Skip to main content

How To Create Your Future

Earlier this year brought the book, Create The Future: Tactics For Disruptive Thinking, by Jeremy Gutsche, CEO of Trend Hunter.

Flip the book over, and you have Gutsche’s updated and expanded, bestselling, Exploiting Chaos, book now called, The Innovation Handbook, featuring memorable real-world case studies and plenty of thought-provoking questions to inspire next steps for innovation. It's the ideal guide to turn your big idea into a reality.



Gutsche shares that, Create The Future, "is a book about Disruptive Thinking, so it makes sense that it shouldn't follow conventional norms. That led me to create a double-sided book, where the first part is all about resetting your expectations and learning how to make change happen. Once you are primed for change, you can flip it over to read, The Innovation Handbook, and began the journey to finding your big idea.

He adds, "however, another way to think about this is that I don't think you can truly find the great idea within your potential if you have not first prepared your mindset for change -- to be more open to the complete potential of what could be."

Create The Future’s release is well-timed, because according to Trend Hunter Assessment, roughly half of business leaders don’t believe their company has a strong innovation plan. 

Furthermore, fifty-five percent don’t believe their organization adapts quickly enough. Forty-eight percent don’t believe they have enough time to work on new ideas. And, fifty-six percent don’t believe their organization knows how to turn ideas into reality.

Jeremy Gutsche

“We've reached a point in time when everyone wants innovation, but most people don't know how to actually attain it. It's not easy, which is why there are so many failed brands and companies,” says Gutsche. 

“In our era of rapid change, disruption, and possibility, there are so many great opportunities within our grasp. However, smart, successful people consistently miss out. Their capabilities are limited by seven traps, and they rely on and repeat past decisions.”

Fortunately, Create the Future, is a tactical guidebook that teaches readers how to remove these seven traps. In a highly visual presentation, with bite-sized, snackable text presentation, it combines Gutsche’s high-energy, provocative thinking with tactics that have been battle tested through projects with leading innovators, such as Disney, Starbucks, Amex, IBM, Adidas, Google, and NASA.

One of my favorite takeaways from the book is that you need to break rules that paralyze change so you and think differently. Stop saying:
  • We’re too big.
  • We’re too small.
  • We can’t do that.
  • We tried that before,
  • I can’t make a decision that senior.
  • That’s owned by another department.
  • We’re just starting out.
  • We don’t have that much money.
  • Our investors would never allow that.
Other important takeaways:
  • Navigating through chaos requires your organization to adapt and change. This requires a culture that encourages testing and experimental failure.
  • Breakthrough ideas and disruptive innovation stem from a deep understanding of the customer.
  • When it comes to innovation, culture is more important than strategy. By embedding innovation in your organizational culture, you can set yourself up for future wins.
  • Convey your organization’s purpose in seven words or less. People are remarkably better at remembering messages with seven words or less.


Finally, from the book's Build A Creative Work Environment section, these are great workshop questions to pose to your team
  1. What would your business look like if you threw away your top product line?
  2. If you were starting from scratch, with the same team and resources, what business would you get into?
  3. If you were restarting your career, what three industries currently have the most appeal?
  4. How might you re-position your company’s future potential to better align to market opportunities that are predictable today?
  5. For creativity’s sake, how would you re-imagine Amazon, Facebook, Uber, Walmart, Tesla, or Google if you took away their top product or feature? 
Packed with illustrations, photos, and graphics, not only is, Create the Future, a highly educational read, but also a joy to consume in today’s busy world where reading time is often hard to come by.

Jeremy Gutsche is a New York Times bestselling author and during the last decade, he has helped more than 600 brands, CEOs and NASA in the quest to make innovation and change happen.

Thank you to the book's publisher for sending me an advance copy of the book.

Comments

Popular posts from this blog

Seven Ways To Stay Motivated

To learn how to stay motivated, read  High-Profit Prospecting , by  Mark Hunter . It's a powerful read that includes counterintuitive advice and cutting-edge best practices for sales prospecting in today's business world. Today, I share one of my favorite sections of the book where Hunter describes his  seven things motivated people do to stay motivated : Motivated people  ignore voices in their lives . These might be people in the office and friends who have bad attitudes. They're out there, and if you're not careful, they'll control you, too. Motivated people  associate with highly motivated people . Just as there are negative people in the world, there are also positive people. Your job is to make sure you spend as much time with the positive people as possible.  Motivated people simply  look for the positive in things . Positive people count it an honor to live each day, learn from others, and impact positively those they meet. Positive people take...

Why Your Middle Managers Are So Important

The book,  Power To The Middle , shows how  managers  are the crucial link between a company’s ground floor and top brass. “Too often company leaders view middle managers in a negative light as expendable employees who can slow down productivity and overall strategy,” explain the book’s authors and McKinsey partners  Bill Schaninger ,  Bryan Hancock , and  Emily Field .  “However, new KcKinsey research reveals that this outdated perspective needs to change and that well-developed managers  are  the strategy that companies must prioritize to succeed today,” they add.  Most importantly, by the end of their book, the authors sum up their insights and provide a  playbook  that will help senior leaders let go of the command-and-control mindset that has hobbled their managers for so long.  The authors define middle managers as the people who are at least once removed from the front line and at least a layer below the senior lead...

Effective Listening: Do's And Don'ts

Here are some great tips from Michelle Tillis Lederman's book, The 11 Laws of Likability .  They are all about: what to do and what not to do to be a leader who's an effective listener : Do : Maintain eye contact Limit your talking Focus on the speaker Ask questions Manage your emotions Listen with your eyes and ears Listen for ideas and opportunities Remain open to the conversation Confirm understanding, paraphrase Give nonverbal messages that you are listening (nod, smile) Ignore distractions Don't : Interrupt Show signs of impatience Judge or argue mentally Multitask during a conversation Project your ideas Think about what to say next Have expectations or preconceived ideas Become defensive or assume you are being attacked Use condescending, aggressive, or closed body language Listen with biases or closed to new ideas Jump to conclusions or finish someone's sentences

Don't Delay Tough Conversations With Your Employees

If you have an employee who needs to improve his/her performance don't delay the tough conversation with them. If you don't address the issue right now, the employee has little chance to improve, and you'll only get more frustrated. Most employees want to do a good job. Sometimes they  just  don't know they aren't performing up to the required standards. Waiting until the employee's annual performance appraisal to have the tough conversation is unhealthy for you and the employee. So, address the issue now. Sit down with your employee in a private setting. Look them in the eye. First, tell them what they do well. Thank them for that good work. Then, tell them where they need to improve. Be clear. Be precise. Ask them if they understand and ask them if they need any help from you on how to do a better job. Explain to them that your taking the time to have the tough conversation means you care about them. You want them to do better. You believe they can do better. ...

How to Be a Leader – 9 Principles from Dale Carnegie

Today, I welcome thought-leader Nathan Magnuson as guest blogger... Nathan writes : This is it, your first day in a formal leadership role.   You’ve worked hard as an individual contributor at one or possibly several organizations.   Now management has finally seen fit to promote you into a position as one of their own: a supervisor.   You don’t care if your new team is only one person or ten, you’re just excited that now – finally – you will be in charge! Unfortunately the euphoria is short-lived.   Almost immediately, you are not only overwhelmed with the responsibilities of a team, but you quickly find that your team members are not as experienced or adroit as you.   Some aren’t even as committed.   You find yourself having to repeat yourself, send their work back for corrections, and staying late to fill the gap.   If something doesn’t change soon, you might just run yourself into the ground.   How did something that looked so easy ...

Chick-fil-A Serves Up 11 Leaders On May 6

On May 6 , the quick-service chicken restaurant chain, Chick-fil-A will serve up more than chicken.  Because, that's the day when the chain's President and COO Dan Cathy brings together 10 influential leaders during a one-day leadership " Leadercast " available at hundreds of locations around the U.S. and overseas. "We desire to influence leaders at every level within an organziation. Whether you are leading a team of 2,000 or just yourself, the Chick-fil-A Leadercast is designed to help you use your voice to create positive change," explains the organization. I am a big fan of Chick-fil-A because of its customer service.  It is also known as a company that has built its success on core values and its focus on developing leaders .  I also like that employees respond with "my pleasure" instead of "no problem" when customers say "thank you." Chick-fil-A says leaders can express themselves with five voices (described below i...

Important Questions To Ask Your New Hires

  In  Paul Falcone ’s book,  75 Ways For Managers To Hire, Develop And Keep Great Employees , he recommends asking new employees the following questions 30, 60 and 90 days after they were hired:   30-Day One-on-One Follow-Up Questions Why do you think we selected you as an employee? What do you like about the job and the organization so far? What’s been going well? What are the highlights of your experiences so far? Why? Tell me what you don’t understand about your job and about our organization now that you’ve had a month to roll up your sleeves and get your hands dirty. Have you faced any unforeseen surprises since joining us that you weren’t expecting?   60-Day One-on-One Follow-Up Questions Do you have enough, too much or too little time to do your work? Do you have access to the appropriate tools and resources? Do you feel you have been sufficiently trained in all aspects of your job to perform at a high level? How do you see your job relating to the organi...

Why A Team Needs More Than Strong Leaders

The book,  Team Players , by leadership expert and  New York Times  bestselling author,  Mark Murphy , explains why a team needs more than strong leaders—it needs the right mix of  five roles and talents  to succeed.   In addition, Murphy reveals that the secret to extraordinary teams isn’t making everyone the same—it’s embracing and leveraging fundamental differences through those five distinct team roles. No amount of teambuilding, trust, or cohesion can overcome having the wrong mix of people in the room.   The five essential roles and talents are:   The  Director  assumes a leadership role   within the team, guiding its direction and making important, difficult, and even unpopular decisions.   The  Achiever  immerses themselves in the details of accomplishing tasks and getting things done, with a keen eye for delivering error-free work.   The  Stabilizer  keeps the team on track with meticulous...

Best Reasons For Doing Employee Exit Interviews

Don't be the guy in the picture when an employee leaves your company. Instead, conduct exit interviews and surveys. Leigh Branham  explains in his book,  The 7 Hidden Reasons Employees Leave , what the most favorable conditions are for conducting the interviews and surveys. And, if you need convincing to read the book, take a look at these 11 best reasons for listening and gathering the data when an employee leaves : Bringing any "push-factor" root-cause reasons for leaving to the surface. Alerting the organization to specific issues to be addressed. Giving the employee a chance to vent and gain a sense of closure. Giving the employee the opportunity to provide information that may help colleagues left behind. Providing information about competitors and their practices. Comparing information given with the results of past surveys and employee data. Detecting patterns and changes by year or by quarter. Obtaining information to help improve recruiting. Possibly heading off ...

10 Quotes From The 5 Levels Of Leadership -- John C. Maxwell

Soon I'll post my full review of John C. Maxwell's latest book, The 5 Levels of Leadership .  In the meantime, here are some of my favorites quotes from the book that I believe should become a must-read book by any workplace/organizational leader: Good leadership isn't about advancing yourself.  It's about advancing your team. Leaders become great, not because of their power, but because of their ability to empower others. Leadership is action, not position. When people feel liked, cared for, included, valued, and trusted, they begin to work together with their leader and each other. If you have integrity with people, you develop trust.  The more trust you develop, the stronger the relationship becomes.  In times of difficulty, relationships are a shelter.  In times of opportunity, they are a launching pad. Good leaders must embrace both care and candor. People buy into the leader, then the vision. Bringing out the best in a person is often a catal...