Tag Archives: ideas

Alive to the situation

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I’ve seen some believers recently repost a story about a church that wasn’t able to meet together in their building, so they met at a local Walmart. Rather than celebrate with them this act of holy rebellion, I have some questions. Sure, it reflects a complete lack of understanding of the risk levels of worship and whether a church’s practices make a store or restaurant a poor comparison. But my concern is deeper: I wonder if anyone in Walmart that day was attracted to the gospel because of this improvised service. Was it the aroma of Christ to those employees and customers? Was that even on the minds of the church leaders?

My frustration during the second phase of this pandemic is that many churches are hyper-focusing on their rights and their comforts rather than equipping their people for these unique times. They’re focusing internally on whether and how they can hold services, when their congregants are lost to know how on earth they can live out the gospel within our socially-distanced, cancel culture. Few church leaders are speaking to how we can advance the mission right now in spite of, through and because of COVID.

I wonder if it reflects a mind block among leaders—something that is not limited to church pastors. Let me explain.

This is the greatest opportunity in our lifetimes for the Church. Rather than try our best to get back to the halcyon days of February 2020, we need to look for what doors God is opening right now. Churches need to realize this isn’t going away soon, and lesser imitations will only make people crave the old days, the old ways. Once church leaders cross the bridge in their thinking—that we won’t be back to normal on November 4, or even a year from now—then they’ll start seeing the opportunities. What opportunities? I’m glad you asked.

First, we have the same opportunities that the Church had in 1918-1920, when Christians died serving their communities in spite of risks of Spanish Flu. The parallels are clear. Governments today are following the same pattern of lockdowns, quarantines and masks. Churches had similarly-diverse responses: while some pushed back on religious freedom grounds, others got busy serving. These examples in Nashville, Tennessee, and in Pittsburgh, Pennsylvania, are inspiring: when in-person church services were shut down, Church of Christ and Episcopal pastors offered their buildings as field hospitals. A.B. Lipscomb wrote in the Gospel Advocate that the epidemic had “opened up a way for the enlargement of the sympathies of Christian people.”

In South Dakota, the 1919 conference of the Methodist Episcopal Church report notes:

Immediately after the conference last fall (1918), the churches were closed on account of the influenza, some for several weeks, and some for several months. This enforced vacation gave our pastors an unusual opportunity to minister to the people in their need and their sorrow. Almost without exception the pastors were alive to the situation and cared for the sick, carrying them cheer and comfort, and in hundreds of cases, burying the dead, some pastors conducting as many as 40 funerals during the ravages of this awful epidemic.

Probably 70-75 percent of the pastors or their families were stricken with the disease, but there was not a death in one of the parsonage homes in the district, and of the unusually large number of funerals conducted by our pastors during this time, it was most remarkable that our church members constituted a comparatively small percentage of the total number.

Capital Journal, Mar 19, 2020

Second, this is an enormous opportunity to adapt our model. I’m waiting for churches to begin truly innovating. In the early days of COVID, when churches had to scramble because they were suddenly locked down, there was some experimentation. Churches tweaked their practices out of necessity. But going to online streaming, virtual communion and squirting holy water isn’t really innovation; most of it could be categorized as lesser imitations of the original.

Let’s look at a parallel. To walk into most restaurants today is a depressing situation. Tables are marked off and furniture stacked in a corner. Hastily-improvised plexiglass screens are hung around the register, ordering counter or concierge desk. These adjustments have all the markings of an expectation that this is a short-term inconvenience. If restaurants in urban centers are struggling, you can imagine how challenging it is for an island setting, so imagine my surprise when my wife and I walked into The Groove Kitchen + Cafe in Mayne Island, BC last week.

The owner shared with us about how difficult the past few months have been for their business, and they almost didn’t make it. Hearing his story, I fully intended to tip well. So, when I went to pay and there was no opportunity to add a tip, I asked. He asked me, “What would you be tipping for?” They’ve reduced their services and costs so much that he believes tipping would be unreasonable. They’ve streamlined their staff from 14 to 2. No dishes to wash. All ordering goes through their website, with customers encouraged to order ahead of time and given the opportunity to eat on site, pick up the prepared order, or grab pre-packaged ingredients and cook the menu at home. All their seating is outside, and they used the inside space to launch a specialty grocery store for the items in their menu and ingredients unavailable elsewhere on the island.

The owner told me he wished they’d made these changes years ago. “We’ll never go back!”

Innovation is coming to our industries. If existing restaurants, stores, businesses and congregations don’t get there, new upstarts certainly will. We know the Church will go on for another generation, but it may not be traditional churches that do, or even church plants that do their best imitation of the the model that has been successful in the past decade. The question is who is going to get there first?

I submit that it will the leaders who stop lamenting the way church was done and seek out the new opportunities in this virus and ways to do things differently. They’ll draw the best ideas from other industries, and they’ll create some fresh interpretations of ancient practices. Some of these ideas will fail, but a new model will surely emerge from their efforts. Some of them will see the new version and conclude, “We’ll never go back!”

Challenge lazy thinking

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The leader whose thinking is constrained within well-worn ruts, who is completely governed by his established passions and prejudices, who is incapable of thinking either gray or free, and who can’t even appropriate the creative imagination and fresh ideas of those around him, is as anachronistic and ineffective as the dinosaur. He may by dint of circumstances remain in power, but his followers would almost certainly be better off without him. (Dr. Stephen Sample, Thinking Gray & Free: A Contrarian’s View of Leadership)

In my last blog post that spelled out what I call leading as an art director, I promoted the idea of gaining buy-in and then letting an idea go. Letting go doesn’t mean the leader can’t continue to feed the idea. He or she needs to do this by challenging lazy thinking and by destroying natural constraints to thinking. Here are four ways to do that:

1. The threshing floor. I love the concept of the threshing floor, where ideas can be tossed in the air to see what solid nuggets of wheat fall to the ground while the chaff blows away. I am a proponent of “thinking out loud.” Until an idea is stated and turned over a few times, you don’t know its value. I believe everyone has something to contribute, so when a meeting ends and someone never spoke up, I wonder what held back. I’m convinced introverts could solve most of the world’s problems, but they’re happy to take their solutions to the grave!

2. Design thinking. I can’t articulate the concept of design thinking as taught at Stanford’s d.school, but I learned the concepts the hard way, through five years of undergrad training and nine years of practice. One basic tenet is that the ideal is not ready-aim-fire as much as ready-fire-aim-fire again. In other words, don’t analyze something to death before you ever move. Trial and error is the best way to develop an idea.

Another tenet drummed into me at Georgia State is that your first ideas are likely worthless. However, if you don’t get them out on paper and then intentionally throw them away, they will limit your thinking. Push yourself to come up with at least one more viable idea. Many leaders talk about the trap that results when everyone in a meeting is in agreement, and they intentionally push someone to argue the other side or challenge group think.

3. Thinking free. Former USC Chancellor Stephen Sample articulates this practice in a fabulous leadership book called The Contrarian’s Guide to Leadership. It’s a process where a group of people intentionally remove all constraints to their thinking for a period of time so they can break out of their ruts. It goes way beyond brainstorming, allowing anything to be considered and sometimes exposing a simple, obvious solution no one has ever seen before. Sample explains the idea in the second half of this essay:
Thinking Gray & Free: A Contrarian’s View of Leadership

4. Fresh eyes. When someone is new to a team, a company or initiative, their most important asset for the first three months is their ability to see with fresh eyes. I try to meet with them in the first week to empower them, encouraging them to ask silly questions, challenge our thinking and point out anything that doesn’t make sense. Without encouragement, they will keep these observations to themselves because of natural desires to assimilate.

Dr. Sample offers an excellent rationale:

It’s well known among engineers that the most important inventions in a particular field are often made by people who are new to that field – people who are too naïve and ignorant to know all the reasons why something can’t be done, and who are therefore able to think more freely about seemingly intractable problems. The same is true of the leadership of institutions: It’s often fresh blood and a fresh perspective from the outside that can turn an ailing organization around.

5. Courageous questions. It takes a secure leader to encourage radical thinking and invite questions. We must always have the courage to ask the right questions, even if we don’t want to go where the questions might lead us. If the questions lead us back to where we are, then we have greater confidence in the direction we’re already moving. Or they might expose the absurdity of our current path and open the door to new possibilities.

The point of these exercises is that inertia creates laziness, and leadership is never about going along with momentum. If, as Gary Hamel put it at Global Leadership Summit 2009, “It’s so easy to mistake the edge of your rut for the horizon. We have to learn to be contrarians.” There are some proven exercises that can help you forcibly break out of your own thinking or lead a team to release the constraints that bind their imaginations for what could be.

Leading as an art director

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I’m a graphic designer. Non-practicing, I’ll grant you, but a designer nonetheless. There are no former graphic designers, just as there are no ex-alcoholics. I’m a designer, and I always will be. It’s how I see the world. It’s the way I think. It’s the way I operate, no matter what my specific job responsibilities are at the time. Let’s take non-profit leadership, for instance.

I lead as an art director. I paint a picture for my team of a preferred future or the direction I think we should go, and then I invite them to bring their best to help make it happen. Because people are creative, with experiences and vantage points I’ll never have, the result is almost always better than I ever imagined. Of course, the more diverse those vantage points are, the stronger the result will be.

The leader’s job is to inspire and motivate, but not to hold his idea too tightly. The ideal is to achieve buy-in and then let go. Of course, buy-in requires that a team has been given significant opportunity to speak into and even sway the direction we’re going. The more the team gets excited about the idea and brings their best, the more alternatives and improvements they will propose, and the more momentum the concept will gain.

The key for the leader is to decide ahead of time what the non-negotiables are going to be. What is the deadline? What elements must be included? Just as a kite will not stay in the air if it is not held in tension with the ground, creativity is impossible if there are no parameters. A graphic designer cannot get the first mark on a page if there aren’t some ridiculous tensions that generate sparks: the name of the company, the fact the client only likes green, the minuscule budget and the unreasonable deadline. The designer might grumble at the constraints, but now she has some material to work with.

Leading as an art director means there will be compromise. Any gathering of creative people will include passion, tension and rabbit trails. If the project is drifting too far from the intent, does the team need firm direction or is it okay to let them run with it for a while? Is the drift in fact an improvement over the original idea? Perhaps my dream was too small, and the team is seeing new opportunities to expand the idea. Perhaps the new direction is in fact the creative foundation for another project. 3M has made a killing, when the proposed solutions didn’t solve the immediate problem, by allowing employees to persist in the belief that they’ve solved something (they just don’t know what yet) until it becomes viable. Consider the history of the sticky note.

In some cases, the idea just doesn’t work. The leader must then have the courage to shut it down. If the project fails or leads to bad results, there are a few possible reasons:

  • I failed to adequately describe my vision.
  • I didn’t fully pass the baton. I didn’t achieve the buy-in I was shooting for, or I held onto control unnecessarily.
  • I didn’t pull in a diverse enough team to add their strengths.
  • It wasn’t worth doing, or it failed. Some ideas just aren’t robust enough to stand on their own. Others are risks that may or may not survive.

A few years ago I heard an old leader muse that most leadership books try to boil down a leader’s experience into a formula that won’t work for anyone else’s context, and wouldn’t even work if that leader tried to apply his own formula again. Perhaps that’s why I’ve found it so difficult to articulate my instinctive leadership style. Multiple times I’ve tried to put thoughts to keyboard and then given up. I’m still not satisfied that I captured the essence of the way I lead.

So perhaps this methodology is best left as a blog post fleshed out just enough to paint a picture, and allowing readers and leaders to bring their own creativity to the practice and make it even better.

A Renaissance Man

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[re-posted from my ministry blog, teameyre.wordpress.com]

Thomas Jefferson is a fascinating character to me. I used to swallow everything he did wholesale: his beliefs about freedom, life and liberty, his inventive mind and his bent toward states’ rights. He was quite a Renaissance Man. When Becky and I went to the diplomatic reception rooms in the State Department last week, I didn’t expect to find my mind drawn to Thomas Jefferson in particular.

Thomas Jefferson painting at the State DepartmentThis image is interesting to me because, in an era of puffy-cheeked portraits, Jefferson looks a little gaunt. While George Washington took his dentures out for photos, requiring that the artist fill the cheeks back out again with cotton balls, Jefferson seems to have his own teeth. The artist also seems to have wanted to draw a connection between Jefferson and the ancient Greeks, perhaps suggesting esteem for a man he clearly put in the same category as Plato and Aristotle.

There’s also a Da Vinci feel to it, a connection I agree with. Jefferson was absolutely brilliant. And tall. At 6′ 1″, he was a head above his colleagues. As a result, he suffered from a bad back. So he drew up plans for an adjustable-height desk. The double hinge on his creation is remarkable. I could use one of these myself.

Jefferson's adjustable-height deskSo here’s a man whose day job is President, yet he can’t contain the ideas popping into his head regarding botany, architecture (the Jefferson memorial, for instance) and furniture design. As a leader whose primary strength is ideation, I can definitely admire a man like that! On my last flight, I sketched out designs for an expandable round conference room table. Perhaps I can find time to put my weekend warrior skills to work and build a prototype.

Yet Jefferson had clear blind spots. Let me give you a few. In writing the Declaration of Independence, he borrowed heavily from the big three rights hailed by the French: life, liberty and land. He and his subcommittee wanted a clean break from the land-owning aristocracies of Europe, but I’m not sure “pursuit of happiness” resulted in any improvements in the resulting culture.

I also fault his viewpoint on God and the world he observed. He couldn’t get past his logical mind to conclude that there might be such thing as mystery. A few years ago I read an account of Lewis and Clark’s exploration and lost a lot of respect for Jefferson, because of his flat viewpoint of the fantastic discoveries they made. Everything had to be explained. The fact that he made his own edited version of the Bible to explain away or remove the miracles sums it up for me. Sure, he was a product of his times, but he epitomizes the dangers of belief in the supremacy of mankind — our creations and our brilliance.

Jefferson was a complicated man. In laying out the pursuit of happiness as an inalienable right, he showed a clear naive optimism in the goodness of man. And yet, in laying out a form of government, he and his colleagues demonstrated a clear understanding that greed and the raw pursuit of power would corrupt any government. Eschewing pure democracy as a form of evil, they instead set up a republic, built on the idea of checks and balances. I may not like some of the opinions expressed by our senators and representatives, and I might despise the extreme polarizing ugliness we’re seeing during the debt standoff, but as I sat in the gallery of the Senate chamber last week, I could see the brilliance built into our system that keeps egos and fringe elements in check. We can thank Jefferson for a lot of the thought that went into the U.S. government.

Reframe the question

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How many times have you been forced into a situation where you have to replace the status quo, but no alternative seems an improvement? You’re not going to get your followers to move from “here” if they don’t see the potential for “there.” My suggestion is to reframe the question and come up with a different solution entirely.

I learned this trick as a graphic designer, and I think it applies just as well to leadership. Turn the question around and ask it in a different way. Reframing the question means asking whether your problem could become an opportunity if you looked at it a different way. Let me give you two examples.

I think Apple reframed the issue of smart phones. My previous cell phone was too big. I wanted something smaller, and I tried a number of brands, seeking the smallest phone with the largest screen. Then I got an iPhone, which is the biggest cell phone I’ve ever carried. My biggest complaint? It’s too small. I wish it was just a touch bigger. So what happened? The iPhone reframed the discussion of what a smart phone could be and do. The iPad is Apple’s solution, and I admit I have iPad envy.

My second example comes from my house, where we spent the long weekend adding to our stack of boxes ready for our move to Calgary. Our biggest challenge was convincing our kids to part with some of their toys, even for a few months. We tried “spinning it” as an opportunity to send a gift to themselves in Canada, labeling the box to themselves to open and get fresh toys to play with. Didn’t work. Meanwhile, their play room has been getting smaller and smaller as boxes line the walls. What did we do? We reframed the question. Yesterday, the solution presented itself: build a fort/maze with boxes. All of a sudden, the whines have turned into persistent cries to pack more boxes so we can add more walls to the maze.

So, whatever issue you’re facing right now, is there a way you could present it in a different light, set it in a new context or turn it around so the negatives become positives? Perhaps it will require a bit of creativity, but the solution is likely lurking around the edges.

Democratizing innovation

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If innovation is the lifeblood of an organization, then organizations must put a premium on their greatest innovators. Chris Anderson claims in January’s Wired Magazine that “Out of 100 people, maybe fewer than half a dozen are likely to innovate … and their best ideas will come along only every few years.” If he’s right, you don’t want to lose your innovators.

What happens when you do? In The Age of the Unthinkable, Joshua Ramo gives an extreme case study. Head of Israeli intelligence Aharon Farkash concluded in 2001 that Israel was approaching Hizb’allah all wrong. Direct attacks only made the terrorists stronger, forcing them to evolve. Under Israel’s traditional strategy, Hizb’allah became the world’s most innovative organization. Instead of strengthening terrorists, Farkash decided to identify and target the two or three in any terrorist organization who had the skills to help the organization evolve under pressure. The results of the new strategy? Terrorist attacks plummeted, and hundreds of Islamic terrorist groups went out of business.

There are two takeaways from this harsh example. First, organizations of all kinds simply can’t survive without innovators. Second, innovation grows best in hardship. The latter point is worth a blog post in the future, but let’s jump in on the first one.

This is the point where we conclude that an organization should hold onto and — if necessary — protect their innovators, right? Perhaps, but my inclination is rather to de-specialize. Get more people involved in innovating.

Anderson agrees:

Innovation has always been a group activity. The myth of the lone genius having a eureka moment that changes the world is indeed a myth. Most innovation is the result of long hours, building on the input of others. Ideas spawn from earlier ideas, bouncing from person to person and being reshaped as they go.

Michael Farrell describes the best conditions: “throughout history the best creativity has happened when groups of artists, reformers, writers, or scientists connected regularly with one another.” What better place for this to happen than social media? Ideas shared by one group can be improved by another, across more territory and in less time than was possible before. Social media shaves years off the traditional process.

Innovation doesn’t have to be the property of a few individuals. It can be cultivated in a community, diversifying the roles. Simply stated, innovators need support. For starters, the key first follower, the one who recognizes an idea. I shared a video a while ago that made the point that the leader isn’t the most important role in a trend. The first follower “transforms a lone nut into a leader.” In the corporate world, you need to get a boss on board. Half of innovation is the ability of managers to recognize an idea as worthy of support. Anderson adds:

The community needs to contain at least a few people capable of innovation. But not everyone in the community need be. There are plenty of other necessary roles:

  • The trend-spotter, who finds a promising innovation early.
  • The evangelist, who passionately makes the case for idea X or person Y.
  • The superspreader, who broadcasts innovations to a larger group.
  • The skeptic, who keeps the conversation honest.
  • General participants, who show up, comment honestly, and learn.

I see room for just about everyone. Are you over-reliant on a handful of people for your innovations? How can you democratize the process, pulling in others with different roles to participate in, feel ownership of and celebrate innovation?

Getting more specific, an organization that lists Innovation as a core value needs to consider the business side of how to get these kinds of people together. Is it a structural issue? Do ideas have a place to go beyond the chain of command? Do you need to schedule a FedEx day?

Farkash had it right: innovation is a life or death issue. The organization that fails to innovate will not be around long.

Found objects

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My sculpture class at Georgia State introduced me to some of the more creative artists at the school. One lady in particular was a practitioner of performance art. One day she piled sand on the floor “just so” in preparation for her presentation, only to find at show time a forklift sitting atop her sculpture. After a stern lecture on art appreciation, the offending construction worker removed his equipment, and the performance went on, complete with wooden railroad ties and votive candles. Part of her performance was the credit given to her generous sources, who seldom knew of their contributions to the art world: unwitting restaurants and construction sites were generous benefactors. Another time she incorporated a beautifully-carved fireplace facade. It’s amazing the art you can create when you steal beauty from other people.

While I have major issues with the particular way she applied the use of “found objects,” over time I’ve become a practitioner myself. There’s some real value in one artist building on another’s ideas. I’m not talking about plagiarizing or stealing your competitors’ ideas; in fact, the best companies and the most creative sorts ignore their competitors completely. Instead, I suggest stealing from other arenas. Let me explain the principle and follow with a well-known example.

An old mentor in my early days as a graphic designer told me not to read design magazines. Instead, read books or magazines about my interests. You will copy what you expose yourself to, and if all you see is other designers’ work, you’ll end up doing cheap imitations. His inspiration was manhole covers. He found ways to use the old European ironwork to inspire his work in paper, paint and wood. So, whatever your industry, don’t read the trade publications. Instead, expose yourself to the broader world around you.

In The Age of the Unthinkable, Joshua Ramo tells the story of Shigeru Miyamoto, who borrowed a chip from an automobile airbag to create the Wii. He “‘mashed up’ two seemingly unrelated things — an accelerometer and a video game — to create something new.” The Wii singlehandedly transformed the gaming industry, not just in a technological way but by changing the mindset of gaming. No longer was the world divided cleanly into gamers — overwhelmingly male, couch-potato types — and nongamers. Now some of the fastest-growing markets were female and elderly. Wii Fit ridiculously turned all of the stereotypes on their heads.

Mashups capture a sense of creativity that passes established borders, that combines a sort of deep, curious yearning… with a hands-on, practical tinkerer’s spirit. But when these two are wedded, innovation becomes inevitable.

Mashups can be game changers, but it takes a visionary to find the usefulness of one industry to transform another. Leaders don’t imitate. Whatever problem you’re facing, perhaps you need to lift your eyes. Look outside your industry to see how you might apply someone else’s solution to your own problem.

Celebrating failure

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The key to innovation is risk.

It has two key measurables: success and failure. Success seems like a better metric for innovation. But here’s the problem with success: if you succeed on your first, or even your second try, you’ll never know what other radically innovative ideas you never got to. When I was a graphic designer, I knew what to do with my first few ideas. I worked diligently to articulate them, get them down on paper… and then crumple them up and toss them. First ideas are cliché. They’re your mind’s inclination toward laziness — knowing that if you can come up with a quick solution, you can save yourself the emotional and physical stress of actually working hard to find a great solution.

You cannot undervalue those first few ideas. I wasn’t being completely facetious when I said I worked diligently on them. It’s a discipline you have to go through to actually write them down. If you don’t, you hold onto them in some form. The idea is to fail and then move on toward truly great ideas. I’ve seen a lot of recent design school graduates who were never taught the discipline part; they go straight to the computer and start tinkering without taking the time to brainstorm and sketch and get the failed ideas out of their system.

Assuming your organization is somewhat healthy, where you see failure, you’re seeing risk. Where you’re seeing risk, you’re seeing innovation. Therefore, if you want a culture of innovation, you need to take the time to honor failure.

This post is relevant in the context of my last few posts. Taking a risk on someone who has failed before takes courage. To act as if the Holy Spirit has made a person new opens yourself and your organization to failure. Every one of those “projects” will not turn out as a win. The question is whether you’re expecting perfection, or if you’re going in prepared for some failure and taking steps to mitigate the risk.

When’s the last time you celebrated failure? When is the last time you reported it as a key metric for innovation? Failing is not the end; rather, it’s a sign of health.

If I were king

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Steve Moore talked about the “reactive hypothetic” — a young leader with enough self awareness and contextual consciousness that he knows what he likes and doesn’t like, but isn’t willing/ready/courageous enough to be the one taking initiative. The problem is that this kind of person can end up in the peanut gallery, taking potshots at leadership.

Coming from a generation that prefers the role of critic, I see this one all the time. I’m reminded of a great moment in The Princess Bride when Andre the Giant is told he can take care of someone “his way.” “Oh, good… which way’s my way?” We know that something’s wrong with a situation, but we don’t know how we’d do it any differently. I’ve always got my eyes open for those exceptional young people who follow through with ideas to fill the void. It’s easy to point out mistakes, but are they willing to offer alternatives to replace what’s broken?

That takes courage and determination. Courage to decide you’re going to succeed with a new model. And perseverance similar to a 1-year-old learning to walk — determination that you’re going to try something, and if it fails, you’ll get up and try again.

Don’t get the wrong impression. I don’t think leaders have to have all the answers before they get started. The close of Deborah Reidy’s Reluctant Leaders paper makes a great point:

Finally, remember that leadership often begins with an uneasiness, a vague, unarticulated sense that things are not quite right but no idea what would be right or how to bring it about. As Ron Heifetz writes, ‘One may lead perhaps with no more than a question in hand.’

It’s a myth that you have to have all the answers, that you have to have it all together, that you have to have the complete package before you lead. Frankly, it’s an outright lie. The best thing for a young leader is to get in the game. You won’t develop leadership abilities in a vacuum, and you probably won’t come up with the answers until you start trying.

Anyone who is willing to combine a good question with a determination to try until they succeed is going to change the world. Ask any of the Gen-X CEOs of Google, YouTube, eBay or Amazon. Did any of them hit gold on their first attempt? Malcolm Gladwell broke down that misperception in Outliers. Kings don’t simply happen; it takes hard work to be king.

Design thinking

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One of the hottest trends a couple of years ago is becoming mainstream today: Business school are rolling out classes and entire schools to teach design thinking. As a graphic designer who turned to administration, I love the trend, because my design training has certainly shaped my leadership. But what is design thinking? How does it apply to leadership? I’ll cover the first question today.

Let’s start with an even more basic question. What is design? Isn’t it about making things look pretty? Isn’t it focused on the aesthetic? It’s a lot more than that. I always encourage graphic design students to take classes in illustration, photography, psychology, marketing and journalism so they can bring the broadest possible viewpoint to their work, speak to the core functionality of the piece and affect the desired response of their end user. So, “graphic” is a qualifier for a particular kind of designer. The core of design can be applied to appliances, traffic flow, leadership, production lines, furniture and healthcare programs.

Boiling it down, design thinking is a mindset and a methodology to approach challenges. It’s a process of approaching a problem from multiple perspectives and using trial and error to get to the right solution. It’s about drawing inspiration from a variety of sources and applying them to your particular challenge, resulting in innovation. Believe me, this blog post isn’t going to teach you how to do it. It took me five years of school and thousands of hours of practice to shape me.

Let me give you a snapshot of one aspect: idea-driven design. My favorite designer is Paul Rand. Developer of logos for such firms as IBM, UPS and Westinghouse, Rand is one of the great thinkers in the design field. Here’s his take:

I have two goals. The first is that everything I do as a designer must have an idea: it cannot just look nice. The second is, it has to look nice.

So, what’s an idea? The energy created by the collision of two opposing thoughts. If you give a designer a blank sheet of paper and tell him to make something that looks nice, he will be paralyzed. At the minimum, he needs a topic, a message and an audience. But he needs more than that; great design comes from a seemingly impossible contradiction. Perhaps the impossibility is budget-related. Or the combination of two impossible desires that cannot possibly co-exist. For instance, a financial services client who hates the color green. Can you imagine?!!

A designer needs a contrast to create a spark. In other words, designers cannot operate in abundance; designers need restrictions! Clients, are you listening?

Let me give you an example. David Ellis Dickerson used to write cards for Hallmark. He now has a hobby/business where he creates cards on the fly for people who get in situations Hallmark never anticipated. My favorite: someone contacted him to ask what kind of card she could give to the person whose toilet she broke. Talk about some great design parameters and some dangerous territory! Check out the vlog to hear his design process and his brilliant solution.