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Need to build and motivate great teams? Book Robert David Duncan for keynotes, seminars, coaching and training

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Do you want better performing teams?  Do you want to perform better? Contact Robert David (Rob) Duncan, who can help you and your teams be more effective – in terms of cohesion, collaboration, competitiveness and social skills. Rob is also a Certified Management Consultant who can roll up his sleeves and get actively involved in improving your organization’s performance. A longtime college educator, Rob can work with your organization and continue to add value long after the keynote address.

Featured talks and seminars: 1. Team Intelligence; 2. Competitive Intelligence; 3. Collaborative Intelligence; 4. Social Intelligence.

1. Team Intelligence: Lessons from a Voyage around Cape Horn

South of Cape Horn

South of Cape Horn – a foreboding calm…

What were the secrets to building a great team on a gruelling 3-month sailing voyage around the dreaded Cape Horn? Join Rob for a first-hand account of a life-changing tall ship voyage through stormy seas and interpersonal strains that ultimately led to a rounding of the “Sailor’s Mount Everest.” Told through stories and pictures, with the keen insights of a skilled management consultant, Lessons from a Voyage around Cape Horn will leave your team inspired, engaged, and ready for their next challenge!

2. Competitive Intelligence: Fast, Cheap & Ethical Techniques to get the Edge

What can you do in the next 15 minutes to give your firm an unbeatable lead over the competition? Join competitive intelligence expert Rob Duncan for an entertaining, fast-paced and informative look at a war chest of tools that can be employed cheaply, quickly and ethically to gain a sustainable edge. Drawing on his book “Competitive Intelligence: Fast, Cheap & Ethical”, selected as a Best Business Book of 2008, Rob will leave your group raring to go on these simple and effective tactics.

Rob Duncan is building intelligent teams

3. Collaborative Intelligence: Enhancing Innovation through Social Media

What do you do when your customer is suddenly the head of your design team? “Harness it to your advantage,” says social networking expert Rob Duncan. Rob’s recent doctoral research confirmed that online social networking is breaking down traditional boundaries between companies, competitors and customers. Intelligent collaboration is the way of the future, and Rob Duncan can explain in straightforward terms why LinkedIn, Google+, Facebook and other collaborative technologies are going to drive business in the future, and why you need to be there.

4. Social Intelligence: Building Socially Smart Teams for Winning Performances

What do improvisation, active listening, the reading of micro-expressions, networking and acting technique have in common? They all relate to the growing field of social intelligence. Defined as ‘a person’s competence to comprehend his or her environment optimally and react appropriately for socially successful conduct,’ social intelligence is needed more than ever in business. Join Rob Duncan, New York trained actor and co-author of the book “Improv to Improve Your Business: Using the principles of improvisation to foster communication, creativity & innovation” on an engaging journey through some simple, easy to use and powerful techniques to build social intelligence in your teams.

Contact us for more information at greatcapes@gmail.com or via the Contact tab on this page.

Collaborative Intelligence: Conversations with Dr. Rob Duncan on tapping into the power of online social networks

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My new book, Collaborative Intelligence

My new book is now available for reading and downloading from Scribd (see below). I hope that you enjoy it and find some useful and thought-provoking ideas in the material. I encourage you to share the material with anyone who might be interested. The book is drawn directly from many hours of interviews done with me upon the completion of my doctoral research into the use of LinkedIn and other online social networks in inter-firm collaborative innovation.The book is simple and straightforward by design, and is intended to be used either a a stand-alone quick read, or as a companion piece to my full doctoral thesis, which is more data-rich and also available below.

Making a difference

The decision to make this material available at minimal or no cost was an easy one to make in light of the book’s messages of sharing and open collaboration. If you feel that you received value from this material beyond what you paid, I would encourage you to please make a donation to a charity, agency or directly to a cause that supports the education empowerment and well-being of women and girls in the world. Thank you for considering doing that. Some possibilities (in no order of preference) include:

 

Collaborative Intelligence – Dr. Rob Duncan – 2013 – ISBN 978-0-9918198-0-5 (PDF Version)

Rob Duncan Doctoral Thesis 2012 – The Role of Online Social Networks in Inter-firm Collaborative Innovation…

Continuing the conversation

The topics in this book are a genuine passion for me, and I enjoy discussing them with others. Please feel free to be in touch with me though my website, www.robduncan.com, or though the various online social networks I hope we connect up on. I am also happy to speak with you and your team about these ideas, and to work with organizations who want to develop training or presentations on these and other ideas related to organizational goals and change.

I hope that you will also share and discuss these ideas with others. Collaboration and innovation are dependent on discussion and the sharing of ideas. The greater the variety of minds that are brought to the discussion, the greater and more remarkable the results will be.

Thank you for reading this book and the accompanying doctoral thesis (if you read that also). I hope you have found the information useful to you and your organization. I personally always feel that if I have extracted at least one useful or thought-provoking idea from something I have read, then I am ahead of the game. Hopefully that is the case for you!

The role of online social networks in inter-firm collaborative innovation and problem solving – doctoral thesis (2012)

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My mid-career doctorate: can it really be finished?

For those of you who have been kindly following my progress toward my doctorate – ups, downs, triumphs and challenges – here is the latest news.

Finally!

It is done!!!

Words that every grad student dreams of saying someday. Earlier this year, my thesis (below) went to external reviews, final edits and approval by the university. I was officially awarded the degree of Doctor of Business Leadership on October 1st. Once again I have to thank all of the hundreds of people who helped me along this journey.

Sharing the results

The best way I can think of to thank everybody who helped me along the way is to share the thesis and the results below. The study involved a comprehensive literature review, a quantitative survey of over 500 LinkedIn users as well as a dozen qualitative in-depth interviews with senior-level executives. In addition to the findings and analysis, contained in the thesis, there is also a starting framework toward a set of best practices for organizations wishing to harness the power of online social networks while mitigating some of the potential risks. So, here it is!

 

The role of online social networks in inter-firm collaborative innovation and problem solving

 

I am available for interviews, speaking and training on this topic…

Please feel free to get in touch with me to learn more about my research, findings and thoughts on this topic. I am pleased to see that the thesis and its findings are already getting some attention worldwide, and I am more than happy to be interviewed on the topic or to work with groups and organizations to develop keynote addresses, seminars and training related to this area.

Click here to visit the university library site that has the thesis abstract, other information and a link to view or download the actual thesis document. I hope you find the information useful!

Celebration time!

 

Suggested citation formats from Google Scholar

MLA:
Duncan, Robert David. The role of online social networks in inter-firm collaborative innovation and problem solving. Diss. 2012.

APA:
Duncan, R. D. (2012). The role of online social networks in inter-firm collaborative innovation and problem solving (Doctoral dissertation).

Chicago:
Duncan, Robert David. “The role of online social networks in inter-firm collaborative innovation and problem solving.” PhD diss., 2012.

Where is the intersection between theater and the workplace?

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Workplace drama

Workplace drama

It’s funny, there is always a lot of crossover imagery between the stage and the workplace. Objectives, heroes, drama kings and queens, getting the right people to play different roles, tragic leadership flaws, double-crosses and so forth. Now that I am taking a step away from the office environment for a bit and rekindling my acting training, I am fascinated by the parallel lessons that can be drawn between the two worlds. A few months ago, I wrote here about the useful skills that people can gain from acting training – things like hitting your marks, learning how to improvise (always say yes), and using your full body as an instrument of communication.

The insights I have been gaining over the last couple of weeks can add to and enhance these earlier lessons. Here are a few ideas that may help you bring more “drama” to your workplace:

  • The art of analysing the script: The playright provides a framework of words, characters and given circumstances. The challenge is to figure out what isn’t there – it is the job of the actors to fill in the missing pieces with meaning. Otherwise we’d just get up there and read, and the crowds would stay away! As leaders in organizations, we should also be looking at the scripts we have been handed, and really take the time to analyse them. Who wrote this script? Are there other versions or other scripts I am not seeing? What is missing from the story on the page? What do I and my team need to add in order to flesh out the full story and make it truly inspiring?
  • The art of soft focus: We are trained in movement class to start to use our peripheral vision to see who else is in the room, and to avoid banging into them. Even when the director tells us to go crazy and flail around to all four corners of the room, we remain aware of each other. So it should be with the competing interests in an organization. We should be creating cultures where the differences are expressed, respected and where soft focus is encouraged to avoid bruising.
  • The art of understanding a character’s objectives: At the most basic level, characters act out of need. The job of the actor is to consider what it is their character needs, what is in the way, and what they are going to do about it. This last piece is where the actor’s choices make the difference between a truly memorable performance and a more ordinary one. For example, your character may need more than anything to gain the love of another character, but there are lots of ways to get there (intimidation, charm, kindness, trickery, deception, collusion etc. etc.). In the workplace, look around at the characters in your midst. What is their overarching need? Are they getting it met? Are you helping or hindering? Why? The more you can understand the other actors in your midst, the better you can manage around their actions.
  • The art of going larger: The training at the Stella Adler Studio is always exhorting us to be LARGER! What this means is that instead of making acting choices that are safe and tame, make larger, more dramatic and more passionate choices. Is your character trying to “tell” (yawn…) somebody something? Or are they trying to “convince” (better…) somebody of something? Or are they trying to “scare the sh*t” (now we’re getting somewhere…) out of somebody? Similarly in organizational life, making larger choices makes for a more interesting performance!

 

When in doubt, go large

I want to hear what you think! Please feel free to weigh in here with your comments. To explore having me speak to your team or group on drama in the workplace and other related themes, please get in touch with me at rob@robduncan.com or via the contact tab on this page.

Our new book – Improv to Improve your Business: Using the principles of improvisation to foster communication, creativity & innovation

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Now available on AMAZON!

I was thrilled to be involved in this collaborative writing project, in which co-authors Brent Brooks, Rick Crain, Leah Henderson, Jim Hogan, Vanessa Lowry, Deborah Thomas, Scott Williford, Mark Wyssbrod and I all contributed chapters. Working from the “ten commandments of improv,” each of us wove a chapter story about how the techniques of improvisation have helped each of us in our business careers, and how they can help you. The ten commandments of improv that are woven throughout the book are:

Book: Improv to Improve your Business

Book: Improv to Improve your Business

Trust.

Agree on stage.

Listen.

Don’t be funny.

Avoid questions.

Be average.

Stay in the moment.

Mistakes are good.

Make others look good.

Have fun!

It was terrific to work with such funny and talented co-authors, and I know that you will find this book as much fun to read as it was to write! Watch for Improv to Improve your Business: Using the principles of improvisation to foster communication, creativity & innovation on Amazon early in 2011. Advance media enquiries and booking speaking events on this topic can be arranged by emailing me at greatcapes@gmail.com, or following the contact tab on this page.

Why good leaders have to leave the teams they build

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Leaders come in two broad flavors: 1) self confident ones, and 2) insecure ones. The self confident ones build teams, empower those teams, develop leadership within the team and then move on to their next challenge. The insecure ones micro-manage, insert themselves needlessly into processes, and cling to their authority role under the guise of being ‘indispensable.’

The best leaders have one overarching goal: to make themselves dispensable. They achieve this through a number of tactics:

  • Hire good people – better, smarter, faster than themselves wherever possible.
  • Performance manage the weaker performers, while putting the bulk of their energies into the higher achievers.
  • Create a culture of experimentation and innovation, where trial and error are celebrated.
  • Promote the achievements of everybody on the team, while taking minimal credit for themselves.
  • Support the team from the background, letting others take center stage.
  • Consciously develop team leadership by pushing responsibility downward, and developing everyone’s leadership ability, not just that of their clones.

It may seem counter-intuitive to try to make yourself dispensable, but that is exactly what the best leaders and team builders do. In my first book, Haul Away! Teambuilding Lessons from a Voyage around Cape Horn, I interviewed the captain of the Europa, a 400 ton tall ship, who had started his career in a one-person rowboat, and who explained his philosophy of becoming a leader:

Captain and crew of the tall ship Europa

Captain and crew of the tall ship Europa

I personally never ‘sought command.’ I started my career in a small boat, where you are the skipper by default. Over time, the boats got bigger, I got older, and my experience grew.

The lesson here is that leaders need to build and empower teams, and then move onto that ‘bigger boat,’ so they can do it all over again. The smart organizations are the ones who recognize the need for good team builders to keep moving and growing, leaving a legacy of successful teams and newly-developed leaders in their wake.

Haul Away! Teambuilding Lessons from a Voyage around Cape Horn

Haul Away! Teambuilding Lessons from a Voyage around Cape Horn

To learn more, or to explore having me speak to your group or team about leadership, please contact Rob Duncan at greatcapes@gmail.com or via the Contact tab on this page.

Can we have a single, unified, authentic online persona?

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One Person/Multiple Careers by Marci Alboher

One Person/Multiple Careers by Marci Alboher

In her inspiring book, One Person/Multiple Careers, Marci Alboher (a lawyer-turned-journalist/speaker/writing coach) argues that we should be unleashing, rather than hiding, the multiple career identities that many of us have. Marci’s book was the first place I heard the term “slash careers” as a description of the multiple career trajectories and multiple income streams that so many of us have. Almost everyone I know is a something/something else.

So okay, I’m going to finally do it. I am a Speaker/actor/writer/trainer/manager/consultant/sailor. How hard was that? In the world of online social networking, it seems to be exceedingly difficult. Most people I have talked to are very ardent about keeping their various “sub-personas” very compartmentalized. Facebook is for friends/family/partying (ie. never friend the boss…), LinkedIn is for corporate life, Twitter is for… hmmm – don’t have an answer for that one yet.

A friend/colleague and I kicked off this year by agreeing that this should be a year of authenticity – that we were going to move our various sub-personas into greater alignment, and care less about what our various “markets” think.

This got me thinking about social networking, and how I have most of my actor/writer/sailor connections on Facebook, whereas most of my consultant/manager/trainer connections are all on LinkedIn. My speaker/author friends are one of the few crossover communities that are on both. Could I bring all of these communities together?

Pink shirt guy

Pink shirt guy

As a first step, I unified all my profile images into one of my acting/speaking headshots – pink shirt guy. Before that, I was the Mr. scruffy actor/sailor on Facebook, buttoned-down Mr. Corporate on LinkedIn and pink shirt guy on Twitter. Though not all-encompassing, pink shirt guy probably does the best job of capturing the kinds of enthusiasm I feel for speaking to groups, acting on stage, a great day managing a team, teaching a course I am passionate about etc.

I used to also have separate Web pages (Speaker, Actor, Sailor, blah blah blah). This was beyond tedious, both to maintain, and to be forever thinking about the “message” that was appropriate to go out to separate communities/markets. So I scrubbed all that and am unifying everything here under one umbrella. It’s a work in process, but a step in the right direction – toward an authentic, 360 degree view of a whole person.

How about you? Do you have multiple personalities online, or have you been able to unify things? Are you still cautious about the self/selves you reveal to the various communities/markets you operate in, or have you decided to chuck it and present one face to the world?

I would really be interested in your thoughts, so please weigh in here with a comment or contact me directly.

To explore having me speak to your group or team about authenticity, social media, or other topics please contact Rob Duncan at greatcapes@gmail.com or via the Contact tab on this page.

A mid-career doctorate… into the defense!

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One of my favourite lines from a movie is from “The Pursuit of Happyness” when the Will Smith character asks the guy with the fancy sports car two questions:

“What do you do, and how do you do it?”

"What do you do, and how do you do it?"

"What do you do, and how do you do it?"

It’s something I say to myself all the time when I see someone who has a life I kind of envy. Interestingly, its also the most common question I get asked about my mid-career doctorate. Now that the insanity argument has worn thin, and people have seen me chug through the past 3 years, to the point where my dissertation has been drafted and I am heading into my thesis defense this month, the questions now are more along the lines of “How did you do that?” Well, wait – I’m not done yet! There will still be a lot to complete, but I am hopefully getting closer.

I encourage anyone who wants to dust their brains off and have a good cerebral workout to consider tackling a doctorate in an area they are passionate about. The later in life the better, because the more life you bring to the table, the easier and more fun it will be. Here are a few tips that can make the journey easier:

  • Support of family and friends. You will be stealing attention and vacations from these folks for several years – try to make it as painless as possible, be in the moment when you can, and make it up to them when you are able! 
  • A supportive employer. Doing your doctorate in an area that can benefit your own development, as well as that of your organization, is huge. Combining these elements with an employer that supports people development gives you a terrific advantage. 
  • A topic you are really passionate about. Trust me on this – you will be bored silly by your topic area after you have lived with it for 3+ years. If you start out being half-hearted about your topic, you probably won’t make it. Don’t adapt your interests to a mythical job market – if you are passionate about pirate ship culture and adaptability to change – then that’s what you need to research!
  • Great thesis supervisors. I have been incredibly fortunate to have very helpful, extremely responsive supervisors. You can enhance your chances of getting good supervisors by researching previous theses they have supervised, and finding supervisors with a genuine interest in in your research area.
  • A university that is built for mid-career studies. My university, the University of South Africa has been doing distance-based education since 1946, making it a real pioneer. Nelson Mandela is among its many famous graduates. The School of Business Leadership is consistently ranked among the top 3 business schools in the country, and was the first school in the world to offer the Doctor of Business Leadership degree. This kind of experience means they have learned the hard way, so you don’t have to!

Well, that’s all for now – please wish me luck on the defense!

Gathering competitive intelligence at trade shows

Doctoral research, Ideas you can use, Speaking 1 Comment »
 Here’s a fast, cheap & ethical competitive intelligence tip for you:
 

Trade shows are awash in valuable CI

Trade shows are awash in valuable CI

Trade show intelligence gathering

Trade shows are an excellent source of competitive intelligence (CI), both human and written. Attending a trade show with a calculated view to obtaining CI can be a very cost-effective exercise. The key to trade show intelligence is first to determine what our intelligence objectives are. Once we have decided what specific pieces of intelligence we desire, we can formulate a plan of attack, identifying likely sources of CI as well as who will be responsible for obtaining each piece of intelligence.

Much of the work of planning a trade show CI mission can now be done in advance using the Internet. Most trade shows have websites which can be mined for useful information such as who will be speaking as well as a map layout of where each competitor’s presence will be located. We can often find photographs of specific human targets we may wish to approach for human intelligence efforts.

The intelligence-gathering team

In approaching a tradeshow for intelligence-gathering purposes, team organization is very important. There are several different roles to fulfill:

  • Team leader: responsible for planning, organization, setting intelligence goals, determining specific targets, assigning specific intelligence objectives to field operatives, communicating final results
  • Field operatives: responsible for obtaining specific pieces of intelligence, through physical collection, observation and human intelligence
  • Analysts: Responsible for obtaining pre-trade show intelligence gathering, collating and analyzing intelligence gathered from field operatives

The reality for many of us is that we are a “CI department of one,” and will have to perform all of these functions alone. The alternative may be to hire students from a school that teaches market research and CI, who are often thankful for paid entrance to a useful trade show. In any event, careful consideration of each of these functions is necessary in order to carry out a successful trade show intelligence-gathering mission.

Planning the mission

The role of the team leader is first to plan the exercise, which involves determining what intelligence is desired and which trade show it makes sense to target for the intelligence. Once a trade show has been selected, online research and/or printed marketing material is helpful in terms of refining and selecting our targets for the intelligence we require. Often such specifics as lists of exhibitors, floor layouts, speaker biographies and the like are available. This is useful because it helps avoid unnecessary wandering around during the trade show itself.

The next task is to assign specific pieces of intelligence to the person responsible for gathering it. Each piece of required intelligence needs to be defined in terms of how it will be obtained. In the case of human intelligence, we need to determine who will be targeted and what approach will be used. The conversational hourglass approach to elicitation covered in the next chapter will be useful here. For other intelligence, other approaches will make sense. Perhaps we want to get a look at the features of our competitor’s soon-to-be-released product, and there may be printed material or demonstrations available.

One of the exploitable vulnerabilities companies face at trade shows is that it is usually the enthusiasts who are selected to staff the booths. These can be people who are too junior to know what should be kept secret, or sales people who are eager to promote the products to anyone who might be interested, or product development experts, who can be lured into detailed discussions of the features that they are proud of.

Executing the mission

At the trade show itself, particularly multi-day events, we should begin by doing a sweep of the facility, gathering everything that is available in terms of printed materials and giveaways, from all the relevant target companies. This “snag and bag” operation can often yield plenty of the intelligence that we wanted. Taking the gathered material away and analyzing it can help us to refine our approach and targets for the next wave of intelligence-gathering. At an out-of-town trade show, a hotel room can serve as a command post where gathered material can be sifted through, and plans can be adjusted based on what can be extracted from the material.

In general, the less face-to-face interaction we rely on to obtain our intelligence, the better. Anything we can gather by indirect means like printed material, observation or overhearing is a bonus, since it makes it far less likely that our intentions and activities will be unmasked. This multi-wave approach to gathering intelligence allows us to use the riskier tactics, like human intelligence sparingly, thus minimizing the chances of being seen to be snooping.

A three-wave approach to a trade show intelligence-gathering mission can be summarized as follows:

Wave one

  • Plan the overall mission
  • Determine the required pieces of intelligence, and the targets or sources for the intelligence
  • Make a first pass of the trade show, gathering everything that is being given away at the target booths
  • Analyze the gathered material and see if some of the required intelligence is there
  • Refine your requirements

Wave two

  • Conduct human and observational intelligence
  • Analyze this intelligence to isolate any remaining gaps

Wave three

  • Conduct final intelligence to gathering any remaining intelligence required

 

Rob Duncan's book on CI selected=

Through careful objective-setting, planning and execution, trade shows can be an extremely cost-effective way to gain strategic competitive intelligence. More on this topic is available in my book “Competitive Intelligence: Fast, Cheap & Ethical”  which can be obtained through the Media and Books tab on this page.

The core business of a good manager

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Rob Duncan in South Africa
10,000 miles away, my team is doing a great job!

The other day, someone asked me what the core business of a good manager should be. It was an excellent question, and one that I feel a great amount of passion for. I took a few moments and tried to distill my thoughts into a brief set of principles. So here goes – my list of the things a good manager must do well:

1. Work with the senior executive and the team to set the team objectives.

2. Organize the right people to tackle those objectives.

3. Listen, teach and coach. Don’t micro-manage.

4. Remove barriers to success for the team wherever possible.

5. Absorb a lot of the noise and stress from above and outside so the team is freed up to achieve its goals.

6. Report on successes and challenges, objectives and outcomes.

I am interested in your lists and thoughts as well. Please get in touch and let me know what you think. Feel free to comment here or be in touch with me privately via the Contact tab on this page. I am also available to speak to your teams and groups on this topic – one that I am very passionate about!

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