The Ultimate Corporate Entrepreneur

Change Happens When (and Where) You Least Expect It

A few weeks back I received an email message that sounded a bit spammy to me. But fortunately my intuition trumped first instincts and I responded to the request for help from someone who believed he could innovate, but was having trouble "figuring out the path to get me there."  

Thus began my connection and conversation with a 5-year medical student in Cairo who found me via a search on 'how to innovate'. After reading a reprinted article that I had written on innovation, he decided to reach out to me via the resource box I included at the end of the article.

Since then, we've exchanged a few emails and had a Skype conversation about his studies and soon-to-be-graduation. I provided him with a link to a colleague's upcoming book on innovation. I also suggested some creative exercises to get him started.

During our Skype conversation we explored:

• Why had he decided to pursue medicine as a career?
• What challenges exist in the field of medicine in Egypt?
• Does he like to take what already exists and figure out new ways of doing it better or does he prefer to build new things from scratch?
• What is his optimum cycle for personal change, in other words, when does the boredom start to set in?

These questions helped to jump start his creative thinking, since we all have a tendency to get too close to what we focus on day in and day out (in this case, his medical studies). This can make it difficult, at times, to step back and see our value, appreciate our area(s) of expertise, and define what makes us unique. 

Technology can help us build bridges in understanding one another. Our Skype call was also a great reminder that innovation and mentoring truly have no boundaries.

Chemistry of Change: Releasing Emotional Energy to Move Forward

“The emotional brain responds to an event more quickly than the thinking brain.”  Daniel Goleman

Leading and influencing others to change begins with understanding our own emotional energy. It's also about learning when and how to get out of our own way.

When I worked for Intel years ago there was a core course required of all employees called Constructive Confrontation. To the outsider it sounded more destructive of relationships than constructive and, in fact, it would take me years to understand how this didactic training actually worked. (I even delivered a customized version of this course to our strategic suppliers in an effort to help them understand the nature of the company and our culture. It worked.)

Conflict as Balance

I remember the first time someone set-up a "constructive confrontation" meeting with me. Yes, I had gone through the training, but now I was being asked to apply what I learned. I felt as if the playground bully had "called me out" and that if I didn't show up to do battle everyone would think I was spineless. Still fairly new to the company at the time, I already knew that being seen as a woose would not bode well for me.

I asked my manager for some insider tips, but since she was also new to the company it was like the blind leading the blind. So, I decided to show up to get my whooping, experience the process, and (hopefully) learn from it.

It was one of the best workplace experiences of my life. Really.

Innovation and the Age of Connectedness

I just finished reading The New Age of Innovation by C.K. Prahalad and M.S. Krishnan who lay out their blueprint for linking strategy and execution--critical capabilities if companies are to achieve and sustain continuous change and innovation. A must read for those in need of practical tools for innovation (and who isn't?).

The premise of the book focuses on two principles N = 1 and R = G, where N = 1 represents the individual and the heart of experience, where customers will increasingly demand more active roles in co-creating value. The second principle R = G represents the trend toward access to resources from multiple sources (local or global) and not just from the firm or its subsidiaries.

Connections vs. Connectedness

Innovation and the age of connectedness is more than the number of connections you have, but the breadth and depth of your alliances and how you leverage them. Case in point. A few months back I met Wendy Beecham, CEO of the Forum for Women Entrepreneurs & Executives, when we participated on a "View from the Top" panel hosted by Women-Unlimited, a nationally recognized resource for cultivating leadership excellence for high potential women.

Celebrating her first year as CEO at FWE&E, Wendy knows firsthand about transforming an organization--in this case, an existing Silicon Valley community of powerhouse leaders. Both the breadth and depth of her previous experience and existing alliances laid the foundation for Wendy's success.

We had a chance to catch up this week at Wendy's Palo Alto, CA office and brainstorm innovative approaches to alliance building, as well as chat about our upcoming show on BlogTalkRadio as part of my 7-part series on The Evolving Enterprise where we'll discuss innovation and connectedness with listeners on December 14 at 6pm (PT).  

(We'll take your calls and I'll have the chat room going, so don't miss an opportunity to reach out and build or strengthen a connection!)

 

Become a Harbinger of Innovation

Fear blocks creativity, prevents you from seizing opportunities (even those handed to you on a platter), and prevents you from approaching innovation from any angle.

Your Credibility Capital: It Matters in a Down Economy

When was the last time you assessed your credibility with your manager, team mates, colleagues, partners and customers?  

Assumptions that your credibility hasn't changed in your current environment can put you at risk for economic surprises that don't come wrapped in satin red bows.

Personal credibility begins with the building blocks of rapport, moving along the values spectrum of trust, influence, and persuasion.

Awareness of the process for moving yourself along this spectrum whether with an individual, a team, or an organization can increase your chances that the right doors will open for you, remain open during a down economy, and won't slam shut without some type of warning.

Trust and Credibility

Trust is frequently confused with credibility. You could trust someone to perform their job capably, but not trust that they'd have your back if the going got tough. This falls within the area of trust and verify. 

When I say that I completely trust someone, it's a euphemism for credibility. These individuals are capable of influencing my ideas and opinions and persuading me to take their recommended actions.

Toxic Mentors: 5 Warning Signs Your Relationship is Heading South

I've had great mentors in my life. I've also experienced my fair share of toxic mentors, what Howard Gardner in his book Five Minds for the Future, refers to as "antimentors" or "tormentors".

I learned from my toxic mentors the importance of setting clear (and reasonable) expectations upfront. I also became skillful in negotiating my way out of toxic relationships without burning bridges. More importantly, I learned to establish healthy boundaries for myself.

Interesting, you don't hear or read as much about toxic mentors, but they're out there and you need to recognize five warning signs that your mentoring relationship could be heading south.

Your mentor publicly embarrasses you.

Your mentor chastises you publicly with the excuse "I'm toughening you up--that's how we do it around here." 

Mentors are worth their weight in gold when they bring to your attention behaviors that might not be working for you, but not in public.

What if your mentor's behavior publicly embarrasses you and he doesn't recognize it? Pointing out your mentor's blind spots in a way that doesn't burn a bridge can be a tough conversation to have with someone you admire. However, learning to negotiate your boundaries is a valuable skill to have in your toolbox.

The Long Arm of Mentorship

A few weeks back I attended the Silicon Valley YWCAs Tribute to Women Awards (TWIN) at the invitation of Sheryl Chamberlain, Director of Technology Alliances at EMC, and herself a recipient of the 2008 TWIN award.

The award recognizes successful female executives and the companies that employ them for their outstanding achievements. Nominees must meet rigorous criteria with the nominator being the CEO or highest-ranking local officer or director in the company or division/business unit. A committee of former TWIN Honorees evaluates applicants through a blinded selection process with selection based solely on their achievements.

The underlying story reinforced the importance of mentorship.

Everyone I spoke with that evening made a point of thanking mentors who had actively supported her along the way. Parents, spouses, former teachers, managers, coaches, and colleagues sat elbow-to-elbow, with some traveling from the east coast and as far away as India and Europe to share in the celebration.

The great news about mentorship is that it stays with you for a lifetime. Those once mentored typically pay it forward by mentoring others. 

Marc Burckin (in the photo with Sheryl) was an early manager of hers and continues to be a strong supporter of women (his young daughter sat next to him during the dinner).

Marc shared a story with me about how Sheryl's passion and gifts for connecting people and building relationships was obvious from the get-go. His role then, as it is now, is that of a coach who guides and mentors more and manages less.

Sheryl had filled her two tables with mentors and supporters representing her past, present, and future.

I was included as part of her future. I like that.