Alan Gregerman is an award-winning author, consultant and keynote speaker who has been called "one of the most original thinkers in business today" and "the Robin Williams of business consulting." His work focuses on helping companies and organizations to unlock the genius in all of their people in order to deliver the most compelling value to their customers. His two books—Surrounded by Geniuses and Lessons from the Sandbox—break the mold by challenging our thinking about people, the world around us and where brilliant ideas actually come from.
An award-winning guide to unlocking the brilliance in yourself, your colleagues and your organization, and finding new and powerful ways to deliver amazing value to the customers, citizens, members and associates you serve.
An international bestseller. It's all about how to create greater innovation and business success based on a set of wonderful gifts and abilities we all had as children.
Greetings. I've often led leadership teams in dramatic readings of "Where the Wild Things Are"--Maurice Sendak's classic children's book about overcoming our fears and the power of our imaginations. So his passing this week provides a reason to think about his special talents for storytelling, illustration and inspiring kids of all ages to imagine new worlds filled with possibilities where demons (and challenges) can easily be tamed.
I could write a long blog post about him, and maybe someday I will. But for now, I'd simply like to suggest that you and your colleagues do your own shared reading of "Where the Wild Things Are" or another one of his stories. Then imagine how you might work together to break through the barriers that separate your company or organization from reaching its full potential. And how you might endeavor to tame the wildest creatures in your world before returning to the comfort and safety of home.
We win in business and in life when we dare to use our imaginations. And when we discover that we're never too old to learn from the magic of a children's story.
Greetings. If you haven't read "Surrounded by Geniuses" and own a Kindle or a Kindle-enabled device now is a great time to read one of my favorite books. I mention this less as a promotional plug and more as a unique opportunity to buy the book for a mere $1.99. Yes, the kind folks at Amazon.com have decided to put the book on sale which means that for a limited time you and every one of your closest friends, colleagues, neighbors and family members can have your very own electronic copy of this award-winning book for less than half the cost of a double decaf skinny mocha chai latte with soy milk. Or roughly half the cost of a gallon of gasoline. Or half the cost of a "Happy Meal" at MacDonald's or an "Unhappy" meal at another fast food restaurant. Or less than half the newstand price of the latest issue of People magazine (which you can also read for free at your dentist's office). Or roughly one fourth the cost of a dozen Krispy Kreme donuts (which are tasty but a bit unhealthy and provide very little insight on innovation and business success).
Seems hard to believe, doesn't it?
But before I get you too hungry to read, I'll simply leave this link ("Surrounded by Geniuses" for Kindle) and go back to drafting an even more substantive blog post for tomorrow. After all, a sale like this won't last forever.
Greetings. If you haven't read Carol Dweck's fascinating book "Mindset" yet, it's well worth your time. In it Dweck, a renowned psychologist currently teaching at Stanford, addresses the popular notion that talent and our innate abilities are the real keys to success. Instead she argues that, while talent is an important part of the equation, the real key to success in any field is having the right mindset. She distinguishes between having a "fixed" mindset--one in which we believe that our intelligence, personality and character are carved in stone--and having a "growth" mindset--in which we perceive that our natural talents are simply a starting point that can be developed through our own efforts. She then shows how people with growth mindsets can develop a habit of learning and personal improvement that enables them to reach higher levels of achievement and greater results. And she also shows how all of us can develop a growth mindset even if we don't start out with one.
It's powerful insight for businesses and organizations looking to learn, innovate, unlock the genius in all of their people and prosper in challenging times.
We win in business and in life when we are committed to learning and growing in order to reach our full potential. While ability matters, our attitude and mindset might be way more important.
Greetings. Thinking of that perfect last minute holiday gift for a special family member, friend, colleague, customer, neighbor or total or partial stranger? If so, you might make a big hit with Brian Selznick's latest book Wonderstruck. It's not your typical business book, but a book for kids, businesspeople and entrepreneurs of all ages. And like his last book, The Invention of Hugo Cabret--featured in this blog last year and now a major motion picture called "Hugo"--Wonderstruck is a book filled with a fascinating story, remarkable illustrations and an amazing spirit of wonder and possibilities.
But rather than tell you anything about the setting, plot, characters or message, I'll leave it to you to discover the real magic in Selznick's latest tale (or more precisely pair of tales). Instead I'll simply remind you of the special power of curiosity and stories in the success of all of our companies and organizations!
And leave you to the simple joy of losing yourself in a book...
We win in business and in life when we continually unlock the power of our imaginations. And when we make time to read a book by ourselves or with a friend or colleague.
Greetings. Today is "World Population Day"--a day created by the Governing Council of the United Nations Development Programme to "focus attention on the urgency and importance of population issues." It's a critical topic for all of us now that the earth has seven billion inhabitants. And it will require our best thinking if we are to figure out how to provide enough healthy food, shelter, healthcare and health, education, energy and opportunity for everyone. And if we are to make real progress in unlocking the genius and potential of everyone on the planet. Clearly, we will need to be more innovative in addressing both sides of this challenge--the need to control our population and the need to view everyone as a valued asset.
We often think that population is primarily an issue for developing countries. But it is a problem and an opportunity for all of us as the world keeps getting smaller and smaller. I was reminded today of just how small the world is when I received a very kind email from Parvez Babul, a journalist in Bangladesh. He had received a copy of Surrounded by Geniuses from a colleague who had attended one of my recent speeches in Washington and was prompted to write and article about the genius in everyone. Genius that is critical to the future of his country and the rest of the world. You can read his thoughtful story by CLICKING HERE.
When I wrote Surrounded by Geniuses I never quite imagined a world filled with 7,000,000,000 potential geniuses. But it is an encouraging way to look at things.
We win in business and in life when we view people as assets instead of problems. And when we enable their genius to solve difficult problems and create powerful new opportunities.
Greetings. In the children's story "Mr. Singer's Nicknames," James Kruss tells a tale about an insurance agent name Johann Jakob Singer who takes his first trip to the island of Helgoland. Upon his arrival he is welcomed by "Thunder" Pastor Rasmussen--a popular local minister with a booming voice--and informed "that everyone who lives on Helgoland has an added name, a nickname."
"How dreadful!" Mr. Singer responds, "I am sure I will not be awarded any nickname. I am an honorable man who works and does his duty."
But little does he realize that from the moment his ship comes into view the locals have been studying him carefully and coming up with all sorts of nicknames. And the fact that he is small, thin, stork-like, wears a pair of pince-nez eyeglasses and bright yellow spats, and represents the Society for the Care of Lobsterfishermen's Widows simply adds to their interest and creativity. Yet he remains convinced that he will spend an entire week among the Helgolanders without being "nicknamed," and this conviction leads him to place a wager with the Pastor that he will leave the island simply being called Mr. Singer. It's a bet he cannot win.
In fact, the locals seem entirely capable of coming up with an endless supply of nicknames. Nicknames that their visitor will only discover on the last day of his trip. But more importantly, nicknames that show their endearment for the things that set Mr. Singer apart and make him uniquely valuable.
Which makes one wonder why Mr. Singer "dreaded" receiving a nickname in the first place. And might make all of us wonder why we don't make more of an effort to create endearing and powerful nicknames for all of our colleagues--whether they are new to our island or have been there for most of their careers. Nicknames that demonstrate in a humorous way our clear understanding of the things that set them apart and make them uniquely valuable to our current and future success.
So why not find the time to collaborate in creating nicknames for everyone in your company or organization? Nicknames they would be proud to possess and that would strengthen their connection with everyone else. Nicknames that create greater energy and engagement.
And to get yourself in the mood, why not read this delightful story as a team? If you can't find it at your local library, send me a quick note and I'll gladly lend you my copy.
We win in business and in life when we take the time to notice people. And when we honor them with the true appreciation and respect that a thoughtful nickname brings.
Greetings. Looking to do something important and remarkable? If so, you'd be wise to start at the end rather than the beginning. That's right. Before you try to figure out how to create the best new product or service, or the best organizational design, or the best customer service experience, or the right strategy, or the best IT infrastructure, or the best program for driving innovation, or the best proposal, or the best advertising campaign, or the best training program, or the right job, take the time to figure out what you'd like to accomplish. It's great advice that Stephen Covey shared years ago in his classic book The Seven Habits of Highly-Effective People and it rings true in every assignment I have the privilege to work on.
So ask your and your colleagues and co-conspirators:
What would an absolutely brilliant result look like?
What would happen if your wildest dreams came true?
Then focus your best thinking on achieving that result.
The trouble with most companies and organizations is the reality that they decide to do something important without ever imagining the perfect result. And, failing this, they limit their potential and their likely success right from the start. It's like planning a trip with no destination in mind. It might be great arriving someplace new and unexpected. But we're likely to make the most of an opportunity when we know where we're going and what's remarkable about getting there. Because that knowledge is actually far more liberating than constraining.
So commit to beginning each important initiative with the simple promise to start at the end...by being clear about achieving a result that really matters.
We win in business and in life when we work backwards...because being clear about where we are going is essential to finding the most remarkable way to get there.
Greetings. Looking for a way to unlock the real passion in all of your colleagues and team members? If so, you might enjoy some valuable guidance on "The Five Keys to Personal Mastery" from a friend and colleague of mine named Dave Lent. Building on the work of George Leonard and his classic book titled Mastery: The Keys to Success and Long-Term Fulfillment, Dave has helped individuals in leading corporations and nonprofit organizations to discover what really matters to them as a means for achieving greater success in work and life.
He begins his workshops by asking participants two intriguing questions as a way to cut to the heart of things:
First, when was the last time you remember being electrified by something you were experiencing? Something that made the hair stand up on the back of your neck, that gave you goose bumps, or took your breath away?
And second, assume you have all the money you will ever need. Enough money to support yourself and everyone you care about for the rest of your lives. You've traveled to all the places you ever dreamed of visiting. Now, how are you going to spend your time?
We rarely if ever ask these questions in business. But if we did we might discover a broader set of skills, passions, and human "assets" that could be leveraged to drive even greater genius, excellence, and success. We might even find a better way to connect with all of the members of our organizations and, in the process, create a stronger bond and greater engagement in meeting the needs of those we serve.
Unless, of course, we are afraid to find out the answers. Afraid to discover that our colleagues don't have a lot of passion for the work that we do or the way that we do it. Afraid to learn that we are failing to capture the hearts and imaginations of the people we work with (and count on) every day.
To get a quick glimpse of "The Five Keys to Personal Mastery," you might enjoy this trailer for Dave's fascinating film...
We win in business and in life when we, just like the very clever folks at Monty Python, help those around us to "find their grail." Sounds like essential work for leaders in today's world of endless possibilities and limited commitment.
Greetings. We all know that presentations are an important part of business and success. And we also know that they can become experiences dreaded by both the presenter and the audience. Presenters dread the challenge of creating a valuable experience that strikes the right tone, offers the right information and keeps the audience engaged. Audiences dread the prospect of having to stay awake and alert through an endless barrage of text and data filled slides, and fearful that in their boredom they will miss an essential point that will be on a crucial "test" tied to their career advancement. In previous posts I've written about the problems inherent in typical PowerPoint presentations and the essential need to tell a compelling story that captures the imagination of an audience, broadens their world view and challenges them to think in new and more innovative ways. That is why I prefer using props and telling a set of related stories tied to the interest of the audience, then summarizing with key lessons that people can use immediately to initiate meaningful change.
But sometimes the world forces us to make compromises--as I have found recently in being asked to design engaging webinars for two of our customers. Forty-five minute presentations delivered over the internet that are tied to a set of slides. And in putting them together I was forced to think "outside the slide" and to view each frame as a canvas for taking the audience into a world of ideas and possibilities. To use the slides as simple sparks for starting and continuing a conversation by sharing a picture, offering a phrase or lending just a few words that connect to a story or a point worth making. The simpler the better...based on new learning I've recently gained from reading Garr Reynolds latest book Presentation Zen Design.
It's a fascinating and powerful resource for anyone determined to break out of the mold in designing a presentation that keeps attention and makes a difference.
We win in business and life when we create presentations that inform, inspire and spark action. And when we realize that the most powerful stories are more often told with a simple story, a remarkable picture and as few printed words as possible.
Greetings. Like most people I know who spent time in Ann Arbor, Michigan, in the 1970’s, I have a very close connection with Borders—the company that once reinvented the world of bookstores. Started as a used book shop in 1971 by a pair of brothers, the original store would quickly become one of the most successful and cherished independent bookstores in America operating out of a convenient two-story building on State Street. Filled with the latest titles, the coolest posters, abundant sale tables, and lots of quite corners and comfortable chairs to get lost in, it was one of my very favorite hang outs during my years as a graduate student. This was a place that made the joy of books and reading come alive.
Several years later this original store would move to a larger vacated department store a block away and, from my perspective at least, begin to lose the very heart and soul that had made Borders such a special place. But this new formula would become the start of the current company and its chain of several hundred big-box stores filled with books and a lot of other stuff. And even though they lacked the special feel I'd come to love, these new stores would become an important part of the cultural landscape of the cities, towns, and strip malls where they sprouted up.
Just as a powerful transformation was taking place...
So the announcement that Borders was filing for Chapter 11 bankruptcy protection came as no real surprise to me. I’d seen the signs, read the tea leaves, noticed the obvious change in the world of book buying—both as an author and as a regular customer. The rapid growth of on-line book selling--which the company failed to embrace, the emergence of electronic books--which Borders never made a serious investment in, and the presence of new competitors like Walmart offering the most popular books at even steeper discounts had all conspired to change the game that this remarkable business had invented. And it now lacked a brilliant response or sufficient resources to reinvent itself again. And it's unclear whether Chapter 11, in the absence of a more compelling strategy, will enable the company to survive. In fact, it's unclear whether a better positioned Barnes & Noble has a long-term future in the bricks and mortar book business.
It’s always possible that Borders will find its way. In some new and smaller form with a clearer and more meaningful value proposition. Because there’s still room for real bookstores that capture our hearts and imaginations in ways that no on-line retailer ever will. The power of the written word and the tangibility of a real book are just too important. But bookstores of the future will likely require a new business model.
We win in business and in life when we pay greater attention to the world around us and figure out how to remain relevant in a time of great change. And when we embrace the full potential of written and unwritten words.
