Courier: how to work better and live smarter

Briefings

Is this a model for success? Dropshipping

Giving up control is often tough but sometimes necessary, no matter how important certain tasks might seem.

It’s not an order, nor are you asking for a favour – it’s work. Asking someone for help typically gets a positive reaction.

Provided they say yes, it’s important to explain why you’re asking so they have a rationale. Your reason might be that they need to get better at something, for instance.

Confirm they’re willing to do it so that they’re more likely to listen and consider solutions. If they haven’t, they may listen defensively, formulating reasons it can’t be done.

Concerns need to be accepted and validated. As you aim to ease their fears, the employee will again be listening proactively rather than from a defensive viewpoint.

Set up some clear deadlines along with any reporting that may need to be done. This is generally whatever you might have had to do before.

Ask what they need from you – be that skills or resources – but be careful not to say yes immediately. Always avoid making false promises.

Ask your employee how often they want to touch base – it will clarify the frequency of your catch-ups and give them some autonomy in how things move forward.

08 Accept the dip

Getting together, thinking creatively and generating original ideas is essential stuff – here’s how to do it.

Be narrow in your ambition. Identify the problem as accurately and succinctly as possible and remember the aim: to create as many ideas as possible.

Consider who are the more creative and vocal members of the team – only necessary and relevant people should participate. Between four and seven people is a solid number.

Give participants enough info to prep beforehand – preferably a few days – and ask them to come with rough ideas. They’ll feel more comfortable and it’ll avoid wasting time.

Make sure that people have a break – ideally, a physical one – before the session to keep minds light and energy levels high.

State at the beginning that the session will be no longer than 20 minutes and there’s no need to evaluate ideas. Restate the objective and bring it up whenever people go off track.

Obvious but important: nothing is wrong. You want as many ideas as possible so stay positive and encouraging.

Keep a visual record of the ideas generated, on a whiteboard or notebook. Being able to see ideas allows for participants to build and piggyback upon them.

Consider yourself the electricity source keeping this thing moving. Don’t be neutral, static or unmoved. Be demonstrative and expressive – clap, raise your voice, speak animatedly.

Ensure there are no lags in the conversation or silence. Encourage other participants who aren’t as chatty or are slightly more thoughtful. Avoid having a few voices dominating.

10 Send a recap around. It will act as a prompt for further ideas – plus thinking things through alone is where ideas are often refined.

Olly Olsen, co-founder of workspace operator The Office Group, outlines his tips for perfecting the walk and talk.

Create an agenda beforehand, which includes talking points and prompts to guide the discussion. Record on a mobile so that after, a team member can write up the notes.

Have walking meetings in smaller groups or one-on-one to ensure there’s a flow to the discussion and an opportunity for everyone to participate.

It’s always a good idea to pick a destination where the meeting pauses or ends. This ‘goal’ will ensure the journey (and the meeting) doesn’t feel aimless.

Studies point to walking meetings improving divergent thinking, a key ingredient for creativity

Research shows that walking meetings can break down barriers between co-workers. It’s a great way to put employees at ease.’

How can you get a different perspective on your business when you’re so close to it?

Acknowledge that everyone struggles with proximity and will feel its effects at some point. It’s not a reflection of your creative potential.

Invite newer employees or junior staff to your next brainstorm or problem-solving meeting. Take advantage of their fresh perspective.

Interview a creative professional from another industry; ask them about their creative process to refresh the way you look at problems.

Give your company a fake name and pretend you’re a new disruptor that’s just entered your industry. How would you structure your business?

Brainstorm with kids! Break your challenge down into the simplest, most-relatable form, and then recruit the little people in your life to help you solve it.

Find more tips on beating your blindspot at proximityparadox.com

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