12 Controversial Teambuilding Ideas as part of your recruitment strategy | Wolf Matejek | Skillshare

12 Controversial Teambuilding Ideas as part of your recruitment strategy

Wolf Matejek, Entrepreneur, Business Coach, Author & Trainer

12 Controversial Teambuilding Ideas as part of your recruitment strategy

Wolf Matejek, Entrepreneur, Business Coach, Author & Trainer

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16 Lessons (48m)
    • 1. 12 Controversial Team Building Ideas Intro

      2:05
    • 2. Class Overview of things to come

      1:51
    • 3. Consider hiring people who are 'slow learners'

      3:07
    • 4. Consider hiring people you may dislike or feel uncomfortable with

      2:30
    • 5. Consider hiring people you may not need as yet

      2:48
    • 6. Use job interviews to gather ideas not just to hire or screen candidates

      3:02
    • 7. Encourage people to defy their peers

      3:02
    • 8. Identify your 'happy people' and get them fighting

      2:43
    • 9. Generously reward success & failure, but punish inactionGenerously reward success & failure, but pun

      2:59
    • 10. Undertake an impossible task with a positive attitude

      2:30
    • 11. Think of impractical things and plan on doing them

      2:49
    • 12. Avoid anyone if all they talk about is money

      3:56
    • 13. Innovate by ignoring what everyone else has already done

      1:56
    • 14. Forget the past

      3:30
    • 15. Summary of actions

      7:58
    • 16. Thank you for watching

      0:44
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About This Class

Building creative and innovative teams requires a great deal of thought.

Some of the tips I am sharing here could be taken during the initial recruitment process of the new team members and thereby focussing on the strengthening of any existing teams. Other tips include the easing-in of new members into the teams.

Usually, managers just decide to recruit a new team member the old fashioned way, by asking a few bog-standard questions, and based on the recruiter's feelings the applicant may or may not get hired.

In this class, I am sharing 12 ideas of how the approach of recruiting and building a stronger and more creative team can be challenged in new and more innovative ways. They may not always be the way many people would approach their creative team-building strategies, thus the title of 'controversial ideas'.

With an open mind and your new-found interest, do join me in this class.

Meet Your Teacher

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Wolf Matejek

Entrepreneur, Business Coach, Author & Trainer

Teacher

Wolf has for more than a decade been helping passionate people like yourself, in building their own successful and profitable service businesses.

He states his reasons for wanting to help people to be the best they can, as: "You are the person that inspires me to use my business coaching, mentoring and training skills in making your business a success."

As a trainer Wolf has travelled across the world, delivering programmes on a diversity of subjects including soft-skills, motivational programmes as well as bespoke IT applications.

His website can be found at http://www.business-success-unlimited.com

His books are published via Amazon at http://goo.gl/UtoHcj

See full profile

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Transcripts

1. 12 Controversial Team Building Ideas Intro: hello and welcome. And thank you for checking out this class on 12 controversial team building ideas that actually work now in summary, for the overview for the class. I would like to say that the most creative companies and teams are usually very inefficient and quite irritating places to work because they follow business practices that are the complete opposite. Off the way routine business is usually operate. Almost all highly creative companies do some very strange things. They are filled with Mavericks who refused to do things in the same way as everyone else. By doing that, creative companies consistently developed new ways to think and act. The willingness, though, to see old things in new ways positions these creative companies to come up with breakthrough ideas that lead into the future. They are never usually extensions, often existing way off doing things, but a complete change from the law. And in this car's I'm sharing with you 12 controversial team building ideas that have been tried and tested the world over. And yes, they may be controversial to some of you because they are not the standard practices you would usually expect. So to learn more about what we're going to cover. Here are some examples We're going to talk about how you can hire people who are slow learners. They are challenging the status quo. Or you might use job interviews to get ideas, not just screen candidates. And you may also learn about how to avoid people if they all they talk about is money. So this class is for you. If you want to get some innovative and controversial ideas off, how to build a strong and creative team. If that is you, why not sign up at the bottom right off the screen? 2. Class Overview of things to come: Hello and welcome and thank you for joining this exciting class on 12 controversial ideas off. How to build a strong creative team to build an organization where innovation grows and becomes a way of life. You will have to encourage the variance among your employees. You don't want to be tip toeing the corporate lime. You want to challenge the status quo to some respect. You want to let people see old things in a refreshing, new original and innovative way. You also want to break from the past, and you have to be willing to release new products that also may fail in your marketplace. You also will have to have a goal off making more money in the future rather than optimizing your business to make money right now. Therefore, to achieve all that, some strange, weird and innovative ideas will be required. It is impossible to build a business that acts differently to other businesses by just copying and the replicating what others already do to reach a different destination. A different set of rules is needed, and the journey must be judged not by the same criteria conventional businesses use, but by a new valuation methodology. In short, when it comes to being creative in your business, sometimes being a little weird goes a long way. And on that note, let's get started right with the idea Number one. 3. Consider hiring people who are 'slow learners': idea. Number one. Hiring people who are slow learners to instill a wide range of perspectives into your business. You want to identify and hire smart people who like to do their own thing and don't feel pressurised to blend in with everyone else. If they do what they think is right rather than what everybody else does, your organization will be better for it. Creativity flourishes when you bring a newcomers who don't feel any great need to learn how things are supposed to get done around here. In fact, the less time a new hire spends talking with his or her own coworkers or bosses, the greater your possibility they will be able to see better ways to get things done. The best slow learners can be found amongst the people who tend to be socially awkward. They may prefer to hide in their office and work rather than hang around the water fountain and correlating so from calendars. There may be people who are relatively unfettered by so from convention, thereby focusing on saying what they really think about a situation instead off what they think that boss might want to hear. Slow learners also tend to be shy by nature because they don't require the approval or admiration off others to make them feel successful. They also tend to have, ah, high self esteem, an enduring Lee positive evaluation off themselves, their own opinions, their own capabilities and, of course, their own inevitable success. And slow learners also tend to have bad grades at school because they are more interested in listening to their own internal voices rather than they ever are bothered with. Great. Now, to get the most out, off slow learners, you may want to surround them with support people who understand how to translate and promote their creative ideas within your business. These support people will need think skins because most low learners tend to be a little bit quirky and usually are intolerant off people who armed on their own wavelength. A good support him will understand that and isolate just slow learners from others. Slow learners also tend to have poor communication skills, so you will need someone to support them who can put new ideas into context. That's a requirement you need to fulfill 4. Consider hiring people you may dislike or feel uncomfortable with: Welcome to idea number two. You may want to consider hiring people you dislike or you don't feel comfortable about. Well, if you only hire people you like, all you end up with its more off what your business already have. Lots of liked people, the people you really want to look out for off those who make you squirm or feel uncomfortable. They usually have a potential to shake things up in your organization. To get an influx of new ideas, you may want to hire some new talent with different backgrounds. If you or your team are young, you may want to consider hiring some older people because that age difference can generate some worthwhile discomfort and conflict. You don't want to hire people who are just like yourself in terms of attending the same school, living in the same county or region, having the same horribilis belonging to the same club, playing the same sport and so on and so forth. You want to monitor internal discomfort levels. If a likable new hire starts making enemies internally, that's usually a good sign. They are challenging the status quo. Why don't you encourage them to do just that? you want to pre warn existing people in your teams, since everyone finds it a little bit frustrating and irritating toe work with others who do things in a different way. And don't forget to warn the new hire us that they will also experience some initial on easiness within the team. You also need to listen out carefully, especially to the ideas off the people who make you feel uncomfortable personally. You want to run interference for the new guys, providing them with extra support and also protection. Everyone will have a vested interest in seeing the new talent fail or being silenced. So do plan ahead for those eventualities in summary, the more diverse your talent pool is, the more likely some creative and innovative ideas and thinking can take place. 5. Consider hiring people you may not need as yet: idea. Number three. Hire people you don't even need just yet. If you hire people, you don't need a present. But that you may think, might be useful in the future. Some creative ideas mentally be generated. With a little luck, these unneeded people may even have some new ideas that can later be turned into new streams off revenue for your business. If you interview an interesting person with skills not directly applicable to the business currently at hand, think carefully about hiring them anyway. The assignment doesn't need to be permanent. If that might cause internal problems, why not bring them in? As a contractor, consultant or a temporary employees, they will be able to take care off seven risks that others in the company wouldn't even consider. Attempting creative work is always inherently unpredictable. It's difficult and sometimes even impossible to forecast in advance, which, or what background knowledge and skills will be contributing to a breakthrough. People with skills that are seemingly unrelated to your project may be able to contribute some fresh viewpoint that everyone else so far has overlooked by hiring smart and interesting people you and opportunities for creativity at work to make this work offset your own personal bias and preferences by having others in the company argue the merits off . Whether to hire some off the more interesting people you naturally would reject. Be prepared for failure and the fact most of these more unusual new highest won't come up with anything that is genuinely useful right now. Then get out off the new hires way. Give them an opportunity to grow and to stand on their own two feet. Look carefully at your current job titles and descriptions and consider what type off the wall skills would complement what's already happening within your business. And give some Ford toe where those skills can be found. Look out for pack rats because many highly creative people collect vast amounts of contacts , ideas, people and things that might prove one day useful to you and your business. 6. Use job interviews to gather ideas not just to hire or screen candidates: idea. Number four used job interviews to gather ideas. No, only to hire or screen candidates. Instead of having an unstructured chat during a job interview, put potential new people through their paces. Give them something you're working on as a sample task and see how they will perform. They may come up with something fresh and original, regardless of whether you may or may not ultimately decide to hire them. For most employers, their personal biases strongly influenced their decision on whether to hire someone. If a candidate likes similar things, it's physically attractive or relates well to the interviewer. They usually have a higher chance off being employed. Most managers flatter themselves as being very good judges of character on the basis off a job interview. Yet many studies have shown the conventional hiring process isn't really as effective at identifying who will become the superstar in the future. With that in mind, why not try a new approach? Harnessed the job interview process as a way to spark creativity and innovation, use interviews to increase the number off ideas floating around inside the business? You do this by asking different questions like what are the most promising new technologies or business models you have learned about in school, who are the most interesting people you have interviewed with at other companies and what made them interesting to you looking in from the outside. What have you noticed about our business, our company or our competitors? What strikes you as being the most important trends in our industry? And where do you think things may lead or ahead in the future? Have you heard anything interesting, such as rumors, gossip or stories? While you did your interview rounds with a little forethought, you could even get candidates working on real problems that you're currently facing. Listen to what they have to say. Make a note off their ideas or suggestions by asking smart questions about topics you need to know and then shut up. See whether or not the candidate can contribute something meaningful to this process. Most times they will not. But on a few rail occasion, a genuinely good idea may come to the surface 7. Encourage people to defy their peers: idea. Number five encourage people to defy or ignore their peers. Most companies try to build a strong culture as a platform for great performance. The only problem with that is that it drives out variants and encourages conformity, which in turn stifles creativity. To overcome that, you want to hire newcomers and let them work. Whatever way makes sense to them. Why not give them license to do things differently? To create an environment where corporate creativity can grow? Many corporate histories are full off submarine projects where employees defied their bosses and continue development on new product in their spare time, only to then surface once the product was readily developed and ready to go to market. That should send a clear signal toe all managers that there are circumstances in which employees should be given an opportunity to prove the boss wrong. To achieve this in practice, you want to encourage every employee to spend at least 15% off that time to work on projects off their own choice and for which no managerial approval is required. Some people, of course, will abuse this privilege, but others will work genuinely innovative ideas you want to provide some resource is for those who choose to work on a pet project and don't order those how those re sources are ultimately get used or applied. You also want to recognize and reward publicly those who have pursued risky projects their bosses may have tried to stop or not even heard about. You want to celebrate success, especially in cases where employees follow the approach off. It's easier to ask for forgiveness later than ask for permission in advance. You want to look at the project people are doing, even though forbidden, you want to be objective and see whether or not it is something that might just benefit the company before stamping it out unilaterally. And you want to get out of the way off your employees, don't buck them with too many questions, or try and give them advice on how to run their project. Instead, you let them follow their own hunches and see where it may lead 8. Identify your 'happy people' and get them fighting: idea. Number six. Identify your happy people and get them fighting. In this case, obviously we're not meaning the physical fistfight. But the richest innovations tend to emerge from a rich environment, which is filled with positive and upbeat people who also know how to fight for what they believe in intellectual conflict. An argument ensures that whatever emerges is robust and strong and as good as possible when everyone in the group agrees, though not much creative thinking is happening. Open conflict, on the other hand, is a sign that there is a healthy contest for the best ideas Toby put forward. Otherwise, everyone is in danger off simply becoming a resident chorus off approval for whatever the boss wants to hear. Of course, there is a right and a wrong way to stage a healthy fight. The wrong way is where people take things personally, or where an idea gets rejected before even has been developed well enough to be evaluated thoroughly. By contrast, to allow a good, creative fight to develop, you need to teach people to use tasteful and appropriate jokes just to ease the tensions, especially when things get a little bit too hot or too tense. You need to encourage people to withhold judgment off brand new ideas, at least until they have fully being fleshed out in great detail. You want to use classes and mentoring setups to teach people how to express and evaluate new ideas in a rational way. You want to enshrine some success stories in your own hold of fame off people who have fought for what they believed in and triumphed against all the odds. You want to encourage the use off humor to constructively introduced new ideas that are highly original in a little bit off key. Do whatever is required to put your people into a good mood always remain toe. Have a few grumpy people available somewhere in your business, since they will be able to fight things that are wrong. When enthusiasm for an idea courses the group to ignore some off the basic realities off life 9. Generously reward success & failure, but punish inactionGenerously reward success & failure, but pun: idea. Number seven Reward successes and failures generously but punish in action If you genuinely want to encourage people to keep coming up with new creative ideas instead of reverting back to the tried and tested scenario, Simply rewarding success just isn't enough. You also have to reward the failures because it's in the end, where the best new lessons are found any time a business attempts to eliminate flops. It also eliminates innovation, because the only way you can do that is just stick to the tried and tested. Creative ideas always lie just on the other side or failure. In fact, the best way to get there is to find ways to fail faster. Why learning as much as possible along the way? In practical terms, ah, highly creative business will always talk about and celebrate intelligent failures while taking the time to pulls and take note off what was learned from each promote people who have some significant failures to their name, since that is a good sign that these people are the ones who are willing to push the boat out and take the risks. Probably be prepared to punish people if they keep making the same mistakes over and over again, since the objective in this scenario was to learn from the mistakes rather than to attempt to re work the same mistakes over and over again, convey the message that failure to act is a greater sin than attempting to do something new and then coming off short, go out of its way to try and learn from the failure off. Other companies and teams, since that will be much cheaper and less painful than going through the failure first time around. Be very weary off people who are not prepared to fail, since most likely these people refuse to act when they should be trying new things to find out what works. Forgive rather than forget the mistakes that have been made. But concentrate instead on extracting all the lessons that are available and ready to learn from each. And lastly, you may want to consider that making a high failure rate to get a promotion 10. Undertake an impossible task with a positive attitude: idea. Number eight undertake an impossible task with a positive attitude. Everyone knows that people are genuinely bad at forecasting what will and won't work. Therefore, you want to innovate by backing risky projects, even those that are doomed to failure. And if you can convince everyone success is certain and just around the corner, you may be surprised at what happens. History is full of innovations everyone dismissed as being impossible. There was a story about powered flight television's satellites, photocopying, fax machines, ipads and all that kind of stuff. But that's the past. The merits off these products are easy to see in hindsight, but equally easy to reject. In your in years, it's really impossible to tell which risky projects will succeed and which will fail. The only viable action for a business is to increase the opportunities for success by approaching East Project with a positive attitude. The simple act of believing something will succeed and convincing others to share the same belief that will inspire confidence, which will generate a higher level of performance on the part of everyone else involved, encourages people to work harder and longer in anticipation off this UN forcing breakthrough makes people forget the experts or critics, since what others say is become off very little relevance to the success or failure off the project in hand. And it allows everyone else involved to view the setbacks only as a temporary event rather than the definite outcome. There's one other action business leaders can take to increase their chances of success. Instead of trying to reduce their failure rate, they should focus on pulling the plug on failed ideas more quickly. That will allow time and resource is to be used in testing still more ideas to see what works and what doesn't. 11. Think of impractical things and plan on doing them: idea. Number nine. Think off some even practical things and then get on with doing them. Some of the most creative breakthroughs in history have come when people have gone out and done some stupid or impractical things. The action off reversing or challenging assumptions which get being taken for granted can lead to some highly impressive breakthroughs, which openly become obvious. In retrospect, to be creative, the person needs to think differently. First and foremost, as usual, that's easy to describe but more difficult to actually put into practice to help you with some ideas to stimulate creative thinking. Here's my suggestions. Identify the most absurd things companies in other industries are doing and then come up with arguments why your business should do something similar, or look at the most successful actions off your competitors and develop arguments on why you should do something completely the opposite. Come up with a list off the most ridiculous things your business could do and then develop convincing arguments why those could actually be smart things for your business to do or developed several completely contrast inversions off your company's future and analyzed the advantages and disadvantages off each of those or you want to outlaw ridicule and put downs whenever new ideas are put forward. Even if those ideas seem totally ridiculous, impractical or stupid, all have your business team sit up and design the worst product that we could possibly build by talking about products, services or business models or business practices that seemed dumb or stupid. The company makes explicit what could be done. There's also the opportunity to come up with innovations, others one copy or they won't copy them, at least until they've been proven. And with any luck, a great innovation may just lie undiscovered beneath the surface or popular opinion. This has happened many times in the past. It is inconceivable that it won't happen again in the future. 12. Avoid anyone if all they talk about is money: idea. Number 10. Avoid anyone, even customers. If all they talk about is money, the more time that can be allocated to thinking creatively, the better. That means you need a billions to be open and invite the attention of outsiders in the early stages of a project. But avoid distractions like having to talk to the people who provide the funds at other times as a rule of thumb, avoid outsiders. Whenever your team is trying to learn how to do something here, attempting to visualize a highly original new product or developing a prototype and trying to get it working at these critical junctions, you should always avoid talking to clients or customers because they are always drawn to what is familiar and they usually repelled by what they don't know about. You also want to avoid talking to managers because they usually spent more time in figuring out how to package a new project or technology to look impressive for top management rather than think about how can we actually improve it? You also want to avoid talking to money managers because they will spend more time thinking about how little it will cost and produce that product and the more interested in what will it make in the end, when we sell it, thereby avoiding the unwanted attention off these types of people at the wrong time? You want to try a few tactics bluntly. Just tell them to go away because off the intense demands on your time, you want to also learn how to ignore the critics and instead focus on the creative task in hand. You want to physically avoid outsiders and try to work in isolation and in secrecy. You also want to maybe district them while they're talking to you. Why not launch off into intriguing diversions in interesting lions of thought? You want to be vague when you're talking to people using strategic ambiguity to cloak where you really are, what's happening and give them a lot of mumbo jumbo. Or, alternatively, of all of those. Maybe you just want to try and be so boring that they don't even want to talk to you, because if you're dull, you're hardly going to be off interest to anyone. And finally, you want to keep in mind that it's not everything that needs to be done in isolation. That will be times when the attention of outsiders is not only welcome, but maybe off critical importance. For example, you want to use outsiders when you are using familiar, ingrained working practices or when you're looking for knowledge from other specialists. Or maybe you're looking for more resource is to complete the project. You might want to look out for outsiders when you're stuck on some kind of problem, or when you want to improve a product that's already in general use or you in the process off developing a very niche product. And lastly, you do want to get some outside help when it's about selling your finished idea. 13. Innovate by ignoring what everyone else has already done: idea. Number 11 innovate by ignoring what everyone else has done before. You don't begin your business project by checking and comparing what others have already done in that area that will limit your thinking. Instead, you want to concentrate on doing what seems logical and right to you, and then you want to plunge right into it, looking at how similar problems are solved in other industries. Interest e Whether there are some cross over ideas you can relate to in many ways the more naive you are, the better your chances are off making the genuine breakthrough. The most creative work will always be done by people who don't know the accepted way off doing things, which means new hires, fresh out of school, people from outside the business for the industry or even people from a foreign country. To take this idea a little bit further, you might want to hire people with formal training in different industries and to see whether they can come up with an entirely original way to approach problems in your own industry or to find people with diverse backgrounds different six off technical skills, opinions and or experience, or you want to look out for people who are bright, creative and willing to try things others wouldn't even dream off attempting. And lastly, you might want to try to be different. You want to hire people who have the right skills for a project and see whether they can solve a problem. The people with the generally accepted set off skills failed that. 14. Forget the past: idea. Number 12. Forget the past, especially your own companies. Successes. This now makes it the last class in this program. There will be a summary right at the end, but for now, let's look at the idea. Number 12. Forget what your company has done in the past. You want to instead study the spectacular success stories off the general business world. You want to draw your inspiration from the possibilities that are around rather than being linked to your own company and the way we did things in the good old days. It's too easy to become reliant on obsolete methods and technologies purely by the force of habit on the strength of past glory in the market. Some commentators described this as a success trap where core competencies turned into cool rigidness and stifle your innovation. To avoid these so called success straps, you want to start a new company and staff it with new employees or hires. You may want to set up a new business unit and encourage it to ignore, defy or rebel every part off the prevailing culture. Let existing employees moved to a new unit only on the basis that they need to be committed and will not be able to go back to their old jobs. If things don't work out at the new unit, you want to lead or join a business revolution. Internal insurrections that throw out the our moded ways of doing business and replace them with new and improved business models, practices or technologies. You might want to run some change oriented workshops, training meetings or task forces with the express objective off, making some dramatic internal changes. You want to encourage people to become agnostic towards the business, adopting whatever works best instead off what's being tried and tested and was useful in the past. You want to hire people who are prepared to stand up and generate a little internal conflict. You want to routinely take people out of their current jobs and give them new assignments that makes them feel a little bit uncomfortable. Or you want to constantly disband and reform your teams to stop people becoming jaded and complacent in their roles. Or you want to introduce some deliberately random decisions and see whether any better alternatives are coming out from the background noise or what you want to utilize the back to the future approach, deliberately asking employees to return to a bygone era and do things that worked well in the post. By doing so, either, the old problems which have been forgotten about will re emerge again. But they won't come into a clearer focus, or the company might at the same time rediscover what made it great in the first place. 15. Summary of actions: Okay, We're now almost at the end of this class, and I hope that you've learned some great new ideas that you can take forward in your own business to summarise again the ideas that I've mentioned or allow these different videos. Here we go. Once again, we talked about how to hire people who are slow learners to challenge the status quo. We talked about hiring people whom you dislike or feel uncomfortable about, hiring people you probably don't even need just yet, or how to use job interviews together ideas and not to just screen candidates. We also talked about how to encourage people to ignore, enter, defy their peers. We identified our happy people and found a way to get them fighting. We learned how to reward success and failure generously but what it means to punish in action. We talked about how to undertake an impossible task with a positive attitude, and we thought about impractical things and planned on doing them. We also considered avoiding anyone, even customers, if all they talk about is money and we talked about innovating by ignoring what everyone else has done before you. Lastly, we talk very briefly about how important it is to forget the past, especially your own companies. Successes. Now, with all these ideas, you have something to take forward, which makes up the action time. But here are some additional thoughts that I would like to share with you. Number one. Sometimes the best management is none at all. To lead. Innovation requires a soft touch and preferably no touch whatsoever. The best leaders off creative teams help employees to get the resources they need and then get out of their way and let them get on to do whatever gets results. Number two Innovation always involves selling. Not just inventing something new and original will only be accepted if people are persuaded by its true value. Selling Dubai is an integral element in being creative unless other people are persuaded to invest the money in it by one try one out. Even a truly great invention or innovation won't make it very far. Selling does matter number three. To innovate, you must be flexible and rigid at the same time. To be able to see new ideas or all things in a different light requires mental agility, but this must be tempered by some degree off being rigid as well. Otherwise, an innovator will fold up his tent and run into the night at the first time off a setback being Richard also enhances the focus on developing new products that I usable in the real world. Ideally, you want to keep the problems rigid and the potential fluid. Or you might reverse that. Hold the solution constant and let the problems very number four. Discomfort is inevitable and desirable when you're innovating. Any time you hire people that make you feel uncomfortable, a certain degree off discomfort cannot be avoided. The same thing happens when you hire people you don't really need. Discomfort is a natural byproduct off being innovative. Besides, if everyone loves what you come up with, you are in pushing yourself far enough. Number five always treat things like their temporary condition. Business is by default tend to treat everything like it's a permanent condition. By contrast, leaders off creative businesses keep everyone on their toes by stressing uncertainties off the marketplace. To them, everything is in a constant, evolving state of movement, so they must keep coming up with new ideas that will keep competitors at bay. Some of the most creative teams all come together, work on one project and then disappear into different directions right afterwards. Number things. Keeping it simple. Complexity will kill your innovation because people get more focused on staying organized than being original. To offset that you want to simplify everything, don't have internal clatter, avoid huge sets off milestones and internal criteria. Let everyone in your team focused their creative energies on coming up with new ideas rather than working the business system. Number seven Be a well, The drawbacks, often innovative environment. Creative businesses are always irritating, unsettling and potentially frustrating places to work. Not many people generally are happy staying and working in that kind of environment. In a long term, you must realize that sometimes reality can be messy. You have to be aware off the lightly hazards before you make a large commitment to developing the highly innovative and creative workforce. Number eight. You need to learn how to fail faster, not less often. The faster you find out what doesn't work, the sooner you get to where you want to be. Don't try and eliminate the screw ups. Encourage them. Give employees permission to fail. You just need to make certain that people are thinking about what's happening so they don't keep repeating the old errors over and over again. And lastly, open minds are good. Closed minds are bad. A person who is open to new ideas is far more likely to be creative than someone who has already decided the way things are. Encourage your people to stay alert and receptive to new ideas regardless of where those ideas come from. And don't forget to get the perspective of outsiders who are not intimately involved with the development process. Their point of view will always be a good reality. Check on the real world. On that note, I hope you've taken away the huge list of ideas that you jotted down and you will put them into practice in your business. I hope that I will see you on one of my other classes for this particular class. I would like to invite you to share your feet back off how you felt this class worked for your what ideas you've taken forward and how you may be implementing them in your own life or business. Thanks very much for having Bean my student in this class. And I look forward to seeing you in one of my other classes. Thank you very much. Have a great day. 16. Thank you for watching: Now you've come to the end of this class. I would like to thank you for having being here today. I hope you found a lot of snippets in this class beneficial to you. And your task should you choose to accept it is to maybe a share with the group. Your feedback on what you found most beneficial in this class. Don't forget to leave feedback or thumbs up, obviously. And also tell other people about the class that they may want to view and learn something new in the process. Thanks again for being here and check out my other classes that I'm offering you my bye for now and see you in another class.