Locked in Place Phase 2: Kinda Coming Out Phase 3: New Normal Bob Moesta | TheRe-WiredGroup
- 10. Phase 0 Phase 1 Phase 2 Phase 3
- 11. 4 Strengths to Help You Innovate 1. Empathetic Perspective 2. Find Struggling Moments 3. Prototype to Learn 4. Make Tradeoffs and Decisions
- 13. Capacity to understand or feel what another person is experiencing from their frame of reference —the capacity to place oneself in another’s position.
- 15. 2. Find Struggling Moments
- 19. Jobs To Be Done The progress an individual is trying to make in a particular circumstance.
- 20. Jobs To Be Done
- 22. Updated Definition Innovation = Solution + JTBD Tobe Fonseca
- 25. 3. Prototype to Learn
- 27. Goldberg Variations | Johan Sebastian Bach
- 28. Prototyping to Verify Prototyping to Learn
- 29. Do The Work Do The Work Do The Work
- 30. 4. Correlate Tradeoffs and Decisions
- 32. “Your better off with a kick-ass half than a half-assed whole.” David Heinemeier Hansson
- 33. Making Tradeoffs
- 34. SNHU accelerating its work to bring campus tuition to $10,000 per year by 2021
- 38. 4 Strengths to Help You Innovate 1. Empathetic Perspective 2. Find Struggling Moments 3. Prototype to Learn 4. Make Tradeoffs and Decisions
- 39. Moving Forward What We Value is Changing Reevaluating What We Have Value People More Focus on the Community New Shape of Progress: Sweet Spot for Humanity Radical Interdependence: We Need Each Other Focus on Why We Do What We Do: Causality TED Radio Hour | What We Value | 1 May 2020
- 41. What one thing you will start doing? What one thing you will stop doing? What one thing you will continue doing and celebrate it? 1, 1, 1 Workshop
- 42. Photo by Jim Quenzer | Unsplash Explore the why… it can make the what more actionable
- 43. What’s Your Way Forward?
- 44. The tactical aspects of leading a remote team Managing remote teams Successful remote communication Examining your roles and defining your goals as a virtual team Maintaining high trust through change Leading through change How innovation blossoms during challenging times © Franklin Covey Co. All rights reserved.
- 45. Q & A
- 46. Thank you! Webinar Registration: franklincoveynorcal.com
Editor's Notes
- Graham: Welcome / Icebreaker (where are you calling from and what’s your go to stay-at-home snack) / Orientation to the UI (chat, Polls) Part 3 UI Orientation. Q&A, Chat, Before we get started, I hope you will engage with me though out this webinar. At this point we all had enough isolation. If you look across the bottom of your screen, you can use the Q and A to send questions, comments and ideas. Graham will help us monitoring this box. It might also be handy to have a piece of paper and pen next to you. I will ask you to reflect on a few things. At the very end you will have the opportunity to stay on for questions.
- Throughout this webinar series were going to be giving you access to a lot of GREAT FranklinCovey content. Intent is to share a framework for examining and working on your credibility and how others are impacted by the trust in your relationships with them. What can we do to prepare to build/grow/triage/and extend trust in relationships that matter in our lives. fishhook: at the end of the session you will be able to do “this” you doing a good job to build trust with your family, co workers and yourself
- Reminding people at the end…what actions will they start/stop/continue…and why?
- Definition of each | Have them think of someone in their lives and share Attributes
- Engagement Scale Visual from Victoria: Helping people get and stay engaged!
- Reiterate you won’t have engagement if you can’t create an environment of trust…and that starts with you.
- The Basics: Do I trust myself? and Do I give others someone they can trust?
- Definition of each | Have them think of someone in their lives and share Attributes
- Impact of Trust on Relationships Think of someone you trust What’s it like to communicate, work with, results you get? Think of someone you don’t trust What’s it like to communicate, work with, results you get?
- Impact of Trust on Relationships Think of someone you trust What’s it like to communicate, work with, results you get? Think of someone you don’t trust What’s it like to communicate, work with, results you get?
- State: This is the force that tells us it’s easier to just keep doing what we’re doing, rather than go through all of the upheaval that comes with change. In the middle of these four forces, you’ll see a customer in a struggling moment, trying to make progress. The customer is caught between the status quo and the new behavior. State: Take note of the “waterline”—the squiggly line between the forces that promote change and the forces that block change. Ask: What do you think this “waterline” indicates? Allow participants to respond. (Answer: Things above the water are easier to see than things under the water; forces above are more urgent; action vs. inaction; external vs. internal; rational vs. emotional.) State: The forces that promote change are on the surface of the struggle; customers are typically aware of them. The forces that block change are hidden; these are things people aren’t so aware of. Ask: Where does emotion show up in this tool? Allow participants to respond. (Answer: All over; definitely in “anxiety”; both positive and negative emotions related to “push”; mostly positive emotions related to “pull”; “anxiety” is negative; “habit” is usually positive [or at least comfortable/familiar.]) Ask: Does emotion drive us forward or hold us back? Allow participants to respond. (Answer: It can do both.) State: Let’s consider the dynamic of all four forces together. State: Think about the mobile-phone activity we did earlier. You chose a new phone to make progress in an area of your life. Ask: What had to happen with the relationships among these four forces for you to actually make progress? Allow participants 30–60 seconds to think about their responses; be comfortable with the silence while they think. If no one responds after 1 minute, prompt discussion with one or two of the suggested answers below. (Example answers: The new phone had to be better than the old one. The two forces promoting change [push and pull] had to be stronger than the two forces blocking change [anxiety and habit.]) Transition: Let’s look at this a different way.
- Trust = Confidence and an outcome of it can be credibility. How’s your credibility?
- Definition of each | Have them think of someone in their lives and share Attributes
- Trust = Confidence and an outcome of it can be credibility. How’s your credibility?
- Read the quote, or invite a participant to read it. State: Theodore Levitt was a marketing expert who said we should think about WHY people want products and services. Put another way, we need to get curious about why someone wants to drill holes, and THEN figure out how to build a solution that addresses that “why.” Ask: What are some examples of companies who focus on the solution and not the “drill”? (Facilitator Note: We cannot suggest brand names because it implies endorsement by FranklinCovey; however, participants may identify brands by name.) (Example answers: Google®. From focus on “being the best search engine” to “the job of finding information.” eBay®. From “online auctions for personal items,” to “virtual marketplace.” Others. FedEx®, IKEA®, Apple®, Netflix®, Procter & Gamble® [“Living It” program], Intuit® [“Design for Delight” program, “Follow Me Home/Follow Me to Work” programs.]) Transition: Let’s look at the three elements of a Job to Be Done. Please turn to page 8 in your participant guide.
- Impact of Trust on Relationships Think of someone you trust What’s it like to communicate, work with, results you get? Think of someone you don’t trust What’s it like to communicate, work with, results you get?
- Impact of Trust on Relationships Think of someone you trust What’s it like to communicate, work with, results you get? Think of someone you don’t trust What’s it like to communicate, work with, results you get?
- One company…sales through the roof but I don’t know why it’s there. What changed to make it a solution. Educational toys 2-5 year old. 3 interviews in, I’m not paying for daycare, I need to work and oh by the way I’m not going to put my kid in front of a screen… this is cheaper than a babysitter I can’t bring in. We can’t sustain this… maybe you don’t need to have daycare as much and your kid can do this at home… figuring out a different angle. I’m not paying for daycare…cheaper than daycare…when before it was an expensive toy. It does not have the guilt of watching Disney Channel for 8 hours. My kid has a problem learning. Maybe I should think about a different way to approach it. SNHU-cut tuition in half… if you’re going to Harcard virtually—just come to us. Save $50,000. And we’ve been doing it and it’s all transferrable.
- https://www.snhu.edu/about-us/newsroom/2020/04/full-tuition-scholarships-for-incoming-freshmen SNHU-cut tuition in half… if you’re going to Harvard virtually—just come to us. Save $50,000. And we’ve been doing it and it’s all transferrable.
- Definition of each | Have them think of someone in their lives and share Attributes
- Working from home vs. Being non-voluntarily AT HOME Old norms vs. new norms and related implications
- Throughout this webinar series were going to be giving you access to a lot of GREAT FranklinCovey content. Intent is to share a framework for examining and working on your credibility and how others are impacted by the trust in your relationships with them. What can we do to prepare to build/grow/triage/and extend trust in relationships that matter in our lives. fishhook: at the end of the session you will be able to do “this” you doing a good job to build trust with your family, co workers and yourself
- We've been gathering your Q and A as we talked. Let's go over a few of those now. Feel free to chat in any other questions or comments
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