Posts Tagged ‘Objective’

Fresh Quote

Sunday, June 12th, 2011
Jason Terry

Jason Terry

Interviewed after his Dallas Mavericks’ victory tonight over the Miami Heat for the NBA championship, their star shooting guard Jason Terry was asked how they did it, and he said (I’m paraphrasing)…

“We found a home for everybody’s stories. Everybody’s story came together here. Dirk (Nowitzki’s), Jason (Kidd’s), mine, Shawn Marion’s, Stojakovich, Berea, Tyson Chandler, Deshawn Stevenson’s–all our stories, together, made this happen.”

This is a really great expression of a team concept, especially, for a pro athlete in the wake of a big victory, when the cliche is to spout cliches, thank God and sponsors, credit the opponent for a hard-fought game, and then say something about going to Disneyland. A quote about the secret to the Dallas Mavericks’ success that they that they built a narrative consisting of all their individual stories? That’s an athlete’s voicing  fresh thought. And it’s an idea that can benefit any organization.

We saw this theme again seconds later when the Mavericks’ owner, Mark Cuban, deferred to the team’s previous owner and founder, Fred Carter, by asking Mr. Carter to accept the championship trophy. When Cuban was interviewed by the TV announcer, he couldn’t get the team’s coach, Rick Carlisle, to the mike quick enough. For someone known to love the sound of his own sound bites, this ‘best supporting actor’ role is a new one for Cuban, and he wears it well.

The Miami Heat, by contrast, are a team of individual stories that have not yet found a way to co-create a championship narrative. In the wake of the season, the stories about them will be all about divisiveness, disappointment and unfulfilled promise,  about who was responsible and who should take the fall.  The team’s stories, in other words, will continue to exist independently of one another, without really benefitting the franchise brand.

Your company, your brand, your team, isn’t a single story, it is a narrative composed of all your stories, and your customers’ stories, too. Evolved leaders like Jason Terry and Mark Cuban don’t inflict their story on the organization, but rather, create an environment in which individual stories can flourish in the shared pursuit of the business objectives.

Well-said, Mr. Terry! Well-played, Mavs!

Daily Paintworks Japan Challenge

Tuesday, March 29th, 2011

Daily Paintworks, an online community of working artists, has raised over $21,000 for Japanese Tsunami victims in just ten days with a project they call The Japan Challenge.  They have done it with what we call a productive game.  Here’s the game analysis:

Environment:  Artists studios; Daily Paintworks website, with the starting point being a page hosted by artist Keiko Tanabe.

Roles: Artists, Buyers, International Disaster Relief Players

Guidelines: Listed here.

Objective:  Raise money for the communities in Japan that were devastated, and still are, by the Sendai quake.

I get jazzed by projects like the Daily Paintworks Japan Challenge for a number of reasons:

Sekura III - Watercolor - 8.25x11.5 in. - Artist: Keiko Tanabe

Sekura III - Watercolor - 8.25x11.5 in. - Artist: Keiko Tanabe

It demonstrates how art has the power to connect us. As we rely more and more on technology for the processes by which we communicate, we cannot let the fact that communication itself is a human thing.  The nerve endings of the network are human.  At GameChangers, we call this human-to-human quality of communication ‘heart.’ Nothing connects across the techno-chasm like art.  It speaks a universal language. It keeps our humanity from getting marginalized, or gamed out of the communication equation entirely, by the mechanisms of the virtual world.

It rallies a community. There is something especially inspiring about a game like the Japan Challenge that rouses a community like Daily Paintworks out of ‘business-as-usual’ mode.  When individuals and communities are stirred to become more than what they were before, so are we.

It is a beautiful yes-and. It deals with the realities of the scene directly.  Keiko Tanabe of Daily Paintworks has family in Japan.  Art production and merchandising in a ‘challenge’ format is something Daily Paintworks already did.  It was embracing these two realities that led to the new reality of $21,000+ in ten days.  To change the game, don’t try to come up with a whole new game, tweak a game that’s already there.

Los Mineros, Part Seven: “And…Scene!”

Thursday, October 14th, 2010

The ‘Los Mineros’ scene ended in Chile this week with a worldwide swelling of joy at the safe rescue of all 33 trapped miners.  They survived for a total of 68 days 2,300 feet under the earth’s surface, the longest anyone is known to have been trapped underground and lived to tell about it.ChileanMinerRescue1

We have been analyzing the scene here since shortly after the miners were discovered alive.  One of the most instructive aspects of the ‘Los Mineros’ scene is that it has very little spin.  The cave where they were trapped was truly a no-spin zone.  Events were not manipulated or interpreted to someone’s economic or political advantage.   There were no conspiracy theories.  No, this was as unadulterated as a media narrative can be.

During their 68 days in the darkness, the miners had time to ponder their lives in ‘the normal world,’ as Joseph Campbell would call it.  Many, if not all, seem to have been enlightened by the experience, emerging with a newfound clarity about themselves and the world they are re-entering.  “I have been with God and I have been with the devil.  I seized the hand of God,” said one, Mario Sepulveda.

“I have changed.  I am a different man,” said another, Mario Gomez.

Here is a post-by-post summary of the GameChangers series about  the ‘Los Mineros’ scene:

PART ONE:  THE TRAPPED CHILEAN MINER GAME (August 26)

Lesson: Don’t be defined by your circumstances.  Be defined by how you behave in those circumstances.

PART TWO:  LEVELS OF MEANING (August 31)

Lesson: Narratives communicate on three levels of meaning:  Cosmetic, Emotional and Meta.

PART THREE:  YONNI’S WAITING PARTY (September 2)

Lesson: Rules of the game must be known to all players.

PART FOUR:  ESPERANZA! (September 17)

Lesson: Additions can heighten a scene emotionally.

PART FIVE:  SUPPORT FROM THE WINGS (September 28)

Lesson: Additions are generative.

PART SIX:  ACT THREE BEGINS (October 10)

Lesson: End energetically.

Los Mineros Part Six: Act Three Begins

Sunday, October 10th, 2010

ONE IN A SERIES…LosMineros1C

One of the ways GameChangers defines a ‘Scene’—no matter what its duration, could be minutes, could be months—is with a classic three-act structure.  We label these acts Connect, Adapt and Deliver.  Continuing with our analysis of ‘Los Mineros,‘ the Trapped Chilean Miners scene, we can clearly see that the scene is entering its third act. The drill boring through the 2,300 feet of solid rock to the hollow where they are trapped has just made it through to them. That’s a clear signal for the heightening of energy and emotion, increasing tempo and sharpening focus that typically indicate the beginning of Act Three of any scene.

Here’s how the three-act structure has defined Los Mineros to date.

Act One:  Connect.  This is where we first heard about this story.  We were introduced to the main characters.  The conditions of their life-threatening predicament were explained to us.  With the news that it was going to take a long time to reach them, a kind of ticking clock was set in motion.  The clock was not life-or-death, but it helped us frame the scene in our minds.  The ‘Game’ —defined by Objective, Environment, Roles and Rules—came into focus.   A lot of the meaning associated with this act was cosmetic—that is, strongly oriented toward data, raw information, clinical analysis.  A mythic theme, one you might call, ‘Trapped in a Cave,’ got defined.   All of this earned the audience’s attention on a global scale.  Clearly, this was going to be a story that many, may people could relate to.

Act Two:  Adapt.  In this act, complications were introduced to the scene, and communication began to turn toward the Emotional level of meaning, as emotions like Urgency, Fear, Jealousy, Camaraderie, Patience, Frustration and Surprise colored the events during this stage.  We began to learn more about the main characters, and new characterss–wives, mistresses, politicians, drillers, NASA scientists and a newborn baby—entered the scene to interact with the main characters and make the scene deeper, richer, more complex.   This is where the scene often takes unexpected turns, hence the need for the characters to adapt.  Three drill bits were tried before one worked.  Original plans were discarded in favor of new ones.  A miner’s wife and mistress both showed up at the rescue site on the same day.  The newborn baby’s name got changed from what its parents originally intended—to Esperanza, the Spanish word for ‘hope.’   In other words, everyone involved rolled with the ever-unfolding reality.  They had to improvise.  There was no script for this.

And now…

Act Three:  Deliver. Typically, the third act is shorter than the first two.  This has the effect of compressing time, as does the increasing tempo of entrances and exits, and the steady release ‘new news’ by the world’s media.  We are building toward a 24-hour news cycle in a couple of days in which Los Mineros will dominate current events. It is during this cycle that the scene will reach its emotional apex, and the audience will feel more pull and lean forward more than it has at any other time in the scene.  There will be a lot of postscripts added after this climactic 24-hour cycle, but in terms of the three-act structure, this scene will have ended, and new scenes (you can think of them as ’sequel’ or ’spin-off’ scenes) will begin.

For business communicators, the three-act structure is a really useful framework.  It gives players and audience alike a sense of where you are in your scene, and helps you organize the many narrative elements that are part of it.   It will give you the ability to put the emphasis where it belongs, when it belongs there.

The Trapped Chilean Miner Game

Thursday, August 26th, 2010

Several years ago, in a Level One improv class at I.O. West, I did a scene with Parvesh Cheena where he and I were given the situation of being trapped together in an elevator.   I immediately began McGuyvering my way out of the situation.   (”You got a paper clip?  We’ll pick the lock on that panel and…blah blah blah.”)  Big rookie mistake.  Our teacher, Sarah Gee, said to me, “If you get out of the elevator the scene’s over.  Show us who you are to one another while you’re trapped!”

TrappedMiners1This broke today over CNN. The 33 men trapped in a Chilean copper mine have begun to assume different roles that will help them survive the time, estimated to be months, it will take rescuers to drill through 2300 feet of solid rock to rescue them.  This is brilliant.  They’re designing a game to help them get out alive without going batshit crazy while they’re waiting to be rescued.  This is going to give us all a good look at how a game works, and how it informs and inspires group strategies.  One thing is already clear:  There are some good improvisers trapped in that mine.

To review, here are the elements of a game: Environment, Roles, Rules, Objective(s).

Let’s begin with the Objective.  Simple:  ‘Get out of here alive without going crazy.’  Same as most survival strategies.

The Environment of the Trapped Chilean Miner Game could not be more starkly defined:  A pool of darkness deep beneath the surface of the earth, and the rest of the world watching up above.  The contrasts between the Down Below and the Up Above are extreme, an archetype embedded deep in every human’s subconscious.  The Well, the Fallen Rubble, the Cave, the Mine–all tap deep into our unconscious, where our memories of the womb are stored.   As my friend Richard Wynn Taylor says, “It will remind us of something we’ve never seen before.”

The Roles, as stated in the CNN story, are developing.  One of the miners has become a spiritual leader.  Another an entertainer who sings Elvis songs.  Expect that all or most of the miners will eventually define roles for themselves, some as group characters (’peacekeepers,’ ’storytellers,’ ’spokespeople,’ ‘mediators’ etc. etc.)  Some of the miners will play more than one role, depending on the scene they’re in.  Eventually some of them may trade roles, taking turns speaking to the media, for example.  What’s also interesting about the roles element of the game is that all 33 men trapped in the cave will, for the duration of their rescue, abandon the roles they were playing when they went Down Below: None of them will be playing the role of a miner.  Note also that ‘trapped miner’ is not a role.  It’s a circumstance.  Your circumstance does not define your role; it’s your behavior in your circumstance that defines your role.

Expect that in the coming weeks, we’ll be hearing about the Rules of the TCMG. These Rules will be designed to create agreement and establish ground rules for the miners’ interactions.  The rules will initially address the fundamentals such as sleeping, eating, sharing resources, communicating with Up Above etc., and then get more detailed.  The rules of a game will not be designed to create sameness or repetition, but to liberate performance, by empowering players to play their roles well.  The miners cannot afford to get weary of their roles.  It will be interesting to see how many rules will be set or influenced Up Above.

Unlike a reality TV show like Jersey Shore, where editors manipulate the juxtaposition of shots to create scenes and the sequence of events to construct a narrative, the ‘live-ness’ of this scene will demand improvisation, and that means the miners will be the primary architects of their narrative.

The intense focus on this particular scene by the world media, is going to make the elements of the game highly visible.  We will be able to track how well the trapped miners are doing by how focused and productive they are in playing their game.

What’s going to hold our interest about the Chilean Miner scene will not be the drama of whether or not they make it out alive.  The objective, the ‘Will they or won’t they’ aspect of the narrative, will only carry it so far.  What will hold our interest is how the miners behave in the meantime.  How well we get to know them.  Who they are to their families, and to one another.  What kind of character traits emerge. This is true of any narrative.  If you want to hold your audience’s interest, don’t focus on how you want it to end, but on how you want it to be.

When the miners’ survival becomes imminent, their game will transform from a survival strategy to a business strategy.  To the objective of ‘Get out of here alive without going crazy,’ they will undoubtedly add, ‘Make Money.’  When the miners finally walk into the light, the game may change, but it will not end.

Buena suerte, Mineros!

ChileanMiners2

GameChangers for Sales

Monday, March 29th, 2010

WorldsGreatestSales1Every business conversation that’s unscripted–and that’s about 99% of them–is an improvised scene.  How ably we improvise usually determines the success of the scene.  In sales, the audience for the scene is the customer, and the ultimate ‘applause’ is a sale. Furthermore, in sales scenes, the customer is not just the audience, her or she is also a player in the scene.  This is important for salespeople to understand, because it means you are asking the customer to judge their own performance in your scene together.  If they they give their performance in your scene a thumbs-up, chances are you’ve got yourself a sale.

Big Note:  The customer judges his or her performance, not yours, in the context of the scene you co-create.

The implications of this are huge.  Here are a few:

1.  Learn the script, then throw it away. The single biggest mistake salespeople make is trying to follow a script.  The customer doesn’t know your script!  In trying to stick to a script known only to you, you’re putting your customer in the worst possible position–that of a performer who doesn’t know his or her lines.  The playwright Christopher Durang built an entire play, The Actor’s Nightmare, around this premise.  You following your script and trying to get your scene partner to play along with it is The Customer’s Nightmare.

1A.  Don’t show your script to the customer. If the customer does know your script, because, let’s say, you’ve sent them your PowerPoint deck in advance of your presentation, you cause a whole other set of problems.  For one, you’re not giving them anything new.  You are, in essence, asking them to play a role you have written for them, which fosters a kind of built-in resentment.  Another problem with showing your hand ahead of time is that it burdens the audience with expectations.  By knowing ahead of time where you’re going, they will be measuring the scene against what they imagine it will be–good or bad.  Thanks to the internet, the customer already has access to plenty of data about your product.  Save something for your sales scene!

2.  Your number-one concern is getting your customer to feel good about your scene. You do this by helping them look good.  You help them look good by ‘giving gifts,’ to use the parlance of improvisation. There are unlimited ways to give gifts in a sales scene, ranging from sharing a dinner at a great restaurant to enlightening a customer with knowledge, to conferring status on them by having them enlighten you with knowledge.  Whether they ‘applaud’ your scene by making a down-payment on a timeshare, driving off your lot in a new car, or by clicking to buy a better mousetrap, chances are they’ll be doing it because they felt good about the interaction with your and your brand.

3.  A scene is not a soliloquy. You are sharing the stage with the customer.  It’s a dialogue.  Give and take.  OgilvyOne recently announced a contest to find the World’s Greatest Salesperson.  They’re asking contestants to ’sell’ a commonplace item, a red brick, using YouTube.  The winning video will not be the best soliloquy, but the one that’s best at generating and sustaining a dialogue with its audience–via YouTube comments, Twitter, Facebook and other platforms.

4.  Begin by listening. As with longform improvisation, a good way to get things rolling is to take a ’suggestion from the audience.’  When you begin your scene by listening instead of speaking, you give your audience/customer the opportunity to invest themselves in the scene.  Their satisfaction at seeing an idea they’ve given you turn into action will earn their applause.

5.  Build and heighten.  A scene should be designed to expand, its energy elevate, its theme evolve.  Surpass where you started.  Never end up back where you began.  Don’t be afraid to start your scene with the seed of an idea and let it grow.  Be afraid of starting with a grand vision that diminishes during the course of the scene.

6.  Agree on the game. What you’re looking for in your scene is quick identification and agreement on what we call ‘the underlying game.’  We define a game as:  Roles, Rules, Environment and Objective.  The sooner you can define these, the sooner you can agree on them, and the sooner you agree on them, the more likely you are to close the sale.  ‘Yes-anding’ the customer is the single best sales technique there is.

6A. The customer’s objective is not a sale. The customer isn’t in the scene to help you hit your quota or earn a commission.  A sale may be your objective but it’s not theirs.  Theirs may be to prove their love, earn the respect of their peers, look good to a boss, save money, gain status with their neighbors, or ensure the birth of a healthy baby.  Your objective is to help them achieve their objective.

CONTACT US TODAY TO BOOK A ‘GAMECHANGERS FOR SALES’ SESSION FOR YOUR TEAM!

GameChanger of the Month – August 2008

Saturday, September 6th, 2008

On the radio, the reporter is talking to a first-time high school principal of a new charter school in New Orleans…

As I’m always on the lookout for scenes that demonstrate improvisation at work, the story gets my attention. The woman is starting a job she’s never done before, yet clearly with the confidence that she is prepared for the experience. That’s an improviser talking. I turn up the volume…

ChannaCook1

The subject of the story is Channa Cook. Her age is 28. She and Kristin Leigh Moody are the co-founders of Sojourner Truth Academy in New Orleans, a new charter school that opened to its first class in August (then had to close its doors for awhile to let Hurricane Gustav blow through, but is now open again). (more…)

Rundown

Thursday, December 20th, 2007

With the advent of the Networked World in the past 10 or 15 years, the business of writing, like most businesses, has changed dramatically. The Writers Guild of America (WGA) has dallied along in some respects, and today finds itself in a pickle of a strike, a rundown between second and third base, with Technology coming at it from one direction and Big Media from the other. Right now home plate — and the New Media Pie — ain’t nothing but a theory. The WGA has to figure out a way to get to third base, or even safely back to second, before too many of its members get tagged out, shipped to Pawtucket, or run out of the game entirely.

WGAStrike2

Here’s why the game they’re currently playing has the Writers in a pickle. (more…)