On Saturday, April 8 we hosted the official release party for Facilitation: A Human-Centered Guide to the Art of Collaboration at The Odd in Asheville, NC.
We saw some friends and familiar faces come through - including Ami and Mike Bowen (Bowen Imagery) the designers of the book, Sumaya Owens (Present Moment Media), Gina Vivinetto (The Advocate, TODAY.com), and Michael Morrell (Speakeasy).
Live music was provided by Wife Island (dreamy, Laurel Canyon-inspired folk-pop) and classical folk singer-songwriter, Laura Boswell.
The event was captured by punk/DIY photographer Geddi Monroe. Check out the photos below.
My name's Joran Oppelt. I'm the founder of Illustrious Consulting and co-author of this new book, Facilitation: A Human-Centered Guide to the Art of Collaboration. It is available now worldwide, wherever finer books on Amazon are sold.
Facilitation is the fully-illustrated, definitive resource on how to facilitate groups and design collaboration. It presents a holistic view of facilitation – based on Integral Theory – and includes an array of contributions from expert voices and luminaries in the field. If you (or your team) want to get better at team meetings, making decisions, collaboration in the workplace, team building, or effective communication, this is the book you’ve been waiting for.
We'll give you a little sneak preview of this book today. I hope you enjoy it and get as excited about it as we have been over the last three years.
EXCERPT 1: THE VIRTUAL CAMPFIRE
Fun fact, at MURAL, a labs team is working closely with Meta on workplace collaborations in VR (virtual reality). One of the things that was discovered is that it's really great for team-building. It's not yet a very productive place. Don't do your spreadsheet calculations in VR. But it's great for having conversations, particularly with distributed teams.
One of the first metaphors they're focusing on is the campfire. The virtual campfire was literally creating environments where you sit around the campfire. In one scenario, you pick up something, talk about it, and then throw it in the fire.
There's something primal about being in a circle. With the closed space, the light of the campfire creates a dome of interaction where effective communication can happen. And it's almost as if the fire is facilitating the conversation.
MURAL - as a virtual whiteboarding tool - is sometimes the deliverable, or the outcome, or the artifact. But MURAL is an empty space. You open a Mural, it's a white, blank space. MURAL is the fire around which we all gather in order to create something together. MURAL is the location of the conversation.
The same can be said about maps, which are essentially diagrams of storytelling in a visual format. It's not about the map; it's about the territory itself and the conversation that the map facilitates.
That's what these visuals do - they provide a glowing campfire for us to all rally around.
EXCERPT 2: DUNGEONS & DRAGONS
In 1974, Dave Anderson and Gary Gygax published Dungeons & Dragons in Lake Geneva, Wisconsin. Twenty years later, in 1993, Accelerated Learning - a graphic facilitation and visual thinking organization - was founded in Lake Geneva, Wisconsin. We know this because Brian has a binder full of these tools from Accelerated Learning.
So, what the hell is in the water in Lake Geneva, Wisconsin? It's a tiny town. It is very cold. That is all we know. When there's nothing to do in the winter, people have a lot of time to sit around and invent games.
And what does Dungeons & Dragons have to do with facilitation?
We made the D&D connection when we were forced to do virtual facilitation during the pandemic. We spent a lot of time building our Mural boards out so they had a flow, theme, and bird's eye view design, almost like a board game.
They were heavily designed to facilitate. As Rob Evans from MG Taylor says in the book, "Let the facility facilitate."
As we were looking at these Murals, it was clear that they were the facility. That was where we were. When you're playing Dungeons & Dragons, you have a back-and-forth between one person who sets the scene and describes the situation and then the other people at the table who react to the situation.
If I were to say to a player, "You come across a door. What do you do?" - there are any number of things a person could declare they would do. They could listen at the door, knock on the door, or see if the door was locked. There are a number of things, right?
You have all these opportunities to respond to this environment that lives in the shared imagination of the people at the table. It's not a physical space, but it is a virtual space. And what we found when we were doing virtual facilitation is that we were giving that level of effective communication to the participants because what we wanted was for them to have a sense of embodiment.
Because that was the big "brouhaha" around virtual facilitation and virtual team meetings: "Oh, we can't see body language. We can't see each other's faces."
So we made it our mission to do as many things as possible to make things as sensorily rich as possible. So that when someone was in a Mural, it wasn't just putting stickies on a virtual whiteboard. Instead, I'm in the treasure room, and my ideas are the treasure.
There were all sorts of different spaces we led our participants through and made sure it was wide open. It's the idea of a narrated virtual shared experience without having anywhere to go. This is where that connection to Dungeons & Dragons came because we had those shared experiences far beyond reality. In the book, we call it lo-fi virtual reality.
It's about a shared story, shared imagination, shared experience, and shared memory. In D&D gameplay, we have memories like, "Remember when that giant tarantula bit this player?"
Or, "Remember when that player almost killed the giant worm but instead chose to talk to it and made an ally out of an enemy?"
We have shared memories as if these things actually happened. And for facilitators, that's what we're driving toward - shared memory. The goal of graphic facilitation is to preserve that group's memory. Harnessing group memory is scientifically proven to leverage groups toward an outcome.
Our goal was to say, "If our team is in a clearing and we're lost in a snowy forest, what is the Yeti? What is the big monster - the thing you're afraid of but you never see?"
"What is the wolf - the visible enemy that you must fight or defend against?"
"What is the mosquito - the thing that's been buzzing around and bothering you that you can't get rid of?"
Turning those questions into shared experiences and memories for the group helps turn them into a strategy.
When we're facilitating virtually, the more we can create a shared story space - where there's emerging content that everyone's building in a way that feels like you're there - that's where the magic of team building happens.
Putting stickies on a Mural isn't exciting. But discovering the Yeti, swatting at mosquitos, and everybody revealing themselves in a curated, virtual campfire moment - that's exciting.
You're giving your team something concrete and allowing them to treat it as a container for their otherwise very abstract ideas. It's difficult to talk about my mood. It's difficult to talk about the state of my team. It's difficult to talk about the future of my organization. But when you say, "How is my organization like a turtle?," we suddenly start to make connections.
Many people think it makes sense to weigh information rationally and then make a decision. The science is the opposite of that. What often happens is that we tend to make a decision very quickly and then work backward to justify it.
By creating a physical space or using tools like metaphor or Visual Explorer in team meetings, we provide containers so that people can talk about difficult, abstract concepts in a safe and inclusive way.
It might not be cool (or safe) for me to say, "My organization is completely falling apart, and we're at each other's throats."
But it is okay for me to say, "Hey, you know what? If our organization is a factory, the assembly line is shut down. Now, let's talk about why."
Are you interested in learning more about the connection between facilitation and D&D?
Purchase a copy of the book here and watch our recent webinar on YouTube.
As you continue exploring other sections of the book, please reach out to us. Let me know what you think of it, or leave us a review on Amazon.
Blog post inspired by a recent talk with authors and contributors of the new book, Facilitation: A Human-Centered Guide to the Art of Collaboration, in a panel discussion and interactive conversation. Joran Oppelt and Geoffrey Nelson are joined by Brian Tarallo, Jim Kalbach, and others.
It’s been three years and one pandemic in the making. I am so proud to finally announce the release of this fully-illustrated, definitive resource on how to facilitate groups and design collaboration.
It presents a holistic view of facilitation – based on Integral Theory – and includes an array of contributions from expert voices, including co-author Geoffrey Nelson, David Sibbet, Lauren Green, Brian Tarallo, Jim Kalbach, Mark Tippin, Natalie Nixon, akasha, and Michelle Royal.
If you (or your team) want to get better at guiding conversations, making decisions, surfacing opportunities, or driving outcomes, you must grab a copy today. They even come in hardcover!
Inside you'll find:
Here’s What People are Saying About the Book
“Whether you're a seasoned veteran or brand new to facilitating meetings and group processes, Facilitation is required reading. Everything in it is essential to the design and delivery of facilitation. And yet somehow in all 272 pages, nothing is superfluous. I tried to highlight everything that every facilitator should know; it would have been faster to have dipped the entire book in yellow ink.”
- Brian Tarallo, Lizard Brain, author of Surviving the Horror of Online Meetings: How to Facilitate Good Virtual Meetings & Manage Meeting Monsters
“Facilitation is packed with essential knowledge and practical tips. This book is the perfect tool for group facilitators looking to feel more confident and capable in today's complex world. It’s an exciting and hopeful guide that delves into the underlying dynamics of group collaboration and places human experience at the center of the process.”
- Rebecca Ejo Colwell, MBA; Founder Ten Directions, Co-Founder Integral Facilitator®
Change is a book burning.
It stands at the podium in all its righteousness and altruism and asks you to willingly throw your stories on the fire. The well-worn chestnuts you’ve told a hundred times. The stories you’ve clung to and retold for decades. Stories that have garnered you attention, laughter, applause, love, and connection.
Change asks that you give all of that up in faith that new stories will arrive. That new stories will magically fall from your lips, pour forth from your soul, or be woven together by a community of people that doesn’t yet exist.
I always tell the story of change in personal terms. When I stopped smoking I lost a few friends. You know the ones. The ones that don’t want to see you change. The ones that would rather see you suffer (or die) with them rather than confront change in themselves. I don’t miss those friends so much.
But then I got married and I lost a few more friends. The ones that weren’t ready for serious relationships or were struggling to find a part of themselves they could truly give to another.
Then, I had children, and I lost most of my friends. Choosing to bring a new life into this crazy world is a bridge too far for some people. And, it added to my responsibilities, making my precious spare time all the more precious.
In 2012, I founded the Integral Church – an interfaith group committed to pluralism, religious literacy, and spiritual practice. As you can imagine, my friends thought I had gone off the deep end. And at this point, I could count them on one hand.
Even though I had pruned the bushes of my life back to a nub, I didn’t succumb to isolation or depression. I was constantly meeting new people and making new connections. Each decision to step into a new way of being was chosen with intention and I stayed curious about myself and what kind of people I needed to surround myself with. Leaders, visionaries, creatives, those unafraid of change.
You can move to a new city; give up your career of 20 years; or come out as gay, bisexual or polyamorous. The effect will be the same. You will slough off some people that you didn’t need in your life anymore, shaking them loose like a winter coat.
Living happens on the precipice of change. The most important growth happens while standing at a crossroads.
Where I sought a spiritual life, there are also those who seek to leave it behind. For those sitting in the front pew of their church (having spent years working their way forward from the back pew) deconstructing your faith can be scary. Admitting that you’ve outgrown an institution or set of beliefs takes massive courage. These people are melting on the inside (like a caterpillar in a cocoon), dying to be reborn as something else.
Republicans and Democrats alike sometimes find themselves in the sanctity and anonymity of the ballot box only to end up voting for someone outside their party. They realize that their values have changed. Their beliefs about the role of government, policy, and responsibility have changed. It could be that they have changed; it could also be that the party has changed (hasn’t moved with the times, or is too progressive).
In consulting, we find no shortage of business leaders struggling with change – grappling with a vision in flux. Their strategy is now obsolete and they no longer have the right people in the right seats. For leaders in changing organizations, that means onboarding and aligning your team to the new vision and finding new team members who can help you accomplish your mission in the world. It means rallying the team behind a bright, clear, bold vision even as that vision is dissipating and you are anxiously crafting a new one.
You can plant a sapling and wait for it to bloom or you can repot a plant that needs more room to grow. Either way, change happens in an ecosystem – in a forest.
If you are the tree, then that tree has a lifecycle – a kind of toroidal function where the acorn and leaves are falling and debris is composting into something else. Turning into food and being reabsorbed through the roots. There is rhythm and motion and life.
But this tree is also connected to the mycelium and mycorrhizal network – the fungus and mushrooms and other trees around it. It's literally and invisibly holding its neighbor’s hands underground, forming a living community, a thriving marketplace or a well-regulated nation right underneath your feet.
Beyond the forest is what's called the purlieu. The frayed edges of the forest, where it turns into savannah or desert or plain is where mutation (or innovation) happens. It’s where the laws of the forest start to break down.
In business, this means we must manage our personal cycle of growth (from levels of listening to unconscious competence), the lifecycle of our business (from start-up to maximization to irrelevance), as well as the innovation portfolio being created on the farthest horizons of the purlieu.
In the sci-fi/horror movie, Annihilation, based on the best-selling Southern Reach trilogy by Jeff Vandermeer, the edge of the forest is called “the shimmer.” Inside the forest – beyond the shimmer – things grow at accelerated rates; the DNA of plants, animals, and humans is re-combined before the naked eye; and there seems to be no boundary between physical being and time. The forest in Annihilation is a sandbox of evolutionary emergence.
This is exactly the kind of jungle we find ourselves in as we navigate the 21st century. With our political post-modernism seeking to include, our decentralized media marketplace seeking to give access, and our remix culture seeking the novel and the new, change is a constant.
Our quest is to get off the well-worn highways and tromp new trails and pathways through the forest.
Our challenge is to be two people at once: the Wise Planner who thinks big thoughts and manages complex processes by optimizing or creating new routines and the Impulsive Toddler who will narrowly focus on the process at hand by executing existing habits.
Our task is to push our chests into the fog of uncertainty with the courage and contentment of a master. To love the tightrope strung between the known and the unknown. To compost and be composted.
Our aim is to live in a state of anticipation and curiosity, not expectation or entitlement.
There is a Greek proverb that states, “a society grows great when old men plant trees in whose shade they shall never sit.”
I believe a man grows great when he plants trees that he knows will be chopped down and turned to pulp. Pulp that will be pressed into books and thrown on the future fire.
Consent is a charged word. You usually only hear about it when someone has filed a complaint with the HR department or someone has crossed a boundary they shouldn’t have crossed.
You may be wondering what does consent have to do with my work?
Consent is defined as “permission for something to happen or agreement to do something.”
An example of this might be, “no change may be made without the consent of all the partners.” Consensual leadership is about encouraging acceptance and agreement before actions are taken and this approach has never been more relevant considering the power differentials between leaders and teams.
We recently worked with a Board Chair of a well-known faith community who told us they had never consented to filling the role. She was told that it would be an interim position and that certain criteria would be met (a job description would be provided, regular reviews would happen, there would be administrative support, etc.). The model of governance allowed for her to be nominated without her consent, and she was voted in. She begrudgingly did the work, the criteria were never met, and she ended up serving a term of three years.
She admitted that she would have been more than willing to devote herself to fundraising and community development – activities that would have really lit her up – but no one asked her. By the time three years had passed, they were desperately trying to rebuild after the pandemic and critically needed someone focused on bringing in money and reaching out to the community. Unfortunately, it was too late. She was burned out and resigned.
We also work with married teams in our executive coaching program. We call it “Power Couples Coaching.” Unsurprisingly, sometimes issues that hinder these intimate relationships also affect the bottom line and their ability to turn toward each other, communicate effectively, and lead as a team.
In these cases, we find it useful to discuss consent in terms of how it affects the communication inside the household and the business (i.e. ill-timed business updates over dinner, or worse, during date night).
FRIES is an acronym for the elements of consent developed by Planned Parenthood to inform and educate young people about the importance of consent in relationships. Here’s what it looks like when applied to organizations.
And, enjoy the FRIES!
In complex business environments, leadership cannot be off-boarded or outsourced. As leaders and executives, sometimes we blame the bad things happening around us on others, or the market, or circumstance.
Things like ineffective meetings, staff turnover, teams not hitting their goals, people holding back, lack of work/life balance, and not sticking to the strategy. These have nothing to do with other people and everything to do with the way you show up as a leader.
It’s been said that “people don’t leave bad jobs, they leave bad managers.” The opposite is also true. People don’t follow ideas, they follow other people. Is your mission confusing and convoluted? Are there too many initiatives to remember? Have you made your vision of the future (and their role in it) crystal clear for the team? If not, chances are they will burn out. If they stop believing in your capacity to lead, you will no longer be their leader. No amount of bonuses or self-care days will undo it.
Executives and leaders experiencing complexity and overwhelm can do two things to establish leadership in complex environments:
This alignment will look more like group storytelling than strategy. It will involve all of your people and involve them in visualizing things like retrospectives, journey maps, and cones of plausibility.
Consider how the diversity of voices, perspectives and competencies you convene and empower today will impact, amplify, drive, or disrupt your work in the future. Visionary leaders prepare for this long tail and are able to manage the business along multiple horizons.
The emotional benefits for leaders who can do this include:
Some measurable results we have seen in leaders and businesses that can enable this kind of thinking and behavior in those around them include:
As mentioned in our book, Visionary Leadership, these types of leaders are able to do three things well:
Raise more visual leaders. Celebrate them. Watch them shine.
At Illustrious, we pride ourselves on a commitment to quality outcomes. We've been doing visual consulting and facilitation for nearly a decade and have seen first-hand the negative effects of a poorly-designed and executed meeting, session, or client engagement.
As external facilitators, here are the top four reasons our clients give for using our facilitation services rather than facilitating themselves:
Our clients want to participate in the process. We’ve found that OKRs (Objectives and Key Results) in particular are difficult to facilitate if you want to also participate in the session. It’s not easy to consider your team’s interdependencies, listen to your fellow participants’ 90-day needs and goals, determine how it will affect your department, and come to a consensus on how to measure progress while also sorting and organizing stickies, summarizing and reflecting the group inputs, and keeping an eye on the clock.
Over time, our team has developed a mastery of visual collaboration tools like MURAL and facilitation methods, ranging from The Grove’s Strategic Visioning process to Liberating Structures and Strategyzer to StoryBrand. Our clients rely on us to know which tool to use to help them solve their complex problems.
Deciding on the theme for a session; coordinating everyone’s calendars; sourcing artwork, illustrations, and photography; coding and deploying the surveys for the pre-work; designing the MURAL (or setting up the room); writing up the agenda, facilitator guide, and other necessary copy; collecting all of the deliverables from the session (survey results, recordings, graphic records) – these things take time. Most of our clients have roles that impact their business directly and know that time spent designing and prepping the session will be time spent not leading their team or fulfilling their role.
Sometimes when a team chooses to facilitate themselves, they may neglect to ask challenging questions in order to protect their strategic plan (or someone’s job). Or they will design a session to reinforce a currently-held belief. This is called confirmation bias. Sometimes authority and esteem (see The Fundamentals below) hasn’t been established by the head of HR. Sometimes the VP of Sales has too many inside jokes or treats the women in the room differently than the men. Sometimes the Chief Innovation Officer talks too fast or over everyone’s head. Sometimes the CEO or President takes herself too seriously and elicits snickering when her back is turned. We are constantly told that people behave better and create the desired results when an external facilitator is leading the group.
I was fired for doodlingRead Now
It was 1995, and I was fresh out of high school. I had been a busboy, a bag boy, worked construction on and off as a mason’s assistant and labored in a fire sprinkler shop. It was time for me to buckle down and get a real job. I applied anywhere and everywhere. I wanted to be a graphic designer, and that's what I was studying in college, but I didn't have the experience.
Eventually, I was hired at the Florida Spine Institute as a medical transcriptionist. A family member must have pulled some strings as a favor. My words per minute wasn't the most impressive, but I managed to land the gig. My interviews went well, I had filled out my W-2 forms, I was placed in the system and told to report to work on Monday. I was all set to go.
It was my first day on the job when I sat in front of a computer screen, received a pair of headphones and began to drown in a stream of surgical dictation.
It wasn't long before my eyes began to sting and my brain began to slow down. I choked on the flood of foreign, multisyllabic words coming through the headset. So, I paused the recording and took a break.
Next to the computer sat a blank yellow legal pad and a blue ballpoint pen. I had been doodling on that yellow legal pad for no more than 5 minutes (probably a skull, unicorn, dragon or something) when the supervisor walked up behind me. She came to a full stop, cleared her throat, and asked to see me in her office.
Being caught doodling was a horrible feeling. The shame and remorse ran through my body.
I was sure that I was to be reprimanded for the doodling. I was convinced that I would be scolded and asked to focus and promise not to do it again and put back out on the floor.
But that's not what happened.
The venetian blinds in the supervisor’s office were drawn, giving her a slight silhouette. She sat in an overstuffed leather chair at a huge wooden desk. On the desk was one of those green banker’s lamps. It was the first time I’d seen one of those in real life.
She said, “We don't pay you to draw.”
Then she took a deep breath and said that it wasn't “going to work out.”
I was fired on the spot. And, it was baffling to me at the time. Part of me was shocked that there would be no second chance. Another part of me started to think that this was the way “grown-ups” in the “real world” operated. I feared this was the way adults did things – and that I wasn't ready for a real job.
I began to think that there would never be a place for me in the workforce unless I stifled my creative side; that my creativity might be my handicap.
Some people don’t recover from a soul-crushing brush with white collar corporate America. Some people allow the criticism of others to extinguish their spark. But, I knew that if I was to be successful and remain in integrity, I would need to either find a box to fit in that looked more like me or find a way to create my own. I vowed to find my tribe among creatives.
I worked in music and PR and spent over a decade in media as a Marketing Director at a scrappy alternative news-weekly. Eventually, I landed a gig working for a consultant as a Graphic Recorder. I was paid to actually doodle in business meetings.
At the consultancy, I was surrounded by people who harnessed creativity and play to drive business outcomes. We made a living by thinking outside the box. We sketched, doodled, mind mapped, and built analog prototypes using scissors and glue. We filled every bit of blank space on the walls with Post-its.
Today, I own my own consultancy and have trained many facilitators to do what I do. At Illustrious, we enable the art of visual thinking and innovation. And no one gets fired for doodling.
For those of you leading organizations in growth mode, you are continually having to balance efforts between the business you are and the business you are becoming. As your team expands, you’ll need to consider new and exciting (yes, they can be!) iterations of your org chart.
I recently worked with a corporate team coaching client. We were tasked with building an interdependency journey in Mural that would allow leadership to measure where interdependencies were happening on their global finance team. Interdependency is not only a function of a team, it’s also a quality that emerges at the higher stages of team development (think storming, norming, performing, etc.).
If you’re familiar with McKinsey’s innovation horizons, you know that each level of product or portfolio planning requires new or different team members, leadership styles, mindsets, language, business systems, experimentation frameworks, and management methods.
Just as in innovation, interdependency has a similar way of scaling. According to the 1967 book Organizations in Action by sociologist James D. Thompson, for each level of team interdependence (pooled, sequential, or reciprocal), there are different levels of coordination required (standardization, planning, or mutual adjustment).
Pooled - This type of task interdependence combines separate parts. Business units perform separate functions, not necessarily interacting or overlapping. Like a gymnastics team, however, their individual performance can negatively impact the rest of the organization.
Sequential - Like an assembly line, this type of interdependence means that one unit depends on the output of another before they can do their part. Planning and scheduling become vital to avoid bottlenecks in production.
Reciprocal - These units are highly interactive and reflexive. It’s sequential, but with the addition of multiple rounds or cycles. Teams or departments may adjust as the situation changes (think sales, marketing, product development, R&D, etc.) and if one department underperforms, the house of cards could come crashing down.
A lack of agreement between the types of interdependence and levels of coordination can reduce results, bruise relationships, diminish well-being, or shutter businesses.
For now, consider these questions:
For more posts and templates like this, sign up for our newsletter, and if you need help designing or facilitating a workshop, let’s set up a call.
Innovation Types and HorizonsRead Now
THE 7 TYPES OF INNOVATION
ISO TC 279 defines innovation as "a new or changed entity realizing or redistributing value."
At Illustrious, we define innovation as the act of creativity and experimentation that turns your best ideas (and even your best failures) into value. This means that whether we’re talking about corporate innovation or a small business that encourages innovation best practices on small teams, you can’t have innovation without the ability to 1) generate and elevate new ideas, 2) iterate ideas into process maps and prototypes, and 3) validate and scale those idea prototypes into the right audience fit.
Innovation strategy falls into numerous categories. These include:
THE 3 HORIZONS OF INNOVATION
An organization’s innovation strategy also falls into what McKinsey and Company call horizons. These are the time-bound areas of focus for innovation efforts.
The first horizon (H1) is the home for any short-term innovation strategy and includes both “incremental” and “notable” shifts along the value scale. Incremental shifts include improvements or additional unique features to products and services (think a toothbrush with rubber grips or a flipchart with handles).
According to Magnus Penker, author of How to Assess and Measure Business Innovation, “notable” shifts include a “distinguishable advance in design, process or business model” (think the RAZR phone or disposable hearing aids).
The second horizon (H2) includes mid- to long-term innovation efforts and results in significant or “radical” shifts. This means there is an advance in the product or experience design as well as to the process or business model (think Southwest Airlines or iPod/iTunes).
The third horizon (H3) is where we see game-changing transformational shifts. The hallmark of the third horizon is that at least two important advances are made in a combination of design, process or business model. (Think market disruptors like the razor and blades model or the light bulb and electrical grid.)
Each of these corporate innovation types requires a different leadership style (entrepreneurial, democratic/participatory, coaching/charismatic, etc.). Each type requires a decision to buy, build, partner or do “open” innovation (collaboration outside the walls of the business). With each leap, what got you there will not get you where you’re going. At each horizon, you will take on new or different team members, mindsets, language, business systems and management methods.
When you commit to the practice of innovation, you are not only committing to changing your surroundings, but also to changing yourself.
If you’re ready to have a conversation about the inner work required to lead innovation in your business, we’d love to help you shine.
ABOUT THE Author
Joran Slane Oppelt is an international speaker, author and consultant with certifications in coaching, storytelling, design thinking and virtual facilitation.