David Sibbet is a world-reknowned visualization expert and author of the new book Visual Leaders: New Tools for Visioning, Management, and Organization Change. He will be presenting at our free webinar Thursday, January 31, 2013 at noon PT. (Seats are filling up fast! Click to register now.)

We're also giving away several copies of David's new book! Simply participate in our short Leadership Survey for a chance to win. 

The world is becoming an increasingly visual place—and your organization, business, or team needs a leader with the right visual IQ and know-how to communicate the "big picture." You don't have to be an artist, but becoming adept at utilizing visual practice techniques will be a huge boon to getting your team on board, sharing ideas, propelling projects forward, and so much more. 

Read on for our interview with David Sibbet, who shares his expertise about the practice of visualization, why it's important to be a visual leader today, and how you can become one.

People-OnTheGo: For those who aren't familiar with visualization or visual practice, can you please describe the basic ideas of the field and its uses in a business or professional environment? What are some common applications?

David Sibbet: Visual practice is using the tools of design thinking and graphic design interactively—much like one uses spoken words. Where once these ways of working were focused on design itself, the methods are now used by leaders and facilitators to support meetings, teams, and organization change processes. Visual practice includes graphic recording of meetings, visual facilitation of meetings and teams, and use of many kinds of media on the part of leaders to collaboratively develop visions, processes, and plans.

Why do think it's important in this day and age for leaders and managers to be "visual leaders"?

Almost all media in today's world integrates text and graphics, and in increasing numbers of cases, video. Not only are younger people quite fluid with these new ways of communicating, but anyone who is trying to develop and align people on new plans needs visuals to make sense out of the complexity. People understand how different parts of an organization connect and work together with mental models, diagrams, maps, and other kinds of displays. A leader who is visually adept has a tremendous advantage in his or her personal communications. If a leader understands how to work with and guide visual professionals it is an even greater advantage. 

How can visualization techniques improve meetings, project management, and overall team function?

Active visualization improves meetings in four proven ways. 1. Visual spark imagination. 2. Active recording and co-creation greatly increases engagement. 3. Visual are the key to big picture thinking and systems thinking in groups. 4. Visuals create a group memory that supports implementation and action. This latter aspect is critical to project management, which is largely about getting actions to align and integrate over time. While project management software is highly visual, it is designed for individuals. Graphic templates, decision rooms, roadmaps and other large format visuals are what work with groups. Teams that understand how to run visual meetings and work visually in virtual settings have a much greater chance of getting results than those that don't—especially if they helped co-create the key documents they steer by.

What are three ways that leaders, managers, and others can increase their visual IQ? For non-artists/drawers, what are some tips and tricks to overcoming a fear or hesitancy of using these visual strategies?

Visualization is effective with very simple shapes and figures that anyone can learn to draw. The first way a leader or manager can become more literate is to use visuals in his or her personal notetaking and diagramming to thinking through ideas. A second important way is to begin paying attention to organizing mental models and metaphors that are embedded in verbal communication, and allow people to see how things work together. Visual note taking helps with this, but working with a visual practitioner who graphically records what is happening in key meetings raises everyone's consciousness on a group basis about the metaphors being used. To the extent that much of strategic thinking is analogous thinking (i.e. comparing one thing with something else), visualizing these comparisons allows everyone to expand on, challenge, and ultimately understand how everyone thinks things should work. A third way is to encourage teams and groups to share their ideas with each other using graphic templates rather than slide decks. Slides help the individual develop ideas, but do not invite enough engagement and interaction in most cases to allow others to come to new insight. Large murals and sketches, sticky notes and timelines allow groups to develop ideas all together at a rate that everyone can absorb. Drawing and diagramming is a way of thinking in and of itself. Consciously picking different formats to work with is like going to a brain gym and working out all the different mental muscles available to human beings.

Please describe some of your favorite visualization techniques and technologies.

A. Telling a group story visually is a winner in any kind of situation where you need to onboard new people, reflect on the past for insights, reinforce and think about values and culture. B. I love using graphic templates in small groups to create rapid prototypes of different things—like the general environment, possible visions, new business models, potential action plans—and then comparing for common themes and insights. Groups are full of wisdom and ideas if allowed the means to express them. C. Another favorite is taking strategy, visions, new business models, and other outputs from key meetings and turning them into story map posters that any leader can use to share the conclusions more widely. Treated like software, these large murals can go through versions and people provide input and feedback. The process of vetting the images aligns everyone who is involved, and makes the visuals very meaningful when they are eventually used in less interactive media. The technologies that allow these things to happen easily consist of readily available big paper from plotter printers, all variety of sticky notes in many color, many choices of water color markers, digital cameras and simple photo processing software. The professional tools for print production, infographic design, and video are easier and easier to use.  There really is no technical barrier these days to being highly visual, as young people are discovering in explosions of interest.

What do you see is the future of visualization? And why is it important to get on board with this practice now?

In general, rich media is on the rise in all channels of communication. In business, because visualization is essential to systems thinking and design, and both these qualities are in high demand, visualization is also in increasing demand. This is probably why "design thinking" is so trendy right now. The fact that new touch technologies are transforming our ways of relating to the computer is bringing hand-creation back into vogue, so visualization goes beyond thinking to co-creating. In the future it's possible we'll see keyboards as a very outdated way to interface with information. Since a premium in any organization is having people engaged, understanding what they are doing, and remembering plans as everyone works on different aspects of a project—and these benefits come regularly when groups work together in visual ways. I believe you will see visualization become as standard as writing and calculating.

What makes a good leader to you? Simply answer the questions in our brief Leadership Survey and you’ll be included in an upcoming drawing for a chance to win the following prizes:

First Prize: A complimentary seat in our upcoming leadership program and a copy of David Sibbet's latest book, Visual Leaders: New Tools for Visioning, Management, and Organization Change.

 (David will be presenting at our next free Lunch & Learn Webinar on Thursday, January 31 from noon to 12:40 PT.)

Second Prize: A complimentary, one-year individual membership (includes 12 workshops) and a copy of Visual Leaders.



Third Prize: A copy of the Accomplishing More With Less Workbook and a copy of Visual Leaders.

Here again is the survey link: http://www.surveymonkey.com/s/leadership-today.

Please make sure to fill in your name and e-mail address at the end of the survey to be included in the prize drawing. Winners will be announced at the Lunch & Learn Webinar on March 7, 2013. Thank you for participating, and good luck!

Did you know that only a fraction of the people who want to write a book ever do? Why?

Even those who normally breeze through a blog or article often freeze when faced with the challenge of 200+ pages in a book. Add in hectic schedules, and the idea of writing a book gets more daunting.

Sound familiar? You can overcome these mental obstacles and start enjoying the business-boosting benefits of a book/e-book with these kick-start techniques:

1. Imitate to innovate: Find a book you love, a book that’s similar to the one you want to write. Often, what you admire is what you aspire to. Now deconstruct its style. Study how the book starts, finishes, and everything in between. You’ll quickly have a blueprint for your book.

2. Write 100 words for 100 days: If procrastination holds you back, this could be your breakthrough tool. Psychologically, you know you can fit 100 words into your schedule. And many days, you’ll write much more because once you’re on a roll, the words tumble out.

3. Write fast first drafts: Don’t worry about the quality of the words—and don’t edit as you go. Just get your ideas down as fast as possible. (This also increases your creativity.) Capture that jumble of thoughts so you can turn it into something great—later. You can fix a messy first draft, but you can’t fix a blank page.

4. Plunge in: Start wherever you feel passionate. Jump into the middle or end—you don’t have to start at the beginning. You’ll find your creativity is super-charged when you’re excited about the section you’re writing.

5. Take breaks: This may sound counterintuitive, but it works. As Pierre Khawand describes in Accomplishing More With Less, work on your book (or any task) for 40 minutes and then take a brief break. That’s 10 or 15 minutes longer than other performance studies, and here’s why in Pierre’s own words: “… while 30 minutes is reasonable and achievable, after 30 minutes of focused work, the ‘engine’ is now fully warmed up and functioning optimally, so those extra 10 minutes are ‘pure’ performance.”

Why not start your business-boosting book today? If you need one more nudge, just think about what it’s costing you not having a book/e-book to promote your business and expertise.

Lynda McDaniel is a writing coach and co-founder of The Book Catalysts. www.bookcatalysts.com/writing-class

Additional Resources

• The Accomplishing More With Less Workbook

• Business Writing for Success

• How to Write Attention Grabbing Content

Forget oil, it’s creativity that may be our most elusive untapped resource. And it’s the reason why major global players like Google and 3M have famously allowed for “creative free time” at work, in which employees can engage in projects they’re passionate about for a nice chunk of time each week, be it a personal hobby or the like. This carte blanche on workplace creativity has been credited in leading to significant innovation at these companies. Moreover, they’ve given us insights on how to foster a more creative work culture, and are contributing to a greater movement in discovering how the brain can access and harness its amazing powers of creativity and innovation.

Daniel Guillory, CEO of Innovations International, is a recognized expert on creativity and innovation, having worked with Toyota Financial Services, Ronald McDonald House Foundation, Merck & Co., and many other corporations and non-profits. We asked him to share his top five book picks on creativity, the brain, and innovation for both in and outside the workplace, so you can better tap into that vast, subconscious well:

1. Innovators DNA: Mastering the Five Skills of Disruptive Innovators by Jeff Dyer, Hal Gregersen, and bestselling author Clayton M. Christensen

2. The Dream Workbook: Discover the Knowledge and Power Hidden in Your Dreams by Jill Morris

3. Creative Visualization: Use the Power of Your Imagination to Create What You Want in Your Life by Shakti Gawain

4. The Talent Code: Greatness Isn't Born. It's Grown. Here's How. by Daniel Coyle

5. The Little Book of Talent: 52 Tips for Improving Your Skills by Daniel Coyle

Daniel Guillory will be presenting at our free webinar, “Creativity and Innovation—How to Experience the Lightning Bolt Every Day,” on Thursday, Nov. 1, 2012 from 12:00-12:40 p.m. PT.

Register now!

Haven't heard about our summary+commentary (s+c*d) format? Learn more!

Summary

Early birds don’t just get all the worms, they’re happier too—so says a recent study cited by writer Jada A. Graves in, “12 Tasks That Killer Employees Always Finish Before Noon.” If you want to be an early-rising, productive worker, Graves suggests making a to-do list, getting a full night’s sleep, exercising, doing big projects at the start of the day, allotting set time for checking email, and more.

Commentary

Some of Graves’ suggestions may seem like things we’ve heard time and again. But that’s just it. One thing we love about this article at People-OnTheGo is the essential reminder of how much our health influences our productivity and performance at work. It’s not enough, though, just to eat healthy and be well-rested; in order to be a “killer employee” you must have “killer focus” and organization, too.

One of People-OnTheGo’s methodologies, The Results Curve, can help keep you focused as you work toward achieving your daily goals. We’ve discovered that just 40 minutes of focused effort, followed by a collaboration mode (of e-mail, social media, meetings, etc.) can bring breakthrough results in your workday. Instead of multitasking and not giving your full concentration, try just 40 minutes of focused effort—followed by collaborative work—and you’ll see how much more you’re able to accomplish. Then repeat, of course!

Discussion

What do you do to prepare for your workday? What are some tasks that you think make a “killer employee”? Do you feel focused before and during the workday, or do you need help organizing and setting priorities?

Additional Resources

Haven't heard about our summary+commentary (s+c*d) format? Learn more!

Summary

Corporate employees send and receive about 105 emails daily. Writer Nick Bilton thinks that’s a big problem as he tries to manage his more than 6,000 monthly emails, using everything from filters to away messages to no avail (see "Disruptions," NYT). He cites a 2012 UC Irvine report stating that those who didn’t check email regularly at work were less stressed and more productive than those who checked more often. Bilton considers other forms of messaging instead, like Google Chat or Twitter, or even not responding at all.

Commentary

We relate with Bilton about email frustration, but “avoidant inbox disorder” is not the solution. Our methodology at People-OnTheGo is that email is a task you schedule into your day. This enables you to focus your work effort, while saving time for collaboration (email, social media, etc.). We have a unique inbox strategy that helps you prioritize emails, daily and weekly; no more switching tasks to attend to every alert. We also agree with the UC Irvine study:  those who check email less regularly—though we would add “and more strategically”—are less stressed and more productive.

Discussion

Are you frustrated and overwhelmed by email? Do you try to avoid it? Are newer forms of communication like chat and social media messaging more preferable to you? What are some email solutions that you use in the workplace?

Additional Resources

You may have heard about the cloud, the "next big thing" in computing, virtual storage, sharing, and internet technology. And even if you haven't, you're likely using cloud-based services in your home or workplace already, such as Gmail, Skype, Dropbox, and more. In anticipation of "Living in the Cloud," our free webinar on Thursday, August 2, we interviewed presenter Thomas Koulopolous about his book, Cloud Surfing, the business and personal implications of the cloud, and where this innovation will lead in the coming years.

People-OnTheGo:  What prompted you to write Could Surfing? And why now?

Thomas Koulopoulos:  The book started nearly three years ago with a simple premise that nearly every social, economic, academic, and business institution is being threatened by the intense hyperconnectivity of the cloud—and yet this hyperconnectivity will increase tenfold in less than a decade. The implications are beyond our wildest imagination.

You mention risk, innovation, scale, and success. Do you believe that the risk is well-managed now, and that success outweighs the risk?

I believe that the appetite for risk is very much a cultural norm that is influenced by the price of failure and the cost of experimentation. For example, the risks we took to put a man on the moon or to end World War II had enormous implications that we were willing to accept because failure was not an option. In some way we lament the progress made in those eras and we talk about how that appetite for risk has changed radically. However, what I see as a result of the cloud is that today young entrepreneurs celebrate failure and experimentation. They discount the risk and have much less fear of it. The reason is simple:  they can experiment quickly and at near zero cost, while also having a shot at changing the world à la Facebook or Twitter. It's no longer about just managing risk, it's about accepting it with open arms.

How do you compare cloud computing to the mainframe era from years ago? What are the resemblances and the key differences?

I often hear people say that cloud is just the old time-sharing model used in the mainframe era. That is an incredibly simple way to avoid the disruption that the cloud will cause. The cloud is not just about technology. The cloud is about connectivity. Mainframes did very little to connect people and machines. They were repositories of data and information which caused organizations to be inwardly focused on highly structured frameworks for how pieces of data worked together. The cloud is all about connections, a focus on the outside, and a lack of structure where data and information are being brought together in ways we never could have rationally anticipated.

What would be the top cloud services that businesses "must" explore?

Start with the basics:  storage and computing (aka Amazon); move onto processes and applications (aka Salesforce); from there go to private clouds (putting your apps in the cloud), then consider which apps you can provision to the public cloud. Having done that you have about 1% of the cloud under your belt. Again, the misunderstanding is that the cloud is all about technology. It's not. The cloud is about how you employ people, utilize talent, collaborate, predict, infer sentiment, shape and influence markets, and ultimately how you build your business model. That is a long journey.

Why should individuals explore the cloud?

The most amazing thing I see among individuals over the age of 40 is that they bury their head in the sand when it comes to the cloud. The only practical answer to how you will survive the cloud is to learn how to surf it. That only comes with using it. So rather then poo poo Twitter, Facebook, Pinterest, YouTube, and instant messaging, I tell people to just use them. Even if they can't possibly see value to it. The reality is that the value of the cloud will change. While there may be much more effort involved in extracting value from the cloud today than most people think they will get back, it is still something you need to use to appreciate and to evolve with. If you sit on the sidelines you had better be ready for an incredibly steep learning curve.

Where do you see this phenomenon going 5 or 10 years from now?

I often joke that the best futurists are not the pundits, gurus, or economists but rather the science fiction writers. Wells, Asimov, Heinlein, Clark were all much better and much closer at predicting the future than the best pundit. The acceleration of the cloud will be unlike anything we have experienced. Yet, there are some telltales that show us the trajectory. The best one is to watch the way your kids behave online. Look at how they game, socialize, play. What you are seeing is how they will work. To me that is the best indicator of how radically different even the near-term future will be. The good news (or perhaps the bad news for some) is that most of us will be here to see that future. Whether we will be ready for it and be able to surf it is another matter all together.

Register now for "Living in the Cloud" with Thomas Koulopolous, our free Lunch & Learn Webinar on Thursday, August 2.

Haven't heard about our summary+commentary (s+c*d) format? Learn more!

Guest blog article by Lynda McDaniel

Summary

In a recent Harvard Business Review article, Kyle Wiens calls himself a “grammar stickler.” He explains that everyone applying for a position at either of his companies, iFixit or Dozuki, is required to take a grammar test. With the exception of a couple of extenuating circumstances—dyslexia and English-language learners—he has a “‘zero tolerance approach’ to grammar mistakes.”

The difference between “too/to,” “its/it’s” and “their/they’re/there” is important, especially at his companies where the main products are user manuals and technical documentation. But grammar matters at every company, he explains. Whether in blogs and articles, e-mails or company websites, Wiens believes “your words are all you have. They are a projection of you in your physical absence.”

Commentary

Wiens comments echo my own efforts to elevate the quality of writing in the workplace. I appreciate his insights about people judging us with the clues they have—which today are often only our words. Fortunately, people seem to be increasingly interested in refreshing their grammar and punctuation skills. So I question Wien’s rigidity about a single mistake. Excellence is an honorable goal, but not perfectionism. I find perfectionism makes my clients quiver and quake when facing a writing project. It shuts down their creativity and actually causes errors.

Discussion

How are your  grammar and punctuation skills? What is the quality of writing in your workplace? Do you ascribe to a “zero tolerance approach”? Where do you stand on the difference between perfectionism and excellence?

Additional Resources

If you Google “cloud computing,” you are likely to find more than 200,000,000 results. Yes, that is 200 million of them. 

But you don’t even need to Google it. Just look around your office, and you are likely to find many cloud services that are in place:  from web content management, to e-commerce, sales and marketing, storage and backup, financial applications, web conferencing, and the list goes on.

On one side, there are some compelling benefits for cloud services, ranging from significant cost advantages, to easy access across the globe, and offloading the operational headaches of these systems to someone else.

But on the other side, there are risks relating to security, confidentiality, content ownership, stability of providers, among others.

Have you adopted cloud computing and to what extent? Share your experience with cloud computing in the following survey for a chance to win a copy of Cloud Surfing by Thomas Koulopoulos!

http://www.surveymonkey.com/s/cloud-services

Join us on Thursday, August 2nd for our Complimentary Lunch & Learn Webinar, "Living in the Cloud" to hear Thomas Koulopoulos, author of Cloud Surfing, A New Way to Think About Risk, Innovation, Scale and Success, provide valuable insights about this topic.

Haven't heard about our summary+commentary (s+c*d) format? Learn more!

Guest blog article by Lynda McDaniel

Summary

Alison draws from a Wall Street Journal article about grammar gaffes invading the workplace. She offers some legitimate reasons for this, such as words and usage have always changed over time. (After all, we don’t sound like Shakespeare!) She takes a close look at more common gaffes in today’s business writing, such as its/it’s, who/whom, less/fewer, their/they’re/there.

The article also explores her concern that the subjective tense is missing from most business writing today. As she explains, subjunctive tense is used when posing a hypothetical. We should say, “If I were the manager,” instead of, “If I was the manager.” The articles closes with six tips from author George Orwell, including 1) Never use a long word where a short one will do and 2) If it is possible to cut a word out, always cut it out. Read the full article.

Commentary

I agree with Alison that good grammar is vital. But what concerns me more than the missing subjunctive is our growing struggle to craft cohesive thoughts. Texts and tweets have taken their toll. We need to write longer and more thoughtfully in order to engage our readers and tap into insights and creative ideas. We can learn to write faster and more effectively, and when we do, we enjoy increased results, respect, and revenues.

Discussion

How is your writing changing? When are texts or short e-mails the perfect response? When do you need to spend more time developing your thoughts? Neuroscientists have proven that we have all kinds of great ideas just waiting for us to tap into them, and writing can help us discover them. Do you spend time exploring your thoughts and creativity?

Additional Resources