Tag: brainstorming

Relax! Let Time Decide Your Success

We often rely on external encouragement, rewards, appraisals, feedback to know how we are doing. But what if we just let time give us the answer? Read on.

Savi had always been a powerhouse of ideas. And ideas which she would implement with great gusto. She had an idea to open her own business and she had been successful with it. Within five years of opening up her ceramic’s dealership, she had procured prestigious client companies. But now she seemed she had hit a roadblock. She was wondering what the next move should be to make the company innovate better. Daily, she would brainstorm with her team, network with clients trying to understand their needs. Daily she would get a couple of new ideas to implement but she would feel like the ideas weren’t good enough.

Ruturaj had started a new job at a company. It wasn’t a new career for him but it was a new company culture he was dealing with. He was good at his job, but he felt he wasn’t doing enough. He showed up to work, gave his best, observed, asked, learnt what was to be learnt, integrated that learning, and repeated this productive cycle. The problem was that he wasn’t able to see this cycle as productive.  He felt his efforts were not enough.

What was going on here, in both these cases?

Some might say there was no immediate feedback available to Savi and Ruturaj. That is partly true. Some instant feedback- a quick review from her clients or other sources about whether Savi’s ideas were worth implementing or not, or a quick word from Ruturaj’s boss whether he was doing well or not may have helped.

But the problem is that sometimes it takes a while to get that feedback. Even if Savi’s clients found her ideas to be worthwhile, whether they were actually worthwhile will be known only over the months and years of implementing them. Even if Ruturaj’s boss appreciated his hard work and gave him a good appraisal, whether Ruturaj proves to be a good hire for the company will be known only over the months and years, with how Ruturaj handles new projects, manages crises and grows professionally.

Success and growth, especially professional, at times can only be gauged truly over a long period of time. Appraisals, reviews, awards, or even an instant appreciation are there, but ultimately it is time that decides what has worked or not worked.   

Success and growth, also requires you to have an optimum level of confidence, where you trust yourself enough to do your best, and yet remain open to course-corrections others might suggest. On the flipside, excessive self-criticism, to the extent that it stops you from trusting your own skills and competence is also not a good path to take. Like how in Savi’s case, she finds something always lacking in her ideas, or for Ruturaj who just doesn’t see how well he is settling in.

So, what can Savi and Ruturaj do?

Stop working, stop caring about reviews and feedback? Of course not.

Should they stress and work even more, feel all overwhelmed that there’s no way for them to know how they are doing? No. 

Well, the answer is neither this nor that, but ironically both! Savi and Ruturaj should continue to give their best. They should continue to learn, brainstorm, to ask, to work hard. What they don’t need to do is worry too much about how they are doing, especially if there’s no way for them to know after a certain point. What they need to do is just show up consistently, do the work that needs to be done in the best way they can. How they fare ultimately will be decided by time. As the Bhagvad Gita says, keep doing your karma and dharma (your work and your duty), without worrying about the fruit. We will see the fruits of our efforts only when the time is right, and that is in no one’s hands. And that is the relief all of us should feel.  

Too Obvious…Obviously !

There are articles all over the internet telling us all about out-of-the-box thinking. We are encouraged to brainstorm innovative and ground-breaking solutions; we are encouraged to think differently. We are told to move beyond the obvious and find ways to come up with fresh insights.

But somewhere, we forget about the surprising power of stating the obvious.

Stating what is seemingly obvious. To us.

The Deceptively Simple:

Let us delve further into this. What is it about brainstorming that makes us hold back on our ideas? Often, we underestimate the value of seemingly simple solutions. Additionally, we just assume everyone thinks the same way as we do.

An article by Teresa Colon on Medium tells us about some seemingly obvious solutions which no one voiced. The writer goes on,

‘One good example is the time my company was assembling a customer summit. We had channel partners who wanted to attend (for those unfamiliar, those are essentially resellers) and we were nervous about getting enough customers to sign up. It was critical for the defined success of the summit that it was customer-heavy and -focused.

What’s the obvious answer here?

Obviously, it seemed to me, the partner who has the most customers in attendance gets to go. It incents the partners to encourage their customers to sign up and gives them a stake in the success of the event. It seemed so obvious to me that I didn’t bother even speaking it aloud. I assumed that someone else was already working on that angle.

It wasn’t until thirty minutes into the conversation, when we were still brainstorming ideas for signing up customers, that I verbalized what I thought was obvious.

I got blank stares all around before the “ahas” showed up on their faces. Apparently, what was obvious to me wasn’t obvious to them.’

Or maybe, it was obvious to everyone but no one thought it was an insight valuable enough, innovative enough, ground-breaking enough to be spoken out loud. Everyone might have been wondering about the sheer simplicity of the idea, the sheer obviousness of it. And who wants to hear the obvious, they all must have wondered.

Turns out, that obvious, deceptively simple insight was what pushed the discussion forward.

The Ridiculousness of the Obvious:

As mentioned earlier, in a culture that stresses the need to innovate and break rules all the time, the obvious sounding solutions actually become the need of the hour. Some ideas seem so obvious that no one thinks worth voicing them, and as a result, the one who does voice them becomes an innovator! It is almost a comical situation where one takes a detour because they think the main road would be jampacked, only to realise everyone thought the main road would be jampacked and thus everyone ended up taking the detour, creating a traffic-jam there. The one who took the main road found no traffic.  

Moreover, most of us are stressed out, and often overburdened and it might take a nudge for us to see the obvious.

Organisational Psychologist Adam Grant gives us more nuances to think about in an article:

‘A few years ago, the people analytics experts at Google stunned me with one of their recommendations to managers. They had been studying how to onboard new hires effectively. After running surveys and experiments, they came back with a list of tips. Here’s the one that jumped out at me:

Meet your new hires on their first day.

People analytics has transformed HR and talent management into a data-driven field. Since Google was a pioneer in the field, I was expecting an aha moment. Instead, I got a duh-ha moment — a sudden flash of the blindingly obvious.’

Grant goes on to wonder how as an Organisational Psychologist his work has been to present ‘the counterintuitive’, ‘the unexpected’, ‘the overlooked’. But then he goes on to say how,

‘…Google’s analytics team had done the exact opposite of all that: They had confirmed the most banal of my expectations. I felt like I was hearing from Pelé that the key to becoming a great soccer player is wearing shoes. Who needs to be told to meet their new hires on their first day? What kind of manager wouldn’t do that?

A busy one, it turns out.

A manager who is so preoccupied with their work and burdened with so much responsibility that a simple idea like this just doesn’t register or strike. We are a busy species and sometimes, we forget the value of simple actions. It takes a sudden realisation to see how simple and uncomplicated a situation can be.

The sudden realisation of the value in taking the main road when everyone is busy taking the detour.

The value of obvious ideas is thus often overlooked because of the widespread culture of pushing innovation a bit too much. We often underestimate our own ideas and thinking, assuming it might be obvious to everyone, only to realise much later that not everyone thinks the same way as we do. Effortless, obvious, simple solutions are what’s needed amidst a culture that can become monotonous, tiring and one that stretches us in all directions with countless commitments.