HBR: Learning Is a Learned Behavior. Here’s How to Get Better at It.

“The good news from all of this — for individuals and for companies looking to help their employees be their best — is that learning is a learned behavior. Being a quick study doesn’t mean you’re the smartest person in the room. It’s that you’ve learned how to learn. By deliberately organizing your learning goals, thinking about your thinking, and reflecting on your learning at opportune times, you can become a better study, too.” Below is a blog from the Harvard Business Review by Ulrich Boser:

Learning Is a Learned Behavior. Here’s How to Get Better at It.

Many people mistakenly believe that the ability to learn is a matter of intelligence. For them, learning is an immutable trait like eye color, simply luck of the genetic draw. People are born learners, or they’re not, the thinking goes. So why bother getting better at it?

And that’s why many people tend to approach the topic of learning without much focus. They don’t think much about how they will develop an area of mastery. They use phrases like “practice makes perfect” without really considering the learning strategy at play. It’s a remarkably ill-defined expression, after all. Does practice mean repeating the same skill over and over again? Does practice require feedback? Should practice be hard? Or should it be fun?

A growing body of research is making it clear that learners are made, not born. Through the deliberate use of practice and dedicated strategies to improve our ability to learn, we can all develop expertise faster and more effectively. In short, we can all get better at getting better.

Here’s one example of a study that shows how learning strategies can be more important than raw smarts when it comes to gaining expertise. Marcel Veenman has found that people who closely track their thinking will outscore others who have sky-high IQ levels when it comes to learning something new. His research suggests that in terms of developing mastery, focusing on how we understand is some 15 percentage points more important than innate intelligence.

Here are three practical ways to build your learning skills, based on research.

Organize your goals

Effective learning often boils down to a type of project management. In order to develop an area of expertise, we first have to set achievable goals about what we want to learn. Then we have to develop strategies to help us reach those goals.

A targeted approach to learning helps us cope with all the nagging feelings associated with gaining expertise: Am I good enough? Will I fail? What if I’m wrong? Isn’t there something else that I’d rather be doing?

While some self-carping is normal, Stanford psychologist Albert Bandura says these sorts of negative emotions can quickly rob us of our ability to learn something new. Plus, we’re more committed if we develop a plan with clear objectives. The research is overwhelming on this point. Studies consistently show that people with clear goals outperform people with vague aspirations like “do a good job.” By setting targets, people can manage their feelings more easily and achieve progress with their learning.

Think about thinking

Metacognition is crucial to the talent of learning. Psychologists define metacognition as “thinking about thinking,” and broadly speaking, metacognition is about being more inspective about how you know what you know. It’s a matter of asking ourselves questions like: Do I really get this idea? Could I explain it to a friend? What are my goals? Do I need more background knowledge? Or do I need more practice?

Metacognition comes easily to many trained experts. When a specialist works through an issue, they’ll often think a lot about how the problem is framed. They’ll often have a good sense of whether or not their answer seems reasonable.

The key, it turns out, is not to leave this sort of “thinking about thinking” to the experts. When it comes to learning, one of the biggest issues is that people don’t engage in metacognition enough. They don’t stop to ask themselves if they really get a skill or concept.

The issue, then, is not that something goes in one ear and out the other. The issue is that individuals don’t dwell on the dwelling. They don’t push themselves to really think about their thinking.

Reflect on your learning

There is something of a contradiction in learning. It turns out that we need to let go of our learning in order to understand our learning. For example, when we step away from a problem, we often learn more about a problem. Get into a discussion with a colleague, for instance, and often your best arguments arrive while you’re washing the dishes later. Read a software manual and a good amount of your comprehension can come after you shut the pages.

In short, learning benefits from reflection. This type of reflection requires a moment of calm. Maybe we’re quietly writing an essay in a corner — or talking to ourselves as we’re in the shower. But it usually takes a bit of cognitive quiet, a moment of silent introspection, for us to engage in any sort of focused deliberation.

Sleep is a fascinating example of this idea. It’s possible that we tidy up our knowledge while we’re napping or sleeping deeply. One recent study shows a good evening of shut-eye can reduce practice time by 50%.

The idea of cognitive quiet also helps explain why it’s so difficult to gain skills when we’re stressed or angry or lonely. When feelings surge through our brain, we can’t deliberate and reflect. Sure, in some sort of dramatic, high-stakes situations, we might be able to learn something basic like remember a phone number. But for us to gain any sort of understanding, there needs to be some state of mental ease.

The good news from all of this — for individuals and for companies looking to help their employees be their best — is that learning is a learned behavior. Being a quick study doesn’t mean you’re the smartest person in the room. It’s that you’ve learned how to learn. By deliberately organizing your learning goals, thinking about your thinking, and reflecting on your learning at opportune times, you can become a better study, too.

Original Page: https://hbr.org/2018/05/learning-is-a-learned-behavior-heres-how-to-get-better-at-it

 

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Carson Tate: Bring Back Recess – No, I Am Not Kidding…

“The true measure of play is how it feels. Play is joy. Play is a sense of being fully present in the moment and not looking to produce or gain anything as a result of effort.” When was the last time you played? Below is a blog from Carson Tate:

Bring Back Recess – No, I Am Not Kidding…

“It is a happy talent to know how to play.” Ralph Waldo Emerson

When was the last time you played?

I’ll be honest with you – for me, it had been months. As a recovering workaholic and someone who is fairly obsessive about productivity and effectiveness, I always struggled with the idea of play. ‘Play’ felt a little like a four letter word.

Why? Because, at the end of the day, what does dancing around my office singing Katy Perry at the top of my lungs actually produce? Sure, it burns a few calories and relieves writer’s block, but isn’t that time that I could be using more productively, more effectively?

I hit the wall a few months back; it was in that moment that I realized the true power of play. I was working on multiple tight deadlines each requiring significant outputs of fresh creative ideas and energy. As much as I tried to fuel myself with a steady supply of caffeine and chocolate, my body felt tired and my brain was blank, dull and flat. I knew that something had to give or I was never going to create a new program or write a fresh article again.

In that moment of desperation, I turned on NPR, and my brain fog parted when I heard Brigid Shulte discussing her book, Overwhelmed, and the value of play. She quoted Stuart Brown who says that play is what keeps our brains flexible and is what enables us to innovate, create and solve problems in new ways. And, in Brown’s “play histories” he has found that people who do not make time for play – in either attitude or activity – are often joyless, rigid, have diminished curiosity and, at the core are depressed.

I knew immediately what I needed to do – I need to play.

Of course, my first instinct was to try to make these attempts at play productive uses of time. So, I scheduled runs with friends – exercise and social time. A book club – expanding my mind and social time. However, each of these attempts at play felt like work just wrapped up in a prettier package. I was missing something.

I was missing what play naturally produces.

The true measure of play is how it feels. Play is joy. Play is a sense of being fully present in the moment and not looking to produce or gain anything as a result of effort.

So, if any of this sounds vaguely familiar or you are just looking to reignite passion it is time to insert PLAY into your life.

P – Purpose

The first step, which I of course learned the hard way, is to disconnect play from any purpose. You are not doing this to get in shape, stimulate your mind, or produce a specific outcome or deliverable. You are doing the activity for the pure joy of it. Now, this can be challenging, so if you must have a purpose refer back to Brown’s research on what happens when you do not make time to play. That should provide a little motivation.

L – Love

How do you feel when you look at a person you love? Play is about connecting to that place of bliss, passion and pure delight. I will never forget that feeling of expansiveness and pure adoration when I looked at my daughter for the first time. So, what lights you up? What did you do as a child that got you excited? I loved making mud pies. I could play in the sandbox and make mud pies for hours pretending not to hear my Mom when she called me in for dinner. I would lose myself in the pure joy of simply creating. How can you recreate this in your life today?

A – Action

Play requires action. There is no such thing as virtual play. Play is the full engagement of body, mind and spirit. You cannot outsource it or reduce it to 140 characters. Trawling Facebook does not count either. You have to do something. To reconnect with the joy of play I enjoyed as a child, I enrolled in a pottery class. It was two hours once a week playing in the mud. I will not be entering any art shows, but I could not care less. I am once again playing in the mud.

Y – Yes!

Play ignites that feeling of yes in your life. It is the full expression of the essence of you. When you are truly playing, you cannot help but feel the exhilaration and a deep sense of rightness that you are truly and fundamentally aligned to your spirit.

Play is living fully.

Go play.

What can you do now?

  • Write down five things you loved to do as a child. Choose one to do again this week.
  • If you cannot think of anything you enjoyed to do as a child or need inspiration check out http://miceatplay.com/ . This is an amazing community of women in the NYC area who meet regularly for pretty cool playdates. If you are in NYC go play with them!
  • Check out http://www.meetup.com/ and find some people in your area who are getting together to play. Find a group and go join them.
  • If you are at work, play a game on the computer, bring in a slinky and watch it fall off your desk, or start each team meeting by asking your colleagues to share a story about the last time they played. Lighten it up and lose yourself, even for two minutes, in the joy of play.

Awkward: The Devil Is in the Details

I found Awkward: The Science of Why We’re Socially Awkward and Why That’s Awesome by Ty Tashiro a fascinating book. The book helped me to understand anxiety with social environments. Below is an excerpt:

The Devil Is in the DetailsAwkward.jpg

John Gottman of the University of Washington and his colleagues have conducted observational studies of positive and negative behaviors with married couples and grade-school children for decades. The focus of many relationship scientists has been on negative behaviors such as resentment or withdrawing from conflict, but the trick to understanding interpersonal behavior is about the ratio of negative to positive behaviors. It turns out that positive behaviors can be as small as telling someone he looks handsome, attentively listening to a friend’s small triumph of the day, or surprising a coworker with her favorite cupcakes.

Gottman has found that people keep an informal count of behaviors. He calls this ratio of positive to negative behaviors an emotional bank account. To stay in good standing with others, people need to keep a balance of about four or five positive behaviors to every one negative behavior. Imagine that you do four good things during an interaction with a friend: give an enthusiastic greeting, compliment his outfit, share some french fries, and respond empathically to a concern. Then you inadvertently insult this friend by forgetting that today is his birthday. You would probably come out of this interaction with $0.00 in your emotional bank account with him, which is not bad considering that you could have left the interaction in the red had you not been so nice at the start of the interaction. It’s good to think about leaving interactions without a negative balance because people’s emotional bank accounts charge interest.

Gottman finds that negative balances are not wiped from other people’s minds at the end of the day, but instead carry over to your next interaction. This is bad news if you end the day in the red with someone, but good news if you end the day with money in the bank. When people leave interactions with a negative balance, it has a way of building corrosive resentment in others’ minds, which essentially adds interest to their emotional debt. The good news is that leaving interactions with a positive balance tends to build trust, which is like gaining interest on your deposit.

One strategy is to avoid mistakes, but a focus on trying not to make a mistake has a way of creating persistent anxiety, which is both unpleasant and unhelpful. The best way to leverage the concept of the emotional bank account is to commit to making small deposits of positive behaviors on a consistent basis. Instead of viewing the dozens of social situations and hundreds of cues that one encounters every day as an opportunity for failure, the mindset shifts to capitalizing on routine situations by contributing a little more than expected. Sometimes others view heroic efforts as a disproportionately large contribution, but typically positive efforts both big and small have about the same effect.

When you become the kind of person who first thinks about how to help people rather than how to get something from people, it builds a positive balance in your emotional bank account with others. Over time, that positive balance begins to build trust and eventually faith that you are a good-natured person. The key is to be subtle about your contributions. Most people feel tremendous gratitude when their grandparents slip a ten-dollar bill into their birthday card, but if their grandparents slipped a check for $10,000 into their birthday card, it would actually feel awkward for most people. Subtle deposits could be as small as being more specific when you say thank you or letting others go first when a line forms at a buffet. As a supplement to face-to-face deposits, it’s easier than ever to make “mobile deposits” through a kind text the day of someone’s big test or follow-up message after dinner to say “That was fun, thanks for getting together.”Ackward Table 5-1.png

The reality is that awkward people are more likely. to make small withdrawals from their emotional bank accounts with others because they are prone to mishandling minor social expectations. Awkward people may not notice that their large backpack swung into their friend’s head as they turned to sit down on the bus or they may accidentally disclose the surprise birthday party to the birthday boy. These awkward moments are done without premeditation or malice, but they are still negative and even if people do not say anything, their automated mental accounting system deducts a little bit from the emotional bank account.

These unexpected or accidental withdrawals make it imperative that awkward individuals make a concerted effort to maintain a positive balance through consistently making small deposits that move their balance farther to the positive side in others’ minds, It’s like contributing a little bit every month for social insurance.

Awkward individuals should not let their clumsiness with minor social expectations define them. As both awkward and non-awkward people get older, most of them will care less about surface qualities and instead evaluate people on their Willingness to be fair, be kind, and be loyal. So long as good people feel as if you are trying your best to consistently contribute, then they are willing to overlook a little awkwardness. Whether It’s a commitment to a familial relationship, friendship, or romantic relationship, when awkward people make sure that they find a way to contribute to the broader good, it is the best strategy for creating sustainable social capital.Ackward Table5-2.png

 

HBR: Don’t Persuade Customers — Just Change Their Behavior 

“If you are a company, you might think it would be easy to sell this person a solution to their problem. However, it’s not as easy as that – there are deeply ingrained habits here that won’t just go away.” What are you doing to motivate the consumer to change their behavior?  Below is a blog from the Harvard Business Review by Art Markman:

Don’t Persuade Customers — Just Change Their Behavior 

Most businesses underestimate how hard it is to change people’s behavior.  There is an assumption built into most marketing and advertising campaigns that if a business can just get your attention, give you a crucial piece of information about their brand, tell you about new features, or associate their brand with warm and fuzzy emotions, that they will be able to convince you to buy.

On the basis of this assumption, most marketing departments focus too much on persuasion.  Each interaction with a potential customer is designed to change their beliefs and preferences.  Once the customer is convinced of the superiority of a product, they will naturally make a purchase. And once they’ve made a purchase, then that should lead to repeat purchases in the future.

This all seems quite intuitive until you stop thinking about customers as an abstract mass and start thinking about them as individuals.  In fact, start by thinking about your own behavior.  How easy is it for you to change?

Consider your own daily obsession with email and multitasking.  Chances are, you check your email several times an hour.  Every time you notice that the badge with the number of new emails has gotten larger, you click over to your browser, and suddenly you are checking your emails again.  This happens even when you would be better off focusing your efforts on an important report you are supposed to be reading or a document you should be writing.  You may recognize that multitasking is bad and that email is distracting, but that knowledge alone does not make it easy to change your behavior.

If you are a company, you might think it would be easy to sell this person a solution to their problem. However, it’s not as easy as that – there are deeply ingrained habits here that won’t just go away.

Let’s go through some of what is required to create different habits.  The point is to recognize how much work goes into changing behavior.

First, you have to optimize your goals. Many people err in behaviors like email by focusing on negative goals.  That is, they want to stop checking their email so often.  The problem with these negative goals is that you cannot develop a habit to avoid an action.  You can only learn a new habit when you actually do something.

For marketers, this means focusing on how to get consumers to interact with products rather than just thinking about them.  As an example, our local Sunday newspaper often comes in a bag with a sample product attached that encourages potential consumers to engage with products.

Second, you need a plan that includes specific days and times when you will perform a behavior.  For example, many people find that they work most effectively first thing in the morning, yet they come to work and immediately open up their email program and spend their first productive hour answering emails (many of which could have waited until later).  So, put together a plan to triage email first thing in the morning and answer the five most important emails and leave the rest until later in the day.

Now that many people have calendar apps that govern their lives, it gets easier to put things on people’s schedule to keep them engaged with a business.  For example, services from hair salons to dentists can schedule appointments and send an email that links to Outlook and Google calendars.

Third, you need to be prepared for temptation. Old behaviors lurk in the shadows waiting to return. If you have an important document to read, and you know that you will be tempted to check your email, find a conference room in the building and use that as a home base away from your computer to get your reading done.

To keep customers from falling back into the “bad habit” of stopping off at the drugstore for oops-we-ran-out-of-it products like laundry detergent or diapers, Amazon makes it easy to schedule regular shipments right to your home. You never need to stop at the drugstore again – or even to remember to check how much laundry detergent is left in the bottle.

Fourth, you need to manage your environment.  Make the desired behaviors easy and the undesired ones hard.  If you want to avoid multitasking, then remove as many of the invitations to multitask from your IT environment.  Close programs (like Skype) that have an IM window.  Only open your email program at times of the day when you are willing to check email.  Shut off push notifications on your phone when you have an important task to complete.

Marketers need to work with their designers to come up with packaging that encourages consumers to put the product into their environment. As I discuss in my book Smart Change, Procter & Gamble helped increase sales of the air refresher Febreze by redesigning a bottle that originally looked like a window cleaner bottle (and cried out to be stored in a cabinet beneath the sink) to one that was rounded and decorative (and could easily be left out on a counter in a visible spot).

Finally, you need to engage with people. Many people feel pressure to accomplish important goals alone, but there is no shame in getting help from others.  Find productive people within your organization and seek them out as mentors to help you develop new habits.

The “positive peer pressure” technique is frequently used in service companies and organizations like Weight Watchers and Alcoholics Anonymous, but can be used by any business that’s trying to encourage repeat visits. For instance, a fitness center might offer a few free or discounted personal training sessions to new members to help them get in the habit of working out – and making them less likely to quit.

None of these factors works by itself.  You need to create a comprehensive plan to change your behavior.  Otherwise, the constant temptations to multitask will sap your productivity despite your best intentions.

This same set of principles applies for marketers.  No matter how motivated consumers may be to try your product or service, or how unhappy they may be with their current situation, if you do not focus on a comprehensive plan for changing their behavior, then you are unlikely to have a significant influence on them.

Your business will not succeed just by trying to change attitudes and preferences.  You will succeed by helping people to develop goals, create plans, overcome temptations, manage their environment and engage with others.  You will influence your customers only when you give them as much support as you would need to change your own behavior.

HBR: What Creativity in Marketing Looks Like Today

“The changes happening in consumer behavior, technology, and media are redefining the nature of creativity in marketing. Do these changing roles require a new way of thinking about creativity in marketing?” Below is a blog from the Harvard Business Review by Mark Bonchek and Cara France:

What Creativity in Marketing Looks Like Today

What makes marketing creative? Is it more imagination or innovation? Is a creative marketer more artist or entrepreneur? Historically, the term “marketing creative” has been associated with the words and pictures that go into ad campaigns. But marketing, like other corporate functions, has become more complex and rigorous. Marketers need to master data analytics, customer experience, and product design. Do these changing roles require a new way of thinking about creativity in marketing?

To explore this question, we interviewed senior marketing executives across dozens of top brands. We asked them for examples of creativity in marketing that go beyond ad campaigns and deliver tangible value to the business. Their stories — and the five wider trends they reflect — help illustrate what it means to be a creative marketer today.

  1. Create with the customer, not just for the customer

Everyone likes to talk about being “customer-centric.” But too often this means taking better aim with targeted campaigns. Customers today are not just consumers; they are also creators, developing content and ideas — and encountering challenges — right along with you. Creativity in marketing requires working with customers right from the start to weave their experiences with your efforts to expand your company’s reach.

For example, Intuit’s marketing team spends time with self-employed people in their homes and offices to immerse themselves in the customer’s world. Through this research, they identified a pain point of tracking vehicle gas mileage. Based on these marketing insights, Intuit created a new feature within its app that combines location data, Google maps, and the user’s calendar to automatically track mileage and simplify year-end tax planning.

Brocade, a data and network solutions provider, created a “customer first” program by identifying their top 200 customers, who account for 80% of their sales. They worked with these customers to understand their sources of satisfaction and identify areas of strengths and weakness. Brocade then worked with sales teams to create and deliver customized packages outlining what Brocade heard is working or not working, and what they would do about those findings. Later, Brocade followed up with these customers to report on progress against these objectives. The results? Brocade’s Net Promoter Score went from 50 (already a best in class score) to 62 (one of the highest B2B scores on record) within 18 months.

  1. Invest in the end-to-end experience

Every marketer believes the customer experience is important. But most marketers only focus on the parts of that experience under their direct control. Creative marketers take a broader view and pay attention to the entire customer experience from end to end. This includes the product, the buying process, the ability to provide support, and customer relationships over time. That takes time and resources – and it also requires bringing creative thinking to unfamiliar problems.

Kaiser Permanente believes that as health care becomes more consumer-oriented, the digital experience becomes a key differentiator. The marketing team instituted a welcome program to help improve the experience for new plan members. Members are guided on how to register for an online member portal, which provides access to email your doctor, refill prescriptions, make appointments, and more. The welcome program required coordination with many areas of the business. As a result of this program, about 60% of new members register within the first six months. These members are 2.6 times more likely to stay with Kaiser Permanente two years later.

Like many retailers, Macy’s has traditionally spent 85% of its marketing budget on driving sales. Each outbound communication is measured individually for immediate ROI. However, recently they began to take a more holistic approach, focusing on lifetime value and their most profitable segment, the “fashionable spender.” This group looks across the business to gather behind-the-scenes information on the runway, newest clothing lines, and aspirational fashion content. The metrics also changed. Macy’s started evaluating engagement per customer across time and platform instead of per marketing message per day. The results? In the last year, customers in the top decile segment increased digital engagement by 15%, cross shopping by 11% and sales by 8%.

  1. Turn everyone into an advocate

In a fragmented media and social landscape, marketers can no longer reach their goals for awareness and reputation just through paid media and PR. People are the new channel. The way to amplify impact is by inspiring creativity in others. Treat everyone as an extension of your marketing team: employees, partners, and even customers.

Plum Organics gives each employee business cards with coupons attached. While shopping, all employees are encouraged to observe consumers shopping the baby category. When appropriate, they ask a few questions about shoppers’ baby food preferences and share business cards with coupons for free products as a gesture of appreciation.

For Equinix, surveys revealed that a third of employees were not confident explaining its company story. The company introduced an internal ambassador program for its more than 6,000 employees. This program gives employees across all disciplines and levels tools to educate them on the company, its culture, products and services, and how they solve its customer’s needs. More than 20% of employees took the training online or in workshops in the first few months of the program, and employee submissions to its sales lead and job candidate referral programs were up 43% and 19% respectively.

Old Navy has traditionally dedicated their media budget to TV, particularly around back to school. However, over the past few years, they’ve focused on digital content to engage kids around positive life experiences and giving back. Through this approach, the 2016 #MySquadContest led to 32,000 kids sharing their “squads” of friends for a chance to win an epic day with their favorite influencer, creating 3 million video views, a 60% increase in social conversation about @OldNavy, and a 600% increased likelihood of recommending Old Navy to a friend (versus those that viewed TV ads only). In addition, the program led to record breaking donations for their partner, The Boys & Girls Club.

  1. Bring creativity to measurement

The measurability of digital engagement means we can now know exactly what’s working and not working. This gives marketing an opportunity to measure and manage itself in new ways. In the past, marketing measured success by sticking to budgets and winning creative awards. Today, the ability to measure data and adjust strategies in real-time enables marketing to prove its value to the business in entirely new ways.

Cisco has created a real-time, online dashboard where the entire marketing organization can look at performance. The leadership team conducts a weekly evaluation to assess, “Is what we’re doing working?” This analysis can be done across different digital initiatives, geographies, channels, or even individual pieces of content. The result is an ability to quickly adjust and re-allocate resources.

Zscaler, a cloud-based security platform for businesses, created a Value Management Office. The Office helps each client define, quantify, and track their unique business goals associated with Zscaler implementation. Zscaler and their clients hold each other accountable to specific, measurable, time-based results.

OpenTable recently launched a companion app just for restaurants to make better use of the data they’ve been collecting through their reservation system. Restauranteurs can now get a handle on their business right from their smartphone, allowing them to easily answer questions like “How did your last shift perform?” The app can tell them if they are running light on bookings, and soon they’ll be able to activate marketing campaigns to increase same day reservations. More than 50% of restaurant customers on OpenTable’s cloud-based service are already using the app, visiting an average of 9 times a day, 7 days a week.

  1. Think like a startup

In the past, marketers needed to be effective managers, setting goals well in advance and then working within budget to achieve those goals. Today, creative marketers need to operate more like entrepreneurs, continuously adjusting to sustain “product/market fit.”

The start-up Checkr represents a trend we are seeing more of in the Bay Area in particular. Marketers are adopting the business practices of entrepreneurs such as lean startup and agile development. For its background check solution, Checkr wasn’t getting the results it wanted from traditional sales and marketing tactics as it expanded into new market segments. They realized they had to think beyond marketing as promoting an existing product. Adopting an agile method of customer testing and rapid iteration, they worked with engineering to rethink the product and bring a “minimum viable product” to market for these new buyers. As a result of this integrated, agile approach, the company easily hit some early 2017 revenue targets with conversion rates that are four times what is traditionally seen in the industry.

 

The changes happening in consumer behavior, technology, and media are redefining the nature of creativity in marketing. The measure of marketing success isn’t the input, whether that’s the quality of a piece of content or a campaign, but rather the value of the output, whether that’s revenue, loyalty, or advocacy. Marketers of the past thought like artists, managers, and promoters. Today’s marketers need to push themselves to think more like innovators and entrepreneurs — creating enterprise value by engaging the whole organization, looking out for the entire customer experience, using data to make decisions, and measuring effectiveness based on business results.

 

 

Original Page: https://hbr.org/2017/03/what-creativity-in-marketing-looks-like-today

 

 

HOW TO SPOT A BULLSH!TTER

Feminist Fight Club: An Office Survival Manual for a Sexist Workplace by Jessica Bennett Is a very insightful book on fighting sexism. Below is an excerpt from the book:

Feminist Fight Club.jpg

HOW TO SPOT A BULLSH!TTER

Here’s what business bros are great at filling the air to sound like they know what they’re talking about, even when they know about as much as the white board they’re gesturing in front of. But since the ban on bullsh!t isn’t coming to America any time soon, a few crib notes for recognizing the practitioners of this dubious art.

BULLSH!TTER: The Synergist

Says “synergy” and “pipeline” without an actual noun. Thinks “ideating” and “decisioning” are words and refuses to acknowledge otherwise.

SPIRIT ANIMAL: The Rabbit

Much like the rabbit, the Synergist excretes a particular type of crap that is not particularly offensive when taken individually. But if you have to spend a day with this guy, these small pellets will amount to a huge, heaping pile of smelly crap.

BULLSH!TTER: The Empty Wordsmith

Fills the room with long, vague phrases that mean nothing like, “Let’s take a step back for a minute” or “Let’s focus on the low-hanging fruit,” then offers a generic platitude like, “We’re all in this for the mission, right?”

SPIRIT ANIMAL: The Pigeon

Like the pigeon, the Wordsmith’s sh!t drops in unexpectedly in the middle of a meeting, leaving your mouth agape and your blazer covered in goo .

BULLSH!TTER: The Grammarian

Loves the phrase “Let’s unpack that statement” as an excuse to break said statement into its component parts, repeating what you’ve already said but in terms a child could understand. Also prone to chiming in at the end of a meeting to say, “So in summary … “

SPIRIT ANIMAL: The Mouse

The mouse’s bullsh!t is inoffensive and even sort of cute, if you take the repetition of your words as his way of complimenting your idea. But one too many rounds of “Let’s unpack that” and you’ve likely got a full-fledged infestation on your hands.

BULLSH!TTER: The Flatterer

Compliments the overall tone of the meeting without saying anything of substance. “I don’t want to be too navel gazing but I feel like we’re making great progress.” He also enjoys agreeing with smart things other people have said, in hopes that his words will be associated with their wisdom.

SPIRIT ANIMAL: The Dog

Like a puppy, this bullsh!tter smells a good idea and feels the need to piss on top of it, in order to add his own scent to the mix.

BULLSH!TTER: The Disrupter

Uses the words “disrupt,” “disruption,” or “disruptive technology” because he thinks it makes him sound cool. Also frequently insists on “action items” and “key takeaways.”

SPIRIT ANIMAL: The Cow

The cow can’t help but put forth a horribly “disruptive” pile of heaping sh!t. The good news is he’s impossible to miss for anyone with a sense of smell.

BULLSH!TTER: The PowerPointer

Produces elaborate paper handouts or PowerPoint presentations. The more he dresses up the content-Venn diagrams, fancy fonts-the more he thinks it will “distract” from the lack of substance.

SPIRIT ANIMAL: The Sloth

The sloth takes days to coordinate its weekly poop, traveling a rough terrain of foliage, branches, and tree trunk in order to finally get the job done (at the bottom of its tree). It’s a lot of effort put into an act that leaves the sloth vulnerable to predators.

BULLSH!TTER: The Closer

Arrives to the meeting completely unprepared, waits until it’s almost over, then chimes in to question the reason for having the meeting in the first place. “Wait, guys, can I just ask what we’re trying to do here?”

SPIRIT ANIMAL: The Cat

Sneaky, undetectable, and likely to be hiding in a dark corner under a whiteboard somewhere-you won’t see this bullsh!t coming until its stench suddenly hits you.

Three Traps: Complacency, Cannibalization, Competency

The Three-Box Solution: A Strategy for Leading Innovation by Vijay Govindarajan is a great book to help leader innovate with simple and proven methods for allocating an organization’s energy, time, and resources across the three boxes:

Box 1: The present—Strengthen the core

Box 2: The past— Let go of the practices that fuel the core business but fail the new one

Box 3: The future—Invent a new business model.

Below is an excerpt on the three behavior traps. How do you manage them to the lead your organization to innovate?

Three TrapsThree Box Solution.jpg

While there were many within IBM who clearly understood the implications of both nonlinear shifts, their insights had difficulty penetrating the entrenched logic of the past. The dominant logic of the past exerts its hold on business cultures and practices in three distinctive but tightly interlocking ways. I think of their dynamic effects as traps that snare the unprepared. All three have common origins in mind-sets that focus excessively on past values, behavior, and beliefs.

The Complacency Trap

Current success conditions a business to suppose that securing the future requires nothing more than repeating what it did to succeed in the past. This is the complacency trap. Complacency shrouds the future in a fog of misplaced confidence, hiding from view a clear understanding of the extent to which the world is changing around you.

IBM’s extraordinary success driving revenues in its Box 1 mainframe business masked difficulties to come. Rather than face up to looming threats to the mainframe business, IBM applied temporary patches. One such patch ‘was to change the revenue model from leasing mainframes to selling them outright. S This produced a pleasing surge in near-term revenues that postponed IBM’s day of reckoning.

The loyalty of successful organizations to the past is often so potent that they become quite ingenious at ignoring the onset of fatigue in the Box 1 business. Instead of building the future day by day, IBM prolonged it’s past with what amounted to an accounting change. The resulting years-long period of bolstered revenues made it easy for the company to think that everything was just fine-four words that fairly summarize complacency.

Another way to understand how IBM fell into the complacency trap is that the company’s continuing Box 1 profitability delayed development of a sense of urgency that might have motivated a more prescient Box 2 judgment: that it was important to invest aggressively in the new enterprise model of client/server computing.

This is the dark side of success. No matter the industry or company, each great innovation spawns a steady accumulation of Box I-based structures, processes, and attitudes of the kind that blinded IBM to its predicament. IBM mainframes were not simply smart machines; they were smart machines that over the years had created at customer work sites whole new layers of enterprise management that had never existed before.

Mainframe computers were island fortresses, secured and operated by a newly empowered IT function and inaccessible, except through IT proxies, to the rest of the enterprise. If a technology can embody a governing philosophy, the mainframe’s philosophy was exactly opposite that of the open, accessible internet that was yet to appear. Even before the internet emerged as a business tool, there were pitched battles within almost every company about making valuable mainframe data accessible to and usable by employees with networked PCs. This increasingly loud demand clashed with the mind-set of IBM’s IT customers, who saw their mission as protecting the security and integrity of corporate data: allowing liberal access would lead to data corruption and to proliferating unreliable versions of the “truth.”

In fact, customers can play an important role in deepening a complacency trap. IBM had collaborated with its customers in creating what became an entrenched system of governance for computerized organizations. That system’s structures and attitudes were a self-reinforcing feedback loop amplified by IBM’s large-enterprise customers.

Ultimately, a more modern version of the mainframe emerged and made peace with the rest of the IT infrastructure. Today’s version powers big data analytics and other applications in many large enterprises. But in the IBM of the 1990s, mainframes cast a long shadow over the emergent model of more open, democratized network computing.

The Cannibalization Trap

The cannibalization trap persuades leaders that new business models based on nonlinear ideas will jeopardize the firm’s present prosperity. So, like antibodies attacking an invading virus, they protect the Box 1 business by resisting ideas that don’t conform to models of the past.

At its heart, the fear of cannibalization reflects a wish to keep the world from changing. It is perhaps easy to understand that wish, but it’s much harder to excuse it. The glib answer to those who suffer from this fear is to remind them that change is inevitable and the world will change either with them or without them. When a business allows worries about cannibalization to interfere with its strategy, it has overinvested in its past and is doomed to undermine its future.

Cannibalization is typically understood-and feared-as a near-term threat. As foresighted as IBM was in developing its personal computer in the early 1980s, forces marshaled within the company to protect the legacy business. Those who feared the PC believed it had the potential to threaten the mainframe computing model, perhaps by feeding the growing appetite to liberate enterprise data or by diverting attention and investment away from the company’s dominant business.

People who fear new technology are usually more right than wrong about its potential to supersede legacy products. The truth is, every Box 1 business has reason to fear, sometimes even hate, whatever shiny new thing is being launched. When Steve Jobs gave a big push to the Macintosh launch toward the end of his first stint at Apple, the group in charge of the incumbent Apple II felt threatened and undercut. It was as if cofounder Jobs had sponsored an insurrection.”

In reality, however, cannibalization should be understood as a long- term benefit. The new Apple Macintosh embodied features that soon enough would make its predecessors obsolete. If Apple hadn’t moved quickly, a competitor-maybe even IBM-would have filled the vacuum. Given its history, IBM’s embrace of microcomputing was unexpected. But it quickly set the standard for PCs and legitimized them as tools for both home and business users. While IBM’s marketing of the PC initially tilted toward home users, the real revenue bonanza came from businesses. Suddenly, at least part of IBM had reason to root for client/ server computing. No matter what anyone in the mainframe business thought about it, the client/server model had the shine of inevitability.

So, while companies must take the fear of cannibalization seriously as a problem to manage, it can’t become a reason not to act with foresight when new nonlinear strategies or business models present an opportunity.

The Competency Trap

The competency trap arises when positive results the current core business encourage the organization to invest mainly in Box 1 competencies and provide little incentive for investing in new and future-oriented competencies. In established companies built around a spectacular success, such as IBM’s industry-defining mainframe computers, it is natural to want to create a workforce whose skills dominantly reflect the legacy success. But a competency trap is a double- edged sword. IBM’s investments in Box 1 competencies helped its mainframe business. But Box 1 logic asks, why invest in skills not vital to the company’s current profitability? That is why Box 2 is necessary.

IBM eventually recognized that the dominant computing model it had exploited to achieve such great success was changing. Yet, despite having made significant investments in a robust R&D function, it was having chronic difficulty incubating new ventures. It struggled to find what IBM insiders called “The Next Big Thing.” The organization appeared to have succumbed to a “four monkeys” value system.

Believing that there were indeed systemic problems, then-CEO Louis Gerstner commissioned an internal inquiry to identify root causes. The inquiry, led by Bruce Harreld, IBM’s head of corporate strategy, confirmed Gerstner’s fears. Looking at a number of recent examples of flawed new-business incubation, Harreld’s team concluded that the company’s dominant Box 1 systems, structures, processes, and culture had:

  • Created a powerful bias for near-term results.
  • Encouraged a focus on existing customers and offerings to the extent that new technologies and nonlinear trends were either underestimated or escaped detection entirely.
  • Burdened new businesses with unreasonably high performance goals-especially damaging to ventures that targeted newer, riskier, but often more promising markets.
  • Motivated an unimaginative approach to market analysis that impaired the company’s ability to understand the sorts of “embryonic markets” most likely to spawn nonlinear Box 3 ideas.
  • Interfered with development of the skills necessary to adaptively transition a new business through its emergent and growth stages until it finally became an established enterprise.
  • Caused assorted failures of execution, many owing to the inflexibility of Box l=driven organizational structures, which leaders of new ventures “were expected to rise above … Voicing concerns over [such challenges], even when they were major barriers to new business initiatives, was seen as a sign of weakness.”

What the report didn’t say is important to note. IBM’s problem was not caused by a lack of research competency. On the contrary, its workforce possessed at least some expertise in a wide array of disciplines and technologies. Among its research projects were some that were quite promising and others that were highly speculative, unproven, and obscure. But for all the reasons listed, even ideas that managed to get traction were being ineptly developed and executed. What IBM needed was a well-designed process for enabling, supporting, and rewarding its maverick monkeys and likewise for managing new ventures onward through their developmental stages.

Such a process typically should incorporate a range of structural, cultural, and leadership remedies. At IBM-first under Gerstner and later Sam Palmisano-these distinctive remedies came together under the emerging business opportunities (EBO) framework, which created new structures, changes to the buttoned-down IBM culture, and more versatile and adaptive leadership behavior.