CEO.COM
April 2, 2013
Conventional Brainstorming Doesn’t Work

I hate brainstorming sessions.

Brainstorming sessions not only feel forced, but they often become competitive as everyone tries to be the smartest guy or gal in the room. Plus, telling me to come up with five new ideas is like telling me to go to sleep right now. Bam: I’m wide awake.

If you’re like me there’s hope. I’m definitely not an innovator, but I can be reasonably creative when I need to solve a problem.

Dream up incredible innovations? Impossible. Think of creative ways to solve a problem? That is much easier.

For most of us, the easiest way to flip our internal innovation switch is to think of ways to solve a problem. So why not “create” one to spark creativity? Try a few of these:

Pretend you face a major barrier.

The “What if?” game works really well: What if you lose power for a day? What if your email server goes down? What if all shipments get delayed by two days? What if a key vendor goes out of business?

Don’t just create contingency plans; see if interim solutions should become long-term improvements.

A CEO friend’s favorite artificial barrier is, “What if a major competitor enters our market?” How would you respond: different products, different services, or different pricing structures?

Chances are some creative responses make sense to implement now.

Pretend you just lost a key driver.

Absent a separate agreement, a photographer legally owns the rights even though another party has paid the photographer to take those images. So many professional photographers jealously guard the copyright to their photographs.

Why? They hope for additional sales: “Give away” the rights, lose the potential for follow-on sales. That’s a key driver for many photographers.

What is your key driver? It might be your mailing list, or the services you provide after a sale, or long-term maintenance contracts and periodic upgrades.

Whatever it is, pretend you’ve just lost that key driver. What will you do? Thinking of other sources of revenue may help differentiate your business and create a competitive advantage.

Pretend you can only break even on all initial sales.

Every sale should generate a profit, right? But what if, due to customer acquisition costs, you only broke even—or even lost money—on your first sale to every customer?

What could you do to generate reliable, profitable subsequent sales? And should that become a sales strategy? I know a HVAC contractor who intentionally loses money on equipment sales in order to be the low-cost provider; he recovers that “investment” on preventive maintenance, repairs, and component upgrades.

Every business wants long-term customers—if the only way to survive is to ensure you create long-term customers, what steps should you take?

Lose a leadership level.

Managers and supervisors can add unnecessary delays to decisions and processes. Still, you need them—but what if they disappeared for a day or week? How would that impact operations? What processes would grind to a halt?

By deciding how decisions would get made in the absence of formal leaders, you may determine the best place for those decisions to be made.

Hint: Decisions should always be made at a lower level than you assume.

Pretend you’ll fall in the lava.

When I was a kid we built obstacle courses and pretended the ground was lava; if we fell off we “died.”

Extend that premise to your business: What if every mistake was a fatal mistake? If every shipment had to be perfect, what would you need to do?

Pick any process and assume perfection, not incremental gains, is the requirement. It’s amazing how creative you can be when there are no “outs” to fall back on.

Pretend (in this case it will be really easy) you don’t have all the answers.

Your employees are really smart—especially when you let them show how smart they are.

In a group setting ask for ways to solve a problem. Then sit quietly. At first, employees may tentatively offer suggestions and then glance your way expecting feedback.

Don’t say anything. Just look at other people to show you really want to hear their input, too.

Soon the conversation will take on a life of its own and you’ll get more creative ideas than you can possibly implement.

  • Bruce Jones

    Another effective approach to brainstorming is Opposite Think. I.E.how would you do the opposite to what you think needs done (remember Bizarro World in the old Superman comics?). For example: think of five things your front line team could do to reduce sales.

    As absurd as this sounds, this creates creative dissonance and sparks fresh conversations. It also illuminates key issues.

    Once completed, the task is then to challenge the opposite think results in order to achieve effective brainstorming. It works and participants enjoy the approach. Try it.