On Saturday, December 5th, 2009 at 10 a.m. ET, the DARPA Network Challenge will launch, literally. To celebrate the 40th anniversary of the Internet, the DoD research agency is hosting a contest to see how social networking can aid in solving time-sensitive problems with a geographically dispersed team.

To claim the $40,000 prize, you (and presumably some some friends spread across the country) have to be the first to find 10 red weather balloons tethered to the ground. So if you’re in need of $40k (you’ll have to split it with your friends, of course) and weekend plans, check out the official DARPA link above. CNN also has a story about it here: http://edition.cnn.com/2009/TECH/12/04/darpa.balloon.challenge/

Good luck!

I had a recent experience working with a large group of subject matter experts (approximately 17 teachers, curriculum writers, and program specialists). The goal was to create a course outline in one 7-hour design session. As you can imagine, gaining consensus with a group of this size can be quite a challenge. It was by far the largest group I’ve worked with for this purpose. By structuring the day carefully, applying strategies to engage the group, and using design templates, I was able to keep the group focused and productive, and I felt some of the methods I used would be beneficial to share.

Prior to the Session

Before meeting with the group, I talked with key stakeholders for the project to collect as much background information as possible about the proposed course, including course goals, targeted audience, and technology requirements. Understanding the targeted audience, teachers, helped to determine what form this course should take. Also, I reviewed any available content prior to the design session and read an evaluation report relating to the curriculum upon which the course would be based. By gathering this information beforehand, I was able to ramp up and was well positioned to guide the design meeting, using the course goals as my guide.

Recognizing Expertise

An important strategy I used was to recognize and elicit the feedback from all members of the group as a lead in to the actual course outlining. Each person attending the meeting had a valuable perspective to contribute, so I devoted time to let them share their ideas relating to the course we were planning. An added benefit of encouraging participation from everyone was that the individual participants seemed to have more of a vested interest in accomplishing the goals of the meeting when they were actively contributing. I do think it’s important to keep some structure, though, so I had some guiding questions that I used to organize this conversation.

Identifying Key Questions

In my experience, different strategies work for different clients when it comes to developing a course. With this particular group, it was helpful to first identify what key questions teachers might have about the course content, since this training was intended to support teachers in using a particular curriculum. Using this strategy, we were able to identify 4-5 key questions relating to the curriculum, and related sub-questions for each key question. These questions then formed the basis for identifying our course objectives. For each key question, we translated it into what a teacher would need to know or do to answer each question. Using this process, we soon had a list of learning objectives for the course.

Keeping the Group on Track

Once we identified our objectives, we were able to use the key questions we started with as our lesson themes under which each set objectives resided. To help keep things moving throughout the design session, it helped to return to the course goals when we were going off on a tangent.

I used a course outlining template to sequence the lessons and objectives we were identifying. I projected the various templates onto a screen for the group as we worked so they could see the outline being developed. Next, we mapped any curriculum elements that already exist to the objectives and identified gaps to help support the rapid build out of this course. Finally, we brainstormed ideas for interactivity to support each topic in the course.

The clients were very happy with the results of this session, and the course outline holds potential for us as a future project. While the outlining session was challenging, it reconfirms in my mind the importance of striking a balance between structure and flexibility when designing, especially with large groups.

As marketing professionals most of our working lives, we have spent a lot of time looking for differentiation. What is this product’s differentiation? How does our company differ from our competition? How does our story set us apart? And how can our story be meaningful over time, not just until our competitor copies us, or worse, comes out with something better?

Most of the time we think of differentiation as a product’s feature, the ability to tout a big client or even our brilliant strategy to market. While all of these things are differentiators and some of them good ones, in themselves they are about as sustainable as bringing the first car to market with an iPod jack. The product feature that is going to change the world may be obsolete in 6 months. Our biggest and best client loved us, until the company re-orged and now our new contact has a friend who works for our competitor.

So is there such a thing as SUSTAINABLE differentiation? If so where is it?

It’s in your company’s PEOPLE! In the speed of today’s highly competitive business environment product features come and go, but the people BEHIND the product are the sustainable force.

So why then is the investment in the development of people the first budget to get cut, while the practically useless blinking light that differentiates our product from the competition never comes under scrutiny? Does that light really have a better ROI, or is that just what we like to think because it takes more effort to demonstrate the value of continuity and great talent to our business?

We’re not suggesting to drop product innovation, but rather to look beyond product features to the people who made them possible. The engineer who had an idea at 4:00 am and spent the next 72 hours perfecting it. The team who spent the weekend in the office to finish the project which keeps the big client coming back. The sales person who gives the marketing campaign life and stays to make just one last cold call on Friday evening.

Invest in the development of people and you invest in the one true sustainable differentiator that will weather your company through any competitive storm and lift your organization to prosperity through the worst of economic downturns.

If you’re familiar with Marcus Buckingham ’s book, First Break All The Rules, you may recall the section about great managers not spending a lot of time with their poor performers. The idea being extolled here is that if you work with your star performers you and the company will benefit more than wasting time and energy with their poorer counterparts. There is certainly some truth to this concept and it has been played out in businesses all around the world. While I would not totally disagree, I have learned that some people just need a little push of encouragement.

I am coaching my son’s little league team. There are some poor performers on the team. Should I not spend much time with them? I have several players that are very good for their age. Should I focus more time with them?

Defining Moments
Think back to when you were on a sports team, or in school, or starting your first job. You were a little clumsy, maybe shy or awkward — definitely nervous. Then along came this coach/teacher/boss that you will never forget. He or she saw something in you that others did not. They encouraged you by spending time with you and telling you that there were big things ahead for you. You latched onto those words and never forgot. To this day, you count that as a defining moment. A time that someone, whose power and authority you were under, gave you the nudge you needed to get rolling. You will never forget that. Some of you have even had the chance to tell that person, now later in life, how much that meant to you then and that you wouldn’t be where you are now if it were not for that moment in time. Some of you wish you could tell that special person how much they meant to you but, time and distance have gotten in the way and you’ve lost touch with them.

A Little Push Can Start The Engine
Don’t chalk this article up to a “feel good story”. I have seen how an encouraging word fires up a person and gets their self-confidence engine running. I have seen it in the work place. I have personally experienced it when I was in school. And, I see it each week on the baseball field as these little guys come out to practice.

Back to my question: Should I not spend time with the poor performers and focus more on the star performers on the team? Yes and no. My objective as coach is to provide leadership. This involves feedback, direction, and encouragement. I have no idea how my words affect these guys on a weekly basis…No…the fact is, I do have an idea.

There is a very real, practical, and powerful principle at work here. The power of words. Words spoken in ways that can build up and not tear down. Words that can inspire and not demoralize.

Those of us in positions of influence and authority can wield words like a healing balm or a wounding sword. Bosses, parents, teachers, coaches, and trusted advisers take heed. Spend a little extra time with your poor performers. Encourage them and speak words of life into them. Like the character Richard Dreyfuss played in the movie, Mr. Holland’s Opus [one of my favorite films on this topic], you may find yourself the center of admiration for the next generation.

There are many facets to a leaders role. One important facet is giving of yourself to those around you.

Did you know you cannot out-give? If you give to someone, they will almost always want to give more back. This is the Principle of Reciprocity.

When you look out for your employees and co-workers, even your friends and family, they will want to return the favor. Giving is infectious.

The only drawback is the motivation for giving. If you give out of selfish ambition, then guess what? You may get something back, but it will never be what you hoped for or as much as you hoped it to be. And, when you do not get anything back, you’ve only done harm to yourself because you are the one left feeling “hacked-off”.

Don’t give in order to get.

When you give, not expecting a return, the reciprocal giving is that much sweeter. And, when you give, not expecting a return, your feelings will not have been hurt if you receive nothing in return.

Take a look around your workplace, your personal networks, your clients, your friends and family — who can you give to?