Archive for October, 2013

The Coachability Factor

October 25, 2013

Coachability

When fundamental abilities including intelligence, energetic, confident and personally are present, one of the most prominent indicators of success is coachability. When evaluating potential candidates for our executive coaching practice, we consider each of the factors below.

1. Self-Aware

Fundamental to success is knowing who you are (what makes you tick, how your life experiences have shaped you), what you’re good at (habitually leveraging strengths), what you stand for (your values) and where you want to go greatly increase the likelihood that you will get from here to there. It’s also essential to be self-aware enough to objectively evaluate your progress and your strategy.

2. Purposeful

You and you alone should define your purpose at work, and it is your task alone to create purpose in the work you choose. Many times, this gets overlooked, and people find themselves going through the motions without knowing the purpose. It is those who know that this is missing and strive to achieve that purpose who are most receptive to coaching.

3. Passionate

Being passionate about what you do rather than going through the motions makes for a great coaching candidate. Missing the passion and seeking that passion is also an indication of a great coaching candidate.

4. Curious

A curious person is always looking for what’s new, what’s different, how to make himself or those people and things around him better. Complacent people are not generally either curious nor coachable. They are happy with what they have and who they are, so coaching is not right for them (and that’s OK).

5. Emotional Intelligent

Great coaching candidates have the emotional intelligence to be self-aware, curious, purposeful and to seek balance while looking for passion.

6. Socially Aware

It is also important to be socially and politically aware to understand that people dynamics are blocking or facilitating growth and results. Seeing how social factors impact your objectives brings you a long way to managing these social dynamics, and yourself.

7. Other-Centered

The most coachable candidates know themselves and strive for continuous improvement, but are also focused on the growth and well-being of others around them, knowing that the success of others increases the success of all. Some of the most promising candidates are so self-focused that they do not look at the needs and motivations of others. Those who adopt that stance are much less coachable, and many are perplexed about why.

8. Focus on Measurable Results

Coachable clients deliver measurable results, and communicate these results in a way which develops their brand of successful accomplishments. There is no substitute.

9. Resilient

Nobody’s perfect – the most coachable clients have failed forward – learning and growing from the errors of the past. They are resilient enough to pick up the pieces, leverage the learnings, and keep moving forward.

10. Courageous

It takes courage to do any of the above. It takes courage to hear the hard messages, embrace the truth from these messages, which have often come back repeatedly, and to consciously change habits and follow a new course.

If you were to measure yourself on any of the factors above, how do you stand? What other factors do you think are good indicators for coachability? Share your thoughts with us at info@whenshespeaks.com.

Innovation and Diversity: Two Sides of the Same Coin

October 25, 2013

businessman holding virtual object

The innovation topic is hot, but never in context of the diversity topic, which is also interesting, but to generally different circles. However, there’s a deep connection between innovation and diversity, one leads to the other and vice versa. In fact, I would attest that innovation and diversity are two sides of the same coin, as innovation leads to diversity, and diversity brings on more innovation!

How Innovation Leads to Diversity

1. Innovation can lead to more diverse technology solutions and offerings.
2. Tailoring existing innovations can serve larger, more diverse markets.
3. Innovations for larger, more diverse niche markets can lead to orthogonal innovations as well as a larger range of niche markets.
4. Innovation in one area can be applied to innovation challenges in another area, leading to more diverse offerings.
5. Innovative thinking has led to wider set of divergent solutions serving a wider range of customers and needs.

How Diversity Leads to Innovation

6. Diverse markets will demand a different set of needs, requiring innovation to serve them.
7. Diversity in the workplace will help teams bring different strengths, ideas and solutions to the table, increasing the likelihood of innovative approaches, technologies, processes and solutions.
8. With a range of diverse perspectives, you can convert a failed innovation project for one need may be the next best thing since sliced bread for a different market or industry.
9. The more diverse the range of innovations, the more attractive the offerings are to a wider range of markets, and the more appealing the organization is for a wider range of employees.
10. Divergent thinking has led to some of the greatest innovations of all time.

For examples and deeper thoughts on any of the above, e-mail us at info@FountainBlue.biz.

Women Leading Innovation

October 14, 2013

Oct11-2

FountainBlue’s October 11 When She Speaks, Women in Leadership Series event was on the topic of Women Leading Innovation. Below are notes from the conversation.

Our panelists this month were both brilliantly eloquently and provided practical, candid and stimulating advice for us around innovation. They shared these top ten truths about innovation.

  1. Innovation stimulates business change, offering new products, markets, processes, messages, energy and information that creates momentum and shifts the business in a good way.
  2. Innovation occurs across the organization, not relegated just to R&D teams, but also involving processes and operations, marketing and markets Innovation is a matter of timing – delivering a new product or service for an audience in need, with the ability to pay for it.
  3. It takes a village to innovate, so bring the right people in the right roles, and together focus on doing what’s best for the company in the short term and in the long term. For example, designers love being given constraints and parameters within which they can innovate, and researchers are great at identifying markets while data scientists could tell you what your innovation results are, what your aggregated and niche current and future customer base is looking for etc., Everybody has a piece of the puzzle.
  4. Successful innovation has a foundation of relationships across stakeholders, and executive buy-in, as well as engagement across the board. So develop partnerships with stakeholders across and within the organization – particularly at the executive level and facilitate collaboration and engagement across and between groups.
  5. Welcome people who think and act differently into the team and ecosystem. That uncomfortable feeling they bring to the table may be the nub of an idea which sparks innovation.
  6. Some people mistakenly think that innovation is about creating the new new. Creative and original thinking are great, but you must also have structure within which to innovate. Much has already been invented, but reusing the proven technologies in new ways for new markets provides opportunity for all.
  7. It is hard for some to embrace disruption. Some may have to stretch their thinking. Some may be uncomfortable about the impact on the brand. Some may question whether the new way of doing things can be done, or is worth being done. Sometimes the resistance is so overwhelming across the organization that innovation can’t take place.
  8. Policies and rules and protocol must be followed, particularly when you’re representing a big company, and negotiations and processes may take longer for approvals. Corporate Innovation must take place respecting these parameters. However, too much corporate processes and policies can stifle innovation, with Kodak being an unfortunate case in point. Specifically, Kodak, the company which invented digital photography got leapfrogged by other companies who could innovate in that area, and became bankrupt despite their promising early edge in a huge market.
  9. Be cognizant of the many stages of innovation, from the open plateau, sky’s the limit perspective of the start-up or early projects, to the socialization of projects through the management team, through the iteration of versions and strategic feedback of early adopters through the input of channels and alliances. Different leadership, management and technical skills are leveraged at different levels. The innovation leader must lead throughout the process, building relationships and credibility along the way.
  10. Innovation is never easy – it takes vision, perseverance, and pushing through failures in order to succeed. Succeeding in innovation process despite the obstacles is its own reward, particularly when the bottom line agrees.

Our panelists shared this practical advice for those who want to better embrace innovation across their organization.

  1. Adopt projects for which you feel passionate, for you will be working on it through thick and thin for many months and perhaps years to come. Plus the innovations you help to make happen will also certainly impact your company’s, your team’s and your personal brand.
  2. Focus on doing the right for the company in the short term and in the long term.
  3. Timing’s everything. The people and company may not be ready for an innovative idea or concept. Pick your battles. Perhaps you can pick up that same baton another day, when the market and customers and infrastructure are more receptive and ready for that new innovation.
  4. Be persistent.
  5. Be open.
  6. Lobby for support.
  7. Challenge the status quo, in a way that helps people become more open, without feeling threatened.
  8. Carry the project from beginning to end and always focus on creating measurable results
  9. Think forward about what your innovation successes will say about you, your team and your company.
  10. Have the network and resources to support you as it will never be easy, and may be a long road ahead.

In the end, our panelists concur that to be an innovative leader, you must have the vision to want to change the way something is done, the courage and persistence to lobby for it to happen, the proven results from current and past projects to show why something is a good idea, and the network and support to stand behind you, the corporate culture which would welcome this behavior, and, most importantly, the communication and leadership skills to bring it all together, with a focus on driving bottom-line business results, engaging all stakeholders, serving current and anticipated customers.

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FountainBlue’s October 11 When She Speaks, Women in Leadership Series event was on the topic of Women Leading Innovation, featuring:

Facilitator Karen Catlin, Principal, Karen Catlin Consulting; Co-founder, Femgineer; Advisor, Athentica

Panelist Marlene J. Begay, Supply Chain Director, WW OPS Supply Management, Oracle

Panelist Daniela Busse, Ph.D., Director/Design Futurist, Samsung Research America – Silicon Valley

Panelist Athena Maikish, PhD, Global Director, Business Analytics, Reporting and Data Science at StubHub

Panelist Monique Morrow, Cisco Chief Technology Officer (CTO) Services Platform Group (SPG)

Panelist Amy Warner, Business Unit Manager, Precision Analog Group, Texas Instruments

Please join us in thanking our speakers for taking the time to share their advice and thoughts and to our gracious hosts at Texas Instruments.