The New Season of Creative Mindfulness

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I remember the changes that occurred in business when upper management altered its focus to an innovative mindfulness called a paradigm shift. Every executive I knew was searching for a new way of looking at processes and conducting business. Changes in operations led to consolidations and the tossing out of unneeded practices. Even sales teams shifted their selling techniques to fit the changing marketplace.

During the fourth quarter of last year, a new mindfulness started to appear. Fresh research was published by Linked-In, Adobe, and the Forrester Group. All of the results and documentation pointed to the emergence of this new mindfulness being that of creativity. Executives at Fortune 500 companies started to pay attention to the fact that creativity was directly correlated to business success.

In his new book, Creative Calling, releasing on September 24, 2019, Chase Jarvis shares how the practice of creativity in business will soon be established as a standard for a healthy employee. The creator of the Creative Live website takes it a step further by insisting that creativity will be considered just as important to each day like exercise, nutrition, and meditation.

For this very reason, I have shifted the focus of this blog and my new podcast to help people grow their creative thinking and abilities. We are all born with creativity, which is seen in every child prior to them starting school, where we are taught to focus on logic.

The logical side of life is tactical in nature and the creative side is strategic. It didn’t take long for business futurists to figure out that within another decade Ai technologies will replace the vast majority of tactical jobs, leaving only strategic and creative positions available for people.

To help people start increasing their creative abilities and thought processes, Jarvis illustrates in his new book the I.D.E.A. system.

IMAGINE

The imagination can create hope and a vision for our future. By improving one’s ability to imagine things, a businessperson can bring clarity to new processes and gain an understanding of what is required to implement that new future. The imagination can also drive an individual’s focus to clarify their intentions on how to proceed.

DESIGN

Jarvis’ design phase is all about establishing a daily practice and conforming our lives to support expressions and transformation. The average person in business today fears change and is hesitant to move forward in what appears to be a blind expedition into the unknown. However, the strongest employees are the ones who are at the forefront of creating change.

EXECUTE

Creativity isn’t innovative or more than just a concept unless it is fleshed out. The businessperson has to learn how to execute their innovation, turning their vision into reality. Even the most ambitious plans can be accomplished one step at a time when a businessperson learns how to execute creative ideas.

AMPLIFY

The business world has turned into a community that requires the participation of many hands for the out-rolling of new projects, products, and services. Finding ways to impact our partners and engaging our communities, increases our productivity and success rate. This amplification process provides a natural byproduct of replicating the best part of ourselves in others.

Developing our own creative thoughts and abilities is critical for our survival in the coming years. This is due in part to the unprecedented challenges in our economy, environment, and technology. We can’t erase the past that put a powerful computer/phone device in the hands of every business person, so we must learn and master what the device can’t provide us—CREATIVITY.

© 2019 by CJ Powers

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Good Deadlines Drive the Imagination

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All projects need an end in sight to bring the creative flow to its natural conclusion. Yet many see the deadline as a dreaded device that squeezes the life out of a project. Disney Imagineer and Senior Principal Production Show Designer, Neil Engel, put a positive spin on deadlines when he says, “Deadlines can keep your imagination active, and ideas fresh and flowing.”

Engel’s perspective is about shifting our perspective to one that energizes activities, rather than causing the creative to freeze up. By shifting our attention to what motivates us and keeping the focus on the portion of the project being worked, Engel suggests that we can reframe our perspective and make the deadline just another objective.

After giving his viewpoint consideration, I realized the validity of making sure every deadline-based project is broken down into easily managed milestones. A fiction writer that has to write and deliver a manuscript in twelve months wouldn’t have to fret if he broke down the overwhelming 100,000 words into achievable milestones.

Most beginning novelists can write 1,000 words a day and pros can write twice that amount. By setting milestones for 1,000 words a day gives the slowest of writers a completed first draft manuscript in six months. A goal of 2,000 words a day converts the writer’s ideas into a first draft in half the amount of time.

The business salesman making cold calls can also breakdown his activities into milestones. If he makes 23 cold calls an hour, he is likely to get 3-7 prospects. Out of the 40 prospects during the day, he is likely to get 1-2 meetings. Out of seven scheduled meetings during the week, one or two are likely to convert into a sale.

If the boss is pressuring everyone to close one sale a week, the salesman might feel more pressure at the beginning of every week unless he focuses on the milestone process instead of that one deal that must be closed. In other words, our perspective makes the deadline nerve-racking or just another milestone.

A screenwriter doesn’t count the words, but the script pages with the total landing at 110-120 pages on average. The milestones for a first draft might be writing four pages a day, which would deliver the first draft in a month. However, most screenwriters that I know don’t go by page or word count, but by the number of scenes that the story requires.

The milestones for a screenplay are usually first broken out by reels, story sequences, or mini-movies. Then the story is broken down into smaller segments that meet the requirements of the beat sheet. When the writer focuses on just the key beats for any given day, there is little stress related to the deadline, which also reduces the pressure of on set rewrites—when everyone is waiting for the changed pages for that day’s shoot.

My past experiences confirm the accuracy of Engel’s perspective. I also agree with his view that some pressure is necessary to force the creative process to flourish. There is a reason all Broadway musicals take 8-12 weeks to rehearse. While some suggest producers can’t afford to pay for a longer rehearsal period, most pros agree that the show would become boring and flat for the performers if it extends past that standard period.

Engel presented the concept from a creative’s perspective when he says, “With too much time, a project can become overworked and lose its spontaneity or direction.”

For a successful project, it is critical that creatives stay fresh. They need enough time to do the job properly, which requires a strategically placed deadline. They also need to learn how to turn the deadline into a normal milestone to reduce the pressure to what is manageable in a normal day. By facilitating these two issues concerning deadlines, bosses and managers can get the most creativity and efficiency from their teams.

© 2019 by CJ Powers

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How to Reverse Brainstorm in 4 Steps

ReverseBrainstormBrainstorming is a known creative process with specific guidelines that must be met for success. However, there are certain conditions that stop even the best at brainstormings, such as a growing level of cynicism within the ranks or an unknown problem that can’t be pinpointed. The quickest way to turn the attitudes and results around is by using the creative technique of reverse brainstorming.

The process focuses on discovering an unknown or futuristic problem. The first phase typically assigned to the task force is figuring out what problem can be identified. The second phase is to facilitate a troubleshooting recommendation that can reveal the needed action steps for change and implementation. Both phases require an understanding of the guidelines used to facilitate the process.

Here are the guidelines for reverse brainstorming:

Figuratively Break the Process

Reverse brainstorming is the opposite of finding a solution. The team must work hard to come up with ways of breaking the system. This holds true regardless of the topic. For instance, let’s say the original brainstorming goal is to find ways to keep customers on the website. The opposite becomes the starting point for reverse brainstorming: Finding ways to drive people away from the website.

Everyone shares their ideas. Maybe the list looks like…

  1. Require user sign-ins every 20 seconds.
  2. When the reader gets to the critical part of the post they’re reading, startle them with pop-up pictures from a horror film.
  3. Don’t allow anonymity.
  4. Blast new music with every page.
  5. Place ads in between paragraphs.
  6. Etc.

Clearly, the list could reach a hundred items in a short period of time.

Flip the List

The next step is to analyze the list. The goal is to discover what real items are directly correlated with its opposite. For instance, “require user sign-ins every 20 seconds” suggests that the site should not require any sign-in unless someone is signing up for a specific offer. The horror pop-up picture suggests that customers will get irate every time the reading of their important article is interrupted.

The flipped list might look like…

  1. Only have a sign-in for specific offers.
  2. Don’t interrupt the reading of an article.
  3. Allow all people to peruse the site.
  4. Don’t play music or have a silent default setting.
  5. Keep ads away from, or to the side of important articles.
  6. Etc.

Evaluate the Potential Solutions

Out of the long list of possible problems and its probable solutions, each item needs to be evaluated. The top three or ten, whatever length of possibilities deemed right for more in-depth exploration, are assessed to determine its value to the company. The goal is recommending the items considered to be low hanging fruit (quick fixes) or bigger bang for the buck (fixes with a greater financial impact) to decision makers. The evaluation process can review the list based on any criteria needed for planning improvements and implementations.

Have Fun without Commiserating

The reverse brainstorming activity tends to be humorous and sometimes sad. Laughter typically comes from those moments when people are surprised that they unknowingly built a stupid problem into the website while attempting to do something positive for the customer. The sad moments come when people realize that they were clueless about problems they didn’t even know existed.

These moments can drive sarcastic comments and enlightenment. Unfortunately, it can also open the floodgates for those who feel the impulse to commiserate, all because the learned problems can be systemic and highly relatable. The guideline is for the team to have fun with the surprises, but to avoid sharing war stories because it changes the tone and focus in the room to something less productive.

Reverse brainstorming is a simple tool to implement and requires the same respect for one’s peers as brainstorming. The key to remember is that all boarded items are welcome, as some are there for the sole purpose of prompting other ideas. No idea is wrong or wasted.

© 2019 by CJ Powers

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