Co-written by Brad Closson and Mike Leamon

(Photo by Mike Leamon)

Since the dawn of mankind, humans have been “taking to the walls” of a canyon or cave to express their ideas and tell their stories.  “Rock art” has been practiced for over 30,000 years!  This is an amazing testament to the power of pictures and the longevity of this form of communication.

We could have named this blog, “Take it BACK to the walls.”  Visual planning returns this simple activity to the world of business.  Even in these modern times of incredible technology, it’s hard to beat post-it notes and a handful of markers.  New clients say things like, “energizing” “tangible” and “a better way to organize our ideas than staring at power point” and finally, “facilitation excellence to support our operational excellence.”

It’s interesting to note that my partner Mike Leamon and I have spent most of our careers in technology and software, yet our cornerstone collaboration pushes technology to the side.  We call our method War Room Solutions.  We are not alone in this movement.  Cutting edge software development methods (called Agile) also use wall-based visual management.

Over the past months we have received overwhelming support on this planning tool-set from our “tribe” which is made up of colleagues, clients and friends.  Here is a list of the aspects favored most by the new fans:

Story-telling

Story-telling serves a central role in human communications and motivation.  It’s another ancient and instinctively powerful tool.  Our brains are programmed to create, look for and follow stories.  Utilizing the walls, allows both individuals and groups to construct visualize and implement coherent stories.

Playful Approach

Connective Management’s style of brainstorming and planning on the walls is energizing and fun!  It increases the buzz in the room instead of sapping energy like traditional meetings or PowerPoint.  Sure, there will be tough conversations to deal with the “elephant in the room.”  Navigate those conversations with candor and respect and you will really lighten up the atmosphere.

Co-Creation

War Room planning allows for “shoulder to shoulder” collaboration.  Problems or opportunities are defined and solutions are created together.

Visual Connection

Colors, pictures and white space engage our brains in a unique instinctive way.  Creatively is increased dramatically when we use the walls as our canvas.

Scalable Integrity

Visual Planning is proving to be effective across large and small groups of people.  During a single day we use the same basic method with Fortune 500 companies and solo entrepreneurs.  Everyone loves the idea of aligning and influencing people but they grapple with how to shift from too many reactive activities and insufficient proactively.

Deep Rich Conversations

War rooms would be ineffective if they did not inspire deep rich conversations about what really matters most to a business.  Our methods simply provide a way to inspire and then capture those conversations.

Our side of the equation is fun as well.  We are passionate about continuously improving our War Room tool-sets and discovering new uses for visual planning.  Who would have thought that age-old practices like story-telling and “cave art” would have to be resurrected in order to revolutionize modern human collaboration.  Be sure to watch for your own opportunity to ask, “Can we take this to the walls?”

By Mike Leamon, Operations Specialist

Blog #2 of “What is a War Room?”

“How” is the War Room method better and faster than the methods you use now?

A War Room changes the collaboration and human interface part of the game.  Incremental meetings and electronic documents on laptops are traditionally used to develop and manage knowledge and projects.  Using flip charts and dry erase boards are considered advanced facilitation techniques by most organizations.   There are inherent limitations when collaborating around one PowerPoint slide, spreadsheet or flip chart page up at a time.  Our world is getting more and more complex.  Only the most gifted presenters with sharp attentive audiences can solve complex business problems using incremental piecemeal approaches.

With a War Room, participants are quickly surrounded by a graphical representation of the system or subject being addressed.  They see every part of the, “What needs to change and why?” storyline.  The core team builds the base storyline on the war room walls.  Then, waves of extended stakeholders can “walk the wall” to contribute their wisdom and insights.

Done right, everyone has fun and gets excited.  The content on the walls becomes a shared narrative and the participants end up being able to tell the shared story.  The “army of story tellers” naturally provides strong informal project communications.  More importantly, the high involvement and public commitments to action ease friction and resistance during implementation.

So, “how” do you learn structure and moderate a War Room?

Learning to be a War Room Architect is a “mentored discipline.” We have the experience, training and patience to help individuals and organizations “land a fish” with their first War Rooms.  The “teaching to fish” stage for an organization comes after you confirm that War Rooms work and how they work best.  We must warn you that a botched War Room is a very public failure and may sour your organization to this game changing approach.

I’m really excited to announce that Mike Leamon has joined Connective Management as my consulting partner.  I’ve known Mike for over a year and we’ve been consulting together for about four months.  Mike is an an Operations Consultant like myself and one of the key things we share is our passion for visual planning tools and project stakeholder engagement.  (Well, and fishing!)

Mike showed me his “War Room” methodology in August of this year.  It melded great with my “discovery room” style of strategic planning and I started immediately using the War Room tools and techniques.  We have combined our substantial tool-sets to launch a new War Room Solutions offering.

Mike is a high energy, creative thinker that makes a positive impression in every situation.  He is already proving to be a wonderful addition to the Connective Management team.

Here is a story that explains why Mike can help take your operational pain lemons and turn them into Leamon-aid.

Mike Leamon’s Story    

The “What makes Mike different?” story started as soon as he began trying to read and write.  He struggled.  They called it dyslexia.  Turns out that dyslexics are over represented in 2 groups.  Business management and … jail.  The outcome depends on how the child navigates the learning challenge.  Strangely though, the reason why Mike has something unique to add to business challenges is because of his dyslexic brain… not in spite of it!

It is now known that many dyslexic children learn and see things differently.  When they read and write, information goes through a hyper-visual brain translation.  They literally process information in pictures and images.  At first it slows the child down.  Later, it can become a gift.  Mike is now the guy who can hear about a complex business scenario and spontaneously develop a relational graphic to explain it to the masses.  These creations are usually preceded by the warning that he, “feels a picture comin’ on.”

It doesn’t stop there.  Mike’s signature tool is the “Project War Room” which allows participants to rapidly co-create and execute a visual plan on the walls…. and enjoy the experience.  The seeds of this practice were sown in an unusual place: The subway system in London England (The Tube) where Mike started his 20 year consulting career.

Mike’s consulting mentors in London taught him to work with subway front line staff who “knew the business best.”  They would map out processes on large sheets of butcher paper on the walls.  Instead of boxes and arrows to represent the process, they got creative posting everything from actual forms or reports to train tickets and photos.  They took pride in how many improvement ideas we could “bag” in a single session with front line staff.  Well articulated organized ideas for change were then presented to management sponsors with quantified benefits and compelling story line outcomes.

Years later Mike found himself overwhelmed.  He was an internal consultant at an Austin software company which was missing a huge opportunity to make more money.  Yearly “maintenance renewals” were supposed to be paid by existing software customers to get phone support and software upgrades.  The company had focused on new software sales.  Maintenance renewals were a global cross-functional headache which had always been an understaffed afterthought.  To made matters worse, Mike was assigned to the challenge right after everyone had been burned by a hugely expensive project failure.

In Mike’s words, “I had to change the game.  Everyone was pointing fingers and no one knew the whole story so I took to the walls.”  Mike’s executive sponsors let him take over a conference room and start laying out the project’s story line.  Once the Austin team completed the first version of the room, Mike was able to take whole show on the road to get input from the European Finance team in London.  They hated it.  They spewed venom long enough to realize that Mike was listening and updating the plans on the walls.  Eventually they turned into the strongest supporters of the effort and at one point asked Mike “Have you seen Winston Churchill’s War Room here in London?”

Down in his secret World War II bunker, Churchill had maps and data posted on the walls to lead the effort against the Nazi Blitzkrieg.  It inspired the team to name Mike’s method the “War Room.”  It’s interesting that a place as far away as London England has fundamentally shaped Connective Management’s Central Texas consulting practice.  It’s also interesting that Winston Churchill was strongly dyslexic!  Small world, isn’t it?

http://www.linkedin.com/in/mikeleamon

This post was written by Mike Leamon.  Mike is a thought leader on War Room methodology and is now a partner with Connective Management.

What’s up with the name “War Room?”

You might ask, “Does this world really need more War?”  What if we told you that the more you hate the act of War the more you will like the Connective Management War Room method?  For our firm, creating a “War Room“  means that a company is committed to getting into a room, sharing perspectives, listening, developing a common understanding of problems and needs and co-creating a mutually beneficial solution.

And if you like the method we are about to describe but hate the word War, rest assured that Connective Management isn’t hung up on using it. You get to name your use of the method.  Open Planning Room? Story Room? Co-Creation Room? We encourage clients to commit to whatever local name works, but we use “War Room” because it is the global standard name for the general method.  It’s also a powerful and provocative baggage laden name for a game changing approach originated by Winston Churchill in World War II.

What’s a War Room anyway?

A War Room is a room dedicated to a project where the participants lay out the problem solving “story” on the walls.  It’s like a workshop that uses the walls as a huge flip chart to record people’s collaboration, understanding and agreements.  Any project methodology can be used but typically you will see the following emerge on our War Room walls as the story unfolds:

• The Charter (explanation and commitment to the project)
• The Current State
• The Future State
• The Implementation Plan and Status

Within even the simple story line above, many tools can be plugged in and used from disciplines like Lean, Six Sigma, Strategy Management or the world of Project Management.  The best tools are often the ones you developed or the ones invented on the spot by your team creatively grappling with how to move forward.

That introduces you to “what’s on the walls?” but what are the results or benefits?  Faster and better solutions! Period! People also marvel at the improved project exposure and momentum, as well as enhanced project communications.  It’s energizing and dare we say… fun?  Our War Room Methodology is a dynamic, and engaging style of open planning.  Our website has more information on War Room Solutions.

Recently, I was talking with a company about becoming their “outsourced” operations manager.  Many firms need to have an Operations Manager (OM) in place to provide the foundation and structure to grow.  Outsourcing this key role allows businesses of all sizes to profit.

The president of the company asked about my philosophy of operations consulting.  I explained that I use a specific consulting methodology that I created while training other consultants and managers.  It is a step-by-step path to consistent results.  I produced a visual tool, with the aid of Mike Leamon, my consulting partner with Connective Management, to help explain it.  It’s called OCEAN.

OCEAN:

Objective

Creative

Empathetic

Analytic

Navigate

Objective:

Objectivity is a crucial element to consulting.  This critical skill should be the first “tool” that a consultant utilizes.  Every project should start, and end with objectivity. This skill is really the most valuable asset a consultant can offer their client.

Creative:

The next stage in this methodology is for the consultant to be creative.  They must think outside the box.  Utilize brainstorming tools and imaginative activities.  Bring innovation to the table.  Clients need to have fresh ideas and energy assigned to their issues.

Empathetic:

It is essential for good consultants to be truly empathetic.  It should be their goal to identify with the situation at hand and work diligently to comprehend the stresses and complexities of each client’s unique position.  When a consultant already has a solution, before they walk into your office, they have forsaken empathy.  How do you know how to answer a question, if you don’t truly understand the question?

Analytic:

Sadly, this is where many consultants begin.  They skip being objective, slide past being creative and totally ignore any signs of empathy.  These consultants go straight for the science.  They jump to their tools and technology.  Being analytical is very important.  Having templates and assessments can assist all consultants.  Our main analytical tool is called S.O.A.R. But before we dive into the “fixing,” we need to understand the issue, (empathy) be open to every type of solution, (creativity) and have the ability to look at the situation from a fresh perspective, (Objective).

Navigate:

This final step in my consulting process is a favorite.  A navigator does not steer the ship or fly the plane.  Their job is to support the pilot, ensure the correct route and be available to plot a new course when issues arise.  Some consultants bring in a solution and drop it in the lap of the client.  Our goal is to co-create a strategic plan and help guide the organization to success.

Every consultant, coach, advisor, or expert has their own style and their own process.  It’s a great practice to ask incoming specialists to explain their methodology.  It will help you match the right consultant to your culture, your business philosophy and your company mission.  Our process at Connective Management is OCEAN.

Did you grow in 2011?  Did you expand your strategic partner network?  Did you meet new connections and cement some relationships?  Did you learn more about how to sell yourself, or how to leverage tools like social media?  Did you get your thoughts out onto the web?  Did you make some new friends?  Did you learn something great?  Did your hone your craft?  Did you find some happiness and contentment?  Did you reach some goals?

My wish for you is that you have many “yes” answers!  2011 is now nearly gone but we have a fresh year on deck just itching to play.  Get your goals on paper and your accountability plan in place.  2012 could be the best year ever!  Yep!  It’s up to you.  Make it so!

Connective Management has some big changes coming in January and we are thrilled with the potential ahead of us.  We would like to send the very best to you and your families.  May your holiday season be rich and fulfilling!

Did you grow?  I did!  Thanks for all the support!

Merry Christmas and a very, very happy New Year!

There are few things in life more fleeting than objectivity.  “Clean objectivity,” which is when an individual is completely impartial and unbiased, lasts for only a brief sliver of time.  It is imperative that businesses capture objectivity when they get the chance.  This neutral  attitude is one of the biggest values that new employees, strategic partners and independent consultants can bring to the table.

How to take advantage of objective opportunities:

New Employees:

One of the best ways to leverage objectivity is by having your employees start their tenure with a one-week “consulting” project.  For the first week of their service, set them up as consultants.  Have them view your operations, your strategies, your facilities and your action plans.  Have them interview key staff members and leaders.  Provide them with a template to fill out at the end of this week.

Most employees lose their objectivity after only a few days.  They will begin to develop relationships, realize office politics and sense the company culture.  Add a few extra days to their normal on-boarding process and get a “burst” of objectivity.

Strategic Partners:

Another solid plan for capturing balanced viewpoints is to invite trusted strategic partners into your business.  This practice can be mutual and will absolutely benefit both parties.  Strategic partners will have different business practices, distinctive plans of action, and unique experiences that can greatly enhance your perspective.  Since they are not operating “down in the weeds” of your everyday business proceedings, they can be objective and fair with their discoveries.

Independent Consultants:

Independent consultants bring a new light to the situation.  Their success depends on their abilities to bring objectivity to every situation.  Good consultants realize that one of their most vital roles is to start and remain objective throughout a consulting commitment.  Independent consultants, who are vendor agnostic and who do not sell their own products, have an easier time being objective at all times.

One significant difference with retaining a consultant, instead of using new employees or strategic partners, is that consultants are trained in the art of observation.  They know what to look for and what questions to ask.  This “professional objectivity” usually provides a higher caliber assessment of your business.

In Summary:

Without objectivity, companies spend valuable assets running in circles and making subjective decisions on a daily basis.  Your business will have an edge on the competition if you balance your business strategy with clean objectivity.

A big part of business strategy consulting is teaching organizations about the planning process.  The keystones to business planning are creating a strategy, building a plan, identifying accountability and implementing a business relationship structure that supports the goals of the organization.

Connective Management utilizes a Strategy Management methodology on every project.  Strategy Management is a planning approach that entails looking at every part of the business strategically.  Often times, organizations limit their strategic efforts to strategic planning.  OS believes that every part of the business needs to have a strategy assigned to it.

I created the S.O.A.R. (SOAR) model to illustrate Strategy Management.  SOAR is comprised of the following:

Strategic Planning

Many business leaders believe that the business strategy and the business plan are the same thing.  This is a misconception that gets many organizations in trouble.  Strategic Planning addresses the goals and vision of the company, the growth parameters, the long term viability of the firm and the desired personality of the company.  Where does the company want to go?  How do we get there?  Who do we need on board?  What are we willing to do to attain these goals?  A strategic plan is the complete blueprint for the company’s success.

Operations Planning

Operations Planning addresses how a company “operationalizes” its strategy.  This type of planning prioritizes the action steps that need to happen for the company to move forward.  It breaks down the strategy into functional tasks, including time, resources, scope and priority.  Over the life-cycle of a company, there will be many “action” plans that help shape and fulfill the strategy.  There may be marketing plans, communication plans, sales plans, innovation plans, personnel development plans, etc….

Accountability Planning

An overlooked component of the planning process is accountability.  The lack of accountability causes many plans to fail.  Everyone from executive teams to entrepreneurs struggle with this key component of planning.  Most firms do not take the time to configure the accountability of the plan.  Who owns the vision?  Who is responsible for the actions being completed in the plans?  Who acts as a check and balance for the tasks?  Who is keeping the strategy and the plan on course?  Accountability is paramount for successful strategic planning.

Relationships Planning

It is critical to understand the organizations people, partnerships, culture and communication structure.  There should be a deliberate relationship plan that identifying the right people for the right tasks.  Relationship Planning is needed to bring a strategic plan to life.  It is also needed to keep the effectiveness of the operational plan intact and to support the accountability assignments.  Good planning always should take into account the people affected.

A strategy without a plan is a wish.  A plan without accountability is a piece of paper.  And without having a relationships plan in place, the entire planning process is usually a waste of time.  The SOAR methodology I’ve created brings a holistic strategic approach to the planning process.  Combining all four critical planning elements with a deliberate and intentional group of decision makers allows Connective Management to stand apart from other consulting companies.

Strategy Management SOAR Model © Copyright 2011 Brad Closson

One of my favorite aspects of being a management consultant is learning new and better ways to do my job.  I enjoy being part of a great “Mastermind” group that centers on professional development, as well as having the privilege of spending much of my time working with talented business specialists.  These interactions help me learn more about my trade and my subject matter.

Creating new tools for strategy building, goal formulation and metric tracking is a particular joy.

One of the tools I’ve developed to assist with strategic planning is called the Business CT Scan.

The Business CT Scan is a strategic planning tool used to narrow down the scope of a strategic plan and pinpoint the roadblocks or pain points.  It is a dynamic white-boarding activity designed to get all stakeholders on the same page and heading towards the same goals.  Having a “starting point” is critical to productive planning.  The Business CT Scan can be used to accelerate the process of finding the correct issues to address and prioritizing the actions needed to press forward.

Many consultants are familiar with a SWOT analysis.  This tool is used to break down any issue into strengths, weaknesses, opportunities and threats.  Most strategists use this tool quite often.  The Business CT Scan is a similar vehicle used to achieve greater details more rapidly.

The Business CT Scan is made up of five categories:

• Capital (Human)
• Communications
• Controls
• Culture/Community
• Consumer Experience

Using a whiteboard, these five sections are mapped out in the shape of a large “T”.   The white space on either side of the leg is used for notes.  In each “C” quadrant, the facilitator writes down the key issues, as well as the roadblocks, for each aspect of the business.

Here is a summary of the types of questions that could be used for each category:

Capital (Human)

Do we have the right people in the right positions?  Are there pain points associated with our staff?  Is our team up to the tasks at hand?  What type of training might the employees need to excel?  Do our leaders have the right skill sets?

Communications

Have we communicated the vision of the company?  Is our technology assisting in our communications?  Do our employees have adequate communication channels to management?  Do our customers understand our products and services?  Are we using social media effectively?   How productive is our marketing?  Do we have the right sales message?

Controls

Do our policies reflect our company values?  Do we have effective protocols in place for handling client issues?  Do we have an adequate CRM system?  Are we tracking the correct metrics to help our decision making?  How do we scorecard ourselves?  Does our employee manual protect our interests?  Have we done a risk assessment?  Are there any holes in our revenue cycle?

Culture/Community

Do our employees enjoy their work environment?  Have we created an atmosphere of creativity?  Do we strive for innovation?  What is our reputation?  How do we interface with our community?  Can everyone in the company explain our mission statement?  How difficult is it for us to keep our team members?  Does the company value the staff?

Consumer Experience

What is it like to go through our customer service system?  How effective do our clients perceive us to be?  Who is our customer?  How does our service affect our consumers over time?  Do we have a user group?  Are we capturing customer feedback?  Do we react to change requests?

Business CT Scans can be used to analyze:

o   Strategic Plans

o   Goals and Priorities

o   Marketing Plans

o   Culture Issues

o   Growth Strategies

o   People/HR Issues

o   Risk Management

o   Revenue Cycle

o   Operations

o   Productivity

This post is a fairly broad overview of this tool, but I hope it gives you some ideas on how it can be used to strengthen your strategic planning efforts.  Penny Crow, CEO and Chief Strategist with Operational Strategies (OS), has helped me refine this tool.  OS uses this tool extensively in their strategic planning and discovery sessions.

Next time you choose to dive into some strategy, add another tool to your process.  Let me know how the Business CT Scan works for you.

Most folks will spend more time planning their vacations this year, than they will spend planning their success.  Isn’t that funny?  It’s true!  Planning is extremely important for both businesses and professionals.  The thought of sitting down and working on a “strategic” plan seems rather daunting to most.  But it doesn’t need to be.

Start small.  Add just a pinch of planning to your business.  Create a strategic plan for next week.  It can be all on one piece of paper that you can carry around with you.  Here are a few things I would include.

Big Goal: Write down your biggest goal for the week at the top of the page, in BOLD.  Hopefully, this is a difficult or extremely important task that will help your success.

Habit: Write down one habit you are going to work on every day.  It could be anything from drinking more water to practicing empathy.

Top 10: List the top 10 projects/tasks that you want to complete for the week.  You may have more than ten, but only work on 10 at a time so your brain doesn’t get overwhelmed.

Follow-ups: Make a quick list of the folks you are going to follow-up with this week.  Instead of calling them “if you get around to it” you are making it a priority to contact them.

Queue: Have a spot on your weekly tracker that you can put down items to be done in the future.  You don’t want your brain spending the time to remember these tasks.  Write them in your queue and move on.

You are ready!  That wasn’t too bad was it?  Now, here is the KEY to this activity.  Send your plan to three other people.  You have now COMMITTED to do the plan, instead of just wishing you will do it yourself.  Accountability will increase your success substantially.

Try this weekly tracker on for size.  Let me know what you think.  A “pinch” of planning will pay great dividends.  Don’t just hope to succeed.  Plan to succeed.