Exponential growth by way of good design is the secret behind every startup’s scaling success story and adopting a design thinking perspective can help you attain or sustain such growth. Leading a design thinking workshop will place human-centered thinking at the heart of your company, resulting in rapid growth and increased customer satisfaction.

With a focus on design methodology, you can respond to changing customer needs through innovation as scalability and design thinking are indelibly connected. By leading a design workshop, you’ll make human-centered thinking part of your company culture. Companies like ours, Voltage Control, offer advice, guidance, training and consulting to companies of all sizes and across verticals.

More than a trend, the power of design thinking for scaling is backed by statistics:

• Every dollar that goes into design methodology and user experience results in a $100 return. (Source: Forbes)
• 50% of design-led businesses report increased customer loyalty as a result of advanced design practices. (Source: Adobe)
• In the last 10 years, design-led businesses have surpassed the S&P Index by 219%. (Source: Design Management Institute)

In this article we’ll explore the basics of design-centric thinking and its effect on your company’s growth with the following topics:

• Growing With Design Methodology
• What is Design Thinking?
• Why Design Thinking is Essential to Success
• The Five-Step Process to Design Thinking
• How to Get Your Team on Board with Design Methodology
• Why Leading a Design Thinking Workshop Teaches Scalability
• Steps to Leading a Design Thinking Workshop

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Growing With Design Methodology

Centering a design-driven mentality will help your business prioritize innovation and creativity, allowing for increased ingenuity, productivity, and efficiency. With a shift to design-centered thinking comes increased creativity and more remarkable growth, allowing companies to scale faster than usual. By leading a design workshop at your company, you can completely transform your company culture and the very essence of how your business works.

What is Design Thinking?

Before leading a design thinking workshop for your team, the first step is to understand the concept for yourself. Design thinking incorporates a human-centered approach to problem-solving via design methodology. Design methodology stems from the idea of design itself. As “good design” is all about finding an elegant solution to the problems at hand, design thinking encourages your team to make the most appropriate plan to meet both your company’s needs and that of the end-user.

Why Design Thinking is Essential to Success

Design thinking is integral to your success as a business. Success and design are linked through the latter’s unique ability to engage clients and build connections with customers. By leading a design thinking workshop, you can center design methodology as a business asset.

Beyond essential aesthetics, “good design” focuses on optimum functionality while providing users with an enjoyable, satisfying experience. By meeting both the company’s needs and that of the user, design thinking has a transformative effect on how companies do business.

The Five-Step Process to Design Thinking

Successfully leading a design thinking workshop starts with understanding the following five steps of design thinking:

1. Empathizing with the Client
   As design thinking focuses on uniting function and form to problem solve, you should focus on examining issues with a human lens. By adopting the end user’s mindset, your team will find the most attractive solutions by taking the client’s motivations, needs, pain points, and experiences into consideration.
2. Defining the Problem
   With design in mind, define the problem by prioritizing the end user’s needs first and thinking about the company’s needs second.
3. Ideating the Solution
   This stage of design thinking is all about innovation and ingenuity, as ideas are the lifeblood of design thinking. By generating as many ideas as possible, your team will arrive at new and creative solutions to the issue defined in the second step.
4. Developing Prototypes
   Taking the best ideas from the ideation phase, have your team create prototypes. Track the prototypes’ performance with your team and note their observations. Prototypes will be refined, sent for further testing, or rejected.
5. Testing the Prototypes
   During this stage, the final refinements are made to the prototypes and tested with the end-user. This process is repeated as necessary.

How to Get Your Team on Board with Design Methodology

Making the shift from being a product-driven business to a design-driven one isn’t easy. If you’d like to shift your company into a design-centric mentality, leading a design thinking workshop is the best way forward. Whether your team is actively thinking with design in mind or is entirely new to the concept, making the change is possible.

As you head into leading a design thinking workshop for your team, be sure to share the benefits of a design-centric approach for scaling. As design thinking aims to create a high-quality product, your team will be able to gain a deeper understanding of what your clients want and use design-centric thinking to meet their needs.

Likewise, design methodology prioritizes understanding the customer journey, learning to meet their needs, and creating a perfect product, resulting in increased customer satisfaction and more significant growth for your company.

Why Leading a Design Thinking Workshop Teaches Scalability

One of the main deliverables of leading a design thinking workshop is the facilitation framework or template that your team can rely on in future workshops. This consistent methodology and approach to problem-solving will become a way of life for your company. By putting users first through centering design, you’ll be on your way to sustainable scaling.

To get started leading a design thinking workshop with growth in mind, consider hiring an expert facilitator. With the help of the facilitators at Voltage Control, you can teach your team the ropes of design methodology as you learn how to apply it to your standard operations.

Steps to Leading a Design Thinking Workshop

Consider facilitating a workshop yourself if you’re ready to scale your company and have a great handle on design thinking methodology. Teaching elegant problem-solving skills with a people-first approach is at the heart of all design workshops.

Leading a design thinking workshop can take on many forms, but there are vital elements that will help you succeed each time:

Preparation

Each design thinking workshop starts with preparation. Before the workshop begins, make it a point to:

1. Identify challenges
2. Choose the ideal location
3. Plan the agenda
4. Gather necessary materials

Begin with a Briefing

As the focus of a design thinking workshop is to help your team innovate, activities that can stimulate conversation and ideation take center stage. Consider icebreakers and activities that help break down barriers.

Step One: Introducing Design Thinking

It’s always essential to include an intro to the design thinking methodology to make sure all colleagues and clients know what design-centric thinking is. Whether you show a presentation or hire a professional, explaining the fundamentals for design-centric thinking will help set the stage for the rest of the workshop.

Step Two: Empathizing With the User

As empathy is key to design methodology, empathizing with the client is the next part of the design workshop. By understanding the user’s needs, your team will be able to arrive at the most innovative solutions.

Design thinking exercises are a key component of this stage to help all participants identify how the end-user feels and thinks.

Step Three: Identifying Problems and Solutions

As growth results from effective problem solving, step three involves identifying the problem and creating innovative solutions. Through their brainstorming, your team should ultimately arrive at one solution that will provide the greatest user experience.

Step Four: Finalizing the Workshop

After completing the ideation and problem-solving steps, the workshop will come to a close. When leading a design thinking workshop, be sure to check in with all participants to ensure a meaningful experience was shared by all.

Ultimately, the takeaway of a successful design thinking workshop is human-centered problem-solving. As the meeting comes to an end, make sure your team members can confidently apply the skills learned in the workshop to their daily routines.

Growing Through Design-Centric Culture

The key to growing your business lies in your team’s ability to shift into a design-centered mindset. Leading a design thinking workshop will help you and your team adopt a more innovative way of working. With a newfound design-centric approach to growing your company, you’ll be able to meet clients’ needs, connect with the end-user, and scale your company at an impressive rate.

As you learn more about leading a design thinking workshop, consider hiring a professional facilitator from Voltage Control. With an expert in design thinking present, you’ll ensure that your team successfully makes the shift from a results-driven and product-centric mindset to more human-centered and design-focused processes.

Want To Lead A Design Thinking Workshop?

If you are ready to begin shifting your team into a design-centered mindset join one of our innovative trainings, design thinking facilitation, or  design sprints. Voltage Control’s experts will guide you through your choice of experiential, interactive learning workshops, and coaching sessions where individuals and teams learn and practice how to successfully apply the best of today’s innovation methodologies and facilitation techniques to any business challenge. Please reach out to us at hello@voltagecontrol.com if you have any questions about our innovative training!

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We all know that it helps to have an outside perspective, both in our personal and professional lives. We call a trusted friend to tell them what’s going on because they help us see things in a fresh light. The same is true in business. Often we need an outside opinion to help us take a step back, look at our business challenge from a new angle and provide valuable insight.

That’s where innovation strategy consulting comes in. An innovation consultant is an advisor who can provide new tools and methods for tackling your problem. If you’re stuck in a project, need to rethink an existing one, or are kicking off an initiative that has to go well, consider an innovation consulting firm.

What is innovation strategy consulting?

Companies like ours, Voltage Control, offer advice, guidance, training and consulting to companies of all sizes and across verticals. Whether you are a brand new startup or a seasoned, large organization, you can benefit from innovation strategy consulting. First, innovation consulting firms will work with you to identify the exact problem you need to solve. These will often be larger, cross-functional challenges. For example, your problem might be: we need a shared vision for our end-to-end customer experience. Or, we need to address a specific customer pain point and align our mobile strategy accordingly (which is what we helped Adobe with). 

An innovation consulting firm can help you hone in on the right questions to ask for your specific challenge.

An innovation consulting firm can help you hone in on the right questions to ask for your specific challenge. They often bring a blend of expertise from everything from enterprise design thinking and human-centered design to product design. They can work with you to think of novel ideas and approaches you haven’t considered before and make a strategic plan for executing on your new strategy.

“The consultant also has a professional responsibility to ask whether the problem as posed is what most needs solving. Very often the client needs help most in defining the real issue…” — Arthur N. Turner, “Consulting Is More Than Giving Advice,” HBR, 1982.

Here are the top six benefits of innovation strategy consulting:

Break Old Habits

One of the first benefits of innovation strategy consulting is that it helps you shake up your typical way of doing things. Most companies have ingrained habits. Maybe it’s the way you hold meetings, how you present to the group, or how projects get funded and designed. Some of these patterns exist for a reason; others are leftover, legacy ways of working that don’t serve a purpose. The reasons for doing these things are often referred to as simply “just the way things have always been done.”

An innovation consulting firm comes in and helps you look at what you should (or could) be doing better rather than how it’s always been done. Their outsider’s perspective means you’re less inclined to follow the well-worn paths of your organization and challenge the status quo. 

Wisdom from Outside Industries

Another benefit of innovation consulting is that your innovation consulting firm likely comes with a plethora of expertise in many industries and types of companies. Let’s say you’re in the financial technology business. Hopefully, your innovation consulting firm has some knowledge of your industry, but they will also bring expertise from adjacent or even unrelated sectors and fields. This is a good thing. You want outside inspiration if you’re going to make something innovative.

Because consultants usually work with companies of different sizes and in different markets, they can bring a diversity of knowledge to the table. Who knows, maybe your fintech company can learn something breakthrough from the food delivery startup your innovation consulting firm just worked with.

Focus Your Time

Typically, you’ll work with your innovation consulting firm through semi-formal meetings or workshops. This dedicated time to focus on critical business challenges is invaluable. That’s because many of us are overscheduled and incredibly busy trying to get our “day job” done. We don’t have time to squeeze innovation work into the tiny cracks of free space in our 9 to 5. But, we all want it to happen.

When you bring on an innovation consulting firm, you give yourself freedom and time. Now, you can focus on a problem you’ve meant to tackle but haven’t been able to. (For example, check out this case study about the food delivery company Favor and how they used a Design Sprint to focus their attention on a critical business need). Innovation consulting firms will usually bring in an expert facilitator to help guide meetings and conversations. A facilitator is someone who plans, designs, and leads a key group meeting or event and can help when dealing with larger topics. They offer a non-biased opinion and take care of logistics while making sure everyone stays on track. 

While you might be overwhelmed at the prospect of setting aside a whole day or week for innovation exercises or a Design Sprint when you’re busy, the results are worth it. Innovation consulting firms help you take the time to work on big problems in a collaborative way with your colleagues. With their help, you can shift from thinking about the day-to-day to working on game-changing innovation initiatives. Innovation consulting firms help you accelerate, disrupt and sustain innovation within your team and organization.

Innovation consulting firms help you take the time to work on big problems in a collaborative way with your colleagues.

Articulate Your Vision

In addition to being too busy, it’s hard for some companies to articulate their innovation strategy or to shape a compelling story for where they want to go. This is another benefit of innovation consulting firms. Through your engagement with your innovation consultancy, you will come up with a north star. Your north star articulates your vision for your product, feature, or experience.

Typically, your innovation consulting firm delivers a document that summarizes where you want to go and why. They might even help you create a prototype of your ideal, future experience. A good innovation consulting firm will articulate what you accomplished through a shareable document or prototype that will help you rally your team or organization, and get things done.

Make Connections

Innovation consulting firms are often very connected and have an extensive network of people in the business, tech and creative communities. So, if you need to engage with new people and companies to execute on your innovative vision, your innovation consulting firm might be able to help. For example, if you want to hire a team of developers or find a company to help you with brand identity, your innovation consulting firm probably knows a plethora of talented, trusted candidates. They can help connect you to the people and companies you might not have access to so that you can build your product or experience.

Learn Through Doing

One of the last benefits of hiring an innovation consulting firm is that you and your team will learn new ways of working through the process. Today, many companies have their teams do some design thinking training but don’t always show them how to put it into practice. Watching your innovation consulting firm at work is a way to see how design thinking happens in practice.

Your innovation consulting firm will walk you through their tried-and-true methods and activities. These may include innovation training strategies or Liberating Structures. If you pay attention and take a few notes, you can leverage these tools, resources and processes on your own the next time. When your team sees an expert innovation consultant in action, they’ll learn the methods through osmosis. They’ll be able to try the techniques on their own down the road when they want to spark innovative thinking, and ultimately drive a culture of innovation.

Need Innovation Consulting?

Companies are complex with their own unique set of structures and challenges. That’s why we build and curate custom workshops to find solutions based on your team’s exact needs. Voltage Control’s experts will guide you through your choice of experiential, interactive learning workshops, and coaching sessions where individuals and teams learn and practice how to successfully apply the best of today’s innovation methodologies and facilitation techniques to any business challenge. Please reach out to us at hello@voltagecontrol.com if you want to learn more about innovation training, design sprints, or design thinking facilitation.

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We have all seen a crime drama or mystery where the investigator stands in front of a pinboard and on it are multiple photos of leads, clues, and locations–everything connected with a thread allowing a pattern to emerge. This is an example of what can be created in real-time with a group of people problem-solving. Imagine a high-functioning space for idea sharing, collaboration, and unleashing everyone’s potential by designing your meeting or workshop with parallel creation in mind.

Traditional Meeting Spaces

It is very easy for a meeting to start and remain headed in one direction. We’ve all been there: a question is posed and eyes are averted, no one wants to be the first to speak. The Harvard Business Review has found that not only have meetings increased in length and frequency overthe past 50 years, but executives, on average, spend nearly 23 hours a week in them. How do we make meetings more efficient?

We need to be collaborative and get as many great ideas out in one meeting rather than in multiple meetings. Multi-threaded meetings create concept direction and give everyone a safe space to share their unique ideas. That is where real growth happens. That is where the game-changing ideas are born. Teamwork is essential to creating and maintaining a productive and stimulating work environment.

Harvard Business Review – 

“We surveyed 182 senior managers in a range of industries: 65% said meetings keep them from completing their own work. 71% said meetings are unproductive and inefficient. 64% said meetings come at the expense of deep thinking. 62% said meetings miss opportunities to bring the team closer together.”

There is a general consensus that the multitude of workplace meetings is a necessary evil. Most people find that they dread multiple weekly meetings, but they feel that is the only way to ensure innovation, even at the cost of productivity and engagement. In order to create a streamlined meeting process, we first need to ask, “Will this environment nurture ideas?” Whether your meeting space is digital or in person, does every member of your team feel like they have room to share and contribute to the board? Once you established the most conducive working environment, ideas can be shared in parallel among team members, and that momentum unleashes the potential of every person in your workspace. Imagine what you and your company can accomplish in one meeting if there is nothing that holds creative collaboration back!

The Why

Have you ever attempted to plan a party? The list of tasks seems endless and daunting! You approach it one thing at a time, finishing a single task before moving on to the next. Applying this parallelism to a meeting, doesn’t it make so much more sense to assign each person to one task, where everyone executes in parallel, rather than trying to accomplish one thing at a time serially? Efficiency, strategy, and trust means a more satisfying meeting experience! A  multi-threaded meeting is like a well planned party. Invite everyone to bring forth all their ideas and share in real time to unlock the full potential of participants in your meetings. Discovering the power to unleash that potential in a meaningful way changes the outcome of the meeting, the company, and the individual!

Digital Inclusivity

When it comes to working remotely, there has been significant research showing that it’s not about where your team is located, rather, it is about who is doing the work and how it is getting done. In an excellent article from MIT Sloan – Management Review, a group’s collaborative capabilities far outway the importance of where they are located. The team’s social perceptiveness is key to the underlying collective intelligence. Identifying team strengths and creating a digital workspace is crucial for a high functioning remote team. Finding the right digital tools is also very important. We must especially prompt people to have creative parallel inputs… but how? 

When we worked solely in person, we would use sticky notes, or a napkin at a lunch meeting to capture ideas and answer the questions, “How might we/how could we accomplish the end goal?” The next step, inevitably, was to stick visual ideas to a wall, sift and sort through them, decipher what would/would not work. Now, we move forward with virtual meetings, utilizing MURAL, and can have everyone capture every idea, simultaneously. This allows us to easily inspire each other in real time.

Pro tip: check out our free downloadable MURAL templates for better meetings.

The next time you run into a problem that poses a challenge to your team, rather than simply setting up a conversation, pose a thoughtful question. Allow the entire team to start working in a MURAL template. Encourage everyone to read the others ideas so they can build on them. Create a conversation that inspires and that everyone can respond to in their own time.  

This is why we’re big fans of MURAL, the collaborative tool allows every thread to happen simultaneously, where multiple people can take notes and make edits, even if another person is talking. This tool allows for idea sharing without total chaos. Another bonus: you can save anything created in MURAL  so you can come back, build on, and polish ideas.

Are You Ready?

It is time to take your meetings to the next level, discover the power of the multi-threaded meeting in depth by utilizing some of our mural templates! You will walk away with templates to run your own multi-threaded meeting, new found knowledge of meeting facilitation and the ability to unleash you and your company!

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Recently I had the opportunity to sit in on a meeting where the phrase “the illusion of control” was used. It made my stomach turn. 

This meeting was around a company’s “custom” software offering. The thing I discovered was the software couldn’t be customized, just configured. There were only a few ways their templates could be tweaked, and those were all pre-determined. If a customer’s needs didn’t jibe with what the company’s product would allow, they were out of luck. 

Because of this, the senior-most exec told his subordinates they had to give customers “the illusion of control” vs. allowing anything that would actually be true customization. And that’s when it hit me. If this was the company’s behavior towards its customers, could its treatment of employees be any different? Do the execs just nod their heads and pay lip service, knowing full well the company is going to do whatever it wants to do?

Collaboration begins with authenticity

This company missed an opportunity to be a partner to its clients — and likely isn’t one to its employees either. If its leadership had attended one of our workshops, they’d learn the value of genuine collaboration. It starts with respect, and a willingness to listen and absorb rather than firing back with a knee-jerk response. 

By giving employees a role in decision-making, the exec I mentioned could’ve helped his employees become more self-confident. And those with confidence help the larger team — and organization as a whole — succeed. 

To help you build this kind of inclusive culture, we created these meeting mantras. They are the holy grail we follow to ensure that our meetings and all attendees are getting the best (genuine) experience out of them:

No Purpose. No Meeting.

Part of respecting your team is ensuring every meeting has a clear purpose. Scheduling a discussion with only a vague objective in mind wastes time and money. It can also torpedo your team’s morale. Show you value their time by creating an agenda that’ll keep everyone focused on specific outcomes. People appreciate having goals they can work towards, whether that’s coming up with fresh ideas or helping refine existing ones. 

Foster Emotional Safety.

When you do have meetings, you’ll want to create an environment where everyone feels they can speak freely. A great way to encourage inclusivity is to allocate a portion of each meeting to the sharing of everyone’s ideas. Be mindful about cutting off over-sharers so the chronically quiet will have a chance to speak up, too. Studies have shown that this kind of inclusiveness can accelerate the speed at which sound business decisions are reached, so it’s not just a wise practice from a team-building perspective. 

Capture Room Intelligence.

I’ve always felt that many minds are greater than one when it comes to collaborating and solving problems. That’s the idea behind room intelligence: no single person is smarter than any other person in the meeting. To ensure the collective intellect is properly leveraged, you’ll want a designated facilitator on hand to guide the group through its discussion and any structured activities. This person, or someone who’s been deputized, should also be capturing everything discussed for future reference. 

See all 10 of our meeting mantras here.

Keeping things on track

Creating a culture of true collaboration can be tough. As a leader, it’ll be up to you to encourage honesty and promote comradery. When you’re effective at this, you’ll see your team develop new ideas and innovative solutions. To keep you from slipping back into old routines, here are three practices you should embrace:

1. Have 1:1 discussions.

When someone feels like they weren’t heard or thinks someone else has too much influence, it’s important to talk it out one-on-one. Committing to having an open-door policy that lets you take a temperature with your team may help you uncover some interpersonal dynamics you weren’t aware of. This will help maintain a team environment that’s harmonious and focused on thriving together.

2. Agree to disagree and commit.

Productive meetings require decisions to be made. In addition to having a facilitator drive progress, you’ll also want to have a preselected decider. Ideally, this should be someone who’s qualified to make the call on how to move forward, either due to relevant experience or professional responsibilities. 

Keep in mind that achieving consensus doesn’t mean total and complete agreement. The philosophy behind disagree and commit, which is practiced by Amazon and Intel, is that it’s acceptable for people to disagree while decisions are being made. Once a decision has been made, however, the team needs to 100% agree to support it. It’s OK that not everyone buys in so long as the dissenters can commit to moving forward as a team.

3. Give everyone a say.

To minimize the divergence I mentioned above, I suggest your team use our Improv Vision Mood Board for online collaboration tools like Mural. Unlike a traditional mood board that’s merely cool visuals, our template will help everyone get aligned through visual and written exercises. 

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First, you’ll ask each team member to share two images. Then everyone will follow this up by placing sticky notes with their thoughts on what the collective vision makes possible — and what emotions the images evoke. After individual voting on these stickies, your team will then move on to crafting a unifying vision statement. 

Improvising a vision this way can spare you going through a long, protracted process. Too often teams focus on mission statements that capture the purpose of an entire enterprise when teams often just need something that can help them tap into creative potential and inspire action.

Trust your team — and the process

Fighting “fake” collaboration begins with valuing people’s thoughts, feelings, and time. Genuine collaboration really comes down to trust. Trust that colleagues and employees can help you make better decisions — and that you have an actual interest in hearing what’s on their minds. When this has been achieved, you’ll be surprised by the staggering business impact it’ll have. It’ll save time, save money and keep teams on task and ahead of schedule.

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Want to learn more?

If you’d like information about one of our Magical Meeting workshops or a consulting engagement, you can reach us at hello@voltagecontrol.com. 

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What could you do, how great could you be if you weren’t afraid? The greatest prohibitor of growth in both our personal and professional lives is ourselves; we stand in our own way. Why? Most often it’s because we lack confidence in our abilities, or what is referred to as a confidence gap. We stop ourselves from achieving greatness because we don’t think we have what it takes to do so, however, we are often well equipped. Our disbelief in ourselves, therefore, keeps up from moving forward even if we have the skillset to succeed. 

The Confidence Gap

Everybody talks about a skills gap as the reason people do not reach their potential–the “gap” that exists between what an employee can actually do and the skills they need to do their job effectively. In other words, they need more knowledge to perform well on the job. However, I’ve found so often that it’s a confidence gap that prevents people most from making progress. Individuals fear that they do not know enough (even though they do) and are therefore not competent. For example, I hear facilitators say all of the time that they deal with imposter syndrome or the feeling that they are far less competent than other people perceive them to be. They feel that they are ill-equipped to lead a team or they question if they are the right person for the job. What this boils down to is a lack of confidence–disbelief in one’s own skills and know-how of what they’re doing, how they’re leading, how they’re showing up in the facilitation space. 

I also see this confidence gap in companies as a whole. It was evident in a Design Sprint we ran for Favor, the food delivery app. They already knew all of the information we presented them, but until the Design Sprint, they lacked the confidence to do the work. The workshop helped them get comfortable with doing the necessary work on their own. In this case, and in so many others I see, it’s not that people lack the knowledge or skill to do something, it’s that they’re not assured of their capability to execute it. 

It’s important to acknowledge that there are a lot of stereotypes and threats that can damage an individual’s confidence and therefore performance. Notably, statistics show that there is a confidence gap between men and women–disproportionately favoring men. A study by Cornell psychologist David Dunning and the Washington State University psychologist Joyce Ehrlinger showed that women avoid careers in science because they believe themselves to be less competent than men. In the study, women and men scored equally on a science quiz but women underestimated their performance because they thought less of their scientific reasoning abilities than men did. Linda Baker, professor of economics at Carnegie Mellon University, shares findings in her book Women Don’t Ask: Negotiation and the Gender Divide that demonstrate how damaging the implications of this confidence divide can be. In studies of business-school students, she found that men negotiate salary four times more than women do, and when women do negotiate they ask for 30% less money.

The Atlantic explored the gender-influenced confidence gap in their article ‘The Confidence Gap’: “Compared with men, women don’t consider themselves as ready for promotions, they predict they’ll do worse on tests, and they generally underestimate their abilities. This disparity stems from factors ranging from upbringing to biology.” It’s important to be aware of underlined factors that affect confidence so that you can help people remove them as roadblocks when necessary. 

Create a Culture of Confidence

Inspiring confidence in others is essential when you’re a leader. Team members that lack confidence do not perform as well and ultimately hold the entire team back. The best way to help people become comfortable with their skills, and thereby gain confidence, is to practice them. If you are leadership looking to help your team build confidence, one approach is to give them moments of practice. You can encourage building and practicing skills by creating groups or cohorts, building community, and/or establishing Slack groups for people to network and learn from each other. One real-world example of this is Cisco’s Change Lab. It’s a community that meets regularly to support and inspire its members. The group maintains momentum on progress and thereby builds confidence in their skills. 

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One way we offer skillset support and help grow confidence in facilitators at Voltage Control is with our weekly Facilitation Lab; it’s our “confidence booster” for the facilitation community. We intentionally create a safe space for facilitators to practice their skills and get comfortable with facilitation so that they can confidently execute their abilities in real-world situations. 

What are different ways you and your team can support one another to practice your craft and build confidence? Let’s look at a few effective ways leadership can instill confidence to get the most out of their team members.

1. Establish agency/authority of confidence in your team

When companies invest in their team, and more importantly transparently demonstrate to them that they are investing in them, it boosts teams’ confidence. Whether it’s investing time, money, or resources, gestures from authority that communicate, “You are worthwhile and I trust you to do this work,” are ultimately saying, “I have confidence in you.” Individuals tend to have more confidence in themselves when they feel supported by leadership. A real-world example is Adobe’s Kickbox program. It’s an initiative to enable employees to take an active role in their company’s innovation process by submitting and validating their own ideas. Team members receive boxes with necessary open-source materials to help them be more individually innovative. Included in the boxes is a credit card with money on it to support individuals’ ideas. Diana Joseph, former Senior Manager of Learning Research at Adobe, now CEO of the Corporate Accelerator Forum, says “the credit card in each Kickbox sends a clear message that the company trusts the employee — to do meaningful things when given the resources and to recognize what’s worth doing in the first place.  In other words, the company trusts you to lead.”

2. Create an intrinsically comfortable environment for people to grow 

While it’s necessary for people to practice their skills in order to get better, many people are afraid to do so. They fear that if they make a mistake it will reflect badly upon their capabilities. The irony is that this is a self-fulfilling prophecy. The only way to practice and build skills is to get comfortable with failing forward. Doing something is the only way to learn how to do it and failure inevitably accompanies it. When leadership creates a safe environment for people to try and fail, team members are more comfortable taking action. People need to know that leadership believes in them. Establish a foundation of psychological safety in your organization. Let team members know that not only is it okay for them to fail, but it’s encouraged because it’s how they grow. Prioritize growth over perfection. Team members feel supported and safe to build their skills when leadership shows that they value their growth and support its evolution. 

3. Break the Learning loop 

It’s one thing to think about what you want to learn or the skills you want to obtain and another thing entirely to actually experience learning them. The best way to learn is to learn by doing. You can know something cognitively, it can theoretically make sense, but it won’t completely “click” for you until you experience it for yourself. For example, say you want to learn how to throw a baseball. You can read about how to throw a baseball and understand how it works, but you won’t know how to do it until you actually try it for yourself. It’s imperative that you prioritize actionable learning–that is, learning skills by exercising them–to help people build confidence. The more people practice, the more capable they feel to execute, and the more confident they feel in their abilities. The more confident and capable they feel, the more they’ll want to practice to get better, and so on. It’s a loop that feeds into itself. You can help team members break the traditional learning loop by offering hands-on training and opportunities for them to learn by doing the work themselves. 

Overconfidence

While success positively correlates with confidence as much as it does competence, it’s important to consider “overconfidence”. Be wary of resistance to learning with people who are overconfident in their abilities. When someone overtly thinks they are an expert on a subject, they are less likely to welcome in new information: “I know everything there is to know; I’m an expert.” This mindset can actually lead to a decrease in performance. If individuals are blocking themselves from practicing and learning, they are not getting the essential learning-by-doing experience they need to continue growing. Someone may talk the talk, but can they walk the walk? Again, the only way to improve your skillset is to practice using it; do what you know to continue learning instead of just talking about what you know.

Now, overconfidence can also be beneficial if combined with humility and practice. When someone overestimates their abilities, is humble about it, and continues to practice their skill set, they are more likely to believe in themselves and therefore execute well. In this way, their overconfidence lays the way for them to continue learning because they feel that they are already competent to do so. Fear or lack of confidence does not stand in their way.  Their belief in themselves positively correlates with their willingness and capability to learn. 

Put on the training wheels, then take them off

So you’ve invested in your team to show them you have confidence in them, you’ve created a psychologically safe environment for them to grow in, and you’ve provided them with the support and tools they need to learn by doing. Now what? It’s important to keep the “training wheels” on–or offer the support team members need–until they feel they can roll without them. However, there is a delicate balance between offering support and holding peoples’ hands to a fault; there is an element of assistance as well as an element of “set them free”. Remember, the best way to learn is by doing. Offer necessary support along the way but leave room for people to try and fail. 

Get the most out of your team members (and yourself!) by intentionally fostering confidence and exercising your skills as often as you can. 

Practice Makes Competent

We offer an array of resources and opportunities for professionals (of all levels) to practice their skills and grow more confidence in them.

Community/Groups

• Weekly Facilitation Lab: a safe and experimental space for facilitators to learn, network, and evolve.
• Control the Room community: share experiences and learn from/with peers in the facilitation community. 

Resources

• Downloads: free custom tools & templates to run magical meetings. 
• MURAL & Miro templates: use our custom templates to run magical meetings and events.

Online Courses:

• Magical Meetings: learn how to run more effective and engaging meetings.
• Design Thinking Foundations: learn the key foundations in design thinking to better solve problems and seize opportunities.

Live Workshops

• Events calendar: join us for live training workshops and facilitation conferences. 

The post Bridge the Confidence Gap: How to Instill Confidence in Your Team appeared first on Voltage Control.