Category Archives: Box-Free Thinking

ULI: Thinking Outside The Box

Communication begins in the brain before words come out of your mouth or your fingers slide or tap keys, so the box* you think in is the box in which you communicate.

[Excerpts from Chapter 4: What’s Your Point? Cut The Crap, Hit The Mark & Stick! (2021)]

[4.2] “The Box” In Context

The box represents the mental totalitygood, bad, and indifferent—of your life and work plus the diverse conscious and unconscious influences involved.

The goal is not to dismantle or eliminate the box. The aim is to increase awareness of how the box of past experience influences communication—reactions, creativity, intuition…and thinking—before you act. This advance analysis allows you to exploit in-the-box experience or move beyond it, at will, when communicating with those who matter to you, online and off.

As you improve awareness of the impact the box has on what you do, what you don’t do, and who you are, you’ll transform, what can be a mental anchor holding you back, into a practical, creative resource for innovation.

[4.3] Think Outside “The Box”

Has someone told you to think outside the box?

Or, is this what you tell others to do? Or, attempt to do yourself?

In these situations, do you really understand what this instruction involves?

For some, this phrase is a cliché. For others, it has value as a trigger for practical and creative training exercises or business development practices. In most cases, the phrase is not completely understood, so often its value is not fully realized.

Think outside the box is a catchphrase referring to the ability to consciously and deliberately discard preconceptions and approach a problem from a fresh or new point of view.

Whether this “think differently” phrase says it for you or not, it does describe an important aspect of effective Forward Thinking: the mental leap or exploring possibilities and impossibilities outside the box—beyond past experience, stereotypes, bias, prejudice, values, standards, and the norm.

The first—and often-overlooked—step in thinking outside the box is to “see the box.”

This involves identifying key limiting beliefs, mental barriers, emotional triggers, professional standards, and repeating patterns that define your box of past experience in each specific context.

“Outside” EXAMPLE:

Seeing The Box with the Urban Land Institute (ULI)

Since land is under every aspect of our lives and life on the planet, real estate and land use relate to everyone and every business in one way or another. That commonality makes real estate and land use prime areas for examples of the power of the box and the effort required to think outside the box of past experience.

During the two-day ULI 2021 Housing Opportunities Conference, cross-disciplinary real estate and land use experts compared notes on where each of their sectors stood and what might be next. One moderator stated: “What do we do now? We know that development has been the cause and result of segregation and discrimination.

Among the list of out-of-the box issues addressed, here are two “boxes” for developers, investors, and buyers to “see”…

ULI Q: 1. How can the impact of redlining and disinvestment be reversed?

“Redlining was how structural racism and inequality were designed into cities [initially in 239 metropolitan areas across the US]. It has never been undone.”

Kendyl Larson, Director of Research and Planning for the Polk County Housing Trust Fund stressed that “Iowa has a deep history rooted in inequality and exclusion, but the community has no idea how we got to this place.”

“Seeing the box” involves education—in the school system, through media, across the community, self-enlightenment, and in conversation. Terminology must be examined and some discarded. This enlightenment is essential to identifying the box represented by systemic racism and created through entrenched redlining and other policies.

  • Eyeopening 5-part Video “Redlining in Des Moines” shares startling revelations from Part 1: What is redlining? to Part 5: Where do we go from here? A film that may change the way you look at your real estate and communities.
  • NYC-based social-impact firm designing the WE “facilitates collaborative processes to redefine how big picture systemic challenges are approached, identify opportunities for action, and co-design more holistic and resilient strategies centered on positive transformation.” dtWE has 18 community projects on the go including Des Moines.

“I personally learned the amount of emotional labor it requires as a person of color to really go through this repetition consistently with local government. We have been saying the same thing for many years…just help out. Try to have a different space for conversations,“ explained Florida-based Sasha Forbes, Director of Community Collaboration and Policy in the Healthy People and Thriving Communities (HPTC) program and the Policy Lead in the Strong Prosperous and Resilient Communities (SPARCC) initiative. Forbes works with community partners to accelerate community-led development that centers racial equity, builds a culture of health, and prepares for a changing climate with a focus on affordable housing, parks and open space, a restorative economy, and transit.

ULI: 2. How do developers make the numbers work for sustainability?

Leading developers shared “their experiences setting project-performance goals and then putting the financing together in a rapidly evolving context.” Despite increasing demand for green, healthy, and resilient communities, green building can challenge development bottom lines that determine whether a project will go ahead or not.

Financial feasibility and funding requirements for sustainable building are influenced by investors with a determination to seek out green projects to please themselves and their stakeholders. Similar motives drive many buyers intent on sustainable projects for two reasons:

1. Green buyers want to invest in real estate that matches their socially-responsible ideals and
2. They want to gain personally from energy efficiency and other benefits associated with sustainable builds in projects ranging from affordable to luxury housing.

To further explore thinking outside the box to achieve sustainable development consider the following three sustainable developers:

  • Redgate, a strategic real estate advisory and investment firm, builds in Boston’s outer urban areas near transit and favored locations for Boston commuters. Vice-President Elizabeth Bello explained how flood-control and energy efficiency measures are integral to feasibility and affordability for Redgate, investors, and residents alike.
  • Florida-based ZOM Living is attracted to projects with “a story” said Vice-President Kyle Clayton describing their green luxury rental developments which may involve archeological elements, preserving mangroves, or saving century-old palm trees. Florida’s strict energy code and investors attracted to sustainability drive their company push to do as much green building as possible.
  • California-based nonprofit Community HousingWorks was described by Senior Vice-President of Housing and Real Estate Development, Mary Jane Jagodzinski, as undertaking an impressively wide range of diverse nonprofit projects across the state. Jagodzinski stressed that “modern sustainability” is about “how you put them together appropriate to their climate.” Sustainability themes include Brownfields, community revitalization, and transit-friendly including construction of a bike lane. Drivers include the CHW Mission for family sustainability, the California Tax Credit system, and the aggressive energy and water code.
  • “Housing should be seen as infrastructure” stated David Dworkin, President and CEO of the National Housing Conference. Yet another example of how to frame housing in fresh context.

Whether you realize it or not, thinking outside the box before addressing limitations imposed by the box seriously challenges success since you are trying to:

  • Solve a problem when you don’t fully understand the problem
  • Decide which choice to make when you don’t know all the choices
  • Achieve goals without knowing exactly what and how to improve.

The Point: “Successfully and consistently thinking outside The Box demands full understanding of challenges and limitations imposed by The Box. Once these limitations and how to think beyond them are clear, switching at will between thinking inside and outside The Box becomes ever-ready innovative expertise.”…

* In “What’s Your Point?,” the box refers to past experience, positive and negative, in the form of conscious and unconscious limitations, repeating patterns, emotional triggers, and mental barriers, including stereotypes, values, beliefs, bias, and prejudice, that influence problem-solving, strategizing, decision-making, innovating, designing, and other communication challenges, and that differ for each individual and group.

© 2021 Copyright PJ Wade The Catalyst. All rights reserved. TheCatalyst.com

Act Your Way into a New Way of Thinking

Professionals who do not shed out-dated thinking, bias, and flawed decision making can be just as resistant to change as clients and members of the public—and as susceptible to mediocrity.

Good intentions, even solid logic, are often not enough to overcome ingrained or unconscious resistance to change which makes unknowing difficult.

Those who aim to change unproductive habits, like repeating “you know” or procrastinating, can attest to this.

Experience has taught you that trying to not do something is hard, so you’re sure failure is imminent. We get stuck in the past, because we are trying to talk (even when we call it think) our way into a new way of acting while stuck in the same place, real and mental. This inertia occurs in part because all we have to think about is the way things were done.

The reverse works: act your way into a new way of thinking.

Consciously alter behavior to the desired new pattern and the new way of thinking will gradually take hold. Begin by acting the way you want to end up behaving. Start by embracing new habits and your mindset will follow suit.

Pretend to yourself that you can and you will discover you can.

For instance, if you think you are shy about public speaking, and keep saying so to yourself and others, you’ll continue sabotaging yourself and holding back when speaking opportunities arise.

  • Start by pretending you are not shy.
  • Begin by never again saying or thinking “I’m shy.” That’s history.
  • Act as if you are comfortable speaking in public and you will be. Worked for me.
  • Gradually, take on bigger speaking challenges. You’ll discover you can communicate more effectively than you were telling yourself.
  • Regularly remind yourself that you are acting yourself into a new way of thinking to steadily move forward. Keep this commitment fresh in your mind.

[Except from What’s Your Point? Chapter 2, section 2.2.1 Defy Mediocrity & Resistance.]

© 2021  Copyright   PJ Wade The Catalyst   “What’s Your Point?  Cut The Crap, Hit The Mark & Stick!” All rights reserved.

Additional reading:
What You Don’t Know

No one can or does know everything. What has 2020 taught you as a homeowner about what you don’t know?

Defy Mediocrity & Resistance

How do you defy mediocrity to overcome resistance?

Developing the ability to unknow allows you to freshly apply your expertise in existing or new contexts to overcome resistance in yourself and others.

In times of change, this resourcefulness is the most powerful communication lesson experience teaches us.

Unknowing—that is, consciously letting go of existing patterns and behaviors to embrace change—challenges professionals and their clients. Many find it difficult to alter their immediate reactions. They overlook the need to shed and ignore the benefits of shedding related habits in behavior and decision making.

One key reason is that, although they say their intentions may have changed, context does not.

Merely saying “I’ll try to…” when stuck in the same frame of reference and with the same mind-set, means they are destined to repeat their established behavior.

Predictable or reflex reactions are frequently associated with communication errors. With experience, these often-dated mind-sets can be anticipated and counteracted before miscommunication occurs. That corrective communication process is an essential element of the established and emerging services you are paid to deliver to clients.

What have you learned by observing communication errors made by clients, colleagues, and competitors as they deal with challenges, including flawed decision making? If you do not test errors like these for cause and effect, you can drift into mediocrity.

You’ll miss opportunities to head-off repeat mistakes and misunderstanding, which often materialize as resistance, and chances to save others from the same fate.

The following are three examples of opportunities to expand a client base, increase sustainable revenue, and eliminate miscommunication that are often missed:
1. What convinced you to stop looking for someone else to blame and started you understanding the chain of events and communication flaws that cause undesired outcomes, including resistance to change?
2. Which social-media-related communication problems and solutions do you anticipate will challenge you, your target prospects, and your clients?
3. How do you minimize problems and lower resistance to make your online-delivered solutions, including products, services, and standards, easier for targets to further customize?

Successfully heading off communication mistakes for you and your clients means adapting the way you think and communicate to ensure you are always steps ahead. Instead of reacting to what happens, anticipate prospect and client reactions to minimize miscommunication, misunderstandings, and missed opportunity—all elements of resistance to change.

When this proactive skill is perfected into consciously-ingrained communication ability, opportunity is rarely overlooked or discounted.

© 2021  Copyright   PJ Wade The Catalyst   “What’s Your Point?  Cut The Crap, Hit The Mark & Stick!” All rights reserved.

Decision Barriers to Avoid (+ exercise)

Are you decisive or do Decision Barriers get in the way?

How aware are you of how you make decisions?

Do you make decisions differently in the midst of a pandemic than you did before Covid 19 descended on the world?

Before the pandemic, did you make decisions differently when they were your decisions about your life than you did when the decisions concerned your clients and their lives or businesses? What has changed now?

Or has the pandemic kept you from much contact with clients and prospects, so you feel out of practice?

What do you want to improve about your decision making now and post covid?

Your normal approach before the pandemic…What did you say to clients and how did you compensate clients when you overlooked key selection factors or, in hindsight, didn’t choose the best approach to problem solving for them? Or did you stay silent and hope clients didn’t notice?

Your approach in the future…how do you intend to react to the issues in the previous question post pandemic?

The following excerpt from “What’s Your Point?” (to be published in 2021) Chapter 6 “What is Communication?” is an opportunity to take a close look at your decision making process.

Exercise: Action NOW MeAnticipate Decision Barriers

Answer the following questions quickly and in writing (to engage your brain full on) for the most useful results.

  • Am I so focused on helping others make decisions that I forget to question how well I make decisions which affect my income and reputation?
  • What was behind my hesitation in the last tough decision I made?
  • Are the hesitation triggers involved in my other past difficult choices listed below?

Don’t be surprised if you can check off more than one barrier to that decision making. Simple decisions aren’t simple, after all.

Hesitation Triggers & Barriers

  • Procrastination
  • Lack of commitment to possible outcomes
  • Ignoring steps in the creative process
  • Undue pressure and arbitrary deadlines
  • Out-dated thinking, ingrained habits, and biases
  • Impatience
  • Fear, conscious and unconscious
  • Overconfidence
  • Personal agenda
  • Financial pressure
  • _____________ (What has experience revealed to me?)
  1. If I improve my decision making approach, can I think of three ways that will enable me to help clients with theirs?
  2. List three improvements to my support of client decision-making concerns which will be reflected in my bottom line.
  3. Identify three ways increased decisiveness will help me engage with prospects and clients more effectively.
  4. Select five ideas for marketing, business development, product design, or service delivery that are inspired by Hesitation Triggers & Barriers.

Do you understand that the more conscious you are of your decision-making habits, the easier it is to anticipate barriers and to achieve success for all concerned?

Re-visit this exercise in the future when faced with significant decisions to make. Compare what you did previously or “normally” with how you now anticipate decision barriers.

Additional resource: Here’s an example of how to help clients by showing them how to deal with hesitancy and negative aspects of decisiveness in the context of your work together. This article is written to help real estate buyers and the real estate professionals who serve them address this topic —”Buyers: Hesitant or Decisive?

PJ “To facilitate decision making, concentrate on shifting or transforming uninformed thinking into a constructive mindset. With the assistance of your professional expertise, guide prospects and clients so they pivot to an informed point of view.”

© 2020 PJ Wade The Catalyst  “What’s Your Point?” (2021)

Uncertainty Is Certain AND Manageable

Suddenly uncertainty descended on us.

Across the globe, individuals from all backgrounds and cultures watched their world and way of life—and possibly their desired future—crumble under the threat of COVID-19 virus.

During the short time the 2020 Pandemic has been with us, we watched in shock as most, if not all, of the certainty of our lives was dismantled or vanished in our efforts to halt the viral force over which we have little control. Jobs lost, education curtailed, businesses trashed, professionals shut down, dreams dashed, hard-won triumphs negated, lives lost….

The war against the invisible virus redefined almost every aspect of society, the economy, and our lives in a few weeks. This reset continues.

The “new normal”—if there even was a “normal” in the first place—is living with uncertainty on a scale never considered possible nor experienced by many people—except perhaps those who’ve lived through a war or an invasion.

Your clients are dealing with all of this uncertainty, plus the loss of your supportive business offerings and possibly your presence. Compounded by their own personal losses and re-directions, this is suddenly overwhelming on almost every level from emotional to financial, from medical to social. Add to all this, the threat of illness, death, or carrying the virus to contaminate others. That’s an exhausting load of negative or destructive uncertainty.

How can you help prospects and clients manage this level of unexpected destructive uncertainty?

Obviously, any relevant constructive solutions you can contribute, depending on your field of expertise and type of products and services, will be valuable and valued.

Uncertainty in itself is not evil. Nor is this hovering unknown an “it” but rather a “them.”

Uncertainty can be either negative or positive and anything in between:

1. In uncertainty’s most negative extreme, uncertainty can be a powerful undermining force or destructive uncertainty, as described above.

2. In the most positive state, uncertainty is constructive uncertainty and can be a terrific motivator and  driving inspiration:

  • Anticipation associated with uncertainty believed to be good, great, or magnificent, is a thrill and an energizer. For instance, looking forward to a special celebration or an amazing opportunity.
  • Anticipation of completion of a hard-won goal, like earning a university degree or successfully launching a start-up, is linked to the exhilaration of the compellingly-unknown and positively-imagined future ahead. That is, the future may hold graduation followed by a great career or ramped-up business growth and acclaim.
  • Anticipation associated with the exhilarating uncertainty of each individual’s path from childhood to adulthood—growing up—is the joie de vive, the thrill of living.
  • Anticipation of a better way, a better life, a better outcome…is at the heart of optimism, enthusiasm, and hope.

Before the virus, the future that lay ahead full of positive contemplation, dreams, and hopes. Now??

Uncertainty, where we fear the outcome, is hard to live with. Consciously, accurately, and constructively redefining destructive uncertainty to reveal related and less-stressful constructive uncertainty opens thinking to neutral or positive alternative outcomes.

Use your professional communication skills and expertise to assist prospects and clients. Help them adopt new perspectives and take constructive action, even if that action is as simple as staying separated during the Pandemic.

As a professional, how do you make your constructive point to clients coping with uncertainty?

Hollow “it’ll turn out alright” statements, groundless optimism, platitudes, aspirations, and parroted phrases may sound good to you, but without practical substance you lose credibility quickly and may be annoying. This saccharin, patronizing “just think positive” approach is like a mental sugar high which may be followed by a mental crash that could intensify desperation.

Dig into your professional expertise and, armed with facts, share the range of opportunity and possibilities visible to you and relevant to clients as their future relates to your offerings, experience, and analysis.

Five Starting Points for the Transformation to Constructive Uncertainty

1. Call on proven, effective communication tools—yours, newly-acquired skills, hired expertise—to provide personalized, clear explanations to consistently make your point with clients.
For instance, using a relevant metaphor that clients can easily relate to, can put the uncertainty in perspective. Make clear how the uncertainty can or will be reduced to enable them to begin to see the choices they have. These can be built on by increasing clients’ awareness of the actual issues at hand. For instance, you are not a powerless leaf blowing in the wind without control or intention. You are a rational, decisive person who can make choices about how to react, what you’ll fight for, and what you let go of as merely a distraction. Hope will grow out of despair if you open your mind to possibilities. That describes your clients, too.

2. Everybody seems touched by the Pandemic, but learn exactly what each of your clients really fear.
Unidentified, unspecified fear is overwhelming. What exactly is each individual afraid of? A common fear like the virus, will materialize very differently for each individual. Fear of which process, outcome, or consequences keeps them awake at night, intrudes on decision making, or paralyzes them with worry? Waiting to see whether the fear of infection or death becomes reality can be torture for non-medical clients. Your expertise may not cover any of those issues, but you know how to locate credible individuals who can raise awareness and reduce unfounded fear. After respectfully listening to clients explain what fears they have, decide what you can do to increase awareness and choice or arrange for another professional to do so. Online communication makes this easier than ever before.

3. Help clients clarify exactly what they might lose.
This may also involve other professionals whose expertise covers important issues raised by clients, but which are outside your expertise. Your experience may involve problem solving to arrive at financial solutions to minimize loss and stress. Or you may help alleviate the distraction of holding on to negative experiences and repeatedly dredging up emotional pain instead of letting go and moving on. Stick to what you know and find the best qualified people to explain other issues. Use humor with caution.

4. Normal was always the wrong word.
In the midst of the Pandemic, people often say, ” I want things to return to normal.” The illusion that normal is best for everybody persists. What others label as normal represents their standard, not yours, nor necessarily the best for anybody. Normal has often been based in the past, driven by bias, grounded in opinion, laden with agendas, or merely a gross generalization with little real value, however:

  • Liberation from “normal” leaves us all free to find a new purpose, standard, perspective, belief…whatever your target clients prefer to ground their lives or businesses on.
  • Instead of feeling society must dictate to you what’s right to do or not do, we may be free to set aside standards like “normal” and decide for ourselves what we want to do and why.
  • Our very diverse, multigeneration populations may finally shake off dated, even old-fashioned, limitations placed on many aspects of life, many of them carry-overs from the 19th- and 20th centuries.

5. There’s no going back, just forward! Onward & Upward are the directions that really matter!
Across the globe, we share societal and economic despair at what is lost and disrupted, but the intensity and critical details vary with individuals and families and their context. If the virus has changed or even destroyed most or all that mattered to you or that you worked for, what’s next? Your choice.
The virus cracked open our “normal” global society. What is it opening up for you?

  • Have you taken the time away from Netflix to think, genuinely think, about what aspects of your life you really miss and which you’re enjoying a break from?
  • What work were you doing because you made a commitment or had not taken the time to see what else was out there? What were you doing for the money and little else?

We are all certain “the impossible” has happened whether individuals point to the Pandemic, the global shutdown, or both. What wonderful outcome did you considered impossible in your life or your future before the virus? And in your new future…?

“Perhaps you could now move to make that impossibility happen? For instance, we’ve been slow to genuinely adopt the credibility of working outside a traditional office setting. Too many—even those who “talk tech”—seem to ignore this practical application for the mind-boggling array of collaborative and other remote-access technology. After the Pandemic fades, there may be no going back to the cubical.” said PJ Wade, The Catalyst

Additional resources:

1. For more on addressing your empathy for clients’ changing perspectives on their present choices and futures, explore our communication example based on the role of “home.” This type of approach is designed to assist relevant professionals express how they remain valuable to those they served without pitching, selling, or marketing…

“The strategic frontline for the war against the COVID-19 virus is our homes, therefore, we can all make a significant difference in how this war plays out. PJ Wade explains how the service of “STAYING HOME” buys time for the hard-working medical community and protects everybody.”… NOW: BV (Before Virus) & AV (After Virus)

2. For more ideas on the next step forward, visit these posts:

3. To explore on PJ’s work as The Catalyst, visit www.TheCatalyst.com

Inclusion Extends to Accessibility: “Me & We”

Is the progress of inclusion slowed by overlooking the obvious?

Inclusive workplaces, organizations, communities, and other cultures of belonging cannot be sustained in spaces, buildings, and environments which are not “inclusive” for everyone—fully accessible and barrier-free in their access, design, and construction.

Accessibility to public and private spaces and buildings should be an inclusive, universal design goal—“Me & We”—that extends intention to remove social and cultural prejudice and bias to include everyone determined to remove physical limitations and barriers.

The point is we say we welcome diversity and inclusion and that we want the full spectrum of people to come together socially, culturally, and without prejudice—inclusively. This push for inclusion means little if interior and building design and construction deliberately favor able-bodied adults and present a varying degree of obstruction to everyone, including even that privileged group.

“Accessible” is a concept directed at those with disabilities and not inclusive of the able-bodied.

Is it time to disrupt “accessibility?”

Instead of this concept concentrating on dictating disability-specific concessions to interior and building design, isn’t it time to begin with design that intends, from the beginning, to ensure everything is accessible to everyone—every age, size, ability, capacity…?

The ubiquitous barriers are there: stairs, insufficient or unreliable elevators, poor lighting, heavy doors, slippery flooring, lack of railings, threshold steps, badly-designed bathrooms, lack of seating….

The point is it’s easier for able-bodied adults to overcome, ignore, or avoid these and other access interruptions, but they are still barriers that don’t need to be designed into buildings undergoing renovations or new buildings in the first place.

This is the same “stuck in the past” thinking which gives strength to prejudice and bias which the inclusive movement must dispel. Technology continues to give us the false impression that digital capacity alone modernizes thinking and automatically overwrites destructive elements from the past.

Electrical wall outlet

Electrical wall outlet

For instance, many aspects of non-accessible building design have historic roots that are not in sync with today’s standards or norms. The height of electrical outlets is a good example. That height off the floor was not set by user needs, but the height of a hammer handle. This was the widespread measurement standard used by construction workers to quickly, easily, and consistently place electrical outlets. No tape measure needed; no reading or math knowledge required.

Trace back why hammer handles were a standard length and you’ll discover how far back and to what degree of current irrelevancy the foundation of inaccessible buildings and spaces was laid. Easy to install, but not ideal for users of any age or physical state today:

  • Small children are at comfort level with these dangerous outlets, so sticking fingers and metal objects in is tempting
  • Adults on hands and knees digging behind the couch to plug in anything, complain loudly about the inconvenience. Those with disabilities may be completely shut out.
  • Easy for workers, but perpetuated barriers for everyone else.

How do we end up with buildings that present barriers to many people, children included? Is it the definition of “people” that needs work? Is it the non-inclusive definition of “people” that causes buildings and spaces to be non-inclusive?

automatic ADA door opener

Automatic ADA door opener

Have you noticed how many people push the automatic ADA door opener buttons to have a heavy door effortlessly open for them? In most buildings I frequent, the majority of people push the button instead of struggling with heavy or germ-laden doors. This means apparently-able adults, whether or not they are carrying small children, pets, or packages, use the accessibility devise. In a number of cases, landlords and business owners have discovered that the automatic door mechanism, intended for low-volume, disabled-only use, breaks down or wears out from almost constant use. Does this mean we’re all ready for barrier-free access?

Accessibility is part of “Me & We” inclusion and vice versa. We can’t bring one into the twenty-first century without moving the other forward, too:

  • In that transformative process, there’s room for many trend-setting start-ups, applications, social media communities…. Can you see a starting point?
  • What’s next? Rename it? Brand it? Crowd source it?
  • Will the expansion of the Inclusive Accessibility Movement create the next disruption frontier?
  • Could this mark a new dividing line between the past and the truly-modern future?

Additional resources...

Disruption: Get Out of Your Own Way!

Disruption is out in the open.

No longer a shock or surprise, disruption is sought-after, copied, and cultivated.

Huge financial returns, wide-grasp power, and lucrative celebrity are key attractive outcomes that make disruption the hot leading edge of business. Since the value of disruption has been proven over and over again, it’s no longer a question of “if” but a clear vision of “when” that has the full attention of forward-thinking leaders.

At the same time, disrupted businesses face an end to their hard-won market share, financial gain, future profit, and perhaps the entire organization.

You know it’s coming whether you admit it or not. How are you preparing to get out of your own way, so you come out of industry or profession disruption and stay way out in front?

⇒ What have you discovered about your vulnerability to disruption?

  • Understanding the ways in which your industry or profession could be disrupted is vital for ventures from start-ups and wanna-be market invaders to those intent protecting their first-in or long-established market lead, or just holding on until owner retirement.
    Where are your vulnerable points?
  • Disruption can truncate or terminate careers, personal holdings, overall worth, and companies. Disruption anticipation must be required analysis for business owners, partners, professionals, and stakeholders on all levels.
    What could disruption cost you and your business?
  • When you see your principal role as maintaining status quo, you may be playing into the hands of disruptors. To fight off change, are you allocating funds and resources into areas which may weaken your market position or are you increasing vulnerability by leveraging assets?
    How can you realize the value built into your business when disruption looms?

>⇒ Example: Identify Disruption Potential

In the webcast “Technology in Homebuilding,” Hanley Wood & Meyers Research CEO, Jeff Meyers shared observations on the potential for disruption in the US homebuilding industry.

Listening to Meyers’ perspective on home building, I was struck by similarities with my observations of other industries and professions. How do the following key points apply to your world?

Home building and construction remain long on tradition and short on digital transformation, making these real estate sectors vulnerable to disruption:

♦ Vulnerability #1. The intention to disrupt is not proclaimed on social media, it just happens.

Anticipation is key.
Disruptors have already moved into real estate: from office disruptor WeWork and hotel/apartment disruptor Airbnb to mega-disruptor Amazon’s attack on retail and other sectors. Meyers related an example of how the disrupted may be the last to know. Greystar, a global leader in rental housing, was seemingly unaware of disruption by Airbnb until that company offered to partner with Greystar by explaining “we have over 5000 of your units in our system.”
What “back door” have you left wide open in your organization or client relationships?

♦ Vulnerability #2. Disruption of an industry requires “deep pockets” for experimentation and exploration to establish the most practical, lucrative disruptive pathway.

The attraction of historically solid returns is a key vulnerability.
Major disruptors like Amazon and Google have billions to experiment with in the home building and construction industries. By example, Meyers mentioned Amazon-backed Plant Prefab as a stepping stone which may lead the way to sustainable modular-prefab projects that challenge traditional development. This practical wedge into home building may be one way in, but there are many potential entry points.
What could “deep pockets” accomplish that you have not?

♦ Vulnerability #3. Combined digital advances and trend-setting technology can transform practices and systems.

Social-media- and technology-driven shifts in consumer behavior and expectations can leave first-in and leading companies far behind.
Disruption takes many forms, but technology enables increased speed and efficiency to open major avenues for change: faster production, faster delivery, faster customization, faster research and development…. Advances in the speed of construction through steel-framing companies like Prescient cut costs, improve affordability, and heighten investment returns, said Meyers.
What changes to “the way it’s always been done” would keep you out in front with your target markets?

Meyers explained his intent in talking disruption was to rally home builders to adopt digital transformation of their sales and marketing processes and particularly their buyer experience.

⇒ Clients and customers can become catalysts for disruption.
Read PJ Wade’s from-the-inside-out examination of how communication and the lack of it may reveal the potential for disruption to home buyers before home builders see the future: Home Builders: Do They “Get” Buyers? on PJ’s Decisions & Communities blog.

⇒ What are your weak spots, exposed flanks, or out-dated hack points?

Believing you’re invincible is one way to get through tough or uncertain times, but it may not be the practical or powerful strategy that current times demand.

Every single aspect of your business and career can not be equally strong and resilient. One weak spot or two or more combined flaws may exist and be underestimated as disruption points.

⇒ Do you understand where your greatest vulnerability lies?

How are you and status quo getting out of the way? How will you react constructively to disruption before it’s too late?

  • Keep your opinions to yourself. Listen more than you talk. You want to learn what you don’t understand about technology and how it is changing people’s lives and the way we do almost everything. Listen to academics, professionals, and experts, who have knowledge and inspiring experience to share.
  • Stop thinking you have time. You’re too late for this to be easy, but not too late to be successful. Technology is snowballing through industry after industry. Nothing is going back to the way it was. Even when online changes do not prove fruitful, there’s no going back. They’ll just be replaced with new online and digital solutions. One significant change is how many are turning to their target prospects, customers, and clients and to their data for ideas on how to make the transformation make sense and make money.
  • Digital transformation is no longer a choice, it’s a necessity.  What you don’t know or understand, many competitors and disruptors do. Concentrate on building your expertise in identifying exceptional experts and hiring them for the good of your company and clients. This is not about what you can do, but what you can put in place. Then, move out of the way of those you hired because they know more than you do.
  • Stop expecting accolades and pats on the back. Concentrate on earning trust by being the one who really knows how to lead by stepping aside and letting the experts you hand-picked self-lead. Retain leadership status by creating a powerfully-cohesive, forward-knowing team and organization and getting out of your own way to take your venture forward.

© 2019 PJ Wade, TheCatalyst.com. Includes excepts from “What’s Your Point?: Cut The Crap, Hit The Mark & Stick!” (print book publication: 2020)

Achievable Focus Essential to Success

Achievable focus takes the “almost” out of your push for success in any context.

Have you gotten so close to achieving an important goal—you can almost taste success—only to find success slips through your fingers?

Therefore, your targeted opportunity suddenly vanishes or a focused competitor swoops in and you’re out. The prospect stays a prospect; the deal does not become a deal; your projected income is zero.

You can want something—a new client account, a new job, a new business, or a second shot at anything—very badly or urgently, but your need alone may not be enough to achieve what you want.

Desire may get you close, but if your focus is even slightly off center or your concentration lapses, success may slip through your fingers.

The truly discouraging truth is that lose your focus and “your success” can slip right into a observant competitor’s hands.

To “focus” means to strategically direct and intensively concentrate your attention, activity, resources, and what is necessary for a goal—“your point.”

As an achievement strategist, key skills lie in achieving and applying what I call Achievable Focus for clients. To me, the distinction between “focus” and “achievable focus” is the difference between “almost successful” and “completely successful,” or almost making your point and making it with a memorable bang for target clients.

No magic or secrets here.

This is well within the skills of an experienced professional, like you.

Focus is not an achievement asset if you lack clarity.

Achievable focus will elude you…

#1. …if you are not completely clear what your point is to achieve your goal.

#2. …if you do not “cut the crap” that has been holding you back and will continue to do so until you let go of the past and commit to moving Onward & Upward, the only directions that really matter!

#3. …if you do not know “Who your WHO is?” so that you can concentrate your focus on the ideal target client for your business efforts.

#4. …if you do not commit to a success that includes having your WHO stick with you, not just open an email offer, download a click magnet, attend an event, or click on your marketing ploy.

Add the preceding four focus elements together and you have created powerful achievable focus. You know what you want to achieve, why, and for whom, so success is crystal clear and your achievement strategies and focus are equally clear.

Weakness or lack of focus with any one element makes success elusive. For instance, #2 Cut The Crap above includes:

  • Stop making excuses
  • Stop blaming others
  • Stop obsessing on why you haven’t been successful so far
  • Drop that and all unproductive baggage that is holding you back.

I’m not expecting you to do all the above immediately, collectively, consistently, and permanently. The first step is becoming aware of your ingrained bad habits and counter-productive patterns of behavior in the context of one goal. We all have room for improvement whether we realize if or not.

As an experienced professional, you can make a serious commitment to suspend your crap as part of shifting to achievable focus. This will focus everything on the main point that you’ve chosen as your top priority.

For instance, the path to achievable focus lies in answering these questions honestly—to yourself, no one else:

  • What are my favorite excuses for not making my best effort?
  • Who is holding me back from success?
  • What “failure reruns” do I dredge up to explain why it’s not my fault things did not work out?
  • What are the top three roadblocks to my success? For example, screen obsession, multitasking, or mental clutter

May I share an example that was directed to real estate and financial professionals? The intent was to help their clients achieve a common and compelling goal—one you may have, too. In helping their prospects make decisions about their goals, the professionals may achieve successful client relationships: Five “Grass Greener?” Challenges in Paradise [article to be posted soon]

Tip #1: Achievable Focus: If the above effort seems too much based on what you want to achieve, you’ve picked the wrong goal or point to start with. Fix that lack of focus first.

Achievable focus achieves success.

Source: “What’s Your Point?: Cut The Carp, Hit The Mark & Stick!” by PJ Wade. Print book coming soon.

© Copyright 2019  PJ Wade The Catalyst   All rights reserved.

Is Payment Not Privacy The Answer?

“There’s big money in your personal data—for others. Why not you? It’s your data, after all.

If you were paid for the use of the digital data you generate—that is, you shared directly in the benefits that draw corporations to this juicy financial frontier—would privacy be an issue?”

How would your clients or customers respond to this income-generating perspective on who benefits from the data they create through their social media interaction and digital transactions?

If your business or practice stresses a strong client-centric mission—like “our clients come first”—is it ethical to use client data to earn profit without respecting clients’ role in its creation and sharing a “piece of the action” with them? Their share could be income or reduction of service fees, interest rates, or other valued service factors.

Sharing All But Profit

The “everyone else does it” argument for cutting data-creating clients out of sharing data-based profits may be wearing thin for these client users, especially as they bear the brunt of data-related risk:

  • Facebook (FB) has granted access or shared FB users’ data with Amazon, Netflicks, and others, but what did FB users get out of this business exchange? FB users were not asked for their permission to allow FB to earn money or engage in business relationships like these with corporations and who knows who else. When social media corporations like FB insist they “do not sell but share” user data, this still means they make money, but consumers do not and consumers may have their privacy jeopardized in the process.
  • The “free” online features and services that initially dazzled users have become compromised and degraded by practices centered on corporate goals and profit, not value for data-generating users.
  • Efforts to manipulate users to spend more time on social media platforms are directed at increasing value to advertisers and at generating revenue, not at client goals. For instance, when user viewing drops, FB sends out intrusive updates designed to entice engagement.
  • Privacy breaches and identity theft are becoming the norm. Will the ease of online shopping and communicating become overshadowed by data vulnerability, hacker devastation, and lack of compensation for data violation?
  • The big data bite comes from Artificial Intelligence (AI), which uses massive data banks of user information and digital activity to generate savings, efficiencies, revenue opportunities, share price increases, clout increases, and service provision for corporate benefit. Haven’t users earned a piece of the action?
  • Technology makes creating and tracking micro-transactions very doable. The degree of detail possible to collect and categorize data could make tracking each transaction in a shared-benefits arrangement straightforward. That’s blockchain. This means that attributing a reasonable percentage to the user who created the date is practical. Repeat use of the data would create a stream of income for users. Will sharing become the new brand loyalty strategy?

For Clarity: Don’t confuse this suggestion of payment with loyalty-reward-point programs which concentrate on gaining repeat business for the corporation—a grocery store, credit card, airline…. Consumers often pay higher prices and are limited to specific spending patterns to gain benefits—not dollar-for-dollar by a long stretch. This involves consumers spending and then jumping through hoops to receive benefits with earned-reward points they must keep track of to manage expiry dates.

New Client-Retention Frontier

Online users realize that the continuous treasure trove of data arises from every digital thing we do each day, each hour. It’s making corporations richer and more powerful. Online users are only now understanding that all their data adds up to big money for others, not for them. Corporate spokespeople—from FB’s Zuckerberg on down—talk about the importance of user privacy, but do not give privacy or respect for users priority over profiting from users’ personal data—considered the juicy corporate profit-center.

Privacy laws are emerging, but they offer too little advance protection for users. Penalties may be as ineffective as license-to-pollute fines levied against environmental violators. The 2018 EU General Data Protection Regulation (GDPR) [ https://eugdpr.org/ ], California’s 2020 privacy law, and emerging regulations are one approach to protecting privacy, but most, if not all,  protection provided occurs after the fact: after sharing, breach, misuse….

Missed Opportunity?

Do your clients or customers understand exactly where you and your organization stand regarding respect of client privacy and full disclosure of benefits gained from using their data, perhaps without preserving privacy?

Is this a new client-retention frontier for earning valuable client trust?

Navigating a World in Disruption

“Disruption” remains the current “hot” word—replacing “sustainable” and “innovative”—to underscore the latest “new thinking.”

Rarely is disruption defined to reveal long-term social benefits and pervasive problems attached to the 21st Century applications that the “new” concept involves.

The context for disruption varies, but unforeseen complexities and unexpected outcomes remain among the greatest challenges in each sector, industry, organization, or walk of life facing disruptive, long-term effects of the hot new approach to anything.

Where do you see yourself with respect to disruption in your profession, industry, or clients’?

You’ve noticed the obvious pattern:

  • Disruptor: Those who benefit, see disruption as a positive, modern force. Those involved in creating it, pat themselves on the back.
  • Disrupted: Those who are in the direct path of disruption lose—their earning power, way of life, standard of living, status, sense of self-worth…—so they do not celebrate disruption. They are busy attempting to replace what they’ve lost and rebuild lives.
  • Distracted by disruption: Those who do not feel they participated in creation of the disruption or were not in the path of its direct negative effects may be unaware of or have overlook challenges or benefits for them or their clients because they consider all of this to be happening to someone else.

Do you investigate disruptions that, at first glance, do not seem connected to your business or clients, but that at very least may create distractions relevant to your world?

Recently, I was invited to attend “Navigating a World in Disruption,” the 12th edition of the International Economic Forum of the Americas’ (IEFA) Toronto Global Forum. This lively, open exchange of ideas and experience brought together more than 3500 delegates and 170 speakers representing more than 65 countries—a mix of disruptors, disrupted, and those distracted by disruption.

FYI: Terrific Places to Think: The four annual IEFA Forums are by design and reputation, places that connect attendees with world leaders and with each other. IEFA declares its mission: “to facilitate agreements, offer business opportunities and provide access to unique insights from leading specialists.”

Navigating a World in Disruption

The three-day Global Forum provided opportunities for business leaders, decisions makers, government representatives, and heads of state to discuss how organizations and economies can thrive amidst intense, seemingly-escalating economic, social, and environmental transformation. Speakers across the broad topic range acknowledged that political upheaval, reactive populism, and protectionism provide charged, distracting climates for businesses. This is a challenge as they are already coping, locally and internationally, with the growing list of disruptive technology: digital transformation, cyber risk, artificial intelligence, fintech, blockchain…and the list continues.

Listening to speakers and attendees revealed practical insights for professional practices, independent business, and entrepreneurial ventures intent on successfully “Navigating a World in Disruption.” My research on disruption definitions confirmed the importance of context.

Reducing external and internal distraction is crucial for individuals and organizations intent on building momentum to take advantage of disruption or avoiding negative effects. Here’s three practical examples:

  1. Cyber-Security:
    Instead of becoming easier, maintaining cyber-security has become more challenging. Often it is the seemingly-simple issues that are most distracting. For instance, weak-password-creation habits persist. Using the same password for multiple accounts is a reality that hackers have trained their efforts on. Do your passwords and those of your employees hold up to scrutiny? These same welcomed users may inadvertently compromise security by clicking on a hacked link or visiting a malware-infested website. When employees leave, how much of your organization’s cyber knowledge leaves with or because of them?
  2. Talent Searches:
    The hiring search for specific IT skills and experience has proven less valuable than unearthing genuine desire and innate ability to learn and share. IT can be learned, but emotional intelligence (EQ) is the socially-valued talent that should be a crucial target during hiring. EQ is an important contributor on many levels from cyber-security to anti- and pro-disruption innovation, among other productivity issues.
  3. Collaboration:
    This word has become a conveniently-evasive catchall that is often used to demonstrate inclusive thinking when little may have taken place. Rarely explained or defined, collaboration frequently remains underestimated and undervalued. Collaboration does not involve only the willingness to cooperate or share, or at least talk about it. Collaboration must include communication skills like active listening, negotiation, and persuasive engagement. For individuals and groups who did not receive communication training in the 20th Century or who concentrated on 21st-Century social media, the conscious use of communication skills like these may not be automatic. The other meaning of the word—collaborating with the enemy—may also detract from its potential. The wish or intent to collaborate may not be enough to create practical, functional exchanges and commitment. Those with the knowledge and experience to facilitate collaboration may have the advantage in navigating the world of disruption.

What are your definitions of “disruption” and “collaboration”?
How prepared are you and your clients for disruption in your industry or their worlds?