Are You Solving the Right Problem?

In the fast-paced world of business and brand management, it’s easy to feel trapped in a cycle of addressing symptoms rather than root causes. As leaders, it’s crucial to step back and ask: “What problem are we really solving?”

Are you creating a better band-aid or addressing why the wound occurred in the first place? Both approaches have merit, but understanding which one you’re pursuing is critical for strategic alignment. This dilemma isn’t new. In 1919, Edward Bullard invented the hard hat to prevent head injuries from falling objects. This addressed the root cause, revolutionizing workplace safety. In contrast, others were focused on the symptomatic solutions of creating better bandages and painkillers.

Sometimes, addressing symptoms can be lucrative. The pharmaceutical industry often focuses on creating faster-acting, more effective painkillers rather than tackling the underlying causes of pain. As a brand manager, you might develop the best meal-replacement shakes while another team addresses poor eating habits. You might create a better energy drink while another team focuses on the issues of sleep deprivation. While challenging, both strategies can coexist within the same company, targeting different aspects of the same overarching issue.

Here are some steps to consider on your innovation journey:

1. Start by clearly defining whether you’re addressing symptoms or root causes. This clarity will guide your innovation strategy and resource allocation.

2. Consider developing parallel approaches—one for immediate relief (symptom) and another for long-term solutions (cause).

3. Regularly engage with your audience to understand their underlying needs, not just their immediate wants.

4. Foster partnerships between teams focused on short-term solutions and those working on long-term innovations. This cross-functional collaboration can yield powerful insights and more comprehensive strategies.

5. Develop KPIs that reflect both immediate results and progress towards solving fundamental issues, ensuring you’re measuring impact holistically.

6. Finally, future-proof your approach by regularly reassessing your problem-solving strategy. Ensure it aligns with evolving market needs and technological advancements.

Remember, there’s no one-size-fits-all solution. The key is to be intentional about your approach and ensure it aligns with your brand’s vision and values. By thoughtfully considering whether you’re putting out fires or preventing them, you’ll position your brand for sustainable success and meaningful impact. In doing so, you're not just solving problems—you’re creating a legacy of innovation that addresses both immediate needs and long-term challenges.

15 Essential Rules for Effective Brainstorming

Getting great results out of a brainstorming workshop can be challenging, but less so if you stack the odds in your favor. Use these tips to maximize your output.

As a workshop facilitator and participant, I’ve been in thousands of brainstorming sessions. Some great, some good, some horribly forgettable. I’ve found that helping set the tone for the meeting ahead of time can be critical in two key areas: 1, if the people attending the workshop aren’t brainstorming professionals and; 2, if they aren’t used to getting their ideas out of their own heads and in to the team workspace where others may build on the ideas and make them even better.

I prefer to send the principles out to the team prior to the meeting and usually with the workshop agenda, which is tailored to suit the challenge at hand.

PRINCIPLES OF BRAINSTORMING

QUANTITY OVER QUALITY

When we brainstorm, we want to get as many ideas out as possible, and think out loud so others can share in the creativity.

THERE IS ROOM FOR JUDGMENT—BUT NOW RIGHT NOW!

Start with the mantra: there are no bad ideas. In brainstorming, every idea has merit. Get them out first. Assess later.

BUILD ON OTHER IDEAS

Every idea is a building block for something new, something different, something breakthrough and never seen before. Remember, we need your ideas so the collective team reaches better solutions.

DIFFERENT PEOPLE MEAN DIFFERENT IDEAS

It’s critical to have people on your brainstorming teams who think differently than you. They need you on their teams for the same reason.

WELCOME WILD IDEAS

Brainstorming is non-linear. You can’t always do it sitting at your same old place at the table. Be willing to mix it up. Have fun, get expressive, get away from the norm. Your brain, and your team, will thank you.

The Rules of Engagement are meant to be used during the workshop to unite the people involved and give everyone permission to deliver their best. One trick is balancing the personalities in the room. Some people need help releasing their inner genius while others need guardrails on the types of behavior that won’t be permitted. You can’t let the neighborhood cynic and curmudgeon crush the fragile ideas of one or two people in the room and still expect to have dramatic results. But you can give the room license to laugh, smile, have fun and create something magical.

RULES OF ENGAGEMENT

THINK FAST AND OFTEN

Don’t dwell on your ideas. Get them out quickly.

CAPTURE EVERY IDEA

In brainstorming, the only bad idea is one not captured. Remember, it’s your responsibility to make sure your ideas are expressed. They might not win in the end, but they must be expressed in order to help the team.

THERE ARE NO BAD IDEAS!

Reserve judgment until the proper time. Just get the idea out.

BE OPEN TO NEW THINKING

Your ideas are great. So are the ideas of the other members of your team. You need their weird, oddball, left field ideas as much as they need yours. Share and share alike.

THINK “AND” NOT “BUT”

It’s hard to build a house when others keep removing the supports. Be a good builder. We all know that anything preceding “but” in a conversation is irrelevant. Instead, rephrase responses along the lines of: “That’s an interesting idea AND I think I have a way to make it even stronger ...”

ONE CONVERSATION AT A TIME

Especially when it’s time to share with the whole group: Everyone has good ideas. Let’s make sure we can hear all of them—but not all at once.

STAY PRESENT IN THE DISCUSSION

You can’t be a good participant if your brain and interests are on something else. You owe it to yourself and your team to stay engaged physically and mentally, or be honest and take care of your other priorities first. Laptops and phones should be off limits until breaks or unless needed for research in the meeting.

STAY POSITIVE

It’s almost impossible to get to a new idea when you’re being negative. Brainstorming is “yes we can” territory.

THERE ARE NO DEVIL’S ADVOCATES!

Playing Devil’s Advocate is a cheap way to excuse yourself from any negative comments you use to kill someone else’s thoughts. Don’t do that. Ever. Own your ideas. When it’s time to critique the session output, you speak for you and no one else.

HAVE FUN!

This is brainstorming, not brain surgery (unless you’re brainstorming about brain surgery)! Enjoy yourself. Smile. Laugh a little. And come up with something really, really big!