How workshops helped to accelerate a culture of innovation at Emerald Publishing

As the first head of innovation at Emerald Publishing, Bec Evans had the opportunity to shape the role to suit her and the business. What she thought would be a very product-focused role, turned out to be something completely different – about changing the culture. And workshops played a big part in discovering that.

Emerald Publishing is a global academic publisher that specialises in business and management. Although it had a very traditional business model, it became interested in bringing new techniques such as lean and agile and encouraging an intrapreneurial mindset within the company.

Emerald offered Bec Evans, who had her own startup on the side, the new head of innovation role, which she had the opportunity to shape herself. Coming from a part-time position in the product development and innovation department, Bec started off by making a call for ideas from across the company. However, she soon realised that this was the wrong approach:  

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10 tips for effective workshops

The ability to run great workshops is becoming an essential skill for anyone that works in creativity and innovation. The difference between an effective workshop and an unsuccessful one has a major impact on the success of an overall project — the quality of ideas generated, an engaged team, and even whether participants felt they had the opportunity to contribute.

Workshop facilitation is not a secret art. It’s a skill that anyone can learn to do. The key is to think of workshops as a three-stage process, each with equal importance. It’s easy to place emphasis on the actual event, but that’s only the middle piece. The day of the workshop should be seen as a means to an end, not the end itself.

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How to improve your team culture with workshops

The insights and breakthroughs that participants experience in a great workshop can have a big influence on the way they think about teamwork. An effective workshop demonstrates what can be achieved with focused and purposeful collaboration in a short space of time.

As Jake Knapp from Google Ventures said in “Sprint”, the book that outlines their 5-day workshop for building and testing new ideas:

“After your first sprint, you might notice a shift in the way your team works… you’ll build confidence in one another’s expertise and in your collective ability to make progress towards ambitious goals”

There are few principles you can adopt to make sure that workshops have an positive impact on your team culture:

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Reasons to run a “Big Picture Thinking” workshop with your team

What did you set out to achieve last year and how did it go? What did you learn about your work? How can you use that knowledge to plan for the year ahead? What trends and opportunities did you pick up on that might shape the work that you do?

These are all useful questions to ask yourself at this time of year, to set intentions for the months ahead. Allocating time to step away from your tactical day-to-day work and think about the long-term is a great way to regain some focus.

This is a useful exercise to do individually, but there’s also huge value in doing this with your team. I call this a “Big Picture Thinking” workshop?—?a collaborative session involving a series of activities and discussions to help you to look at the overall direction you’re heading in (there’s a link to a template at the end of this post). It’s an opportunity for busy teams to step away from their to-do lists and stretch their strategic thinking muscles.

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Into 2017: five teamwork and collaboration takeaways from 2016

These are some of the key themes and ideas that have continued to emerge for me this year, around the topics of teamwork and collaboration:

1. Teamwork is changing

Collaboration is nothing new, but the way we’re thinking about teams is changing. Faster-moving industries and more complex challenges means the future of work will be organised around fluid teams. For the most forward-thinking companies, this is already impacting their entire organisational structure. Airbnb has elastic teams, Spotify emphasises autonomy, and Basecamp works in six-weekly cycles. Stripe even experimented with hiring whole teams earlier this year.

Takeaway: the nature of work is continuing to change as flexible, agile teams become increasingly common. This requires a new set of skills for leading, and working as part of, them effectively.

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26 different ways to meet with your team

The word ‘meeting’ likely conjures up an uninspiring image for you – talking through an agenda (if there is one) point-by-point, some people dominating, others zoning out. The typical format is so easy, it’s almost automatic, without really thinking whether it’s what we really need to make progress. We’re getting of tired meetings. We have too many of them, and when they’re not run well, they’re unproductive with no real outcomes.

But teams still need to get together to have discussions – whether virtually or physically. So when you do meet, how can you make sure it’s meaningful?

An effective meeting starts before the calendar invites are sent out and the agenda is written. It starts with asking two questions: 1) why are we meeting? 2) what’s the best format for it?

The team at Nordnet Design Studio have taken a proactive approach to clearly defining the types of meetings they have, and have built these into a rhythm. Inspired by this, here is a list of 26 different ways to meet. There’s something in here whether you need to communicate updates, generate ideas, have high-level strategy discussions or even just get to know each other better.

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Designing better teamwork

Research has shown time and time again that how teams work together has more of an impact on its performance than who is on the team. A clear way to increase chances of your team’s success is to explore the habits, routines and rituals that will enable you to do better work together.

This is what I covered in a 25min talk – Designing your way to better team collaboration (video) – at Mind The Product this year. I featured practical examples of teams that had created methods and processes that made a big difference to their work.

These are the areas and some examples that I shared: Continue reading Designing better teamwork

How to strike the balance between deep work and collaboration

What does your typical work day look like? For many of us, it will be punctuated by meetings, emails, chats with co-workers, notifications from collaboration tools, and if we’re really honest, browsing the web and getting sucked into social media. Our days are often spent switching quickly between the items on our to-do list.

But when was the last time you were able to carve out a good chunk of time from your work day to really concentrate and focus on a task? That might feel like a distant luxury.

Enter “deep work”

What happens in these long, uninterrupted stretches of time is what Cal Newport calls ‘deep work’ – “Professional activities performed in a state of distraction-free concentration that push your cognitive capabilities to their limit”. In his book of the same name, Newport argues that our tech-driven culture is making insane demands on our attention, and also reducing our ability to focus. But for those that are able to engage in frequent deep work, it’s hugely advantageous for developing expertise, increasing productivity and advancing professionally. Continue reading How to strike the balance between deep work and collaboration

5 tips for facilitating your next workshop [video]

Sometimes the smallest actions can make a big difference.

In this video, I share five tips to help you facilitate your next workshop, that I’ve picked up through trial and error in the many workshops that I’ve run.

They will help you to ease your participants into a collaborative mindset, encourage ideas from everyone and get your workshop back on track. Continue reading 5 tips for facilitating your next workshop

Motivate and re-focus your team with this 2-hour workshop

How often does your team get a chance to look at the bigger picture together? It’s likely that you’re often all so busy delivering work, meeting deadlines and handling customer needs, it’s a challenge to find the time to step back and take a look at the overall direction you’re going.

A strategic discussion with your team can be valuable in many ways, providing the time and space to learn from each other, share ideas, and reconnect with your team’s purpose – a great way to improve motivation.

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