Team synergy is something every business dreams of achieving. When coworkers sit down to brainstorm, they seek a collective output that is greater than the sum of its parts. But achieving that type of game-changing collaboration is challenging. Coaxing it out of teams with any consistency requires careful cultivation.
“Facilitating the type of group dynamics needed for good, practical, and desirable ideas can be a challenge,” says Jim Camp, Jr., author of “Lead From No.” “It requires taking steps to overcome fear, which is always the main culprit blocking good business ideas.”
Camp is co-owner of Camp Negotiations, which helps organizations to become highly effective in the negotiation techniques needed to prepare for, execute, and manage their most critical conversations. Camp, who served in the military at the national strategic level, was personally responsible for negotiating the largest pay increase in history for thousands of Air National Guard Instructor Pilots.
“The key to achieving effective group dynamics is negotiating an effective agenda prior to or at the outset of a brainstorming meeting,” Camp says. “The person leading the meeting must reach an agreement with all participants to openly contribute without fear of retribution. To reach a level of synergy, the leader must set the tone for collaboration. They can’t assume practical and good ideas will surface without setting an agenda up front.”
Leaders seeking to drive innovation and fuel better decision-making through more effective brainstorming sessions should consider the following steps, which experts consider prerequisites for success.
Lead with humility
Some of the most important brainstorming work is done before a team session begins. To set the stage for success, leaders must establish a safe environment for sharing by humbly assuring participants that their input is welcome and appreciated.
“If time permits, a good way to facilitate a successful meeting is to reach out to each teammate individually prior to the event and lay the groundwork,” Camp says. “When a leader demonstrates humility by asking for their help in solving a challenge from each person, this builds trust and relieves anxiety.”
Leaders can also encourage more effective participation by establishing their belief that everyone included has something valuable to contribute. Flattening the hierarchy for the sake of brainstorming will make it easier for people to share their ideas.
“Before the meeting gets underway, leaders should communicate that they appreciate everyone’s input,” Camp says. “Share that each participant was invited because they bring a particular set of skills and expertise. The goal should be getting everyone focused on ‘what’s right’ without worrying about ‘who’s right.’”
Remove fear of rejection from the equation
Removing the barriers that block good ideas from emerging is a critical part of an effective brainstorming meeting. Participants can be influenced by pressures to conform, ego threats, and the noise of dominant voices, each of which can quickly silence participation.
“When creative ideas face rejection or open scrutiny from superiors and peers, they can remain locked behind a wall of conformity and hesitation,” Camp says. “Leaders can mitigate this problem by understanding that ideas must be ‘pulled’ from the team members instead of assuming they will be ‘pushed’ up the chain.”
One simple technique for encouraging brainstorming is using interrogative-led questions rather than verb-led questions. Leaders who use open-ended questions can expect detailed responses that drive the discussion toward a desirable solution.
“Asking, ‘What can we do as a team to solve this problem?’ opens the door for a detailed response,” Camp explains. “Conversely, asking the same question using a verb — Do you have an idea to solve this problem? — will only solicit a ‘yes,’ ‘no,’ or ‘maybe.’ Verb-led questions create an additional layer of pressure because they’re seeking a decision. Open-ended questions help leaders to build vision around what their teammates communicate and to avoid judging the validity of their responses. They create an environment in which ideas can evolve.”
Let the leaders ideas be open to criticism
While brainstorming is typically focused on coaxing new ideas out of the group, there can be times when leaders need to present their own ideas. To maximize the value of those moments, leaders should clearly communicate that their ideas are open to critique and improvement just like anyone else’s.
“A leader who openly allows his or her team to challenge or even reject their own ideas opens the door to a safe brainstorming environment,” Camp shares. “If a leader wants to create an environment of psychological safety, they must lead by example. They must be willing to hear ‘no’ in response to their own ideas. When people see that a leader is open to feedback, even if it is negative, barriers to communication will come down. This will also form tighter team cohesion and mutual trust.”
Brainstorming is most effective when leaders take steps to create an environment that encourages the free flow of ideas. Engaging with humility, removing the fear of rejection, and encouraging the critique of all ideas are key to fostering that environment. Leaders who take those steps will increase the likelihood of achieving the innovation and enhanced decision-making that flow from effective brainstorming.
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