Get Past Inertia (Part 3)

Posted on January 18, 2015 by Bianca Le Mouël

In a group, because relationship add complexity, inertia grows exponentially more difficult to overcome. My inertia plus your inertia is more that 1 + 1 = 2, and when we add a half-dozen colleagues or try to take on a company with hundreds or thousands of employees, the task is truly formidable. Even if Kim decides she is ready to be brave and try a new way of organizing the Monday morning meeting, all of a sudden she confronts the realization that her change will affect her staff members. What if they don’t like her new approach to meeting protocol? Will they refuse to cooperate? Stop having lunch with her? Go over her head, complain to her boss, and expose her to a negative performance review? Kim has a problem. How can she try something new without so unnerving her colleagues that they stonewall a potentially good idea before it ever gets off the ground?

So, in addition to the natural preference for staying with a mode of being that has proven itself to be safe, getting past inertia is also difficult because of the emotional reaction of others. You have to show people that change will be beneficial to them; you have to make it both nonthreatening and inspiring. Play is key to overcoming the emotional component of inertia.

You are probably familiar with the saying that you must fight fire with fire. Dr. Stuart Brown, head of the National Institute for Play concluded, after years of research, that “play is no less important than oxygen…it’s a powerful force in nature that helps determine the likelihood of the very survival of the human race.” When we realize that the part of our brain that is responsible for our survival (the fight-or-flight response) is the same part of our brain that contains our capacity for play, it puts play in a new, more powerful, and clarifying light.

Play in face lives eye-to-eye with inertia; both are rooted in our brainstem, where you also find the part of the brain responsible for our survival. Play and inertia are in the same weight class, peers in a very exclusive executive suite where core strategic decisions about our present and future are made. But they are having a little war. Inertia, the more conservative of the two, believes that the smart move is to not move at all, to stay with the plan that got us this far safely. Play, the wild child, wants to dream a little dream, take the afternoon off, find Atlantis and create a new society there, because sitting here is, quite frankly, killing its buzz.

Play—our wildly creative and childlike nature—opens the emotional door. It offers an arena in which people become naturally more flexible. For example, think about music. You go to a rock or jazz concert and when the music starts you may sit or stand quietly, taking it in, being polite, and heaving appropriately. But over the course of the evening the music takes you over and you become more comfortable, then relaxes; you may start tapping your foot or swaying in time with the beat, or even dancing spontaneously with the stranger next to you. You behavior just changed without any effort on your part. This is the magic of play. Knowing that play is rooted in the same brain area as our instinct for survival is a good enough reason to give it the benefit of the doubt.

One you let the genie out of the bottle, once play is in full swing and inertia banished (at least at that particular moment), things ca move fast This is especially true with a large group, because just as it is harder to move a group out of its inertia, once the groups does get moving, it can be force to be reckoned with—in the best possible way. Then the challenge transforms into how to manage your newly creative, very energized team. How to channel their creativity into the winning innovations your company seeks without putting a damper on their enthusiasm. Playful energy will beget as many dead end and failures as it will successes. You have to be able to tolerate this, and you have to create an atmosphere in which your team will be able to tolerate it—even better, embrace it.

Excerpted from The Intuitive Compass, Jossey-Bass, 2011.

Get Past Inertia (Part 2)

Posted on January 11, 2015 by Bianca Le Mouël

It is relatively easy to see how play can generate fabulous new ideas, but what is less obvious is the critical role of play in giving those ideas a chance at life against some very serious odds. Innovation is change, and change sends many of us running for cover—for good reason. Change activates our survival instincts and is at least partly responsible for our tendency toward inertia, and inertia, again is a serious barrier to innovation.

Experts agree that the critical stage of innovation is implementation. Implementation is where the rubber meets the road. It requires us to change our behavior, and changing behavior is not only an intellectual but also an emotional challenge. It also requires us to step into the unknown. But perhaps the greatest challenge is that it requires us to overcome inertia, and that is something that humans are hardwired to resist. That hardwiring is key to understanding how inertia works and what its function is.

The human brain wants to say where it is, in the comfort zone. If we stay in our comfort zone, we don’t have to struggle to survive. We minimize the risk to our survival by staying where we know we are safe. I often explain to my MBA students that the reason they take the same seat in class every week, and the reason we lay our towels in the same area of the beach every summer weekend, is that we are, at our core, instinctual animals. Once we have chosen a seat and made it through class safely without being attacked, the part of our brain responsible for our survival tells us that our best option is to repeat that behavior, because in a way it is the most economical use of our energy. As part of its strategy for survival, our brain wants to conserve energy, so once we sit in a particular spot and know that it’s safe, we will subconsciously want to sit there every time and avoid having to reevaluate the safety of a new spot.

Excerpted from The Intuitive Compass, Jossey-Bass, 2011.

Get Past Inertia (Part One)

Posted on January 5, 2015 by Bianca Le Mouël

Arie de Geus, an ex-Shell executive turned consultant, has researched why certain companies over one hundred years old have been so successful. The twenty-seven companies he studied were able to successfully get past inertia, sustain themselves, and grow over time. They managed to withstand economic changes while staying true to their mission, without resorting solely to the tactic of acquiring companies to stay afloat in their market. He found three characteristics common to these successful companies:

Once we start moving in a certain direction or doing something a certain way it is hard to stop or change. That is inertia. And while this is true for individuals, it is even stronger in a group dynamic. If you want to innovate, you need to change. And in order to effect change you need to overcome the natural tendency toward inertia.

They practice fiscal conservancy.
They are open to new ideas from both inside and outside the organization.
They have established a strong community of values that resonates with their employees, making them feel they can take risks and not be fired if they don’t succeed—the feeling of belonging to a community helps overcome the fear of failure and the anticipation of potential negative consequences at a personal level.

Although point one relates to classic best practices in business, points two and three tell us why play—something not in the typical business best-practices toolbox—is key in a work culture in ensure the longevity of an organization. Openness to new ideas and a fundamental level of trust are inherent in a playful atmosphere, and play is an essential ingredient in generating innovative ideas.

Excerpted from The Intuitive Compass, Jossey-Bass, 2011.

Pathways Beyond Logic

Posted on December 21, 2014 by Bianca Le Mouël

Logic and reason alone can no longer guide us toward innovation or success. They will not be enough to get us to the level of creativity and reinvention we need to address the challenges of the new economy. We need to deal with the deeper part of human nature: intuition and instinct. Science, evidence in the real world, and experience tell us that our intuition and our instincts, although sometimes difficult to completely understand, very often point us in the right direction. Sometimes they can even save our lives. To positively influence the deeper part of ourselves, we need to appeal to the heart and engage the guts. We need to honor the sometimes-cryptic clues sent up from many accomplished people in science, industry, and the military. As business leaders we can take steps to create a corporate atmosphere that speaks to the hearts and instincts as well as the minds of our employees. Doing so puts a great deal of agility and creative power to work for our companies. One powerful way we can harness the creative power of our teams is by introducing rituals at key moments in business ideation and development. Management and leadership—which increasingly require dealing with human motivation, behavioral change, and, now more than ever, sustainable innovation—are much more about the intangible part of business than about what’s tangible, much more about the unconscious part of human interactions that about the conscious part.

Excerpted from The Intuitive Compass, Jossey-Bass, 2011.

Intuitive Intelligence Turns the Credit Card Processing Industry on Its Head

Posted on December 15, 2014 by Bianca Le Mouël

Suneera Madhani’s leadership of her game-changing credit card processing company, Fattmerchant, exemplifies three of the four tenets of Intuitive Intelligence (thinking holistically, thinking paradoxically, leading by influence), and it’s paying off in spades. She also honors the millennial generation’s need for transparency, creating 50-75% monthly growth and tremendous customer loyalty, particularly notable because they don’t have to sign long-term contracts.

http://www.fastcompany.com/3039269/strong-female-lead/meet-the-woman-who-is-trying-to-change-the-credit-card-industry?utm_source=mailchimp&utm_medium=email&utm_campaign=mcp-weekly&position=3&partner=newsletter&campaign_date=12052014

Why Ritual is an Important Part of Leadership

Posted on December 8, 2014 by Bianca Le Mouël

Ritual is powerful and can be used to engage people in ways that words alone cannot. Rituals are meant to affect the body through regular repetition and dramatic staging; as a consequence of that drama and repetition, they affect us at an instinctual level and influence the mind in ways much deeper than logic and reason. From sacred ceremonies including school graduations and the public swearing in of elected officials, they mark the most significant moments of our lives, individually and collectively. On a more mundane level, they help us navigate through the average day—the morning cup of coffee, a hot shower. They send a signal to our brain that something of note is happening. In all cases they help us harness energy, stabilize our minds, and have faith in the future. In doing so they channel our thrust for survival in constructive ways. By conveying a sense of purpose to important aspects of our lives, they help us find meaning, go past inertia to move through the challenges of life, and creatively reach beyond the bounds of logic. Rituals powerfully harness the law of survival, the law of reaching beyond boundaries, and the law of inertia.

Rituals can also help in the business world. BETC, the successful advertising agency in France, provides an example that can easily be adapted to many different businesses and industries. The founder and chairwoman of the agency, Mercedes Erra, insists that whenever a brief on a new client or project is brought in by an account executive, it is and should be treated as a pivotal moment in the life of the agency. The brief is the first step in the development of a new campaign. Its arrival becomes a celebratory moment. It is the trigger for a professional ritual in which importance and meaning are conveyed. Food and drinks are brought into a special room, and all of the people who will be working on the campaign gather together to talk about the future of the project. It is fun and play and serious work all at the same time. Key elements of the brief are clarified, including the strategic context of the project. There is discussion about the agency’s or individual team members’ relationship with the client, and any convictions or doubts about the client, their company, the brand, or the communications plan that they want to launch. But what happens could not be achieved through an exchange of emails or written notes because they would not have the same impact. Allowing time, staging the meeting in a different way, and having the chairwoman attend the briefing all have a special emotional impact and show the significance of the event. People can feel its significance, and feeling it is more important than understanding it intellectually when it comes to harnessing creativity and enthusiasm. Feelings make an impact on our bodies, which in turn influences our ability to solve problems and imagine new solutions. Such a meeting reaches into people’s psyches, and the meeting’s perceived significance has a long-lasting effect. Rituals are powerful, as they help us go beyond what’s tangible and conscious. They reach deep into our unconscious, engage our instinct, and convey meaning.

Excerpted from The Intuitive Compass, Jossey-Bass, 2011.

You Already Have All the Resources You Need to Innovate

Posted on November 30, 2014 by Bianca Le Mouël

Play opens us up to the possibility that we don’t need more of anything—time, money, knowledge, and so on—in order to produce more. It is a radical idea, especially in business, where we often hear the argument the budgets are limited and therefore the ability to innovate is limited. How can you get the same result with half of the resources? How is that possible? It’s possible because human motivation is not linear; the way one person gets motivated is a complex function of many intertwined factors, which do not follow a linear continuum, but which can be greatly influenced by play. When we tap into the part of people the responds to play and inspiration, we unleash possibilities and huge potential for new sources of motivation that we could not have predicated or accessed otherwise. Thus when people are engaged in play, truly and deeply engaged, they lose track of time, they stop thinking about whether their paycheck is bigger today than it was yesterday, they form close and fruitful bonds with their playmates, they withstand discomfort and inconvenience, and more often than you might imagine, they create magic. Play moves people into an optimistic frame of mind, a place where they are more adaptable to change and more likely to improvise, and where they begin to dance in the groove of life. In that joyous groove, success and innovation become far more likely outcomes than they ever could be in an atmosphere of grinding unhappiness and perceived lack.

Take, for instance, a story of how dice games were invented, according to the ancient Greek historian Herodotus. In pre-Roman times, 2,500 year ago, the kingdom of Libya was suffering a famine that left it only able to feed half of its citizens. The Libyan king invented a game—sheep knuckle dice—and established a policy that every other day, every person in the kingdom, would do nothing but play sheep knuckle dice. They would not work, they would not just hang out, and they would not run errands for their grandma. And they would not eat. Such was the level of immersion the sheep knuckle dice provided that the people managed to survive an eighteen-year famine.

What does this tale reveal to us? It shows that the impact of play reaches far beyond the realm of reason. It also tells us that the power of play is such that it can provide an effective distraction even from something as elemental as hunger. Play is a strong catalyst for changing behavior, helping people shift perspective and refocus their energy to overcome hardship or challenging situations without necessarily increasing material resources or the number of team members.

Excerpted from The Intuitive Compass, Jossey-Bass, 2011.

A Scientific Definition of Play

Posted on November 23, 2014 by Bianca Le Mouël

According to theorist and professor Johan Huizinga, play is “free activity standing quite consciously outside ‘ordinary’ life.” He also described it as being “‘not serious” but at the same time absorbing the player intensely and utterly.”

The National Institute for Play defines play as “a state of being that is intensely pleasurable.” It energizes and enlivens us. It eases our burdens, renews a natural sense of optimism and opens us up to new possibilities.” They go on to note, “Scientists—neuroscientists, developmental biologists, psychologists, scientists from every point on the scientific compass—have recently begun viewing play as a profound biological process.” In other words, play is a core aspect of human nature. As such, it needs to be an essential part of work in order to leverage all that people have to offer. When play becomes a key component of a healthy corporate culture, it fosters positive thinking and creative imagination.

If we choose to leave our childish things behind, we not only deny our essential humanity but also cut ourselves off from a tremendous reservoir of creativity with the potential to make us happier and make us more effective contributors at work.

Excerpted from The Intuitive Compass, Jossey-Bass, 2011.

Metrics Vs. Intuition – Which Is Most Important In A Startup?

Posted on November 16, 2014 by Bianca Le Mouël

As Eric Basu observes, the most effective leadership style balances gut instinct with careful analysis of data points and metrics, and leaders with this balance are difficult to come by. But we would argue that the ability to tap into your instinct through your intuition can be developed and that it possible to facilitate a synergy between the rational mind and instinctual aptitudes. —The Human Company

http://www.forbes.com/sites/ericbasu/2014/03/02/metrics-vs-intuition-which-is-most-important-in-a-startup/

Defining Play

Posted on November 3, 2014 by Bianca Le Mouël

So what is play? Is it the same as fun? Sort of. The key ingredient in play is engagement: engagement within your own mind, with another person, or with an object. Play is always a dynamic experience. Play is really about immersing oneself in a pleasurable activity for the sake of it, with no other particular intent or specific goal. It can be about immersing oneself in reading a book, drawing, sculpting, or fixing a collector’s item such as an antique piece of furniture for the love of restoring a beautiful object. Play can be experienced alone or in a group. In business, observing people play, I have seen the energy in the room immediately become lighter and stronger. Play creates new ways of interactions, allows a different type of bonding, encourages trust among team members, lowers inhibition, and facilitates, the production of original ideas because people dare to speak up and express themselves more.