In a world of evolving and complex business needs, creating effective PowerPoint presentations is becoming a challenge.
Old managerial styles, new technology that changes how we play the game, and a challenging economic climate all contribute to the resistance many have to typical presentations.
In other words, people are distracted and not paying attention.
The question is, how can communicators engage an audience while using a technology that many consider obsolete?
Question: What does the diving Kingfisher bird and Humpback Whale fin have to do with innovation? Read on and find out.
There are hundreds of definitions of innovation. Businessdictionary.com defines it as:
“The process of translating an idea or invention into a good or service that creates value or for which customers will pay.”
No matter the source, all definitions have one thing in common: Innovation is a process that generates something new, something useful, something that saves money or generates profit.
These definitions are fine but they don’t define innovation in terms that are useful for people in organizations to actually help them become more innovative.
“We have come a long way in the research and we now know what can work in helping individuals to develop their EQ-i,” says MLEK senior partner, John Elliott, who has been administering and interpreting Emotional Quotient Inventories (EQ-i) for almost 15 years. He has seen the interest in EQ-i go from a curiosity to a very misunderstood tool used widely in the business world.
Emotional Intelligence is a vitally important resource to help individuals develop a keen sense of self-awareness and become more attuned into the world they experience daily. The problem arises when those same individuals look at Emotional Intelligence as way to determine flaws in character of self and others. In other words, there is a tendency to use Emotional Intelligence as a way to categorize a person’s capabilities to meet the interpersonal demands of their work.
MLEK Senior Partner Dr. Laurence B. Mussio lectures at McMaster in March, 2013.
In recent years, it is becoming increasingly apparent what characteristic will define the current age. Ours is a unique period in history because of the rise of networks we’re seeing. Whether networks of innovation, networks of markets, or digital and social networks, these intersections are becoming increasingly complex and are in the process of reshaping society.
The rise of these the network society represents one of the contemporary era’s most consequential economic, technological and social developments.
As a result, it is necessary to add a new dimension to our understanding of business, economic and technological history: namely, how these networks function, what their role is in society, and how they are reshaping human communication.
“Canadians spend more time looking online at content on politics and current events to arrive at a ‘considered opinion,’ than Americans,” says digital public affairs strategist Mark Blevis. He says this process of Canadians proactively seeking information to develop a considered opinion is behavior that is unique to Canada.
MLEK partners agree. What we often see as passive behavior is really Canadians becoming educated on a subject before they make up their minds and take a position. This is at the heart of understanding reputation management in Canada.
Leading companies know that innovation can be managed like any other organizational process.
MLEK has developed the “Innovation Through Engagement, Creativity and Collaboration Model”. This powerful tool can be the chief reference for leaders and managers to use to make their organizations more innovative. Here’s how it works.
George Bernard Shaw said it best when he said, “The single biggest problem in communication is the illusion that it has taken place.”
Ever feel like that? Sure, we all have.
So what creates this illusion that makes us unwitting illusionists? Three things:
MLEK wanted to get inside the mind of successful business leaders and find out what sets them and their companies apart and why.
We spoke with Edward D. Hess, author of Grow to Greatness: Smart Growth for Entrepreneurial Businesses, published by Stanford Business Books in 2012. Hess’s research shows that the idea that companies must “grow big or die” is a myth with little bearing in truth or reality. His research shows that companies must work towards continuous improvement to grow and that growth is both good and bad.