What are the most effective brainstorming techniques for generating new ideas in Executive Coaching?

I have utilized the Feed Forward Model with multiple clients, which distinguishes itself from feedback by focusing on utilizing people’s ideas for future improvements, rather than evaluating past behavior. Here's how the model operates: the client selects a behavior they wish to change and then meets individually with a chosen group of people. During these one-on-one meetings, the client asks each person for two suggestions on how to enhance the identified behavior. There's no obligation to commit to every suggestion; instead, the client expresses gratitude and a commitment to thoughtful consideration. This exercise promotes divergence, opens up new perspectives, and presents various avenues for exploration.

To achieve a successful business outcome, consider two essential enablers often overlooked. First, invite people who bring different prospectives and those in roles that can partner to move the ideas forward. Second, the most important step is executing to achieve the desired outcome. I have attended many sessions where implementation is discussed briefly in a rushed 10-minute session at the end when everyone is exhausted & nothing much happened after the meeting. The most successful brainstorming sessions begin AND conclude with the goal in mind and a commitment to implementation. Build-in enough time for implementation planning in the session or in a follow-up. A good idea implemented is better than an excellent idea in a PowerPoint.

Understanding a little brain science can go a long way in answering this question. I use some simple strategies that have proven invaluable with my coaching clients. Recognizing that the brain thinks best (and can be most creative) when it has time to reflect, to be in a positive state, and arrives at its own solutions, I avoid giving advice or doing too much talking. Instead, I ask lots of open-ended questions and clarity/acknowledge what I hear. This simple strategy leads to the most insight. I have leaders I work with practice this strategy as well when they want to get the best thinking from others.

Assisting the executive in distancing themselves from the situation is vital for framing accurate problems and exploring potential solutions. A useful exercise involves generating initial bad ideas, allowing the executive to apply their beliefs to label them as such. These ideas are then systematically broken down and analyzed from various perspectives.

Brainstorming allows leaders to expand their ideas. At the same time, it allows all the participants to feel part of the organization and to be heard. It creates a sense of ownership -if the brainstorming session is well conducted. I often encourage brainstorming sessions not only to overcome big issues but also to solve smaller problems because it is also a great team-building tool.

Identifying right people for the session, Provide them adequate insights about the problem in the form of pre read will cultivate more ideas Multiple iterations and multiple sessions planned will enable to get the best ideas.

I have used the controlled brainstorming process, where everybody is “forced” to provide input and ideas. I also remember a case when, after his first speech, the new president of the company asked for comments, when no one answered, he said “if one cannot think clearly now, maybe two can do it, so talk to your neighbor and provide an idea between both of you.” All of us were embarrassed, but sure enough many ideas were provided by each pair of attendees.

Try brain writing rather than brainstorming. Instead of presenting ideas verbally, write them down on cards, and then post them on a wall for the rest of the group to vote on. This works well for two reasons. First, everyone gets a chance to contribute no matter how shy they might be. The organisation gains access to the thinking of everyone in the team, not just one or two extroverted people. Second brainwriting seperates the status of the person rom the ideas. The golden rule of brainwriting is that nobody may identify themselves on their idea card. People vote on the quality of the proposal, rather than the seniority of the person who suggested it.

One thing that I find useful (and if my client is game for it) is to go for a quiet walk in nature with my client, away from a typical indoor setting, as the first part of the session. The environment and the walking movement helps to relax the body and allow for the clarity of the mind, helping in the area of creative thinking. I usually do a voice recording so that we do not miss anything out. And then head back to a quiet indoor setting to put it all together.

Here are some brainstorming techniques: Brainwriting Write down ideas, then return to them and build upon them. Reduces pressure on introverted clients and ensures that all their ideas get captured. The Six Thinking Hats A method where different "hats" represent different types of thinking. Allows a well-rounded view of the idea from logical, creative, positive, negative, emotional, and managerial perspectives. Role Reversal Direct the executive to place themselves in another person’s shoes. Ask them to imagine what is important from that person’s perspective. What are their pain points? What are their priorities? What do they need to buy into your plan? Then debrief by asking what insights were gleaned from this broadened perspective.

A key issue to consider is that we typically see all problems and generate ideas through our own experiences, personality and perspectives. This means ideas created from brainstorming can be one-dimensional and/or limited. Asking the leader questions such as: “Who inspires you?” “Who do you respect in your team/company?” “Who has impressed you in your current role or previous positions?” “Who is someone you might not get on with but has strengths you might not have?” Followed by: “What might they do here?” Or “How might they approach this?” Then similar to the yes, and: “What do you like about that? How would you build on that?” Bringing in different perspectives can widen the scope - especially for someone prone to narrow thinking.

In client brainstorming, a technique I rely on, especially in executive coaching, is "YES... and." This simple yet potent approach involves embracing and appreciating a client's ideas, and then constructively building upon them. It fuels creativity and collaboration, fostering a culture of openness and innovation not only in coaching but also in various settings, from professional meetings to casual discussions at home. Embracing this technique enhances idea generation and problem-solving, encouraging a culture of constructive dialogue where every idea is valued and built upon, ultimately leading to more effective outcomes.

Brainstorming will prove ineffective without offering a technique to help the client see precisely how they use their time. I prefer a Pareto Distribution. It helps a Founder recognize the distractions that pull them from their Core Business. A well-run Pareto exercise allows you to ascend with them to places where both of you can see their irreplaceable roles in the enterprise. Their mastery is the heart that pumps, sending nutrition throughout the enterprise. The world is better when creators remember what makes them special. This is a gift that great coaches offer the world.

In the realm of Executive Coaching, unleashing creative potential often starts with the foundational belief that 'no idea is a stupid idea.' This liberating approach lays the ground for an uninhibited flow of thoughts, encouraging individuals to voice even those ideas that might initially seem outlandish or unconventional. My personal fav amongst all such tools is mind mapping as it accommodates and organizes a diverse array of ideas that emerge when the ‘no idea is a stupid idea’ philosophy is at play.

Borrow the concept of "Yes, And" from theatrical improvisation. Take what is being said in an affirmative way and instead of simply repeating it, add to what is being said. Don't let anyone in a group try to dismiss an idea but rather accept them, no matter how crazy they seem. Build on them. The value of the idea and the value of the contribution will become apparent or can be dismissed later. In early brainstorming sessions, you must always encourage imagination and contribution above the practical and 'the way it works.' This isn't always familiar or safe territory for some, so patience and encouragement are essential to make it.

If you're doing this in a group, it might be helpful to allow people to contribute ideas anonymously. This frees them from the need to perform, which can stifle creativity. This can also help if the group is a mix of talkers vs those who aren't. Some people might need time or silence to think, so it's important to survey the group and allow flexibility so all can contribute in a manner that's comfortable for them.

We agree on ground rules in advance. One way to get buy-in from leaders is to remind them of a time when they had ideas but were shot down or didn't speak up. Connecting them to that emotion helps them follow the guidelines. I love the "5 Whys" approach to get people thinking more deeply.

I use Icebreakers in every session. Some times, the participants in the room blindly select random props. The first person, myself as facilitator, reflects on the prop to start a story and in a round robin story, others use their props to build upon the previous contributions. It can become ridiculous but certainly involves everyone and often ends with laughter!

1) Ask your client which ideas they feel most excited by. Which ones do they fear? Which can they see themselves actually doing? 2) Most people will get overwhelmed by having too many action items. Some people are ok with having a lot of tasks. Know your client. Ask what they feel they can commit to seeing through. 3) Which ideas would be an easy win? Which would further their goals? Which ones feel most important?

From Idea to Action >> Follow-up adds to the magic: Brainstorming is merely the first step. A coachee, tasked with reviving a struggling division, experienced this firsthand. Post-brainstorming, I emphasized action planning. They tracked progress meticulously, leading to tangible results – a revitalized division.

Many of my clients won't follow up if they don't find it intellectually interesting and challenging (to a point). So I guide them in that direction and use the Change Equation (D x V x F > R) to get a plan starterd.

I always prefer to have people with different backgrounds and also coming from other departments of the same organization. Diversity is a key factor in brainstorming - like-minded people will approach the problem from the same perspective (and that's not really brainstorming).

What works for me is finding the patterns in the input collected. (Human Systems Dynamics theory). The patterns once identified are then prioritized by the group either anonymously using stickies or in plenary through discussion. Often time dictates which one is to be used. The top 3-5 perhaps, depending upon the themes and the objectives are then assessed by SWOT, pros and cons, risk assessment, etc. Finally action planning is mapped out if implementation is on the agenda.

Executive Coaching is an over-structured space and needs flexibility of Thought and Adaptability - (which is actually the most ironical thing about it..) the industry is more "Preachy" than Practical and many times Coaches themselves do not mirror the process in their own practices..I believe the Case Study and Testimonial approach hasn't been widely employed in this field.. these bring domain examples, objectivity and focus to the discussion between the Executive Coach and the Executive Manager.. bringing in Cross-functional peer groups for Brainstorming from diverse cultures, backgrounds and settings could add a lot more intelligence to the whole process and bring in more alignment and actions from the Coachee(s)..

To help with brainstorming for my own work or in supporting others, I like to use non-related ideas to help generate a fresh perspective like watching a Business Insider video on an innovative business idea. I also encourage clients to make time for rest, time in nature and novelty, all which help to create space for innovation and new ideas to emerge versus trying to force them to happen. A favourite book of mine on creativity is The Artist's Way which recommends a daily journaling practice called Morning Pages and self reflection as a way to reconnect to our creative side, which is a helpful way to enhance brainstorming both within and outside of work.

Our executive clients are most often attempting brainstorming sessions between other critical conversations and meetings. When this has to be shoved into an hour in the middle of a Thursday afternoon, you can still make progress. I'll start by giving the client 3-5 min to "brain dump" anything that is top of mind; they'll clear out distractions, and we'll understand what's top of mind, or troubling and irritating them most. Then we'll have a "blue sky" conversation, imagining nothing blocking their way. (Or sometimes a brief video from an expert in or related to their field.) Then we can really get started with ideas flowing!

In executive coaching, the client is often faced with having to navigate high-stakes, conflicting needs and decision-making despite seemingly paradoxical situations. While brainstorming can bring up many new options, it doesn't answer the need for the client to be guided through an inner process that resolves personal internal conflict, raises awareness of values and intentions, and shines light on limitations of thinking and feeling. Only when the head, heart and gut are aligned can the leader move ahead with courage, compassion and the creative output of the brainstorming.

Using AI tools, specifically gamification, is fun and stimulates brainstorming by enhancing engagement and creativity. ChatGPT, ChatMind, Stormz, and Design Sparks are great examples of AI-generated brainstorming tools you can use to spark new ideas. Incorporating gamification is another way to approach brainstorming. Using tools like Kahoot WordClouds can spark the imagination. You can also create your own brainstorming game, like timed brainstorming challenges to spur innovation or provide a reward or incentive-based brainstorming activity. Gamifying adds a new twist to brainstorming and serve as productive for idea generation tool.