Innovation Workshops for Teams

Should you try Google’s famous “20% time” experiment to encourage innovation? We tried this at Duolingo years ago. It didn’t work. It wasn’t enough time for people to start meaningful projects, and very few people took advantage of it because the framework was pretty vague. I knew there had to be other ways to drive innovation at the company. So, here are 3 other initiatives we’ve tried, what we’ve learned from each, and what we're going to try next. 💡 Innovation Awards: Annual recognition for those who move the needle with boundary-pushing projects. The upside: These awards make our commitment to innovation clear, and offer a well-deserved incentive to those who have done remarkable work. The downside: It’s given to individuals, but we want to incentivize team work. What’s more, it’s not necessarily a framework for coming up with the next big thing. 💻 Hackathon: This is a good framework, and lots of companies do it. Everyone (not just engineers) can take two days to collaborate on and present anything that excites them, as long as it advances our mission or addresses a key business need. The upside: Some of our biggest features grew out of hackathon projects, from the Duolingo English Test (born at our first hackathon in 2013) to our avatar builder. The downside: Other than the time/resource constraint, projects rarely align with our current priorities. The ones that take off hit the elusive combo of right time + a problem that no other team could tackle. 💥 Special Projects: Knowing that ideal equation, we started a new program for fostering innovation, playfully dubbed DARPA (Duolingo Advanced Research Project Agency). The idea: anyone can pitch an idea at any time. If they get consensus on it and if it’s not in the purview of another team, a cross-functional group is formed to bring the project to fruition. The most creative work tends to happen when a problem is not in the clear purview of a particular team; this program creates a path for bringing these kinds of interdisciplinary ideas to life. Our Duo and Lily mascot suits (featured often on our social accounts) came from this, as did our Duo plushie and the merch store. (And if this photo doesn't show why we needed to innovate for new suits, I don't know what will!) The biggest challenge: figuring out how to transition ownership of a successful project after the strike team’s work is done. 👀 What’s next? We’re working on a program that proactively identifies big picture, unassigned problems that we haven’t figured out yet and then incentivizes people to create proposals for solving them. How that will work is still to be determined, but we know there is a lot of fertile ground for it to take root. How does your company create an environment of creativity that encourages true innovation? I'm interested to hear what's worked for you, so please feel free to share in the comments! #duolingo #innovation #hackathon #creativity #bigideas

Early in my facilitation career, I made a big mistake. Spent hours crafting engaging activities and perfecting every little detail… Thinking that amazing learning design is what would make my workshops stand out and get me rehired. Some went great. Some bombed. You know the ones, sessions where: - One participant dominated the conversation. - People quietly disengaged, barely participating. - half the group visibly frustrated but not saying anything. I would push through, hoping things would course-correct. But by the end, it was a bit… meh. I knew my learning design was great so... What was I missing? Why the inconsistency between sessions? 💡I relied too much on implicit agreements. I realised that I either skipped or rushed the 'working agreements'. Treating it like a 'tick' box exercise. And it's here I needed to invest more time Other names for this: Contract, Culture or Design Alliance, etc... Now, I never start a session without setting a working agreement. And the longer I'm with the group, the longer I spend on it. 25 years of doing this. Here are my go-to Qs: 🔹 What would make this session a valuable use of your time? → This sets the north star. It ensures participants express their needs, not just my agenda. 🔹 What atmosphere do we want to create? → This sets the mood. Do they want an energising space? A reflective one? Let them decide. 🔹 What behaviours will support this? → This makes things concrete. It turns abstract hopes into tangible agreements. 🔹 How do we want to handle disagreement? → This makes it practical. Conflict isn’t the problem—how we navigate it is. ... The result? - More engaged participants. - Smoother facilitation. - Ultimately, a reputation as the go-to person for high-impact sessions. You probably already know this. But if things don't go smoothly in your session. Might be worth investing a bit more time at the start to prevent problems later on. Great facilitation doesn't just happen, It's intentional, and it's designed. ~~ ♻️ Share if this is a useful reminder ✍️ Have you ever used a working agreement in your workshops? What’s one question you always ask? Drop it in the comments!

Trust is not something you have, but something you do. 6 proven ways to build unshakeable trust with your team, TODAY: (Sample situations and scripts are included) 1. Say what you do. Minimize surprises. ➜Why: Consistency in communication ensures everyone is on the same page, reducing uncertainties and building reliability. ➜Situation: After a meeting, promptly send out a summary of what was agreed upon, including the next steps, owners, and deadlines. ➜Script: "Thank you for the productive meeting. As discussed, here are our next steps with respective owners and deadlines. Please review and let me know if any clarifications are needed." 2. Do what you say. Deliver on commitments. ➜Why: Keeping your word demonstrates dependability and earns you respect and trust. ➜Situation: Regularly update stakeholders on the project's progress. Send out a report showing the project is on track, and proactively communicate any potential risks. ➜Script: "Here's the latest project update. We're on track with our milestones. I've also identified some potential risks and our mitigation strategies." 3. Extend the bridge of trust. Assume good intent. ➜Why: Trust grows in a culture of understanding and empathy. Giving others the benefit of the doubt fosters a supportive and trusting environment. ➜Situation: If a team member misses an important meeting, approach them with concern and understanding instead of jumping to conclusions. ➜Script: "I noticed you weren’t at today’s meeting, [Name]. I hope everything is okay. We discussed [key topics]. Let me know if you need a recap or if there's anything you want to discuss or add." 4. Be transparent in communication, decision-making, and admitting mistakes. ➜Why: Honesty in sharing information and rationale behind decisions strengthens trust. ➜Situation: Be clear about the reasoning behind key decisions, especially in high-stakes situations. ➜Script: "I want everyone to understand why we made this decision. Here are the factors we considered and how they align with our objectives..." 5. Champion inclusivity. Engage and value all voices. ➜Why: Inclusivity ensures a sense of belonging and respect, which is foundational for trust. ➜Situation: Encourage diverse viewpoints in team discussions, ensuring everyone feels their input is valued and heard. ➜Script: Example Script: "I'd really like to hear your thoughts on this, [Name]. Your perspective is important to our team." 6. Be generous. Care for others. ➜Why: Offering support and resources to others without expecting anything in return cultivates a culture of mutual trust and respect. ➜Situation: Proactively offer assistance or share insights to help your colleagues. ➜Script: "I see you’re working on [project/task]. I have some resources from a similar project I worked on that might be helpful for you." PS: Trust Is Hard-Earned, Easily Lost, Difficult To Reestablish...Yet Absolutely Foundational. Image Credit: BetterUp . com

Far too often, I see leaders and companies move on from innovation, believing it's only necessary during the startup phase. In reality, it's what keeps companies alive and thriving. As companies grow, it's easy to fall into routine and let creativity fade. But innovation must continue-even as you scale. An older HBR article I came across this morning highlights how breakthroughs in management can create lasting advantages that are hard to replicate. Companies focused only on new products or efficiency often get quickly copied. To stay ahead, businesses must become "serial management innovators," always seeking new ways to transform how they operate. This idea remains as relevant now as it was back then. The benefits of sustained innovation are undeniable: •Competitive Edge •Increased Revenue •Customer Satisfaction •Attracting Talent •Organizational Growth and Employee Retention Embrace the innovation lifecycle-adapting creativity as your organization matures. Sustaining creativity means creating an environment where people feel safe to push boundaries. Encourage your teams to think big, take risks, and use the experience of your organization. Here are three strategies that I’ve seen work firsthand: Make Experimentation a Priority: Mistakes are part of the process—they help us learn, grow, and innovate. As leaders, share your own experiences with risk-taking, talk about what you've learned, and celebrate those who take bold steps, even when things don’t go as planned. It sends a powerful message: it's okay to take risks. Promote Intrapreneurship: Many of the best ideas come from those closest to the work. Encourage your people to think like entrepreneurs. Give them ownership, the tools they need, and the freedom to explore. Whether it’s through ‘innovation sprints’ or dedicated time for passion projects, showing your team that their creativity matters sustains momentum. Address big challenges, ask tough questions, and let your people feel empowered to tackle them head-on. Break Down Silos: True innovation happens when people connect across departments. Create opportunities for cross-functional interactions-through gatherings, open forums, or spontaneous connections. Diverse perspectives lead to game-changing solutions, and breaking down silos opens the door to that kind of synergy. Innovation doesn’t happen by accident. It requires dedication, a commitment to growth, and a willingness to challenge what’s always been done. To all the leaders out there: How are you ensuring your teams remain creative and engaged? What strategies have you found that create space for bold ideas within structured environments? —-- Harvard Business Review, "The Why, What, and How of Management Innovation" #Innovation #Leadership #ContinuousImprovement #Creativity #BusinessGrowth #Intrapreneurship #CrossFunctionalCollaboration #ImpactLab

𝗥𝗲𝗶𝗺𝗮𝗴𝗶𝗻𝗮𝘁𝗶𝗼𝗻 𝗵𝗮𝘀 𝗮𝗻 𝘂𝗻𝗰𝗼𝗺𝗳𝗼𝗿𝘁𝗮𝗯𝗹𝗲 𝗶𝗺𝗽𝗹𝗶𝗰𝗮𝘁𝗶𝗼𝗻. It forces you to accept that real value doesn’t come from adding new capabilities, but from changing how the business actually works. That’s why so many AI initiatives stall. Not because the technology doesn’t work. But because the business system around it stays the same. 𝐀𝐈 𝐨𝐧𝐥𝐲 𝐜𝐫𝐞𝐚𝐭𝐞𝐬 𝐦𝐞𝐚𝐧𝐢𝐧𝐠𝐟𝐮𝐥 𝐛𝐮𝐬𝐢𝐧𝐞𝐬𝐬 𝐢𝐦𝐩𝐚𝐜𝐭 𝐰𝐡𝐞𝐧 𝐨𝐫𝐠𝐚𝐧𝐢𝐳𝐚𝐭𝐢𝐨𝐧𝐬 𝐫𝐞𝐝𝐞𝐬𝐢𝐠𝐧 𝐭𝐡𝐚𝐭 𝐬𝐲𝐬𝐭𝐞𝐦: ✔️ how decisions are made and at what speed ✔️ which process steps disappear instead of being automated ✔️ how human judgment and machine intelligence work together ✔️ how trust, risk, and governance are embedded by design ✔️ and where accountability truly sits in an AI-driven operating model That’s not (just) optimisation. That’s reimagination. 𝐎𝐯𝐞𝐫 𝐭𝐡𝐞 𝐩𝐚𝐬𝐭 𝐦𝐨𝐧𝐭𝐡𝐬, 𝐨𝐮𝐫 𝐒𝐰𝐢𝐬𝐬 𝐀𝐈 𝐈𝐧𝐧𝐨𝐯𝐚𝐭𝐢𝐨𝐧 𝐭𝐞𝐚𝐦 𝐡𝐚𝐬 𝐫𝐮𝐧 𝐚 𝐬𝐭𝐫𝐮𝐜𝐭𝐮𝐫𝐞𝐝 𝐫𝐞𝐢𝐦𝐚𝐠𝐢𝐧𝐚𝐭𝐢𝐨𝐧 𝐰𝐨𝐫𝐤𝐬𝐡𝐨𝐩 𝐟𝐨𝐫𝐦𝐚𝐭 𝐰𝐢𝐭𝐡 𝐬𝐞𝐯𝐞𝐫𝐚𝐥 𝐜𝐥𝐢𝐞𝐧𝐭𝐬. What stood out every single time was not the number of ideas – but that the sessions actually converged to outcomes. Because reimagination only works when it follows a disciplined, step-by-step process: 1️⃣ clarity on what success really means 2️⃣ a shared target state 3️⃣ explicit trade-offs 4️⃣ coherent business responses and 5️⃣ commitment to prioritisation, ownership, and next moves 𝐓𝐡𝐚𝐭 𝐬𝐭𝐫𝐮𝐜𝐭𝐮𝐫𝐞 𝐢𝐬 𝐰𝐡𝐚𝐭 𝐭𝐮𝐫𝐧𝐬 𝐚𝐦𝐛𝐢𝐭𝐢𝐨𝐧 𝐢𝐧𝐭𝐨 𝐞𝐱𝐞𝐜𝐮𝐭𝐢𝐨𝐧. At this point, some people ask whether this is too structured for creativity. In our experience, it’s the opposite. Structure doesn’t limit creativity - it creates a safe space for bold thinking, and then forces it to become real. 𝐓𝐡𝐚𝐭’𝐬 𝐰𝐡𝐲 𝐭𝐡𝐞𝐬𝐞 𝐬𝐞𝐬𝐬𝐢𝐨𝐧𝐬 𝐟𝐞𝐞𝐥 𝐥𝐢𝐠𝐡𝐭 𝐢𝐧 𝐭𝐡𝐞 𝐦𝐨𝐦𝐞𝐧𝐭, 𝐛𝐮𝐭 𝐥𝐞𝐚𝐝 𝐭𝐨 𝐯𝐞𝐫𝐲 𝐬𝐞𝐫𝐢𝐨𝐮𝐬 𝐨𝐮𝐭𝐜𝐨𝐦𝐞𝐬. Now, if we tell clients they need to reimagine, we should be willing to do the same ourselves. That’s why this week I brought parts of my own leadership team together and applied the same discipline internally – deliberately, and without shortcuts. 𝐓𝐡𝐢𝐬 𝐲𝐞𝐚𝐫, 𝐰𝐞’𝐫𝐞 𝐠𝐨𝐢𝐧𝐠 𝐚𝐥𝐥-𝐢𝐧 𝐨𝐧 𝐀𝐈. Not as a collection of isolated use cases, but as a way to rethink decisions, processes, and value creation end-to-end. This is exactly what we help clients with: AI & Data strategy, data modernisation, AI Factory at scale, and increasingly, reimagining entire value chains so AI delivers sustainable business outcomes. I’ll share some of the transformation learnings over the coming months. And if you’re looking for a way to help your leadership team reimagine the future of your business – with structure, discipline, and real outcomes – feel free to reach out. 📽️ 𝑉𝑖𝑑𝑒𝑜 𝑐𝑟𝑒𝑑𝑖𝑡𝑠 𝑡𝑜 𝑐𝑎𝑟𝑝𝑒𝑛𝑎𝑎𝑟𝑡𝑝𝑎𝑔𝑒

Effective conflict improves results Best performing teams don't avoid disagreements—they transform them. While coaching a technology company's leadership team, I intervened and coached them to handle a challenging product launch delay that threatened an important client relationship. Rather than pointing fingers, they are to apply these three specific behaviors that high-performing teams consistently embody: 1. Embrace differences When the sales team and development team had opposing views on timeline feasibility, they deliberately explored both perspectives. This uncovered a creative phased delivery approach that actually better met the client's core needs. 2. Pause before reacting During tense moments, team members took brief pauses before responding to challenging information. This simple practice reduced emotional reactions and kept discussions productive, ultimately cutting their decision-making time by 20%. 3. Ask "How can we solve this together?" This reframing question shifted everyone from defensive positions to collaborative problem-solving. The result was a revised project plan that not only satisfied the client but created an opportunity to expand the initial scope. The outcome? They retained the client relationship, completed the project on the revised timeline, and increased the contract value by 15% through additional services identified during their collaborative problem-solving. More importantly, they established a sustainable approach to conflict that continues to benefit their sales process and project execution. These three practices require no special resources—just consistent application when it matters most. Which of these practices does your team already do well, and which needs more attention? P/S: Subscribe to my LIFT 🚠 newsletter for weekly insights on trust-building, team dynamics, and professional growth strategies. Sign up now, link in the comment! Elevate yourself in 2025! #performance #sales #projectmanagement #technology #cassandracoach

During a coffee chat, my new team member said something that stuck with me: 'This is the first time I feel safe sharing ideas and enjoying the work. Here is what years of leading teams have taught me: greatness isn't built on perfection - it's built on psychological safety. - How to create it? 1- Start with listening: - Ask "What do you think?" - Show you hear them - Follow up on ideas shared - Make space for quiet voices 2- Build trust daily: - Share your own mistakes - Celebrate learning moments - Welcome different views - Make it safe to ask questions 3- Create safe spaces: - Respond to failure with curiosity - Turn mistakes into learning - Thank people for speaking up - Show vulnerability as strength - And Be genuine in your interaction 4- Simple phrases that create safety: - "Tell me more about that" - "What would you suggest?" - "Thank you for raising this" - "I hadn't thought of it that way" Because when people feel safe: - Innovation comes naturally - Genuine ideas flow - Teams truly connect - Everyone grows stronger - Trust increases The best part? It starts with small moments - one conversation, - one "thank you," - one "tell me more" at a time. What's one way you build safety in your team? Let's learn from each other. #LinkedInnewsAustralia #psychologicalsafety #Leadership #Teams

Have you noticed that there’s no shortage of ideas for improvement in organizations yet change is slow. The real challenge is that many ideas get swallowed up—lost in the noise. ⚠️ Without a clear process to prioritize, test, and follow through, people's ideas never see the light of day. They become casualties of poor communication, unclear ownership, or a lack of structure to move them forward. 💣 And of course...this leads to frustration among employees who feel their contributions aren’t valued. So- here's some tips for setting up the right environment for #innovation. ✔️ Be curious and ask people for ideas ✔️ Invite creativity by giving people time to think ✔️ Provide structures and systems for processing ideas ✔️ Use structures and systems to plan for implementation ✔️ Encourage bold moves and resilience (risk assessed of course) ✔️ Be decisive around actions, responsibilities and timeframes ✔️ Continually learn, refine and improve based on feedback AND Build innovation into the day-to-day and week-to-week rhythm of work through intentional routines and habits. Do this through: ✔️ Daily Innovation Standups or Huddles for a quick overview ✔️ Encouraging Gemba Walks to spark improvement discussions ✔️ Weekly Innovation Meetings to get into more detail ✔️ Monthly Review Meetings for assessing progress, and approving new initiatives. ✔️ Quarterly Planning to align the review of ideas with strategy ✔️ Including in 1:1s and asking about ideas for improvement and updates in regular check-ins How does innovation happen in your organization? Leave your tips below 🙏 ________________________________________ I'm Catherine McDonald- Lean Business and Leadership Coach. Follow me for insights on lean, leadership, coaching strategy and organizational behaviour.

After working with 353 companies in the last ten years, we've found that it’s not too much conflict that kills teams. It’s the fear of having any at all. Disagreeing well is one of the most important—and most overlooked—skills we now teach for today’s workplace. We put so much emphasis on teams "connecting well" and feeling "safe and seen". But what about disagreeing well, challenging each other in a safe way. Time after time, we hear our clients say that their people stay silent in meetings, avoid giving feedback, or default to just saying “thank you” when what they really mean is “I disagree but don’t know how to say it.” Last week alone, we were on a discovery call with a client and I asked what the team lead wanted out of our potential workshop: “I really want them to learn how to disagree professionally.” That’s it. Not how to avoid conflict. Not how to sugarcoat it. Just how to do it well (as a mature adult), and challenge someone’s idea without actually making them feel like they’re being challenged. We invented a method three years ago called Inquisitive Empathy to help teams do just that. At the core of it is this idea: when in doubt, ask better questions. Not accusatory questions. Not questions loaded with hidden judgments. But curious, calibrated questions that start with What or How. Not Why. Questions like: “What outcome were you hoping for?” or “How do you see this working across teams?” These questions help people feel seen, not attacked. They create space for reflection instead of reaction. And they open the door for mutual understanding—even in moments of tension. When people learn how to disagree well, everything changes. Conversations go deeper. Ideas improve. Respect grows. And most importantly, people stop avoiding the hard stuff—and start leaning into it, together.

Navigating power imbalances and fostering psychological safety in brainstorming sessions can be a challenge for facilitators. I recall a CEO of a law firm who was hesitant to run strategy workshops due to past experiences where the Chairman's voice dominated the room, making it difficult for other partners to share their perspectives freely. I assured them that as a facilitator, my role was to ensure that everyone's voice was respected, heard, and valued. I'm happy to say it worked well. 😊 Creating a psychologically safe space is crucial. This can be achieved by setting clear expectations at the start of the session, encouraging respectful dialogue, and managing the room to bring in all voices in a way that works. Here are some ways I run an idea generation or brainstorming session. ⭐ Start by clarifying what challenge or problem we’re here to address. Do this by reframing it as a 'How Might We…’ statement - a common method used in design thinking. This approach encourages collaborative thinking and ensures everyone in the room can contribute their perspectives. ⭐ Another design thinking tool I use is Crazy 8s, a great way to generate ideas quickly (handy when workshop time is tight). It involves generating eight ideas in eight minutes, which pushes participants to think beyond their initial ideas and stretch their creative boundaries. - Give each person a blank A4 sheet. Fold it in half 3 times so you have 8 equally spaced squares. - Each person silently writes or draws one idea per square per minute. - Go around the room so each person shares their ideas. Each idea has its moment. No judgement. Most senior persons share last. - Pop them up on a wall. - Each person then selects their top 2 to 3 ideas. - Discuss the ideas and collectively build on them (encourage the use of ‘and’ and ban ‘but’). - Collectively select the ideas you want to action. ⭐ But what about those quieter voices in the room? Silent Brainstorming is a way to encourage those who prefer to work independently to have their ideas heard. - It starts with individual ideation, where everyone writes their ideas independently before the session. - These ideas are then shared in an in person or virtual session and built upon collectively in a non-judgmental environment. These are just a few methods to address power imbalances and foster psychological safety in idea generation sessions. I'm curious, what other methods do you use to ensure that all voices, not just the loudest, are heard and valued in your brainstorming sessions? Thanks to Adam Grant for sharing the Work Chronicles cartoon below. ——————————————————————————- 👉 If you're looking for an experienced facilitator for your upcoming sessions or workshops, whether defining a strategy, mapping a plan, or crafting your purpose and values, I can help. #facilitation #psychologicalsafety #creativity #inclusion