The opportunity to redevelop the real estate industry such that it contributes to the solutions the world is seeking, instead of continuing to pile on to the multitude of challenges, is huge. Such challenges include the energy crisis, climate change, natural resource preservation, population growth, urban sprawl with ineffective infrastructure, and a lack of sustainable growth practices. Those with the courage to see these opportunities and act upon them quickly will realize tremendous competitive and economic advantages.

Indulge me for a moment as I try to integrate the big picture of how the real estate industry can play a significant role in addressing the challenges we face as global citizens. Then, I’ll offer some details and specifics that outline a new approach to real estate.

Tom Friedman says in his book Hot, Flat, and Crowded, “We Americans are in no position to lecture anyone. But we are in a position to know better. We are in a position to set a different example of growth. We are in a position to use our resources and know-how to invent the renewable, clean power sources and energy efficiency systems that can make growth greener. If we, as Americans, do not redefine what an American middle-class lifestyle is – and invent the tools and spread the know-how that enables another two or three billion people to enjoy it in a more sustainable fashion – we will need to colonize three more planets.”

Real estate investors and developers play a huge role in how communities and cities are constructed, how buildings utilize energy, and what infrastructure and transportation is necessary to connect where we live to where we work, shop, and play. Without drastic changes in how we construct and live in our communities, what’s left of America’s competitive advantage in real estate will continue to fade. Others will take the lead in creating the technology and investment and development models that allow populations and standards of living to grow in sustainable ways that are also grounded in the pursuit of happiness and wellbeing for oneself and the rest of the world.

The global economic crisis should represent the perfect opportunity and context in which to effect meaningful change, unfortunately little is different today than it was 5 years ago in an industry that has endured massive losses over the last 2 years. The only changes fund managers (who ultimately control where and how capital is deployed) appear to be making are to appease their investor base with executive musical chairs, token fee reductions, and maybe a claw-back clause. Their plan is to ultimately convince investors that the world will soon get back to normal. Some fund managers are even sitting out a round or two of fundraising in order to avoid setting a precedent of unfavorable terms with their investors. These kind of non-structural changes or avoidance strategies will, unfortunately, not bring a new mindset, new strategies, creative partnerships, and the innovative models that are needed in the dynamic and interdependent world in which we all now reside. The pace of global change is so great, that the concept of “normal” may eventually become obsolete.

Investors, on the other hand, realize they have been paying too much to fund managers who, quite frankly, have lost their edge, allowing their value proposition to shrink to an almost unrecognizable point because such a large portion of profits have been driven by extremely favorable financing terms. Because investors rely on the income from their investments to fund whatever it is that they do (pensions, universities, etc.), they need to make commitments and keep the economic wheel turning. And, with so few new choices, many institutional investors are forced to give in to what fund managers are offering.

Large institutional investors have more power today than they realize, and with the right leadership they could help re-shape the industry for the better. Relying heavily on a previous track record as an indicator of likely success, in a future that will undoubtedly look quite different than the past, may not be the best strategy. A better bet may be fund managers that are more adaptable to change, that are more willing to present structures which focus on creating long-term value, and have a desire to begin working toward sustainable and energy efficient strategies of investing and development. When assets are viewed in terms of creating economic, social, and ecological value, growth is more balanced and sustainable and less susceptible to large swings in the financial and capital markets.

Suburban sprawl with carbon copy retail centers, minimally constructed housing developments, and energy-gorging apartment complexes are all simply unsustainable and will not work for the future. They are also poor examples to set for emerging markets that have to figure out how to support a net increase of 3 billion people over the next 40 years and typically look to America for answers.

The real estate industry will have to evolve because we are rapidly approaching the tipping point where it is economically advantageous to create and embrace new types of value. The real question is who will be the first group to realize just how incredible this opportunity is for those with the courage to change. Detailed below are two areas in which I believe the real estate industry can make great strides and become the leader the world needs in building more efficient communities that promote healthier lifestyles and sustainable living.

First, we must start with an investment model that is focused on creating value instead of creating fees. The days of creating a majority of profits from financing arbitrage while collecting huge fees and adding very little value are over (or at least they should be over). Those who can design integrated investment models that eliminate the double promote and have a viable long-term strategy that includes some elements of sustainability will have a tremendous competitive advantage.

Second, we must build asset management strategies that not only address the needs of capital but also begin to address the energy and climate conundrum we are all facing, offer end-users options that help solve their daily problems, and are congruent with the direction local municipalities and communities are headed. Typical asset management models are based on a pyramid structure driven by a chain of command. An integrated asset management model, as depicted below, puts the asset at center stage and focuses on adding value by integrating end user needs, investor needs, social needs, and environmental needs into one cohesive strategy.

An integrated asset management model is all about adding value. For example a C class apartment complex that provides residents with free parenting classes, free money management classes, and partners with a local non-profit that provides a mobile medical clinic to families that cannot afford healthcare, will enjoy the highest occupancy rate in its market. Alternatively, a high end retail center whose tenants all relate to health and fitness, sponsors weekend community races and farmer’s markets, will be able to charge a premium, because tenants will insist on being where the action is. Or how about an office complex that caters to “green” businesses that are happy to pay a premium because the building is carbon neutral and net positive on energy. These are just a few examples of a multitude of creative strategies available in an integrated model that views value through a multiple lenses.

I am often asked to review and blog about new business books coming to market, and only rarely do I oblige.  When Tony asked me to review his new book, I said yes immediately. His ideas around managing energy as opposed to time resonated with me years ago after reading, The Power of Full Engagement and plays a big role in my own consulting practice. The energy management concept, if explored to its full potential, can do more to transform an organization than any other single component.

The great thing about Tony’s new book is that it is full of sound research that reinforces what Tony is teaching and helps us to really understand why we do the things we do, even when they are counter productive to our goals.  More importantly, he provides practical advise on how to begin the process of change that will work for anyone in any stage of their career, or any organization at any level of health.

Not only will you find great information to help you become a better employee, leader, or manager, but you will also find that this book will help you become the person, spouse, parent, child, and sibling that your heart desires.

If any of the following statements resonate with you, then you should RUN, not walk, to the nearest bookstore and get a copy of The Way We’re Working Isn’t Working.

• I always feel like I am behind in my work and will never catch up
• I want my team to be more productive
• I desperately want to find balance between my work life and home life
• I want my team to be more accountable and responsible
• I struggle with the daily distractions of email, phone calls, and endless request for my time and can’t get any of my own work done
• My company does a poor job of retaining employees

What I personally love the most about The Way We’re Working Isn’t Working is how it very easily connects to my own work around helping organization find competitive advantages that work in the 21^st Century.  Tony reminds us that, “In a fiercely competitive and rapidly changing marketplace, creative and big picture thinking, curiosity, and openness to learning and empathy are a largely untapped source of potential competitive advantage.”  Going from more, bigger, faster to richer, deeper, slower seems counter intuitive to most, but is in fact the best way to distinguish your company from its competitors.

I have asked Tony to give us his thoughts on a few more in-depth questions on this angle around competitive advantage.

1)   Why do you think it is so hard for organizations to fully grasp that strengthening their connection with and investing in the well being of their employees can be a tremendous competitive advantage?

There’s an instinctive tendency in all of us to default to the easiest solutions. It’s easier to demand more of people than it is to consciously invest in them. It’s also part of the short-term preoccupation that characterizes so many organizations.  If you view people as expendable and interchangeable, you don’t worry about investing in them because you believe they’re all replaceable.  Leaders with a more  long-term view recognize that when you invest in people they become more valuable over time.

We make that investment in ourselves in the years we spend in school. But many organization are too concerned with the next quarter’s revenues to think about investing in the future. But the best organizations do just that. Companies such as Apple and Google offer more to their employees than most other companies – not just in perks like the free meals Google provides or the fitness facilities Apple has, but also mentally, in terms of the environments of learning and growth they actively nurture; and spiritually, by giving employees the sense that they’re doing something that truly adds value to the world. It shouldn’t be a surprise, in turn, that these sorts of companies attract better employees and have great results.

2)   In your work with a vast array of companies, do you see more of a correlation to the age of a company and the age of its executive team and their likelihood to fully embrace energy management in their culture, or is it more highly correlated to specific industries?

There’s no question that a certain kind of company is more readily drawn to our work.  They tend to be more progressive, forward thinking and innovative than average.  We’ve had our greatest successes with technology companies and with creative companies, but interestingly, we’ve also had significant success with more traditional financial institutions.  I think that may be because the folks drawn to the world of finance are often fiercely competitive, and we’re offering a science-based way for them to improve personal performance.

Ultimately, though, we’ve been able to work in almost every kind of organization, because in the end it’s usually one or two senior leaders who make the decision about whether to bring us in.  The trick, we’ve learned, is to introduce them to our work first at a personal level.  When they see its impact in their own lives, they become evangelists for the practices we’re teaching, and the new way of working we’re advocating.

3)   What is the one piece of information that you provide to clients that seems to resonate with them the most when it is difficult for them to see how proactively managing the 4 types of energy can have a profound impact on personal satisfaction and corporate success?

In an era of overwhelming demand, what resonates first is the science-based case we make for the fact that human beings aren’t meant to operate continuously for long hours. We all know, intuitively, that the way we’re working isn’t working, and that it’s actually depleting us.   It’s thrilling for people to understand that intermittent renewal actually drives higher and more sustainable performance.  Our work gives people permission to work in ways that serve them better – and make them feel better.  And that ultimately serves their organizations better.

There have been a couple of news spots recently on healthcare providers starting to do things differently and experiencing huge success.  In one doctor’s office in Seattle, patient emails are answered daily by a physician, and appointments last twice a long as the average doctor’s visit.  The result is a much higher level of connection between patient and doctor and a much greater chance that “health-care” is being provided as opposed to “disease management” services.  The other story I saw involved a hospital here in Dallas that last year experienced the death of a patient while he waited in the ER for hours.  They completely revamped their ER process creating a number of different pods or mini ERs that take in multiple patients at one time so they can keep a closer eye on everyone.  Again, huge success in dropping their wait times and even more impressive, a dramatic drop in the percentage of patients that left before they were seen by a professional care giver.

In my opinion, the US healthcare industry needs a new business model far more than it needs new legislation.  We seem to be in this mode in America where we think that the best solution to all problems begins with massive new legislation.  Sometimes a tweak here and there can be very helpful, but solving all problems with more rules just runs counter to everything I’ve experienced on how to create change and lasting success.

At its most basic level, it is relatively easy to see that the healthcare system in our country is a bit backward.  We pay physicians when patients have something wrong with them as opposed to when they remain healthy.  To get paid for anything, the physician must start with a diagnosis and a diagnosis code.  Any time or energy a physician spends on prevention or educating patients on how to stay healthier longer is a bottom line deduction from their profits.  It is a simple case of rewarding the wrong behaviors.  There are no fingers to be pointed or people to blame, it’s simply a model that is ineffective at creating what is needed, which is healthier and happier people at a lower cost.  Perhaps 100 years ago, when there was far less knowledge about and focus on prevention, the currently model was relatively effective.  Healthcare is no different than so many other industries (like energy, automobile, finance, and telecommunications to name only a few) that need to change with the times in order to remain effective.  What is sneaking up on most of us is that the rate of change has skyrocketed and is now at a pace that is uncomfortable to most industries and businesses.  There is hope though; we just have to be willing to change the way with think about things and be willing to do it in dramatic ways.

During the thrust of the healthcare debate, I only saw one article that touched on the real issues.  The article discussed how organizations such as The Mayo Clinic and the Cleveland Clinic appear to run at a much lower cost structure and simultaneously have reputations for the best service available in the industry.  The article attributed this in large part to the fact that doctors from different disciplines collaborated very effectively on all kinds of cases on a daily basis, which tends to cut out tests and procedures that ultimately end up being unnecessary.  Unfortunately, most of the healthcare industry is built on an “every doc for himself” model that actually dissuades doctors from taking the time to collaborate as much as they would probably like to.  It is much easier to collaborate when people are co-located and when the concept is built into the care model.

Because the “every doc for himself” model is so pervasive, it has been difficult for the industry to take advantage of technology to the extent that it could, which would ultimately benefit the patients and reduce costs.  For example, if a doctor sees a new patient and diagnosis him/her with diabetes, there schedule probably only allows for them to spend 15 or 20 minutes explaining everything.  The patient is in such a state of shock they likely are only taking in a portion of the information that is radically changing their life.  What if you could also send the patient home with a computer login that accesses their own health web page customized to their personal care needs?  It could contain a longer video, of their very own doctor, explaining everything again that they could watch as many times as they wanted and could share with family members who might be participating in their long-term care.  A private chat board could be available that is manned by an RN or Physician’s Assistant answering questions in real time.  The possibilities are endless in this area.  How many relapses could be avoided if patients watched daily videos that indicate how things should be progressing after surgery discharge or an outpatient procedure.

The point is, we need to start thinking in terms of radical changes, and honestly considering if the business model is working toward our goals or working away from them.  Imagine a time when doctors get paid for keeping people healthy.  Imagine if your healthcare facility was a place where you could workout, ask a quick question, learn about nutrition, pick up some new recipes, and get motivated to live a healthier life?  The reality is the current business model is stifling progress, innovation, and advancement in how we think about and deliver healthcare.  Our healthcare system has been narrowed down to a transaction system.  It feels like progress is being made because there have been great advancements in understanding diseases and innovating new treatments, however, very little has been done around the delivery of healthcare.  We have State of the art medical knowledge delivered, in many cases, through an outdated and archaic system.  If you are looking for ways to cut costs and increase the quality of service, this is where the opportunities lie.  Unfortunately, until we correct the structure of the system, those efficiencies will likely continue to lie dormant.

In the business world we call this a classic case of structure taking over the strategy.  You always want your strategy to dictate the best structure, not the other way around.  Unlike a single business transaction or a single company, where you change the structure relatively easily, this is an entire industry in one of the world’s largest countries.  It is likely impossible for a single healthcare provider, a single hospital, or even a single hospital system to make a change to the structure on their own.  Maybe it will require a grass roots movement that strives for a total do-over in the way our healthcare system works.  Once the structure is changed to create the alignments and incentives necessary to meet the goals then, and only then, will we see meaningful change.

As much as I dislike the behaviors that the medical insurance industry sometimes displays, it is a complete waste of time to try and fight them.  Everyone has responsibility for things getting to the point that they have, and these bad behaviors are just another symptom of a system that is governed by an outdated and ineffective model.  The insurance companies will have to be a part of the solution.  Insurance is a numbers game.  When the youngest and healthiest people opt-out because the cost is too high it simply continues a vicious cycle where the insurance companies feel they have to remove the other end of the spectrum as well in order to balance out their risk.  I am actually a fan of having a minimum insurance requirement with the government picking up the tab if someone can’t afford it.  We have this requirement in the auto industry and I believe it is one of the reasons that auto insurance seems to work so well.

If you look at healthcare as an entire business system and start to dissect its “operating statement” you quickly realize that revenues are generated by one party (insurance companies) and expenses are created by another (providers), though for the providers those expenses are viewed as revenue.  The profits from the system are shared but not anywhere near equal to the value that each party contributes or in a way that promotes the desired outcomes.  The real value that an insurance company provides is an administrative function, yet in many cases, they take an outsized portion of the profits from a value perspective and often have the most control.  The insurance companies will say they also take on the risk, but I would argue that it is the purchasers of insurance that take the risk.  When profits start to go down the insurance companies simply start denying claims, dropping high-risk people, and jacking up rates for everyone else.  They have become experts at deriving ways of mitigating their risks by passing them on to their customers, and we have let them get away with it for so long that it is now seen as standard practice.  In fairness, nothing has been done to ensure that the young and healthy remain part of the pool, which I believe could solve a lot of the insurance issues.  This would be one of those areas where some legislative changes could be good.

The real question is not, could we come up with creative and inventive ideas to cut costs and increase quality, but do we have the courage to make the necessary changes to the underlying structure?  Do we have the courage to design a model that provides the incentives to promote the investments necessary to increase service quality and bring down costs?  I hope the answer is YES.  I believe the answer is YES.  We can have all the intelligence and innovation imaginable, but without the courage to make system wide structural changes we will likely only create an updated and over compromised version of what we already have, spend a lot of money getting there, and leave an even more complex mess for our children and grandchildren to clean-up.

We must find the courage to critically examine the current system and understand how the alignments and incentives are simply miss-directed to accomplish the goals of the medical community and our society.

We must find the courage to recognize that the failures are not born of malice from any party, but are born of a system that is simply out-dated and broken.

We must find the courage to work together and commit to create the world’s finest healthcare system and be a leader for the rest of the world.

WE MUST FIND THE COURAGE TO CHANGE THE GAME!

As an executive in two finance companies during the bubble years I became very familiar with the hiring process.  What I generally saw was that hiring managers were not interested in taking any risk on people and generally liked to hire people that were just like themselves.  I suppose they felt as though they were taking enough risk on their deals, that they wanted to avoid any in the hiring process (too much market risk, not enough people risk).  Or maybe, they were simply taking the easy way out.  Just find the person who is doing what you want somewhere else and offer him/her more money to leave.  This is unfortunately what the recruiting business had come to during those years.  The reality is, most hiring managers (especially in the finance arena) are great at deals, but relatively poor at managing people.  Therefore, it was much easier to hire people who have previously done the exact job that you are hiring for so that you can spend as little time as possible with them and have little risk that they are not good at the job you are hiring them for.  It’s relatively sound logic as long as you are not interested in adding any creativity, ingenuity, or loyalty to your business.  How loyal do you think employees are that go from job to job chasing money?

Hiring for what people have done and not who they are, gets you people who have the ability to do certain tasks, but does nothing for adding to the moral, innovative, and energy building aspects of a business.  As with most things I write about, this was fine and worked well enough in the 20^th century, but will be far less effective in the 21^st century where the world, and particularly business, is beginning to work differently.  Employees, especially the younger ones, want their careers to be about something, they want to feel as though they are making the world a better place, and they want to work on something that is exciting.  People of my age and older, we never thought those goals were possible or even plausible to attain, so we simply gave in and focused on the money convincing ourselves that it is the ultimate measure of success.  I personally, am rooting for the kids of today and tomorrow, hoping they have the courage to get what they want.

When you hire people for who they are, what innate traits they bring to the table, and how they think, then you can maximize their potential in ways that maximize your business success.  Earlier this year, at the Front End Innovation Conference in Europe, there was a graduate student presenting some fantastic research on the traits of an innovative person.  She did a great job on the research and a great job at presenting, and I found it fascinating that the discussion it sparked really showed what a novel concept this was for so many people.  Sure, there have been personality tests that have been used in hiring practices for some time, but they really only tell you a few things like can you manage people, and will you get along with the others in your group.  I don’t dismiss those questions by any measure, but I sure would love to start hearing questions like, “What do you want to create? What are your passions? How connected are you to your own internal wisdom?” used somewhere in the equation.

When I asked on twitter whether you should hire people for what they have done or who they are, I got some great responses.  My favorite from @KrisSchindler and one that I agree completely with is to look for “intellectual curiosity”.  This concept has largely vanished from large institutions, and in my opinion, is not focused on nearly enough in our education system.  It’s a skill all of us are born with, and some of us choose to use it and others do not.  Who do you want working for you?

People Risk is not only about taking risk that someone with a different background who can think from new and creative positions is going to be good for your company.  People Risk is also about allowing yourself as a manager or executive to find the unconditional value in each person as individuals and as they interact within the company.  This takes time, and even more importantly, this takes being vulnerable enough to make those really strong connections that inspire people to work at their full potential.  When people are working at their full potential in an environment where they are respected, they have no desire to go somewhere else.

Alex Pattakos, PhD, writes in his book, Prisoners of Our Thoughts:

“The transformation of work in the twenty-first century is, in many respects, a call for humanity—a new consciousness that suggests more than simply trying to strike a balance between our work and our personal life.  It is a call to honor our own individuality and fully engage our human spirit at work—wherever that may be.”

Overtime, many businesses end up evolving through the lens of problem solving and not through the lens of what they want to create.  When you take the time to focus on what differentiates a company from its competition, what value it brings to its clients and the world, and what it really wants to become, the problems will automatically solve themselves.  If you are driven as an organization to create a shared vision and something is standing in your way, you will quickly find a way to remove it.   All the while, still focused on a unified vision.

To be successful in the 21^st century, companies must learn to get out of problem solving mode and into the mode of passionate creation.  When solving problems, you are by definition looking to the past and limiting the upside of your answer resulting in a real lack of creativity, innovation, and initiative, which are all forward looking characteristics.  Focusing on questions that matter, questions that lead to ideas and initiatives that create value, brings Courage, Collaboration, and Creativity to the table.  With those three ingredients, the sky is the limit in terms of success.

People ask me all the time HOW to bring more Courage, Collaboration, and Creativity into their organizations.  They completely understand the need, but are unsure how to make it happen in a meaningful way.  These are not the things they teach in Business School.  I tell them there is one key element.  If they can passionately embrace this one key element, the rest will fall into place.  The key is the leadership team being willing and able to ensure that the underlying business model (the core from which the company extends) is courageous, collaborative, and creative itself.  Because the majority of companies today are based on business models that date back to the 1800’s, this can feel like a daunting task.  In reality, it may require a lot of change, but it is also the ticket to phenomenal results.

The challenge of bringing real innovation into companies that are large and set in their traditional ways, is also what can give new companies a real competitive advantage.  Young companies can very easily and very quickly create environments where employees soar, that attract the best clients, and that ultimately enjoy greater success.  This gives a whole new twist to the question of, barriers to entry.  We may also need to ask, what are the advantages to entry.

Courage

If a company is willing to show the courage necessary to break out of a traditional models, try something new and more appealing and show its desire for collaboration through its core actions, then the employees will be much more likely to do what is necessary to engage the best clients, discover the best new product ideas, and work to their fullest potential.  Leaders must model the kinds of behaviors they are seeking.

Successful 21^st Century Businesses will be those that are always searching for something new and rely less and less on the status quo.  Always searching for what has changed, what new questions have emerged, and how it all interconnects.   They will use change as the fuel for their business model because they understand that they pace of change will only continue to increase overtime and at greater and greater rates.  They will also have the courage not to follow the herd and not to allow fear to dictate business decisions.

Collaboration

So many companies fail to harvest the energy and creativity already available inside their firms because their business models are designed to promote internal competition and silos.  If you want to promote cross-pollination and tap into the additional intelligence that exists only at the intersections of knowledge bases, then the internal business model must specifically promote those behaviors.

Creating teams that cross departments, functions, and even regions to work on organization wide projects is a simple way to begin working toward promoting a true culture of collaboration.  Promoting relationships and interaction between people who wouldn’t normally interact is critical.  Collaboration also promotes trust which will is quickly becoming one of the non-negotiables of success.

Creativity

When people are fearful of the consequences of any type of failure, they automatically go into a safety zone where the chances of failure are as small as possible.  This is a place where creativity cannot thrive, because creativity requires a certain amount of risk.  When people are not afraid of failure and know that it comes with a lot of great knowledge for success, they will be bring their full arsenal of creative tools.

Creating is a very natural state for human beings and one that fulfills our hearts and passions.  Thus when employees are free to create, try new things and receive critical feedback, their productivity will naturally increase.  Based on my two decades in the corporate world, working all around the globe, I estimate that most companies are operating at about half the productivity that is possible when employees are engaged and operating at their full potential.  This is not something that anyone really wants to admit, but we all know it is true.

Last month, I attended the Front End Innovation Europe Conference (FEI Europe) held in Amsterdam.  One of the highlights was seeing the car in the picture above in person.  Yes, they drove it into a large conference room inside the Hilton Hotel.  It is the 2010 BMW Vision EfficientDynamics Concept car, and it is even more cool in person than in the photo.  It’s BMW’s answer to the green car revolution.  Though perhaps a little late to the game, I suspect it will eventually prove to be a huge success as they continue to do engineering with more style than most other car makers.  In addition to seeing the car, we got to hear directly from Adrian van Hooydonk, the Director of Design of BMW Group and mastermind behind the group that developed the car.  They clearly rose to the challenge of eloquently working Future Sustainability into their brand of the Joy of Mobility in a record amount of time.

We also received a lesson from Josephine Green, a well-known leader in trends and strategy from Philips Design, on Engaging with the Future Differently.  It was a real eye opener for many.  We also heard fantastic examples of innovation in conjunction with universities from Sigvald Harryson with Copenhagen Business School that left us all realizing the vastness of the untapped resources lurking around our universities.  The event concluded with a superb presentation from the World Business Council for Sustainable Development and an interactive session that literally no one wanted to leave.  All in all . . . a huge success!  If you missed Europe, don’t miss the Front End Innovation USA in Boston coming in May.  I suspect it to be equally as tantalizing.

I’ve written previously about the Pitfalls of Innovation, and I still believe that far more talk about innovation occurs than actual innovation because true innovation comes from doing not talking.  Just go to any third world country where people are forced to live with minimal resources and you will see what true innovation is all about.  It comes more from unmet needs and a gap in resources than heavily padded budgets purposed toward the never-ending replacement of old gadgets with new gadgets.  None-the-less, well done conferences such as FEI, are well worth it.

Below are the 7 Keys to Innovative.  Some are my standard favorites, and others I picked up at the FEI Europe Conference.

7 Keys to an Innovative Business

1) Multiple Approaches to Innovation Provide the Best Results

• Hire people with innovative characteristics
• Seek partnerships / the more unlikely, the better
• Lead users and co-invention can be extremely useful in some sectors
• Complex Coalitions (public/private/univ/venture/research) are coming

2) Don’t Overlook the Importance of an Innovative Business Model

• Ensure culture and vision include a commitment to innovation
• Business as usual is no longer an option for 21^st century success
• Traditional hierarchical and rigid organizations don’t foster creativity
• Change should be the fuel of your business model not what creates a crisis

3) Find the Right Balance Between Old, Adjacent, and New Business/Products/Services

• Varies between industries, companies, and brands
• Don’t chuck out the old, just for the sake of it
• How much of the value of your firm is based on its future potential?

4) Innovation Requires Optimism, Curiosity, and a Splash of the Future

• Spend more time studying the fringe / the middle is already known
• Analyze what isn’t and not what is / finding the gaps
• Understand the “big think” trends
• Get to know younger generations, they will be running things soon

5) From Linear, to Exponential, to Circular

• From “out of the box thinking” to “thinking without boxes”
• Renewable and sustainable are circular concepts and here to stay
• Constant feedback loops are critical to staying ahead of the curve

6) Cultivating the Right Mindset is 90% of the Battle

• Learning from failure is a key to success
• Blur the lines and anxiety around internal vs external
• Collaboration with competitors can be the best option in some situations

7) Leadership Sans Egos

• Cultivating trust requires the courage to be vulnerable
• Constructive conflict produces the best answers
• Business model intimacy – creating solutions with customers
• Money is a low-level motivator . . . find out what really motivates your employees

Originally published as guest post on Blogging Innovation !  Blogging Innovation is a great source for all things Innovation and they publish a tremendous amount of very useful information.

This time, as I read Lencioni’s latest book, Getting Naked, I had a different reaction.  I knew this book would be a fantastic tool, not only to fall back on as a reminder to never give up on what I believe in (which we all need on occasion), but also to give to clients as a way to help them achieve more.  It’s possible that I also did a small happy dance for my own little consulting company as I saw many parallels to the way we already do things here at YURU.

Getting Naked presents the business world with a new kind of 21^st century risk that can provide the taker with a competitive advantage that will leave heads spinning in disbelief.  The ability to harness what Patrick is sharing is what will separate the good, and yes even the great, companies from those that dare to be extraordinary.

Understanding Lencioni’s three fears that hinder client relationships can provide the insight necessary to take such risks.  If you can find the courage to be honest, authentic, and buck-naked vulnerable with yourself, your teammates, and your clients, the sky is the limit for anyone or any business.  There are plenty of brilliant nuggets of wisdom in Getting Naked no matter if you are a consultant, manage a department, a business student, run a multi-national company, or are part of the small business backbone of our economy.  There is something for anyone who has clients, which at the end of the day is pretty much all of us.  I have seen first hand, with myself, and my own clients, how these concepts can literally transform people and companies.

The story-telling style of Lencioni’s books, gives the reader that sense of “what happens next” that good fiction employs and shows us how his theories would look in real life as opposed to simply preaching them.  That one extra step really allows the information to sink in at a different level.  Plus, it’s just more fun to read.

I highly recommend Getting Naked with its high quotient of nuggets of wisdom to words read.   In other words, lots of great stuff packed into an easy to read book that will fit into your busy schedule.  Plus, it can be a great conversation starter if you simply carry it around for a couple of days.

“Individually and Together” — three words I heard this weekend from Will.i.am being interviewed as he fondly remembered the journey of success for his group The Black Eyed Peas.  Yes, I am over 40 and a fan of the Black Eyed Peas!  As a writer, sometimes you hear a group of words in one context and your mind instantly relays them to another and you know that somehow you must capture that connection on the page.  For me, these three words hold the keys to success in the 21^st Century for any business, large or small, local or multi-national.  When I was growing up, if a member of a band did something on his or her own, it was basically viewed as defecting.  Today, the Black Eyed Peas show us that band members doing their own thing and great stuff with the group is actually great for business.  Maybe the Cold War really is over.

How does one reconcile the dichotomy between a world increasingly focused on the individual and simultaneously asking its citizens to work in greater collaboration for the greater good?  The problem lies in seeing the two forces as a mutually exclusive.  The minute we begin to see them as more alike than unalike we begin to tap into their power.  By individually pronouncing ones passions and desires and focusing on what really drives you forward, you are more able to contribute to joint tasks in a selfless manner.  It is difficult for many of us to see this because society dictated for much of the last century that you are either out for yourself or you are for the good of others, and never the two shall meet.  The missing link is the belief that somehow left to our own devices, we are pre-programmed for choices and behaviors that are unsuitable and against what is good in this world.  Based on my experience, this could not be further from the truth.

Leaders today are challenged with how to allow maximum individualism while maintaining a strong thread of common vision between every person in an organization.  It’s a bit like the challenge that search engine companies are facing today: how to put a context around what any individual is searching for (based on their individual profile) such that they find exactly what they are seeking and perhaps something even better that they didn’t know existed . . . all the while maintaining some semblance of privacy.  When the figure it out, it will be a game changer.

It’s about giving employees back their power of creativity, permission to fail in search of excellence, and the respect that every person on the planet deserves regardless of their role.  It’s about leadership with less ego and more personal confidence creating the skills necessary to embrace and lead any group of individuals to their highest potential.  It’s about tapping into the personal energy of every member of an organization such that the energy of the group expands beyond the sum of its parts.

In another part of the same interview, Will.i.am spoke of inspiration, indicating that when it calls, you don’t hang up . . . you give it directions to your house.  Unfortunately, most of us hang up on inspirational thoughts and chalk it up to another wrong number from Mr. Impossible Dream. When, in reality such inspiration can at any moment become a pivotal point in our lives leading us to create a life full of impossible dreams that come true every day.    It’s a mindset that I have been aware of in my own life for sometime now and have slowly been shifting toward, and I will tell you that its power is immeasurable.

So, what does it really take to be a successful 21^st century leader that can relate to each individual and then relate them all to each other?  It takes courage to love who you are, to love who everyone else is (regardless of where they are in life), to believe your team can connect the un-connectible dots, and the sincerity and vision to bring everyone together.  It takes the courage to know when to go for it and when to do more research.  It requires a willingness to take personal risk by really putting yourself out there.

Be the energy . . .

This post is dedicated to the tens of thousands of Haitians who have lost their lives; to those who will undoubtedly loose their struggle in the coming weeks; to my friends and colleagues at Aimer Haiti and to the wonderful creative economic development ideas we were working on that now mean more than ever before.  See previous posts for more information on Aimer Haiti.

Globalization is no longer optional for any nation, company, or person in the world, regardless of their beliefs.  The realities of our globally interconnected world are more evident now than ever before given the failures in our global financial systems that are far more intertwined than many realized.  This coupled with the shrinking populations in many developed nations ensures that disasters such as Haiti and other atrocities happening in under-developed countries are everyone’s challenges and everyone’s potential.  It is now in the self-interest of the developed world that these tragedies are tended to and we band together to allow capitalism and democracy to bring people out of poverty creating new and sustainable consumers and markets for everyone to access. It’s no longer optional; and for me that brings hope.

In order for economies to grow, they require something to create an increase . . . more consumers, cheaper inputs, faster production, more products . . . you get the idea.  Until this century, the developed world has been able to primarily rely on their own increases in population, growing middle class, advances in technology, and fierce consumerism to feed the ever-increasing wheel of economic activity.  Take a look around today . . .

• Populations in many developed countries are decreasing or slowing
• Consumerism has taken a big hit as many realize debt gone wild is bad and things don’t bring happiness
• The environment is feeling the effects of careless growth increasing production costs around the world
• Non-renewable commodities/resources continue on a trajectory of ever growing costs because, well, they are non-renewable
• Finding cheaper inputs is a strategy of the past, including labor, as the world is realizing its better to pay a decent wage and create a consumer

What does all that mean?  It means that the primary resource of capitalism has moved from capital, to labor, and to knowledge over the past 150 years and is now moving toward Connectivity . . . Stronger, deeper, more trusting, compassionate, and creative connections in every direction imaginable will drive the future.  You can’t touch connectivity.  You can’t buy it.  You can’t even learn it from a textbook, but it can be cultivated and societies are increasingly hungry for it.  Those who can connect the seemingly un-connectable dots in new and inventive ways will win.  Businesses that connect to what their customers and employees value the most will win.  Capitalists that figure out how to connect to and serve the Bottom of the Pyramid will win.  Those who can embrace the connection between failure and success will win.  Those who have the courage to connect to their passion and not to the herd will win. Those who figure out that hording no longer works but collaboration does will win.  Those who learn how to tap into the innate energy that exists in every person to do good in the world will win.  Those who can disconnect from fear and connect to the creativity in courage will win.

The US, Europe, and the rest of the developed world must realize that in order to continue our own standard of living and our own comforts in life we must begin to help other countries build middle classes and become the productive citizens they desire to be.  My hope is that perhaps this tragedy in Haiti can bring light and education to the need for global citizenship and the prosperity it can bring to so many (rich and poor).  We have an opportunity to help Haiti rebuild itself and become a model to be used by other struggling nations.

Changing our outlook and expectations from the short-term to the long-term is key.  Today, liquidity does exist; it just exists with a short-term expectation of return and is invisible to most of us.  So we have what is referred to by some economists as a “wall of liquidity” that is searching the world for immediate arbitrage situations and completely ignoring the long-term opportunities that exist today in many industries and places around the world.  That “wall of liquidity” brings a risk of continued global financial instability as it preys on unlikely places such as Russia where the currency will likely normalize in relation to the USD and EUR and monetary policy has allegedly been mismanaged.  It is critical that we recognize the many unintended consequences of the past and vow not to repeat them in the future.

“The things that will destroy America are prosperity-at-any-price, peace-at-any-price, safety-first instead of duty-first, the love of soft living, and the get-rich-quick theory of life.”  ~  Theodore Roosevelt

Just as we must be careful of the words we use with ourselves, so as not to unintentionally sabotage our own motivation; we must also be careful with the words we choose to exemplify our commitment to excellence inside our businesses.  There is a big difference between a goal of being the best and one of constantly improving and learning.  On the surface one might guess that being the best is always the best option, but I beg to differ.  The difference is in the mindset.  Being the best is a place to get to while always improving is a place to come from.

If your goal is to be the best, then what is there for you to strive for once you’ve reached that plateau?  In the 20^th century, being the best was a title much easier to hang onto once attained because change occurred at a much slower pace.  Today, you could loose such a tile in a day from one disgruntled customer who was savvy enough and creative enough to reach one million viewers on you You Tube with a story of how he was wronged by your firm.   And the kicker . . . it doesn’t even matter if it is true.

If your goal is to be the best, then how do you and your employees feel when you are not the best?  You probably feel as though you are failing in some respect.  Sure, that bit of anger and resentment toward the one who is the “best” may fuel some extra time at the office, but it is also affecting your mindset and your ability to really come up with that next great idea that might in fact land you top of the heap.

If you goal is to be in a state of constantly improving and forever learning, then it really doesn’t matter who is perceived as the best on any given day, you and your team are always looking for that next edge.  There is no anger, no resentment, and no feelings of failure to cloud anyone’s mind, judgment, or motivation.

Excellence comes from doing the ordinary things extraordinarily well with energy and enthusiasm as if they were the most important job in the world.  This is the key to excellence.  Everything counts no matter how big or small a role it plays.  Little things add up to big things.  Your energy when you complete the ordinary will dictate your energy with the extraordinary opportunities come your way.  It’s the same reason why some people seem to get all the opportunities?  They don’t really; they are simply ready to greet them when they arrive.

Never loose your desire to learn, or tire of improving yourself ~ from artist Jane Farr who has joined Ancora Imparo (Italian for I am still learning) and Kaizen (Japanese for being in a continual state of improvement) in the beautiful drawing above.