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Building a Winning Innovation Team

Today, at their first home game of the 2008 season, the Boston Red Sox will receive their rings for winning the 2007 World Series. Once thought of as underdogs, enduring an 86-year championship drought, the Sox have turned around their fortunes, winning two World Series in four years and appearing in the post-season four times in five years – a feat for any team (except for the Yankees who won four World Series in five years).

Part of the Red Sox success has been the recruitment of stellar players who possess the skills or “tools” to dominate both offensively and defensively. These five tools – pitching, catching, running, hitting for average, and hitting for power – rarely appear in one player. Historical examples of such players include Willie Mays, Babe Ruth, Ken Griffey Sr., and Mickey Mantle. Currently, only Barry Bonds and Alex Rodriguez fit this description. The Boston Red Sox, however, have worked around lacking a 5-tool player by being a 5-tool team.

Looking at the roster for the Sox, there is a well-rounded representation of the five tools. David “Big Papi” Ortiz and Manny Ramirez excel at hitting for power, although both have questionable skills at running and catching. Outfielders Coco Crisp and JD Drew and third baseman Mike Lowell (2007 World Series MVP), however, stand out at catching and running. Another player skilled at catching, Kevin “Youk” Youkilis broke the record for most consecutive errorless games by a first baseman, at 194, on April 2, 2008. Youk, Drew, and Lowell also shine at hitting for average. The Red Sox’s bullpen, anchored by Josh Beckett and supported by Clay Buchholtz and veteran pitcher Curt Schilling, consistently holds opponents to few (if any) runs.

The Red Sox roster and success demonstrate the importance of diversity in building and developing a team. BoSox manager Tony Francona has built a team that has at least three players supporting each of the five tools and every position on the field. Of managers appearing in at least 20 post-season games, Francona has the highest winning percentage.

Research done by our partners at the Centre for Research in Innovation Management (CENTRIM) at the University of Brighton in the United Kingdom found that the most successfully innovative organizations in the world follow a five-phased “journey” of innovation – Searching, Exploring, Committing, Realizing and Optimizing. The actions needed in each phase are supported by specific skill-sets and mindsets. Like 5-tool players, 5-phase managers are rare. While many of us have the aptitude to excel in each of the phases, typically, we will specialize or have particular ability in only one or two.

Companies who, like the Red Sox, build 5-phase teams are most likely to see success. Examples of successful 5-phase organizations include Hewlett-Packard, New York Police Department, and Toyota. These companies have organizational capabilities in all 5-phases and are highly regarded for their innovative culture.

You, too, can build a 5-phase team. It starts with an honest appraisal of each individual’s current capabilities and a plan for developing (either through acquisition or training) the skills that the team lacks. Barnes & Conti’s two-day Managing Innovation program provides a hands-on opportunity for managers to understand the key practices in innovation management, reflect on their strengths and weaknesses as managers of innovation, and develop behavioral skills that drive, foster, support, and improve organizational innovation practices.

What phase do you support the most? To identify which phase of the Innovation Journey best describes how you help your organization move ideas into action, visit: http://barnesconti.com/media/whichavatar.html To learn more about our Managing Innovation program, visit: http://barnesconti.com/programs/innovation.html.

Grace Boone is Barnes & Conti's Marketing Manager. She's been a fan of the St. Louis Cardinals and Ozzie Smith since age nine, but now supports her hometown Oakland A's.

Making time for training

Yesterday evening, nearly all of the 7,100 Starbucks stores in the US closed to re-train baristas on making perfect lattes. The 3 1/2 hour session focused on "Espresso Excellence."

Yes, Dunkin’ Donuts was running 99-cent specials on their lattes during the shut down. Yes, local coffee roasters poked fun at Starbucks and offered free coffee during those hours. And yes, Starbucks executives were concerned about the customers who would be caffeine-less, posting a list of things to do for 3 1/2 hours (roast a turkey, get your hair highlighted).

But CEO Howard Schultz is more concerned about staying true to the "…standards of quality that are the foundation for the trust that our customers have in our coffee and in all of us." Schultz and others mandated the training amid falling sales and the increasing commoditization of the Starbucks brand and product.

While the investment of time and the risk of lost profit during the 3 1/2 hour training session are interesting, we find the commitment to training from the executive level to be even more impressive. In a recent interview, CEO Schultz said that Starbucks was committed to "…reinvent and reinvest in training the likes of which we have not done." It is unlikely that the undertaking of closing every store and retraining every worker at the same time on the same day (adjusted for time zones) would have been done without this high-level encouragement. In that same interview, Schultz says, "I think our people are the reason we've been successful…the equity of the brand is based on the experience they create, and we want to unleash that creativity and that passion. They have it. We just have to give them the tools and the resources for it to come out."

Many leaders talk the talk, saying "Our people are our biggest asset," but few do what Schultz has done and take the gutsy moves necessary to emphasize learning and make investing in human capital a priority. What’s your organization’s commitment to learning? Are employees required to revisit and relearn key skills as well as to develop new ones? How do your leaders demonstrate their commitment to learning, high performance, and customer care?

Give me a grande latte and don’t hold anything!


Grace Boone is Barnes & Conti's Marketing Manager. Her favorite drink is a Gingerbread Chai with a shot of espresso.


Barnes & Conti Associates delivers dynamic programs in 2-day, 1-day, and half-day sessions, making it easy to make time for training. For more information, visit www.barnesconti.com

$41 Worth of Influence

Today I put my influence skills to work….I fought a $41 parking ticket!

I live in the city and parking tickets are a regular part of my life, something that I like to think of as a charitable contribution for the betterment of the city. Occasionally, however, I get a ticket which I feel justified fighting…and today was my hearing.

Awhile back, our urban neighborhood had one of its many "events" where hundreds of people with their cars drive into the area. This particular event goes on for about one month, so needless to say, it wears thin. Despite permit parking, there are absolutely no parking spaces available and creativity is needed! After an hour of driving around for the 30th night, I found my spot. So what if one-fourth of my car was in a bus zone, three-fourths of the body was legal. Given the circumstances of the demand for parking, I felt justified….apparently the police didn’t think so!

My husband laughed when I told him of my plans this morning to fight the ticket…."Why bother," he said. "You were parked illegally". Like pregnancy, there is no such thing as "a little illegal".

But off to traffic court I went. Much to my surprise I was called in after only a 15 minute wait to meet with the hearing officer…Things were looking good despite the 3-way screaming match I had just witnessed between another ticketed resident, the traffic court receptionist and the security officer.

Upon entering the hearing officer’s office, I noticed a tremendous array of sports paraphernalia. So, I opened our conversation with a little rapport building through humor and said, "So, I can see you like the ballet." A little confused at first, he laughed. We then got down to business. I mentioned my conversation with my husband this morning and told him how my husband thought I didn’t stand a chance fighting this ticket. After all, I was illegally parked (Attune/Disclosing). I asked him if he ever attended the annual event in our area (Inquire/Ask Questions). He said he was familiar with it but never attended. He mentioned that he heard it was a real mob scene and parking was difficult….he then mentioned that he heard several complaints from others. I restated, "So you know how crazy it can get" (Listen/Check Understanding). He replied, "Of course…your ticket is reversed and I have backed it out of the computer system." I thanked him and as I was getting up to leave I asked him how he felt about the Super Bowl outcome (Inquire/Ask Questions). We chatted about the great lessons of the Giants being replayed to kids for many years to come (Enlist/Envision) despite neither of us being Giants’ fans (Attune/Identify with Other).

Back at my office, I reflected on this conversation with Kim Barnes. She asked what made my influence attempt successful and I realized it was because I behaved in that moment counter to what my natural inclinations would have been. I stayed on the Receptive side, guiding our brief discussion without ever having to convince the hearing officer of my rightness. What a pleasant experience and again, as I behaviorally dissect it, I am learning from it!

Lauren Powers is Barnes & Conti's Eastern Regional Director.

For more information on Exercising Influence visit: http://www.barnesconti.com/programs/influence.html. Exercising Influence will be offered as an open enrollment program on March 4-5 in Washington, DC, March 11-12 in Pleasant Hill, CA, and April 10-11 in Atlanta, GA. To register for a public program visit: http://www.barnesconti.com/ppsched.php

Let's agree to disagree...

This week, when voters in 22 states cast their ballots in Presidential Primary races, they took part in what is a 230-year-old social experiment. When the framers were writing the Constitution, it was feared, amongst many people in the young nation, that a nation could not be formed because the power of factions would undoubtedly trample the rights of the minority.

In the months following the writing of the United States Constitution, a group of men – Alexander Hamilton, John Jay, and James Madison – wrote a series of essays arguing in favor of forming the Union. Signing them “Publius,” these essays appeared in various papers to persuade wary voters to ratify the constitution. Federalist No. 10, written by James Madison, provided a pivotal argument for the creation of a union. Madison writes:

Liberty is to faction what air is to fire, an aliment without which it instantly expires. But it could not be less folly to abolish liberty, which is essential to political life, because it nourishes faction, than it would be to wish the annihilation of air, which is essential to animal life, because it imparts to fire its destructive agency.

In this statement, and throughout the essay, Madison argues that a diversity of ideas encourages liberty and that a republican government prevents any one faction from trampling the rights of others. In other words: reasonable people can disagree.

And so, for the last 230 years, we have been a nation that disagrees without being disagreeable…well – with the exception of the 4 years of the Civil War. It could be argued that this commitment to enlightened discourse that has helped propel the US through the trials that would otherwise undo any young nation.

So what does this have to do with corporate training? Well, if a diversity of ideas is key to the birth, growth, and success of a young nation – what can it do for your organization? At Barnes & Conti, we call it Constructive Debate. This process allows you to express your ideas, engage the opinions of others, build on one another’s ideas, challenge one another’s thinking, and empower your organization to move forward. Constructive Debate is at the cornerstone of all collaboration efforts and prevents great ideas and “off-the-wall” notions from being quieted by loud voices and emotion rather than passion.

As this election year presses on, we are reminded that this democratic experiment has succeeded largely because civil discourse has allowed the best ideas to rise and for majority rule to exist without trampling minority rights. Similarly, discussion and debate can be the air that feeds the fire of success in your organization.

Grace Boone is Barnes & Conti's Marketing Manager.

For more information on how Constructive Debate can help your organization, visit: http://barnesconti.com/programs/debate.html or call Barnes & Conti at 800.835.0911

For the full text of Federalist No. 10: http://www.yale.edu/lawweb/avalon/federal/fed10.htm

Congratulations! Kim Barnes is a 2008 Enterprising Woman of the Year

Barnes & Conti is excited and proud to announce that our CEO Kim Barnes has been selected as one of Enterprising Women magazine's 2008 Enterprising Women of the Year.

This award, to be given at a ceremony in late February, recognizes Kim's achievements as a business woman and role model to other women entrepreneurs.

About Enterprising Women Magazine
Headquartered in Cary, NC, Enterprising Women magazine (www.enterprisingwomen.com) is the nation’s only women-owned magazine published exclusively for women business owners that chronicles the growing political, economic and social influence and power of entrepreneurial women. The magazine provides a friendly meeting place, a public forum, and a national stage for the critical issues confronting women’s businesses and daily lives from the unique perspectives and experiences of entrepreneurial women.

A Virtual Feast...Continued

The holiday edition of the Barnes & Conti Newsletter is usually a "Virtual Feast" where we share our favorite holiday recipes.

Photo taken by Mia K.

Marketing Manager Grace Boone treated us to this tray of sweets (pictured above) at our holiday party last week. She's an avid baker and this year, made Pecan Pie Bars (lower right), Bourbon Balls (lower left) and Chocolate-Dipped Coconut Macaroons (top center). You can find the recipe for the Bourbon Balls in the 2007 Holiday Newsletter, and Grace is kind enough to share the other recipes here. Happy Baking and Happy Holidays!

Pecan Pie Bars

INGREDIENTS

• 1-1/2 cups all-purpose flour
• 1/4 cup white sugar
• 1/2 cup butter (softened and at room temperature)
• 1/4 teaspoon salt
• 2 eggs
• 3/4 cup light corn syrup
• 1/4 cup white sugar
• 1/2 cup brown sugar
• 1 tablespoon and 1-1/2 teaspoons butter, melted but cool
• 1 teaspoon vanilla extract
• at least 1-1/2 cups (1 bag) chopped pecans

DIRECTIONS

1. Preheat oven to 350 degrees F (175 degrees C). Grease the sides and bottom of one 9x13 inch pan.
2. In a large bowl combine the flour, 1/4 cup sugar, margarine or butter and salt until the mixture resemble coarse crumbs. Press firmly into the prepared pan.
3. Bake at 350 degrees F (175 degrees C) for 20 minutes.
4. In a large bowl stir the eggs, corn syrup, sugars, melted butter and vanilla until blended. Stir in the chopped pecans.
5. Spread the filling evenly over the hot crust. Bake at 350 degrees F (175 degrees C) for 25 minutes or until set. Let cool before slicing. Will cut easier if completely cool, then remove from pan and cut on cutting board. Makes 18-24 bars depending on size.

Recipe adapted from www.allrecipes.com

Coconut Macaroons

INGREDIENTS

• 1 pkg. (14 oz.) BAKER'S ANGEL FLAKE Coconut (5-1/3 cups)
• 2/3 cup sugar
• 6 Tbsp. flour
• 1/4 tsp. salt
• 4 egg whites
• 1 tsp. almond extract

DIRECTIONS

1. Preheat oven to 325 degrees. Grease (and flour – but I don’t) baking sheets. Combine coconut, sugar, flour, and salt. Then add egg whites and almond extract.

2. Drop mixture by tablespoonfuls onto prepared cookie sheets. Bake 20 minutes or until edges are golden. Remove from baking sheets and allow to cool completely on wire racks.

3. Melt 2 cups semi-sweet or milk chocolate chips. Dip 1/2 of each cooled cookie into melted chocolate and allow to cool (you can cool quickly in freezer – takes about 30 minutes)

Recipe from Kraftfoods.com


What are your favorite holiday recipes? Please share them here.

Barnes & Conti Welcomes ENTHEO

Barnes & Conti Associates is happy to announce that London, UK-based ENTHEO will be joining their network of global partners.

ENTHEO™ are an innovation and change agency, focusing not just on the “what?” of innovation, but the “how?” helping companies create new ideas, unleash enthusiasm and build a business culture that will sustain innovation and fresh ways of thinking. Within ENTHEO™, the often conflicting worlds of marketing and organisational change meet. Their combination is the fuel that enables the sparks to create powerful and successful customer centred innovation. For more information please visit their website www.entheo.co.uk

Barnes & Conti is proud to have a growing network of certified trainers and partners delivering our programs in Asia, Australia, Europe, the Middle-East and South America. We are happy that ENTHEO is joining this exclusive network.

For more information on ENTHEO or becoming a partner of Barnes & Conti visit: http://barnesconti.com/partners.html

Sites we like...Pogue's Imponderables

Do you have the answer to any of NYTimes Technology Writer David Pogue's imponderables?

In his column last Thursday, he posed the following questions to his readers.

October 18, 2007

Pogue’s Imponderables

By DAVID POGUE

As a tech writer, I'm in the business of providing answers. Sometimes people ask me questions one at a time ("What camera should I buy?"), and sometimes the substance of the question is implied because I have a tech column ("What's new?").

But I've got a lot of questions, too—a lot of them that I don't have answers for. In fact, I've been keeping a little list.

Some of them are answerless because nobody knows the answer. Some may have answers, but only industry insiders know what they are. And still others are answerless because they're incendiary hot-button issues, and there's no consensus.

I thought: What better way to find the answers than to lay out my list for the reading public?

So here they are: Pogue's Imponderables.

* Why is Wi-Fi free at cheap hotels, but $14 a night at expensive ones?

* What happens to software programs when their publishers go out of business?

* Would the record companies sell more music online if it weren't copy-protected?

* Do cellphones cause brain cancer?

* What's the real reason you have to turn off your laptop for takeoff?

* Why can't a digital S.L.R. camera record video?

* Wi-Fi on airplanes. What's taking so long?

* Who are the morons who respond to junk-mail offers, thereby keeping spammers in business?

* I'm told that they could make a shirt-pocket digital camera that takes pictures like an S.L.R., but it would cost a lot. So why don't they make one for people who can afford it?

* How come there are still no viruses for Mac OS X? If it has 6 percent of the market, shouldn't it have 6 percent of the viruses?

* Do shareware programmers pay taxes on all those $20 contributions?

* How are we going to preserve all of our digital photos and videos for future generations?

* Why are there no federal rebates or tax credits for solar power?

* Why do you have to take tape camcorders out of your carry-on at airport security, but not the tapeless kind? Couldn't you hide a bomb equally well in either one? (Actually, I have about 500 more logic questions about the rules at airport security, but I have a feeling they'll remain answerless for a very long time.)

* Laptops, cameras and cellphones have improved by a thousand percent in the last ten years. Why not their batteries?

* SmartDisplay, Spot Watch, U.M.P.C., Zune… when will Microsoft realize that it's not a hardware company?

* Why don't public sinks have foot pedals?

* Why don't all hotels have check-in kiosks like airlines do?

* Five billion dollars a year spent on ringtones? What the?

* How come cellphone signal-strength bars are so often wrong?

* Do P.R. people really expect anyone to believe that the standard, stilted, second-paragraph C.E.O. quote was really uttered by a human being?

* Why aren't there recycling bins for bottles and cans where they're most obviously needed, like food courts and cafeterias?

* Why doesn't someone start a cellphone company that bills you only for what you use? That model works O.K. for the electricity, gas and water companies —and people would beat a path to its door.

* Why doesn't everyone have lights that turn off automatically when the room is empty?

* What's the deal with Palm?

* Why are so many people rude on the Internet?

If you know the answers, by all means—fill us in at nytimes.com/pogue.

If you have the answer, share them with us and with him. Also - what are the questions that keep you up at night. Post them as well and may be one of our other readers has the answer.

Sites we like...TheBuriedLife.com

“What do you want to do before you die?”

If there was a top ten list of most unusual cocktail party questions, I think this would be one of them. Johnnie, Dave, Duncan and Ben, the four men behind www.theburiedlife.com, are traveling across the country asking ordinary people and celebrities this question while checking off their combined list of 100 things they want to do.

It’s an interesting question. We encourage you to visit their site, make your list, and start moving ideas into action.


Please feel free to leave a comment. What do you want to do before you die?