Emojis emerged in Japan in the late 1990s by a mobile phone company that wanted to further simplify communication by expressing emotion via text. The word “emoji” came from the combination of the Japanese words for “picture,” “writing,” and “character.”
You’re a creative professional, skilled in the art of problem solving. Someone has a business or brand challenge and engages your team to help solve it.
After developing the brief, you probably start by holding a brainstorm, gathering together various members of the team: planners, designers and anyone else who might provide good perspective. You all jump in a room and start throwing ideas out. Sometimes these meetings are successful; sometimes they aren’t.
One thing is consistent though – depending on the mix of people in the room, your results will vary. Significantly. Continue reading What kind of creator are you?→
I was on a flight from LA to Chicago this past week, my first with Virgin Airlines. I could tell early on things were a little different. To begin, while I was walking toward a restaurant in the concourse, out of nowhere a red suited employee stopped me to – of all things – see if I needed help. The nerve! Then once on board, I was introduced to the safety demonstration through a MTV-style music video that would put Madonna to shame. I think it was the first time in 10 years I have paid attention. This was not normal. Continue reading What is normal, and is it a good thing?→
My colleagues have all created names for their blogs (Balaji’s Food for Thought, Dave Baker’s Shift in Thinking and Dave Lazarenko’s Working Wisdom). I am sure they came up with them very quickly. I, on the other hand, like to think on things for a while. During my morning run, I think through a problem or opportunity, or come up with an idea. On one such run, I came up with my title: Think to Speak. Why?
It’s pretty clear the world is changing at a remarkable pace. And this pace, as overwhelming as it feels today, is poised to steadily increase – many say it will continue to double every five years. So if you thought the last 20 years were something, the next 20 will be something else.
For example, within three years there will 10 billion “things” connected to the internet, everything from your keys in case you lose them, to streetlights and garage doors so you can control them. Remote controlled air ambulances, cars that drive themselves and package-delivering drones were science fiction just a few years ago, but today they are real and tomorrow they will be commonplace.
The change is naturally spilling out everywhere, in culture, strategy, service, product development, communication, manufacturing and on and on. As evidenced by Kodak and Blockbuster and many more, those who fail to see to the change and course correct will find themselves at a distinct disadvantage – or even gone.
As Eric Shineski said, “If you don’t like change, you are going to like irrelevance even less.”
Today’s world is often defined as VUCA – volatile, uncertain, complex and ambiguous. Volatile because challenges are unexpected and situations are unstable; uncertain due the lack of predictability and the likelihood of surprise;complex because situations have so many interconnected issues that chaos and confusion are often the norm; ambiguous because we have not been here before – precedents don’t exist for many of the opportunities and challenges staring us down today.
Yet in the midst of this appears to be the greatest amount of opportunity the world has ever seen.
We take for granted how much is available to us now. We know where population is distributed and where it’s growing, we have unprecedented access to capital, knowledge, innovation and technology, and we have the ability to combine them to create value. The question is: will we?
Will we push to find new ways to create value, to connect with people and share ideas? Will we move away from what worked yesterday if it looks like it won’t work tomorrow? Will we push ourselves past what is in pursuit of what could be? Will we realize the potential that comes with change – in ourselves and in the organizations we serve – or will we settle for the status quo?
I am convinced that most of us are missing out. That far too often we become lulled into a false sense of security and the belief we should wait, accept the role, status or result we have been assigned.
That we should let things work themselves out as opposed to getting out there and making them work. That we should wait for permission or approval before taking action. The question, as David Lazarenko put it, is, “Are you a waiter or a creator?”
So, while many accept the notion that we should stand in line and patiently wait while someone else decides the next opportunity or right move, we know that day has come and gone. And it is no longer up to anyone else.
We have an opportunity to think differently and go beyond what “is” today to find the potential in people and organizations, and be intentional about making it a reality. We combine intentionality and potential and call it “potentionality.” It’s what drives us, and it is at the heart of why we go to work every. It is a made up word, but it’s apropos to the idea of seizing opportunity in change.
If you don’t see an opportunity, just create one! Think Shift CEO David Baker has been helping individuals and organizations find and realize their potential for nearly two decades. David is an enthusiastic speaker, engaging storyteller and experienced communications strategist. Teaching constructive transparency and intentional leadership, he works with professionals and business owners to identify and achieve their goals.