by Robyn Bolton | Jan 23, 2024 | Innovation, Just for Fun, Leadership, Stories & Examples
It’s award season, which means that, as a resident of Boston, I have the responsibility and privilege to talk about The Departed (pronounced: The Dep-ah-ted). The film won the Oscar for Best Picture in 2007 and earned Martin Scorsese his first, and to date only, Academy Award for Best Director. It is also chock-full of great lessons for corporate innovators.
Quick Synopsis
If you’ve seen The Departed, you can skip this part. If you haven’t, why not and read on.
The Departed is loosely based on notorious Boston crime boss Whitey Bulger and features three main characters:
- Frank Costello (Jack Nicholson), a vicious and slightly unhinged Irish mob boss
- Colin Sullivan (Matt Damon), a Massachusetts State Trooper in the Special Investigation Unit (SIU) formed to catch Costello, who, in his spare time, is a spy for Costello.
- Billy Costigan (Leonardo DiCaprio), a police academy recruit who goes undercover to infiltrate Costello’s organization
But wait! There’s more. Alec Baldwin plays Colin’s SIU boss, George Ellerby. Martin Sheen and Mark Wahlberg (who received an Oscar nomination for this role) play Billy’s Mass State Police (MSP) bosses, Captain Queenan and Staff Sergeant Dignam, respectively. Completing the chaos is Vera Farmiga, who plays Madolyn Madden, Colin’s girlfriend and Billy’s court-ordered psychiatrist.
There’s a lot of other stuff going on, but that gives you enough context for the following quotes to hopefully make sense.
Listen to the words people use.
Colin (after Dignam refuses to hand over undercover files): I need those passwords.
Ellerby: No, you want those passwords
It’s not often that Ellerby says something useful, let alone wise, but he nails it with this one. Colin wants the passwords to Dignam’s files on undercover agents because it will make both Colin’s official job of finding Costello’s rat in the MSP and his unofficial job of finding the MSP officer in Costello’s crew easier. He doesn’t need the passwords, however, because, with enough time and effort, he can find the rats he’s looking for.
When we hear from customers that they want something, it’s tempting to run off and create it. But as Ellerby points out, wants and needs are different. Just because customers want something doesn’t mean they are willing to pay for or change their behavior to get and use it.
Figuring out what a customer needs is difficult because it requires them to trust you enough to admit they have a problem they can’t solve. It’s also difficult because most of us have access to solutions to our functional needs (think the bottom few layers of Maslow’s hierarchy). As a result, the needs consumers grapple with tend to be emotional and social, and it’s far more challenging to admit those to a stranger, especially in a focus group or product-focused interview.
How you feel impacts everyone around you
Madolyn (after a counseling session): Why is the last patient of the day always the hardest?
Billy: Because you’re tired, and you don’t give a sh*t. It’s not super-natural.
Billy and Madolyn get off to a rough start in their first counseling session, culminating in Billy asking for a prescription for Valium. Madolyn calls him out for “drug-seeking behavior” and throws two Valiums across the desk before Billy storms out. A few minutes later, Madolyn catches up with Billy, hands him a prescription for Valium, and asks the above question.
Being a corporate innovator can be difficult, sometimes soul-crushing work (ask the good people at Store 8). It can also be thrilling and inspiring. It can even be all those things in one day. That’s what makes it tiring, even when you give a sh*t.
Managing your energy and monitoring your behavior are leadership qualities we don’t discuss often enough. It’s okay to be exhausted after a day of facilitating ideation sessions or intense strategic meetings. It’s normal to be frustrated after a contentious conversation or demotivated when you get bad news. But leaders usually find a way to not take those emotions out on their teams. And, in the rare instance when they punish the team for someone else’s sin, they apologize and explain.
Your job is not your identity.
Billy: Look, I just want my identity back, all right? That’s all.
Colin: All right, I understand. You want to be a cop again.
Billy: No, no, being a cop’s not an identity. I want my identity back.
Towards the end of the film, Billy is tired of working undercover and reports to MSP headquarters to complete the paperwork required to expunge his criminal record and get his identity back. That’s when Colin makes the same mistake most of us make and confuses Billy’s job with his identity.
We spend so much time at work. We rely on our paychecks for so much. We even introduce ourselves to new people using our job titles. It’s easy for your job to feel like your identity, especially when your job aligns so closely with your deeply held beliefs and values. But your job is not your identity. You are still a Tempered Radical, even without your corporate title. You are still an optimistic problem-solver, even when it’s been months since your last brainstorming session.
You are an innovator, even if you don’t have a business card to prove it.
by Robyn Bolton | Jan 17, 2024 | Innovation, Just for Fun
Fabric & Home Care Marketing
That is the job title on my very first business card. I remember holding the card in my hands, staring at it for entirely too long, and thinking, “This is sooooo boring. Even my parents won’t be impressed.”
To be fair to P&G, that was the job title on the business card of everyone in marketing in the business units. The company didn’t put job titles on the card for security reasons (or at least that’s what my boss told me when I politely asked why my title wasn’t on the card).
I am older now and should have the maturity to accept the bland and nondescript title on my first business card. But I’m not. It’s still boring, and it shouldn’t be because we were working on innovation projects with code names and outfoxing corporate spies in the airport (another story for another post). We were doing cool stuff and should have cool titles to show for it!
So, to right the wrong inflicted upon me and the countless others stuck with boring job titles despite doing brave, bold, and daring things, today is Make Your Own Title Day (business cards not included)
Intrapreneur
PRO: Short and sweet with a great original definition – “dreamers who do”
CON: Everyone will think you misspelled Entrepreneur
Pirates in the Navy
PRO: Title of a book by one of the foremost thinkers in the field of corporate innovation and a phrase inspired by Steve Jobs’ statement that it’s better to be a pirate than be in the Navy. It also creates the excuse to wear an eyepatch, talk like a pirate, and keep a parrot in the office.
CON: People are afraid of pirates. You don’t want people to be scared of you.
Rebel Smuggler
PRO: Also the basis of a book with the benefit of being a cool title that doesn’t scare people. Plus, who wanted this to describe them:
Whether you’re are a Rebel in a functional company or a Smuggler in a dysfunctional company, you are the essential part of any transition. You are the catalyst that transforms the caterpillar into a butterfly. You disrupt the status quo and create opportunities for growth,
You are not the caterpillar nor the butterfly. You are the magic that prompts the transition.”
Natalie Neelan, Rebel At Work: How to Innovate and Drive Results When You Aren’t the Boss
CON: Legal and Corporate Security may not love the “Smuggler” part of the title
Tempered Radical
PRO: A more “professional” version of Rebel Smuggler, and it’s a term used in HBR, so you know it’s legit. Here’s how they’re described:
They all see things a bit differently from the “norm.” But despite feeling at odds with aspects of the prevailing culture, they genuinely like their jobs and want to continue to succeed in them, to effectively use their differences as the impetus for constructive change. They believe that direct, angry confrontation will get them nowhere, but they don’t sit by and allow frustration to fester. Rather, they work quietly to challenge prevailing wisdom and gently provoke their organizational cultures to adapt. I call such change agents tempered radicals because they work to effect significant changes in moderate ways.
Debra Meyerson, “Radical Change, the Quiet Way” in HBR (October 2001)
CON: Sometimes working quietly doesn’t work. Sometimes, you need to make a ruckus.
[YOUR TITLE HERE]
What title do you want to give yourself and other innovators?
Drop your suggestion in the comments (and feel free to print up new business cards)!
by Robyn Bolton | Jan 2, 2024 | Innovation
“You sound stupid when you use the word ‘_____________’ because you’re trying to sound smart.”
Mark Cuban
What goes in the blank?
For Mark Cuban, it’s “cohort” because “there’s no reason to ever use the word ‘cohort’ when you could use the word ‘group.’ A cohort is a group of people. Say ‘group.’ Always use the simpler word.”
For one of my former bosses, it was “breakthrough.” He would throw you out of the room if you used that word. Not physically throw you out, but he was a big guy and could if you didn’t exit on your own.
For me, it’s “disrupt” (and all its forms) because applies (as originally intended by Clayton Christensen) in only about 0.1% of the instances in which it’s used.
There are other candidates.
Lots of other candidates.
In fact, I would go so far as to propose the biggest buzzword of them all: INNOVATION.
“Innovation” does not make you sound smart.
Here is a very short list of the most commonly heard statements about innovation.
- Innovation is a priority.
- Innovation is key to our growth.
- We need to be more innovative.
- We want to build/are committed to building a culture of innovation
- Let’s innovate!
What do these statements even mean?
- It’s great that innovation is a priority and key to our growth. Hasn’t that always been the case? What is changing? How is that translating into action? What do you expect from me?
- Agree we should be more innovative. How? What does “more innovative” look like?
- Definitely want to be part of a culture of innovation. What does that mean? How is that different than our current culture? What changes? How do we make sure the changes stick?
- Sigh. Eye roll.
Saying what you mean makes you sound smart.
Always use the simpler word, and, in the case of innovation, there is always a simpler word or phrase. Consider:
- Grow revenue from our existing businesses
- Create new revenue streams
- Grow profit in our existing businesses
- Grow profit by launching new high-profit businesses
- Stay ahead of the competition
- Create a new category
- Launch a new product
- Better serve our current customers
- Serve new customers
- Update/extend our current products
- Increase the effectiveness of our marketing spend
- Revise our business model to reflect changing consumer and customer expectations
- Launch a low-cost and good-enough offering that appeals to non-consumers
You sound smart when you use the word(s) that most clearly, concisely, and unambiguously communicate your idea or intention. “Innovation” does not do that.
Saying “innovation” AND what you mean makes you sound wicked smaht
“Innovation” on its own is lazy. Simpler words and phrases aren’t nearly as sexy (I can’t imagine Fast Company coming out with “The World’s Best Companies at Creating New Revenue Streams” list).
But when you put them together – smart and sexy:
- Innovation is a priority. As a result, we are committing a minimum of $50M a year for the next five years to…
- Innovation is key to growth. As a result, we are doubling our investment in…
- We need to be more innovative. To achieve this, we are changing how we measure and incentivize executive performance to encourage long-term investments.
- We want to build a culture of innovation. As a first step in this process, we are making Kickbox available to any interested employee.
Let’s Innovate (Nope, don’t say this. It’s too cheesy)
Say what you mean.
If you don’t, people will think you don’t mean what you say.
What other words would you add to this rant?
