problem-solving

Big-Minded Vs. Small-Minded

Big-minded and small-minded people address problems in very different ways. 

Big-minded and small-minded people address problems in very different ways. 

Solving a problem is greatly aided by a big-minded approach instead of a small-minded one. Small minds tend to focus on obstacles to overcome. Big minds see opportunities that leap over obstacles.

Small-minded people go with what they know. Big-minded people survey a wider universe to find a smart idea.

To be sure, all of us can be big-minded and small-minded in different circumstances. But the lubrication that enables someone to move beyond a constricted view is curiosity.

I made this point while giving an informational interview to a soon-to-graduate marketing major from Portland State University. She asked simply how my firm, which is celebrating its 25th year in business, has adapted.

After noting we never created a brochure and that we start every client pitch from scratch, I said our fundamental adaptation was believing we had a lot to learn. We try to make Big-Mindness a business operating principle.

When my 21-year-old captive audience asked how to learn Big-Mindedness, my answer is to let experience be your teacher. Read outside your comfort zone. Volunteer in community organizations to see other people in their space. Work on a political campaign to listen to people and see the evolution of viewpoints. Travel. And pay attention to what's happening.

Even the seemingly most remote news events can be eye-opening. The two examples I gave my interviewee were the window into the expanding universe provided by the Hubble telescope and the experimentation of researches to verify the evolutionary connection between dinosaurs and chickens.

Seeing the vast expanse of what we call outer space should open our minds to life somewhere else beside earth. A similar discovery many years ago that showed the earth revolves around the sun opened new vistas for small-mindedness. It allowed science to shed light on the world without the shadow of dogma.

The seemingly pointless research project that indicates chickens can regress and have something more like a prehistoric snout instead of a beak offers a cellular-level notion of how life functions and evolves. We aren't destined to be what we are; we have adapted to become what we are.

The practical value of such knowledge is that the universe of answers is wider than our own solar system of information and that we can effect change if we understand what factors account for change. Both have broad utility in the field of marketing, which at its core is a quest to find what works.

Problems may seem insoluble. And, if you only consider the options in your small mind, they may be. But when your thoughts to cross over to the big mind, more options materialize. The path to success may not be clear, but it certainly isn't closed.

Storytelling as Your Elevator Speech

You need to be able to make your pitch in 30 seconds. Just as important, your elevator speech needs to focus on why what you do is important to your customers or clients. 

The elevator speech has taken on added importance as more people realize you have only one, fast-moving moment to make a memorable first impression.

But the last thing you want is a first impression just about you. That first impression needs to center on how your work uniquely benefits your customers or clients.

This difference parallels the evolution from advertising to content marketing. Instead of shouting a message, you deliver useful, relevant information. The elevator speech, in its slim 30-second format, needs to follow the same pattern. Don't shout, solve a problem.

So instead of rattling off your list of services or products, your elevator speech should focus on a simple story about how you helped a client or customer. You only have 30 seconds, so offer just enough detail to showcase your value.

People have a hard time remembering lists of things or key messages without a lot of repetition. They can and do retain the essence of a good story. And stories are a tried-and-true way for people to absorb complex information, put it into context and coat it with a positive feeling.

Staff meetings and marketing retreats often stress the need for a solid elevator speech that everyone in an organization can use to underline a brand promise or identity. Too often, the elevator speech exercise in a staff meeting or retreat is just that — an exercise, not a new habit.

Rarely can a group write concise prose that conforms to the way different people actually talk. And elevator speeches need to be more than a glib tagline. A story with the right stuff can be told in various ways to the same effect. It is a perfect answer for a widely accepted and commonly used "elevator speech" in your organization.

The Utility of a Fact Magnet

Sherlock Holmes claimed he saw no more than anyone else. He just knew what he saw. It wasn't the fruit of intuition. it was the result of training his brain to see more than the superficial.

The skill of seeing deeper — and understanding what you are see — is essential to effective public affairs work. Here are some tips to sharpen your wits:

Soak Up Information

In the rush to get a project approved or an idea planted, we are eager to tell our story. We should be just as eager to find out as many facts as possible before we launch our project or give root to our idea.

Holmes appeared like a walking encyclopedia of seemingly random facts. But in reality his mind was conditioned to absorb what he observed — or smelled or touched. He widened his range of experience by deepening his grasp of the obvious.

Being a fact magnet is a great trait when trying to piece together the mystery of why your project or idea has opponents and what it will take to abate their opposition.

Look for Connections The deductive powers exhibited by Holmes are legendary. Some oddly attribute his deductive skill as intuition. It was anything but. His powers of deduction relied on connecting the dots.