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Find the Genius in YOU — Stop Believing in the Box

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There Is No Box

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That box that everyone talks about — the one that we’re encouraged to think outside — came to be without a thought. No one decided or built a process called “Thinking Inside the Box.”

It was an accident, a management issue.

It’s easier and more efficient to run a school or a corporation of people when we teach, talk, and manage to the group.

Can you imagine how chaotic a school or a corporation would be if every student or every employee got to decide on his or her own creative version of “what works”?

So how can we bring leadership to every level and not ignite a mess that makes things worse? In the name of management, we build a bias toward one way of thinking in a sea of creativity.

Find the Genius in YOU — Stop Believing in the Box

When many of us weren’t looking, we learned about looking:

  • how to look at things the way other folks do particularly at the things our teachers revealed.
  • how to solve problems and show our work — or how to work them out the way we were shown.

We learned useful and appropriate skills for working in top-down managed groups:

  • to finish the calculation to the deadliest detail even though we already knew the answer wouldn’t solve the problem we were trying to solve.
  • to paint by numbers,
  • to color inside the lines,
  • to keep our curiosity inside the comfort of the teacher, the goals of the curriculum, and the norms of the group.

Within those boundaries our thoughts were caught much like a mime stays inside an invisible box.
And like the invisible box that the mime pushes and touches. The box that we think inside isn’t real.

The way to start thinking outside the box is easy enough — stop believing in the box.

Life Without the Box

The biggest problem with thinking inside the box is that for the mostpart, we’re relying on a model we learned, and so when we “show our work,” we’re really showing how someone else figured it out it.

Life without the box opens us.

New mind channels become available — creativity, flexibility, fluency, elaboration, and original thought. We break the habit of always doing “someone else’s work.”. The resources of your brain are freed up. Even better, it’s more fun, once you get used to it, because thinking outside of the proverbial box involves playing with ideas not just thinking.

DaVinci knew it.
Einstein knew it..
Lots of folks with divergent hair do it.

Most inventors only find the inside of the box to test things after they’re through seeing what they can do. Nothing new is achieved or gathered by staying where everyone else is thinking. And when we do get out of our usual ways of thinking, we land smack dab inside our own genius.

So let’s get on with getting out of it so that we can get into it.

Here’s one way to find the genius in you …

Even new creative, flexible, fluent, elaborative, original thinking needs structure. Let’s use a problem-solution format.

  1. Pick a problem.
  2. Move outside it. You can’t really see a situation when you’re part of it.
  3. Identify your greatest weaknesses.
  4. Look for how those weaknesses provides openings … Ask yourself “how can this weakness be a strength?” If your back is against the wall, no one can sneak up behind you. If you’re smaller, you’re more agile. If you’re unconventional, you’ve got surprise on your side.
  5. Leverage all of those new found strength into a single unexpected opportunity.

So, if you’re ready, I am. Enough with this introduction, let’s let the games begin. Everyone can think like a genius. It only takes a little practice, and a firm commitment. Throw away the darn box.

Put together your best out of the box thinking to find the strongest opening. Then check it against what a traditional in the box thinking would do to shore up any inconsistencies. That’s how to use your genius thinking to reveal opportunity.

Is inside or outside the box more comfortable for you?

Be irresistible.

–ME “Liz” Strauss

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How to Use Strategy to Build Opportunity into Your Life Now!

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Making Random Decisions Is as Reliable as Luck

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Get up in the morning, get working, solve today’s problems go have fun is that the way life is working for you? Facing each day with a single-day view will get you through a life or a career, but at the end you may find that many of those days might have put to better use.

If you think of it making random decisions probably has about the same long-term results as relying on luck.

Strategy is a longer view, a stronger view, and a more useful way of leveraging opportunity too.

20 Everyday Situations That Strategy Could Turn to Opportunity Right Now!

With a mind toward strategy, you can leverage the opportunity in any situation, fix the problem your facing, open the door that isn’t moving and get things working FOR you. Strategy is not some high-falutin’ sort of thinking that only great minds do.

It’s a method of solving problems. Did you ever want to …

  1. be more visible in your circle?
  2. become the first, trusted source at what you do?
  3. settle a conflict without becoming part of it?
  4. help solve a problem with friend, family or coworkers?
  5. enlist powerful people to your cause?
  6. get sponsors for an event or meeting?
  7. quit a bad habit or change unhealthy thinking?
  8. get out of debt or pay off a loan?
  9. negotiate a new or better position?
  10. get upgraded to a better hotel room?
  11. change how people see you?
  12. raise money for your cause?
  13. get a meeting with someone you admire?
  14. find a new career that fits you?
  15. organize a group trip?
  16. motivate people to join you in something cool?
  17. get a raise you deserve or raise your rates without worry
  18. start doing what you were meant to do with you life?
  19. do damage control?
  20. start investing in a retirement you look forward to?

Too often we walk into all of the above situations without putting together a system for finding success. A clear strategy could turn any of those 20 (or most other) everyday situations into an opportunity rather than leaving the outcome to instincts and chance.

What Isn’t Strategy and What It Is

We use the word strategy as a synonym for the word way or the word plan. It’s not right, but it sounds cool. Bet you’ve heard people say things like this …

  • I’ve figured out how to use two tools to offer a new strategy for making money online.
  • My strategy is to say “yes” and then do whatever I want.
  • Our strategy this year is to focus on growing by 50%.
  • It was a bad strategy to spend money on that vacation.
  • Our long-term strategy is marry well and have a house with a great view.

Those are not strategies. Some aren’t even decisions or plans.

Strategy is more and more useful in our lives than most folks expect.

Strategy isn’t a business tool. It’s not a single goal, or a choice, or good idea, or a description of what we’re going to do. Strategy is a practical system that changes how we view and interact with the world.

Next time you have a situation that offers a change of any kind bring some strategy with you before you respond. Here’s how to do that.

  • Think about the outcome that you want to achieve — your goals.
  • Think about the people involved and what motivates them — their goals.
  • Think about your position and what you bring that adds value to THEIR goals.
  • Think about what you might offer to align your goals with theirs.
  • Think about how you can turn your what you want — your opportunity into a benefit for them.

Start by listening to what you know and asking questions to hear more about what they know. Offer a few suggestions that are unfinished, allowing everyone to participate in defining a great outcome. Call the group to action. Then claim and celebrate the agreed upon result! The hardest part is thinking it through before you begin.

How have you used strategy to build opportunity into your life right now?

Be irresistible!

–ME “Liz” Strauss
Work with Liz on your business!!

Love Closure or More Possibilities? How to Best Balance Your Ps and Js

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Not Everyone Thinks the Same Way

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It came about because I’d had time to read a book called Please Understand Me. Character and Temperament Types by David Kersey. The book discussed the personality differences that were described by the four pairs of preferences defined in the Myers-Briggs Personality type Indicator. The book led me to champion the idea that the whole editorial department might benefit from a Myers-Briggs workshop. Approval came. All 30 or so of us took the personality test and about a week later we met offsite with a trained administrator who had scored our results but hadn’t shared them.

By way of background, the Myers-Briggs Personality Type Indicator identifies which are your preferences in four pairs of trait behaviors.

  • I or E:
    Introverts prefer to work out their solutions alone, thinking through their thoughts before speaking.
    Extroverts prefer to work out their solutions with others, talking through their thoughts to see what they’re thinking.
  • N or S:
    iNtutive people prefer to go with their “gut feeling,” the whole of the information — the rightness or wrongness of what they understand internally.
    Sensory people prefer to go with the empirical data, the facts of the sights, sounds, tastes, touch, and smell and what those facts reveal.
  • T or F
    Thinkers prefer to interact via information.
    Feelers prefer to interact via emotions.
  • J or P
    Judgers prefer decisions. They value closure.
    Perceivers prefer multiple options. They value the possibilities in every situation.

The documentation and studies make it clear that every person has all 8 traits. The test measures which in each pair is an individual’s preferred way of interacting with other people and information — sort of the default setting, the one we go to when we’re left to our own devices, in a crisis, or designing our own situation. I thought was that it might bring home the reality that …

we can’t assume others think the same way we do.

Plan a Vacation

The facilitator set up activities that used used each trait pair to underscore the differences in outcomes that occur when we approach a task with different preferred ways of thinking. We were unaware of which trait we had when the task was assigned. Some tasks had mixed preference groups. Some had a group that wa all of one preference. The most memorable task and lesson for me was when she asked two groups to plan a vacation.

She assigned us to two groups by name. We didn’t now at the time, but one group was the Ps — those who value possibilities — and the other was the Js — those who value closure. She gave us about 20 minutes for planning then asked us to report back. The reports from each group were something like this.

I suspect it was purposeful that she had the Js report first.

The J Vacation

The Js had decided that they would go to Europe for precisely 21 days. They knew which countries they would visit in which order and how many days they would be staying in which country. They also knew which sites were on the list to visit in each country. Assignments had been made. Every member of the group knew his or her role. Assignments included: transportation, lodging, tickets to venues and sites, special meals in each city, even collection of emergency documents and numbers.

The Ps started snickering as we listened to the Js report. The reason for our delight was evident when our turn came.

The P Vacation

In the same amount of time, the Ps had decide to meet up in Taos, New Mexico and hang there for a while doing whatever we liked from a whole list of possibilities. The list of possibilities was quite impressive. Then those who wanted to could go on to visit the Caribbean — one island or more, and those who wanted to stay in New Mexico could.

As you might notice, the two groups had significantly different reports. What you might not fully appreciate is that both groups were quite pleased with their results.

How to Balance Your Ps and Js

The task was so well chosen that whenever I tell the story people have no problem deciding which group defines their preference. More importantly, the way we frustrate each other becomes apparent. .

Imagine a project team with an equal number of Ps and Js. While Ps are trying desperately to leave all of the options open, the Js are pushing fervently to get to a decision. Both groups are so intent on their preferred way of thinking, it can be hard to see the value of the other. Yet a team of all Ps would get lost or get nowhere and a team of all Js would miss out on many options that could raise their game. Here are some ways to best balance the value of your Ps and Js.

  • Make a no closure rule during brainstorming. Brainstorming is where Ps excel. Give them the room to explore all of the options safely without the need to justify leaving the door open. Suggest Js brainstorm several starting points as a way to work to their strengths.
  • Separate the two groups when problem solving. Ask the Ps to limit their options to three actionable solutions. Ask the Js to get past their first solution to two more that would work as well as the first.
  • In project planning, use your Ps and Js in different roles. Invite Ps to conceptualize, ideate, and sketch out new ideas and processes. Ask Js to pinpoint how those ideas might take form and how those processes might work in action.

Let both groups know how the dynamic tension between their preferences supports and complements each other making the team stronger. After all, without the flexibility of a P it would be hard to respond to a disaster and without the structure of J wasted time could be a real problem.

Which are you and how do you value the other in your business?

–ME “Liz” Strauss
Work with Liz on your business!!

5 Creative Ways to Faster More Effective Problem Solving

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Whether we realize it consciously or simply move through process without thinking, the act of getting new ideas is an act of problem solving. We don’t have something we to do something we want to get done. The idea is the solution. But like finding lost keys or finding a job, the solution is always in the last place we look … mostly because we stop looking once we’ve found our solution.

On the first day back from vacation, getting into the rhythm of solution thinking might take a little more creativity than most days. Yet, in a short work week, we need to get a faster flow and wider choice of ideas in less time than usually. One way bring the vacation experience into the workplace and have it help us is trying what we learned to do as kids (often to explain our failures) — make up fantastic stories — with a little practice we can use that same ability to push us to faster success in problem solving. Here are a few techniques that will help you do that!

  1. Look for the questions presented not the answers. When we’re looking for ideas, we focus too narrowly over answers. Turn into a 3-year-old and ask relentless questions. What are you doing? What’s a blog post? What if you wrote it as another person? Suppose an alien kidnapped you just when you started writing? Use the questions to move your brain into the ridicucous and when you’re sure you’re there. Then work on the problem.
  2. Get obsessed and curious about one detail. The one weird detail of leaf on tree that is an entirely different color raises curiosity that leads to questions. Make up several stories that answer the curious question. The solution to your problem may occur to you as you explore the stories that you’re spinning.
  3. Take a vacation in your mind. Get some perspective by being reflective. Take your question with you as you imagine yourself in your most favorite habitat — on the beach, skiing, in a beautiful forest, In 5-star restaurant with a fabulous view — maybe even the edge of the Grand Canyon or under a starry night. Give yourself a mental that allows your ideas to expand and grow.
  4. Use music to go back in time. Put on it on softly and remember who you used to be. Ask yourself what would that you be thinking was important about current events and situations? Have a conversation with the person you once were about the problem that you’re now facing. Think about the most interesting characters — artists, writers, musicians, dancers, engineers, coders, designers, contractors, mathematicians, boring teachers, and bartenders — who you’ve shared your life with. How would they approach the puzzle you’re facing?
  5. Turn your situation into a disaster movie. Take the problem to world-ending proportions. Invent an action hero to save the world by delivering the solution you need at the very last second.

The process of linking your ideas into an ordered sequence of curious questions or an amazing plot line breaks down the false barriers that prevent us from seeing other ways to approach the answers we’re needing.

Which of the five ideas seems most up your alley?

–ME “Liz” Strauss
Work with Liz on your business!!

How to Produce a Fireworks Display or Launch into Social Media Without Experience

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Our Customers Face Situations Like This All of the Time

As I uploaded the photos from this year’s fireworks show over the lighted North Bridge on the Chicago River, I began to think of the event. It’s quite a business to put on a 15-20 minute display of fireworks. As I considered the teams of people and the skills that were needed, a thought kept occurring, suppose that a client said to me …

Your charge, should you decide to keep working with us, is to pull off the best fireworks display the city has ever known!

The more I thought about the idea, the more I realized that the question I was pondering isn’t so different from what we ask new social media managers every day of the week.

5 Questions for Putting on a Fireworks Display or Launching into Social Media

A great fireworks display is the result of planning, preparation, resources, and timing. The pyrotechnical art of combining noise, light, smoke and floating materials into design that burns with colored flames and moving sparks is a display of teamwork, technique, strategy and tactics in action! And that’s just to get the display in the air!

Beyond that crowd control and the traffic are a consideration. At the event I attended, the show was visible from the lake, the river, the streets, the pier, and a double decker bridge. The distraction of fireworks while people are managing transportation could cause more than minor accidents.

No wonder the colorful, brilliant displays are symbols of celebration, which often lead to competition!

I don’t know a thing about putting on a fireworks display. I don’t know makes them work, what’s dangerous, and what’s just for show. I don’t know what things cost and don’t have pyrotechnical experts in my most intimate networks.

Yet I’m an intelligent person.I’ve run a business. I’m good at asking questions.

What follows are 5 questions I would ask to make sure that I would know I was making an intelligent, solid and outstanding investment to pull off the best fireworks display (or social media launch) the city (or the industry) has every known.

  1. The mission and the vision: What does “the best fireworks display” or “the best social media launch” look like” in it’s visible and measurable result? Before we set out on a quest, we have to know what we’re doing and why we’re doing it. I might not know how to produce a great fireworks display, but I know how I define one. Leaders take the time to articulate the vision and the mission to ensure that everyone who joins the quest is moving toward the same destination and to ensure when we communicate our vocabulary means the same things.
  2. The team: Who will bring the expertise, commitment, and the thinking to share the risk and share the benefits? Leaders reach out to people who can contribute to the thinking, not just the building. We look for folks who “get” the seriousness of the work and the fun of being part of building something no one can build alone. Start with the question, “Have you ever held a job – run a business – where if you made the wrong decision many other people beyond yourself would be hurt?” People who know their business can explain the controls they put in place to ensure right decisions and mitigate the risk. Experienced candidates can give simple explanations that show solid thinking about where the possible problems in your exact situation.
  3. The resources and quality standards: What do we need to do the job right — what adds quality and what adds cost? A wise boss once said to me, “Spend as much as it takes to do the work well and not one penny more.” When we ask about tools and resources, we can’t separate out the definition of quality.

    Quality is the customer experience, not in the builder’s standards. If the customer cannot see, feel, hear, taste, touch, smell, understand, or perceive meaning from the difference, we are not adding quality — we are adding cost.

    Read that bold paragraph again. Quality is in the customer experience.

  4. The systems and logistics: Who will own which part of the process to achieve optimal results? It’s easy to get this one backwards. Any production process needs to be talked through considering both values — the big picture order in which the stages must occur and the flexibility within each stage that allows the highest performance from the team. In any complicated production, every step has different time-goal orientations. It takes longer to produce the art than the words that might go with it. When one person’s output relies on another person’s input, it’s important to talk through the way the work flow will travel, how we’ll track it, and who will report on things that break or jam up.
  5. The time-frame: What’s a realistic time frame to get the fireworks display (or social media launch) done right, allowing flexibility for unforeseen detours? Inside any discrete event or first-time project is a new decision, a problem, or a complication that we didn’t foresee at the outset. Making room for such adventures from the beginning builds strength into the infrastructure, allows us to under promise and over deliver.

It’s only natural when we’re working on something truly exciting, that we want to get up and running. Making things happen is thrilling! However, watching things break isn’t quite as much fun. To get more of the first and far less of the second, take the time to do the planning and ask the right questions. The right questions can lead to a production that moves as seamlessly as water flowing on a summer day.

Even if you don’t know a thing about putting on a fireworks display or running a social media launch, the right questions can get to you to a successful outcome far more quickly than hoping you’ve found the right expert to do it for you. After all, it’s about a unique and spectacular outcome that serves the customer.

Did I forget any questions that you use to keep your projects in the success column?

–ME “Liz” Strauss
Work with Liz on your business!!

What Is the Best True Story You Could Tell about You?

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Following or Finding a Path 2

2016 GeniusShared Read from Liz StraussLeaders Choose the Stories They Live

As we grow up, we hear stories about ourselves: how we learned to walk, how we learned to talk, how we behaved, how we treated our siblings and friends. The stories predate the ability of our brains to remember the events. So we rely on the people telling them.

In incremental ways that grow larger over time, the stories people tell and the stories we tell ourselves become the definition of the person we see in the mirror. And when we’re in doubt about who that is, we’ve learned to look outside — to the stories — to describe the person we are inside. … if we just listen, pay attention long enough, the people and the stories will tell us who we are and why we’re here.

How many stories in your head are told from someone else’s point of view?
How many stories in your head are told by a weaker, smaller, less experienced version of you?
How many stories in your head are untrue?

Leaders live up to their best truth.
Leaders choose which stories we live.

What Is the Best True Story You Could Tell about You?

Leadership is taking responsibility for who we are now and who we will be. If we want to know our uniqueness and own it, we have to evaluate the stories we’ve been living and believing to decide what we know is true. We need to think deeply on the stories we’ve been telling about ourselves.

Leaders know their uniqueness and own it. We don’t need to invent a new tale. We need to recognize the true story of who we are as the leader we’ve decided to be.

Our cells are genetically programmed to do some things better than others. Our brain needs to pay attention to what our cells know. We can see the answers throughout our history and in our experience. Here’s how to do that …

  • Collect the stories about yourself — true stories of your life.
  • Identify and share the stories that make you stronger. You’ll know them because you like what they say about you.
  • Stop telling and believing in the stories that hold you back. File them as historically true but irrelevant.
  • Recognize your values by seeing them in the true stories of your life you choose.
  • Use your values to keep your true story true and valuable for everyone you serve.

Reflect on the stories you tell about yourself and decide which are those that truthfully represent the best value and values in you. Decide which stories truly define you and which ones can be left behind as now meaningless. Claim the true story that is your uniqueness, your skills and your abilities, your image, your traits, and your potential.

When you do that, you’ll take command of who you are now. That’s when you’ll begin to see your fit and purpose — how you individually meet a need or solve a problem in a way that no other person can. You’ll attract people who share those values. You’ll find it easier to talk about what you do, because you’ll know that your life stands a proof.

You’re the only one qualified to identify your true story — you are the person who has been living it every minute of it. Take the idea seriously. Listen to what you know about yourself.

What is the best true story you could tell about you?

Be irresistible.

–ME “Liz” Strauss

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