Transcript
WEBVTT
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Wouldn't it be nice to have several
thought leaders in your industry know and Love
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Your brand? Start a podcast,
invite your industries thought leaders to be guests
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on your show and start reaping the
benefits of having a network full of industry
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influencers? Learn more at Sweet Phish
Mediacom you're listening to be tob growth,
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a daily podcast for B TOB leaders. We've interviewed names you've probably heard before,
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like Gary Vannerd truck and Simon Senek, but you've probably never heard from
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the majority of our guests. That's
because the bulk of our interviews aren't with
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professional speakers and authors. Most of
our guests are in the trenches leading sales
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and marketing teams. They're implementing strategy, they're experimenting with Packics, they're building
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the fastest growing BBB companies in the
world. My name is James Carberry.
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I'm the founder of sweet fish media, a podcast agency for BB brands,
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and I'm also one of the CO
hosts of the show. When we're not
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interviewing sales and marketing leaders, you'll
hear stories from behind the scenes of our
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own business. Will share the ups
and downs of our journey as we attempt
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to take over the world. Just
getting well? Maybe let's get into the
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show. Welcome to another segment of
the BTB growth podcast, the human to
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human, Hashtag H to AH segment. I am Carlos Hidel go, CEO
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of VISM CX and also author of
the newly published book the on American Dream.
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I am beyond excited today to have
as my guest my good friend,
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Colleague, Co Conspirator, sounding board
and a sanity check in many regards,
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Carla Johnson. Carla has done some
incredible work in the whole area of innovation,
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and every time I talk with Carla
I come away better for it.
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I learned something. So, Carla, welcome to the show and give us
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a little background about who you are
and what are you doing with your whole
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work around rethink innovation. Thank you, Carlos, and it's I found her
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introduction interesting because I say the exact
same things about you, especially the sounding
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board. Is always good to know
who those people are in your life.
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Absolutely yeah, you know, like
you, I've spent my career in be
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to be marketing, and at the
root of everything that I've done is that
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I teach people how to rethink the
work that they do in the impact that
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they can have, and that's really
led to the work that I've done in
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innovation because as I look at at
marketers and we know how much this crazy
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world of marketing has changed, you
know, even the last couple of years,
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the pace always you know, it's
just accelerating as we go. It's
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not enough to do better work.
We have to continually look at what's the
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work that I need to do,
that's different work, and be willing to
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let go of things. And that's
really how marketers can start to rethink the
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work that they do and continually ask
is this work that I need to do
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and is this the impact, the
greatest impact that I know that I can
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have? So I would say,
given the human condition, that change can
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be scary, that differences and you
and I have been in this game long
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enough to know you here that well. We've always done it that way.
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Talk a little about how you get
people just to that place to consider that
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scary proposition of doing things differently and
changing. You know, I have this
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exercise that I have people go through, whether it's in my workshops or is
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I kip golf consulting or in my
keynotes and it's something called brand attachment disorder
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and I have them, I have
them stand up and admit that this is
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a disorder that they have and I
make light of it, but it really
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hits home with people because brand attachment
disorder is this tendency that we have to
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dismiss great ideas, great experiences,
great whatever, fill in the blank that
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we see that other brands are doing
and say that we could never do it
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in our company because we're be to
be we sell boring products, we don't
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have a kind of budget, we
don't have that kind of team, or
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team is too big or team is
too small. You know that. There's
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an endlest endless list of excuses about
why people can't change. But really what
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it comes down to is people are
intimidated by the greatness of work that other
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brands or other people do and it
makes them feel uncomfortable and that's what makes
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them start to put up the barriers
and that's why the excuses start to roll
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out. So I teach them how
to do something, and this is foundational
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for innovation in any part of a
company, is that I teach them how
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to do something called a brand transplant, and that's where we look at okay,
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what is this great idea that we
see and let's start to break it
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down and instead of a company trying
to copy and paste something that was wickedly
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successful so for somebody else and then
failing miserable and then saying see, innovation
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doesn't really work or it's not going
to work here, and the excuses go
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on and on, we look at
what's the essence behind that massively successful thing.
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So if you take, for example, the als ice bucket challenge,
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yeah, because I know you and
I. You and I both did that
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and it's not that be tobe companies
should take the idea of pouring a bucket
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of ice cold water over their head
and trying to get other people to do
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it too. But the essence behind
what made that so successful was how it
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built community. Now that's how you
can take a brand transplant and you can
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say, okay, how can we, as a be to be brand,
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start to build community? And they
can see then other examples of companies of
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all size, of all industries,
of all you know, be to be
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be to seat that have been successful
with that, and then that starts the
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ball in motion where people start to
see possibility for if they can do it,
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then we can too. Now let's
just figure out the way that this
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will work in our culture, in
our company size and our industry, and
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that's really the spark of where great
ideas come from. So you just mentioned
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something which I'm very passionate about,
is the culture. And so many be
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to be companies, and you and
I have spoken about this. We kind
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of sanitize, get really generic,
we lose the humanity of who were speaking
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to, which is, you know, people on the other side, our
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customers, are people who think can
feel. So how do you make sure
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that that human element stays kind of
that common thread, beyond just doing a
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brand transplant, but even once that
concept has come to life, that it's
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just not so sterile? And how
we go out to market and tell that
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story, because, again, we're
talking to human beings. Yeah, absolutely.
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And and be to be brands.
We have a complexity bias, is
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that if something looks simple and it
can be done quickly without a lot of
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money, then we think it doesn't
have credibility. And you know, and
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it's true, we see this over
and over and that's why you see companies
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spend millions of dollars on companies like
de Lighton Mackenzie and come in and and
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people feel like adding complexity gives them
credibility and makes them important. And that
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comes back to this human side of
all of it, is that if we
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can stop and say, okay,
let's focus on the idea and not on
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the ego, then how can we
start to make this successful? And part
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of this comes from it stems from
how we organize groups within an organization.
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So take marketing, for example,
since that's what you and I know best,
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and we look at if you look
at the hiring process, we are
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hiring four labels of people, not
for the natural genius of people themselves.
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So we like in marketing, I
kid you not, these are actual job
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titles in markets. There's play it
all right, and yet there's the digital
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overlord, there's the director of fun
and this one's my favorite, the part
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times are and and we add all
this complexity and we try to put labels
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on the work that we do to
make us feel important. But what it
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does is that's the first step of
stripping out the humanity of the work that
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we do. And if you start
to look at instead of the labels of
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a job, because job labels create
boxes and then when we stack these boxes
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together, that creates the side throws. And then you look at the silos
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within marketing. Then you add that
to the silos within it and finance and
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product in every other group within an
organization, and it's no wonder that we're
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so sterile and inhuman. And so
if we start to look at this work,
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particularly with Change Management and innovation and
bringing in new ideas, to say,
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okay, what's the natural genius of
Carlos like, what is he really,
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really good at? And I've started
to see these archetypes within organizations and
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this is where you say things like, you know what, I think we're
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onto something, but let's go call
Carlos because he is so good at strategy.
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Now, that may or may not
be your job title, but that
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is a natural genius that you bring
to the table. And so, with
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all of this, with our culture, if we can start to look at
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particularly with innovation, we can start
to look at the role of what I
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call citizen innovators, of people who
just bring their natural ability to look at
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new ideas to communicate them. There's
no one right way to innovate and I've
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actually seen that there's six different archetypes
of people who are really successful at bringing
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new ideas forward, and when we
look at it from that point of view,
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then we're able to keep the humanness
in the ideas that we have and
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we're also able to build that that
consensus and that support around an idea,
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so it's less likely to die that
early, painful death that you know,
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takes away everybody's hope, because people
want to do thin work. Want to
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do work that makes them excited,
that makes them feel like they're going to
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change the world. That's just our
natural human nature. I love that.
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I think what I hear you saying
is when we create these boxes of here's
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your job description and thou shalt not
deviate from it, it almost creates a
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behavior of while I can't get involved
or I'm not allowed to use my voice
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because of this box I've been put
in, and therefore it's literally I'm going
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in to punch the clock, do
my duty and check out. Is that
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what you're seeing in the organizations you
work with? Yeah, absolutely, and
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especially as you see more job titles
for marketing innovation, what I see is
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that they're starting to scrape away at
some of these other areas within an organization.
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And we've seen marketing do this for
so many years. You know,
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marketing has more role in hand in
it now a customer experience. Now we
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see innovation and when we focus just
on the job titles it really hurts things.
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So if you look at an organization
that has its own specific innovation group,
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one it's generally focused on product or
service. It's not overall innovation as
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a culture. And when you have
these groups they are quarantined in their own
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kind of real estate. You know, if it's a hip company, they
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probably have stand up desks. You
know, they have their dress, more
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casually I say they have the sleeves
of tattoos, they have your different haircuts.
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In more traditional kind of companies,
you know, maybe they're the PhD's
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and something there, the design thinkers
or whatever it is. But there's a
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clear demarcation between the innovators and everybody
else. And when you do that and
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you ask somebody else in those kind
of companies for you know, hey,
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what's that idea? How do you
think we could do this better? They
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go that's not my job, that's
that's the innovation team's job. Or they
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say well, I'm not smart enough
to figure this out, because I'm not
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a PhD, I'm not a design
thinker, I'm not a you know whatever
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and fill in the blank. And
when we're able to focus on a culture
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where we not only believe that everybody
can bring great ideas to the table,
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but we start to expect it,
that changes the whole dynamic of how people
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show up and that's really what leads
to this citizen innovator. I love that
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phrase, citizen Innovator, and my
my thought goes to an interview I read
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with Tim Cook, CEO of Apple, where he was asked about the limits
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that apple faces and he responded and
said there's that word again, limit.
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He said it's not even part of
our DNA. So when you talk to
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companies, are there things that you
say you need to eliminate, whether it
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be words, phrases, job titles, although director of fun, I would
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like to I would like that one. We've been in lot marketing long enough
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to know they totally made that up. They haven't been in marketing very long
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if they think it's all fun exactly. But are the things that you say
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the companies look in order to really
succeed at this. You know it does
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have to be part of your DNA. It's not just, you know,
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pronow postcards and put innovation along the
walls. It has to be DNA.
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And then, in order for that
to seep in and become part of that
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DNA, there are some things you
have to eliminate. Do you go to
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that length with your customers? I
do, but actually what I start out
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to do first is I have them
do an assessment and I'll give you just
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a quick overview of it, but
I haven't go through a process to understand
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whether it's their team or their department
that I work with. What type of
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innovator are they naturally? And I
base this on research from the University of
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Michigan and then added some extra to
it based on research that I had done,
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and I see that there's six different
types of archetypes, and this is
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where we say things like Carlos is
a natural strategist. You know so and
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so is a natural people person.
We see these innate qualities and people that
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we know that they will bring to
any situation, it doesn't matter what their
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job title is, and these are
characteristics of these six archetypes. And when
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I start to work with the company, what I want them to understand first
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is what's the balance of your company
right now? Like ore, if you're
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a really be to be engineer driven
company, you may be full of strategists,
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but you don't have any collaborators who
can reach across the aisle and understand
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how to move an idea forward.
You don't have any orchestrators who seem to
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be wizards at working all the bureaucracy
in the politics of an idea. You
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know, you're so out of balance
that you aren't able to have any small
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winds and successes. So your team
doesn't feel like it's influential, it doesn't
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feel like it's working with purpose,
and so that's the first thing that I
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do is is to say, okay, let's let's take a test and just
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understand the dynamics of what your team
is now and what you're missing, and
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looking at that first before we start
to talk about what they need to eliminate.
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Okay, so you mentioned first of
all, I love I love starting
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with that assessment versus clean out the
garbage, because I think clean out the
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garbage is more of a negative connotation
and starting out that way probably is defeating.
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But you mentioned the six archetypes.
So you mentioned strategists, collaborators orchestrators.
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What are the other three? So
the strategist, I'll give you a
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little run through of all six of
them. So strategist, there like their
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natural genius is that they know how
to plan in execute and they can really
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see around the corner for what's going
to what's going to happen. And you
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know, you and I have seen
this, Carlo, is, where we
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see people who are great strategists but
they don't know they can't breach it into
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execution. So a true strategist understands
a strategy that's great based on the execution
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and they love to get things done. Then we have the collaborators, and
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their natural genius is integration. So
they know that ideas can never go anywhere
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unless they become, you know,
unless they work all of all of the
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processes, and they love to help
improve these ideas. And there's the kind
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of people. They're rare, but
they're the kind of people who don't necessarily
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care about the personal credit. They
just want to see the idea succeed because
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because they believe in it. Yeah, absolutely, and to be honest,
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we don't see that a lot and
then we have the orchestrator, and they
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are the people who just lead fearlessly
and they're able to like, like choreograph
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the whole process and just seem to
keep it humming. That's why I call
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them they're a little bit of wizards
and they know how to drive these relationships
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and and the reputation of innovation.
And you know, especially as a citizen
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Innovator, and there was the the
seth good and book about Lynch Pans.
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That's really what an orchestrator is is
they're the ones who can get things done.
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Yep. Then we then we look
at the culture shaper and they are
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great at understanding how to architect the
brand and understand how to oversee the message
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and how it's how it's expressed,
and they're able to sculpe that image of
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innovation and ideas and articulate the range
of things that people can do and are
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expected to do. And I think
that's a little bit where Tim Cook comes
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in, because he's been very good
at that at at Apple. And then
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we look at the provocateur and what
they do. They are the people who
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challenge the status quo. Now we
see these to your question about what needs
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to be cleaned out to start out
with. Lots of times when I work
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with the company, they'll say,
can you just get rid of so and
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so, because they are such pain
and you know what to work right,
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always pushing, pushing, and and
actually you need these people on your team.
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You need them to push past the
obvious. And they are these people
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who are they're sustainable, with great
ideas and they're really prolific, but they're
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under appreciated because people look at them
as hard to get along with. You
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know, they're always pushing back or
not team players. It's just that their
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area of how they innovate is different
from other people's and it's important that we
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understand that. And then the last
time is a psychologist and they naturally have
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empathy for a customer, whether it's
internal to an organization or outside, for,
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you know, a beatb customer or
who whoever it is. And they're
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the ones that are able to really
smash this traditional perspective that innovation is highly
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rational and we have to use very
much are left brain and stats and data
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and everything. They are the ones
who bring this unstructured innovation and probably they
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are the key people who are driving
the need for trust in organizations that we
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see that is so important now.
So it's the being able to walk in
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the shoes of their customer but also
to understand it and do something with it
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in order to build that trust.
That's awesome. So if I'm if I'm
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a listener and I'm sitting here saying, okay, I've just heard all sex
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and a little flyby of what each
one. How does someone self identify?
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How do they go about saying hey, because I talked to marketers all the
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time who know they want to innovate
but they don't know how or they don't
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understand what role they can play.
So are there some steps people can take
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to say yes, I fall more
towards orchestrator versus provocateur. Yeah, actually,
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I have an assessment. It's short
and quick version of what I do
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when I work with clients and you
can go to it. It's Carla Johnson
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Dot coeocom innovation, hype and quiz, and you can go and it lists
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all the archetypes in of ideas or
gives the descriptions of what they are,
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and then people can go through and, in six questions, understand who their
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archetype is. Now this is really
the research that I've been doing and having
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people take this assessment has been really
eye opening for me because as we look
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at innovation and what's required within an
organization, people think they're doing things and
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building teams in ways that I can
see through my research isn't actually happening.
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So if you think about a company
that's truly innovative, what would be?
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I'm just going to ask you,
Carlos, like what might be a couple
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of those archetypes that you think would
be obvious? I'm an innovation team.
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I think the obvious ones would be
a strategist and an orchestrator. Yeah,
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I thought. I would also think
that people confuse an orchestrator or a collaborator.
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Perhaps I'm wrong, I would agree. And interestingly, those are two
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of the smallest percentage of people who
are showing up on a team. So
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that the most obvious one or the
the biggest one that shows up are these
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culture shapers, and I think that
comes because people we've been talking for so
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many years, but we have to
tell stories and storytelling and I think it's
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more closely connected to the brand and
how a brand is expressed. That is
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traditional marketing type role, but it
goes beyond that. So most of the
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people who've taken my quiz, twenty
eight percent of them, they show up
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as culture shapers. Now right behind
that is psychologist. That's twenty five percent,
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and I think this is also something
that has been on the rise because
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we've been talking about voice of the
customer for so many years. We've been
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talking about empathy and marketing. Now
I'm not saying that they're able to take
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all of their empathy and infuse it
into the be to be work because,
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like you said, we still see
the soul of humanity stripped out of a
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lot of be to be marketing,
but I think it's a sign that at
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least people with that natural genius are
becoming attractive to marketing and so they're going
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into that now. Interestingly, the
orchestrator, the people who we need to
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leave fearlessly both for marketing and for
innovation, are the lowest percentage of people
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who show up in this assessment.
Only eight percent are identied as as orchestrators.
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Now now we go back to thinking
about how can we rethink the work
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that we do in the impact that
we can have if we don't have these
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people who are willing to leave fearlessly
and work the internal bureaucracy and, you
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know, be the the movement behind
everything that seems to happen, you know,
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kind of the wizard behind the curtain. Then that's a lot of the
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reason why things don't get moved forward. And even strategist, strategist, there's
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only fourteen percent. And so people
may have that job role, that job
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title as a strategist, but that's
not how they naturally fun ocean and so
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they're not able to make the most
of that role because it's not a situation
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of behavior that comes natural to them. So this is also fascinating and I
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know we've talked about at a different
levels and every time we do I'm like,
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this is just, like it said, fascinating. Gay I I hope
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someday you'll publish all the research that
you've done. So you use the word
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fearlessly twice and one of the things
that I encounter, and I don't know
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that marketers would explicitly state this,
but in many organizations there is fear.
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Fear that I make a mistake,
fear that my idea is going to be
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looked at as ridiculous or unattainable,
and again that gets back to the human
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element. We, as human being
sometimes are limited by our fear. So,
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whether I'm an individual contributor or manager
or CEO, what are some things
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I can do to eliminate the obstacle
of fear so that I can truly because
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I would imagine your research also shows
a new scene where fear is is predominant,
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innovation is going to be stifled.
So what do you do to eliminate
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that? Absolutely, you know,
one of the quickest things that can start
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to change a dynamic is looking how
you give feedback to people. And what
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happens now, and this is I
see it all the time, it being
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the organizations. Is What I call
the gladiator effect. So many comes to
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their boss, to their team,
you know, fellow team Coworker, and
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let's say, Hey, I have
an idea, what do you think about
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it? And they just show me
idea and the people look at them and
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they give me either a thumbs up
or a thumbs down, you know,
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just like the gladiator's the idea either
live or it dies. And then that
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fit because we're busy and we go
on to something else. And when people
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come to their bosses or their co
workers, with these ideas. It's hard
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like that takes a lot of courage
and if you look at the at the
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counter to fear, it's courage and
this ability to get people to continually come
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B back to the drawing board and
say here's an idea, here's an idea.
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Is that we have to look at. How do we change a dynamic
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of that present pitching idea and then
giving feedback is we need to start by
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saying, okay, here's what I
liked about the idea. And I'll be
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honest, some ideas maybe so bad
that the only good thing you can say
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is I appreciate that you took the
time to put this together and come talk
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to me about it. So here's
here's what I like. The other thing
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is what I wish like. What
do you see is missing or what do
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you wish this idea would take into
account? That it isn't. Now.
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Both of these give the person who
shared an idea specifics about how to be
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better. One it made him feel
good because you you told them what you
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liked about the idea or the fact
that they came forward. The other thing
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is that you've now given them clear, specific pathway in what they can leave
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and go do now to make that
a better idea. And sometimes what I
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wish is, you know, I
wish we had the point of view or
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perspective or insight from somebody in it
to see how this would actually be executed.
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Well, that teaches them how to
become a better in how to become
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a better innovator, and it also
starts to teach people how to become a
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better storyteller about ideas, because if
we look at how ideas are brought forward
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now, we generally have a need. You know, it's a time for
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strategic planning. We have a campaign, we have a customer problem, let's
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get together, let's brainstorm, and
you know, we've been in so many
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brainstorming sessions between you and I,
Carlos, it's I'm a I'm amazed we've
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survived, but they're their brutal in
either you don't get any new ideas because
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people are afraid that we're a new
idea to the table, or people say,
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well, you know, we don't
really have time, let's just grab
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the same thing that we've always done
and, you know, put some lipstick
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on it, fluff it up a
little bit and, being rightful, I
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think it's something freshion new. But
that's where we go back to. If
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you can look at something that another
brand does and move your brand attachment disorder
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aside and look at what's the essence
behind that idea that we could move into
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our situation, then what they can
do is start, they have a storyline,
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to tell, a story about an
idea, and that gets people engaged
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and interested and interestingly, that kind
of a storyline about what's Pos possible activate
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specific chemicals and people's brains, and
we know about Cortisol and oxytocin. When
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you start a pitch by talking about
a story and giving people something that gives
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them context and understanding, it starts
to release oxytocin in their brain, so
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they feel better. They're less likely
to just, you know, slam the
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door and give people the thumbs down
and they're much more likely to give feedback
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the what I wish, kind of
feedback that helps that idea become better,
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because in the world of innovation,
bad pitches can kill even the best of
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great ideas. Yeah, I would
agree with that. I would absolutely agree
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with that. You know, Carli, I probably could easily stay on and
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talk about it at least another hour. Not only do I love the work
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you're doing around innovation, but the
passion and I feel like I feel very
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privileged that. I feel like I've
had kind of a front row seat,
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because I remember sitting outside a starbucks
where you had stacks of paper and research
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and you were really just kind of
moving into it, and so I think
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it's so needed in our be tob
world. So is someone who is listening
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says hey, I want to know
more. Do me a favor and tell
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00:28:32.799 --> 00:28:36.160
them again where they can find you. And then where do they follow you?
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And all your social media active?
Yeah, absolutely. My website is
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Carla Johnson Dot ceocom. Just just
see. You can go there. I
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blog on this regularly. You can
find me on Linkedin as Carla Johnson.
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You can find me on instagram at
Carla Johnson Dot CEO, twitter at Carla
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00:28:55.980 --> 00:29:00.299
Johnson. You can see a good
consistency there. Can't shoo. That's right.
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Tell it. Tell them a consistent
story. Well, Carlos, thank
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you. Thank you so much and, as I mentioned, perhaps will have
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another session where we get you back
on. But I do love the work
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00:29:10.450 --> 00:29:14.769
that you're doing around innovation. I
think it is desperately needed in our BB
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00:29:14.930 --> 00:29:18.049
world, and thanks for giving us
a glimpse into all of the amazing work
387
00:29:18.170 --> 00:29:22.130
that you were doing. So this
is a wrap on the human to human
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00:29:22.250 --> 00:29:29.599
segment of the BTB growth podcast.
Go Visit Carla Johnson Dot CEO and get
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00:29:29.640 --> 00:29:34.000
your innovation learning. Thank you for
joining us, Carlor Fidalgo, and we
390
00:29:34.160 --> 00:29:41.829
will see you next time. We
totally get it. We publish a ton
391
00:29:41.910 --> 00:29:45.190
of content on this podcast and it
can be a lot to keep up with.
392
00:29:45.710 --> 00:29:48.509
That's where we've started the B tob
growth big three, a no fluff
393
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email that boils down our three biggest
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394
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Sign up today at Sweet Phish Mediacom
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