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VTS with the Best: An Interview with Suzi Hamill

VTS with the Best: An Interview with Suzi Hamill

by | Jun 18, 2020 | Innovation

Last week, I wrote about Visual Thinking Strategies (VTS), a process of using art to teach visual literacy, thinking, and communication skills.

Typically, used in primary school classrooms, VTS has made its way into the corporate setting, helping individuals and teams to build and strengthen their problem solving and critical thinking skills, ability to communicate and collaborate, and effectiveness in delivering and receiving feedback.

While I did my best to capture the Why, What, and How of VTS in that post, there’s no substitute for learning from an expert.  That’s why I asked Suzi Hamill , former Head of Design Thinking at Fidelity and the woman who introduced me to VTS, to share her experience using the tool.

  

Hi Suzi.  Thanks for sharing your VTS wisdom and experience today.  I understand you’ve been doing a fair bit of VTS-ing lately.

Suzi: Yes!  Just a few months ago I was at Oxford University coaching 30 Chief Marketing Officers from large global corporations on how to apply Visual Thinking Strategies to their work and their teams.  And just last week, I led a session with a group of women on the West Coast of the US.

That’s one of the things I find so fascinating about VTS.  It was created to help people learn about art and was designed to be used in schools, but it can have such a powerful impact in a wide variety of businesses.

Suzi: Absolutely.  In a business context, there are massive systems and massive problems, and everyone has their own interpretation of what’s going on.  (imagine doctors deliberating over a diagnosis, investment analysts debating a company’s intrinsic value, retailers predicting the next fashion trend…) This creates conflict.  How do you pull together a range of people and ideas to forge the best path forward? VTS is a great, simple but rigorous method to help business groups look at big problems. VTS is a way to have open exploratory conversations with a diverse set of people

This is especially true in organizations that are very execution oriented. Often organizations haven’t developed the time, space or habit to work through ambiguity. VTS opens space for there to be ambiguity and dialogue.  It gives people permission to explore ideas, be wrong, and hear different points of view.

All of those behaviors are essential to making good business decisions.  I wonder, have you found that some people need “permission” more than others?

Suzi: I think everyone can benefit from the VTS experience and there are some circumstances where it can be transformational.

We are often taught not to question authority. But there is a delicate balance between challenging authority and understanding perspectives At Fidelity, our first experiment focused on using it as a way to prompt open conversation when there was a power imbalance in a room.  We rolled VTS out to our Design Team of about 100 people as a way to help junior designers to talk to the CEO or senior executives about their work and not get defensive.  We trained them to ask the VTS questions, especially “What do you see that makes you say that?”  We found that it was a great way for designers to learn how to get feedback on their designs.

Once we started having success with VTS, it was integrated into Fidelity’s 6-month long training program for the top 100 potential leaders.

That’s where we found the next circumstance – using VTS with leadership teams.  We found that VTS acts as a practical way to introduce the idea that you’re not just a do-er now, you’re a thinker and, as a result, you’re going to be faced with ambiguity.  Instead of shying away from it, you need to see that ambiguity is not only ok, but it is also fertile ground for us to grow our business.

That’s great but, as we both know, just because you learn something in training doesn’t mean you actually do it in real life.  Have you seen VTS make that jump?  Get people to move from knowing to doing?

 Suzi: I have.

At Fidelity, we would VTS customer research.  We would use the principle of VTS more than follow the strict methodology. We’d post our research on walls – sticky notes, photos of customers, flowcharts, everything, and we would bring in stakeholders and use the VTS process to tease out insights.  We give people time to LOOK and internalize what they were seeing before we told them what to think. By asking questions, we would discover what they were interpreting, identify unconscious biases, and learn what they already know or want to know about the customer.

At the event in Oxford, we VTS-ed the Business Model Canvas because most of the CMOs weren’t familiar with it.   Just by looking at it, they teased out its purpose, what was important and what wasn’t, what was confusing, and what wouldn’t work.  They walked away with a deeper internalization of its meaning

How is VTS able to do that?  To help people quickly internalize new insights or behaviors?

Suzi: The best way I can explain it is that VTS is like yoga.  When you teach someone yoga, with consistent practice they develop better posture and they walk and move fluidly and with strength.  So, when they’re going through their day, they become more aware of their posture and adjust but they don’t go into a whole vinyasa flow.

VTS is similar because when you use it with people, you’re teaching the mechanics of dialogue, of using evidence to progress, of managing ambiguity and conflict.

It takes time to tease out the power of the process but in the end, I’ve seen it help people realize that you don’t have to agree or disagree right away.  Instead, it gives them space to express an opinion and teaches them to ask questions and to ask for evidence in a way that is psychologically safe.

OK, but is it as simple as asking the 3 VTS questions?

Suzi: I wish.  You need somebody who is a skilled facilitator, who can keep the group moving forward and exploring ideas.

Leaders know they should stimulate conversation… solicit other people’s opinions, but they don’t know how. In meetings leaders will voice their own opinions, rely on the loudest voices, and steer the conversation. People will pick up on these signals. They will stop exploring and focus on giving the right answer.

Often, when people are running meetings they try to participate.  But that’s like trying to breathe underwater.  You can’t facilitate and participate.

What have you learned & applied?

Suzi: If you want to get people to engage in a great dialog, try giving them something to look at first. It can be a metaphor or real reflection. But give them something specific to point to anchor their thoughts.

Give people time to look and think before they speak or act. Silence is Golden. Silence is not the enemy. Give people time to silently observe something. Even 1 min can make a huge difference in how people respond.

You don’t need to compliment people on their thoughts to keep them engaged. Ask them for more… What do you see that makes you say that? What more can we find? People are not often asked for their opinions. That act alone is incredibly engaging.

As a leader it is just as important to get the obvious out on the table so that you can get to true insight.

TO LEARN MORE ABOUT VTS OR TO EXPERIENCE IT FOR YOURSELF…
How Looking at Art Can Make You a Better Thinker, Communicator, and Leader

How Looking at Art Can Make You a Better Thinker, Communicator, and Leader

by | Jun 10, 2020 | Book Club, Innovation, Leadership, Tips, Tricks, & Tools

“It was quite a sight!  A dozen senior executives from a big, conservative financial services firm, all sitting on the floor in front of a painting, talking about what it could mean and why they think that.”

On a typical dreary November day, and Suzi and I were sitting in the café inside Boston’s Museum of Fine Arts.  She had just left her job as Head of Design Thinking at Fidelity Investments and I was taking a sabbatical before deciding what would be next for my career.  Introduced by a mutual friend, we decided to swap stories over lunch and a walk through one of the museum’s special exhibitions.

She was describing a Visual Thinking (VTS) session she had recently facilitated and the nearly instant impact it had on the way executives expressed themselves and communicated with each other.  She saw them engage in a level of creative problem-solving and critical thinking that they hadn’t in the past.

Intrigued, I set off to learn more.  What I discovered was a powerful, proven, and gasp fun way to help my clients navigate the ambiguous early days of innovation and embrace their inner curiosity and creativity.

 

Why should you care about VTS?

Imagine someone says to you, “If you and your team spend 1-2 hours with me each month for 9 months, I guarantee an improvement in your abilities to:

  • Quickly gather and synthesize accurate and unique insights by listening deeply and re-phrasing what they heard ensure understanding
  • Think critically and creatively by examining information or an idea from all angles, rethinking it, and deciding whether to keep, revise, or discard it
  • Communicate more clearly, respectfully, and productively with a variety of people inside and outside the organization
  • Work cross-functionally because they can apply critical thinking skills confidently to topics outside of their expertise
  • Innovate and experiment because they have learned how to individually and as a team operate in uncertainty
  • Provide more effective feedback by phrasing criticisms as questions and engaging in collaborative discovery and problem-solving conversations

Would you make the time commitment?

Now, what if they said, “All you have to do each month is sit together in a conference room and take part in a conversation.  No travel.  No additional expenses.  Just turn off your email and your phone for one hour and have a conversation in a room you already pay rent on.”

Would you do it then?

Of course you would.

Because you’ve been to trainings that focus on only one of the items in the list above and those trainings are expensive, time-consuming, and not nearly as effective as they should be.

 

What is Visual Thinking Strategies (VTS)?

According to the book, Visual Thinking Strategies: Using Art to Deepen Learning Across School Disciplines, VTS “uses art to teach visual literacy, thinking, and communication skills – listening an expressing oneself.”

Philip Yenawine was the Director of Education at the Museum of Modern Art (MOMA) in New York from 1983 – 1993.  During that time, he noticed that despite the museum’s efforts to organize and craft detailed explanations and interpretations for each piece of art, visitors would still ask lots of “Why?” questions and would remember little, if anything, from their visit.

Frustrated but curious, he and his team began studying developmental research and theory and discovered that what MOMA visitors needed wasn’t explanations, details, and facts, it was “permission to be puzzled and to think.  Consent to use their powerful eyes and intelligent minds.  Time to noodle and figure things out.  The go-ahead to use what they already know to reflect on what they don’t; the first steps of learning.”

Philip and his team with MOMA partnered with cognitive psychologist Abigail Housen to develop and test a process now known as Visual Thinking Strategies (VTS).

In the 30 years since their initial experiments, Philip and Abigail’s work has been used in 28 countries and 58 museums, over 12,000 students have engaged in VTS discussions and 1,200 people have become trained facilitators.

 

 

How to do VTS

The secret to VTS’ effectiveness is in the facilitation so if you’re going to do this, invest in an expert facilitator.  An expert facilitator is the only way to get the results listed above.

 

Here’s how a VTS session works:

  • Facilitator shares a piece of art specially selected so that “the subjects are familiar… but they also contain elements of mystery.”
  • Attendees take one minute to silently focus on the art
  • Facilitator asks 3 questions over the hour:
    • What’s going on in this picture?
    • What do you see that makes you say that?
    • What more can you find?
  • As each individual answers a question, the Facilitator:
    • Points at what is being observed
    • Paraphrases what has been said
    • Links what has been said to what others have said
  • Facilitator wraps up the session by thanking everyone and sharing something s/he learned from listening. They do NOT give “the answer” because “this isn’t about right and wrong but about thinking and…that the students singly and together are capable of wonderful, grounded ideas.”

That’s it – 1 piece of art, 3 questions, and at least 5 major benefits if you commit to the process.

 

Seems like something worth sitting on an art gallery floor for, right?

To learn more, read Visual Thinking Strategies: Using Art to Deepen Learning Across School Disciplines by Philip Yenawine and visit the website Visual Thinking Strategies

Back to Basics: What is Innovation?

Back to Basics: What is Innovation?

by | May 27, 2020 | Innovation

When I worked on P&G’s WalMart sales team, one of my bosses was a big guy with an even bigger personality.  He shared his opinions loudly and broadly and one of his opinions was that we needed to stop using the word “breakthrough.”

“If I have to hear one more time about some new ‘breakthrough’ soap, I will throw you out of this office myself!” he would bellow.

Years later, I can’t help but wonder what he would think of the word “innovation.”

In May 2012, The Wall Street Journal published an article positing that, as the word “innovation” increased in usage, it decreased in meaning.  The accompanying infographic said it all:

  • 33,528: Times “innovation” was mentioned in quarterly and annual reports in the previous year
  • 255: Books published in the last 90 days with “innovation” in the title
  • 43%: Executive who say that their company has a Chief Innovation Officer or similar role
  • 28%: Business schools with “innovation,” “innovate,” or “innovative” in their mission statements

That may seem like a lot but, remember, that data is nearly 8 YEARS OLD!

The desire for and investment in Innovation in all its forms – accelerators, incubators, startup/venture studios, corporate venture capital teams – has only grown since 2012.

While this may seem like a good thing, the fact that the success rate of innovations hasn’t changed, means that most people react to “innovation” the same way my boss reacted to “breakthrough” – if you bring it up, they throw you out.

To avoid getting thrown out of offices, one of the first thing I do with my clients when we begin working to build innovation into an enduring capability within their companies, is re-establish what innovation is and is not.

Innovation IS something different that creates value.

When people hear the term “innovation,” they tend to think of new-to-the-world gadgets that fundamentally change how we live our lives.  Yes AND it’s many other things, too.  Let’s break down the definition:

  • “Something” includes products and technology, it also includes services, processes, revenue models, and loads of other things. Consider this, many would argue, quite convincingly, that the Toyota Production System was one of the biggest innovations of the 20th century
  • “Different” often surprises people. After all, even Merriam Webster defines innovation as “something new.” But here’s the thing, one of the most commonly cited innovations, the iPhone, wasn’t “new.”  Even Steve Jobs admitted it when he said, in his keynote speech, that Apple was introducing three products – a widescreen iPod with touch controls, a mobile phone, and an internet connected device.  The iPhone was, however, different because it combined those three devices into one.
  • “Creates value” is probably the most important part of the definition. All innovations solve problems.  Solving problems creates value.  If you solve a big problem, either because it’s a problem lots of people have or it’s a very painful problem a few people have or something in-between, you create a lot of value for others and for yourself.
Innovation IS NOT a one-size-fits-all term.

Think of it this way, both a Kia and a Maserati are cars, but you wouldn’t expect to pay Kia’s price tag and get a Maserati (and vice versa).  Similarly, both a convertible and a pick-up truck are automobiles, but you wouldn’t use your convertible to carry building equipment to a construction site.

With a definition as broad as the one above, it’s possible for “innovation’ to become even more meaningless as it gets applied to more things.  That’s why it’s important to identify different types of innovation.

There’s no universally accepted set of innovation types, which is why I recommend companies consider defining at least three types that reflect their business and forward-looking strategies.

One of the most common set of innovation categories is based on the degree of change required for implementation:

  • Core Innovation requires minimal or no change to the current business model (customers, offerings, revenue model, resources and processes). Also known as Continuous or Incremental Innovation, this is the unglamorous but deeply important work of constantly improving what you do and how you do it.
  • Adjacent Innovation changes a significant change to at least one element of your business model. It could be changing who you serve, like expanding from interventional cardiologists to general cardiologists, what you offer, like P&G’s expansion into “durable goods” when it launched Swiffer, or how you offer or deliver it.
  • Radical innovation is the stuff that gets all the press. These innovations fundamentally change the business, like IBM moving from computers to business services.  These innovations are high-risk and require a lot of time, money, and patience to see to fruition.  This type of innovation is also called “Breakthrough” but, for obvious reasons, I shy away from that term.

There are many things that need to be done to shift innovation from buzzword to business capability. Defining innovation AND at least three different types is only the first step in moving from innovation theory and theater to building innovation into a true capability that drives sustainable growth.

Or, as I would tell my old boss, “It’s the first step.  But it’s a breakthrough one.”

Originally published on December 30, 2019 on Forbes.com

Creative or Reactive: Which One Are You Right Now?

Creative or Reactive: Which One Are You Right Now?

by | Mar 19, 2020 | Stories & Examples

Creative and Reactive

Same letters.

Different order.

Very different results.

These are strange times.

A relentless stream of news and updates are coming at us, warning us about COVID-19, a declining stock market, rising unemployment, and the financial crunch facing millions and millions of individuals and families.

On the other hand, we’re also getting daily notifications from companies about what they’re doing in the face of all of this news, tips for working from home and maintaining our mental health, and encouragement to support our friends, families, neighbors, and strangers in new ways.

Should we be scared or stoic? Isolated or connected? Hoarding or sharing?

Whatever you choose (and it is your choice), I encourage you to also be creative.

I’m not talking about being creative in the capital C way and take up painting, sculpting, composing, or any of the other activities we typically associate with the fine arts.

I’m talking about calmly assessing your situation, clearly acknowledging the constraints that are requiring change, and then exploring the “new normal” you can create.

This is what innovators do and you, yes YOU, are an innovator.

Innovators know that creativity thrives within constraints. If anything is possible and everything is permissible, you can do whatever you want! But that’s not how the world is. Not now and not before COVID-19.

We, people and businesses, have always faced constraints because we’ve never had infinite resources, money, or time. But we acknowledged the constraints and created within them. That’s what we have to do now.

Here’s some inspiration:

Businesses

Devil’s Food Catering: From event caterer to consortium offering takeout meals

Caterers have to order food well before events take place so when events are cancelled, caterers are left with a lot of food that they’ve already paid for and without the event income that was going to cover their costs.

Devil’s Food Catering in Portland OR faced exactly this situation. Instead of letting the food go to waste or trying to become a take-out shop on their own, they created Handbasket by teaming with other with other Portland area restaurants, breweries, distilleries, bakeries, and other providers to create “handmade menus for quality in-home dining experiences during this of social distancing.”

Gyms, Fitness Studios, and Personal Trainers: From in-person to on-line communities

Some people are gifted with the motivation to workout and some of us, well…aren’t.

In-person classes and personal training are often the solutions we rely on because we feel a sense of connection with our instructors, trainers, and classmates. As gyms close and social distancing becomes a way of life, the loss of live workouts can deepen our sense of isolation.

Recognizing this, local gyms, studios, and personal trainers in cities across the country are offering livestream classes so that we can continue to feel connected AND healthy AND active from the comfort of our own homes.

p.s. the link above is for the Boston area but I found similar articles for Philly, Washington, Houston, and even Wyoming

Speakers Who Dare: From Broadway event to Livestream to Movie

Spears Who Dare bills itself as TED meets Broadway, “a groundbreaking speaker series produced like a Broadway show, featuring speakers from around the world who want to ignite change and inspire new ways of thinking.”

Scheduled to take place on March 24, the organizers recognized that, like many other live events, their original plans for a live Broadway event needed to change. Last week, they shifted from live to livestream, planning a 6-camera shoot of each speaker and performer sharing their messages and art in an empty theater.

Then NYC closed the theaters. Within hours the organizers shifted again and asked each speaker to record a “mini-movie” that could be edited together to create “a full-blown Speakers Who Dare Film” to be shared with a global audience, viewing together on the original event date.

People

Seeing your coworkers when you can’t (or don’t want to) videoconference

Homemade games for when you’ve already played all the games you bought

More homemade games for when you really need to interact with people outside your own home

How and what will YOU create today?

Just in case you need a nudge…find the perfect gif starring the perfect celebrity expressing the perfect emotion and send it to someone who needs it

h/t to Kate Dixon and Megan Shea for sending their suggestions

The Intrapreneur, Confessions of a Corporate Insurgent

The Intrapreneur, Confessions of a Corporate Insurgent

by | Feb 19, 2020 | Book Club

When I first heard about this book, a first-person account of innovating within a large corporation, and that it was set in a mental hospital, I thought “Yup, sounds about right.”

The craziest, most inspiring, and strongest people I have ever known are intrapreneurs. Because you have to be crazy to believe that you can change a massive organization, you have to inspire others to follow you into the fight, and you have to be strong to withstand near-constant defeat and, if and when success arrives, shine the spotlight no on yourself but on all the people who fought alongside you.

Gib’s story is similar to those of other Intrapreneurs.

He was in his early-30s and only a few years into his tenure at Accenture when he proposed the creation of Accenture Development Partnerships based on his experience working with Voluntary Service Overseas (VSO), a program in which business professionals would be loaned out by their employers (who would hold their jobs for 6–12 months) to work as volunteers in developing countries. Corporate social Responsibility (CSR) was all the rage at the time and, Gib reasoned, Accenture was well positioned to replicate VSO’s model given its global staff of bright young consultants and list of clients eager to appear to do good in the world.

The next 15 years were a roller-coaster, one familiar to anyone who has tried to innovate in a corporate environment. The ups of getting support, seeing things work, and watching change unfold. The downs of losing champions, justifying your existence, and fighting to maintain your meager resources despite phenomenal results. The ride ended not with a return to the station (aka a quiet role back in the core business) but with a four-day stay at a psychiatric hospital when his friends and family became concerned about his manic energy and fixation on creating a “Fourth Sector” that would combine the best of the public (government), private (business), and third (NGO) sectors to serve humanity’s greatest needs.

3 Profoundly True and Important Messages

Even though his story is one I lived early in my career, when I was an intrapreneur at P&G, and one that, as a corporate innovation consultant, I’ve seen others live, there were three passages in the book that I found so profoundly important and true that they simply must be shared

Innovation, and lack thereof, is a leadership problem.

“At its core, the problem is about leadership. Too many people believe leadership comes as the result of a promotion — or from a fancy job title on a business card. Not at all. Leadership is more of a mindset than a skillset. Leaders can emerge at all levels of an organisation, even low down.”

Corporate antibodies are the #1 killer of innovation

(Reflecting on an unsupportive executive):

“(Executive) was old school leadership. He’d climbed the ladder in the Business 1.0 world. He was programmed to have a single-minded focus on the business fundamentals — an entire career spent cutting cost, growing revenues, driving efficiency. What’s the problem with that? You might ask. It certainly worked for him, and he’d reached the heady heights of the senior management ranks.”

(When asked it this executive was the main problem):

“Yes and no. We also got confronted by legal, tax, compliance, security, you name it. My team bore the brunt of their endless checks, audits, and bureaucracy. I remember having a very strong feeling that we were suffering from a thousand cuts and I was powerless to do anything. Good people were leaving our team out of sheer frustration or pressure.”

Intrapreneurs are the heroes this world needs

“Intrapreneurs are not content with business as usual and aspire to drive change bottom up and inside out of their own organisations. These are the people who won’t change companies when they get frustrated in their jobs or crave more purpose from their careers. Instead, they stay put and change the companies they’re in….

No one ever said it would be easy. Of course it’s risky for your career. Sure, you’ll be laughed at. Told you’re crazy. Overlooked for promotion. Yes, you might even lose your job. I often think of the reactions that a Picasso or a Jackson Pollock must have had when they shared their first works of art. Or how silly that first person trying to start a Mexican wave must have felt when they stood up screaming with their hands in the air, only to find they were the only one. My point is that you may have to be prepared to appear crazy to others if you’re going to be successful in driving change in any organisation.”

In closing

The Intrapreneur is a good read (though it does get a bit self-congratulatory in parts). Reassuring to other intrapreneurs that they are not alone. Perhaps eye-opening to executives who wonder why their organizations aren’t more innovative. Definitely the story of someone on the edge of sanity. Because all intrapreneurs are.