You can solve anything at a whiteboard. Anything, no matter how abstract or complex.
Too often we stare at PowerPoint slides, unable to achieve understanding through a one-way discussion. Nothing is solved: we convey ‘what we know’ without establishing where we’re going. New ideas are squashed, no collaborative insight is gained.
“In place of maps, whiteboards began to appear in our headquarters. Soon they were everywhere. Standing around them, markers in hand, we thought out loud, diagramming what we knew, what we suspected, and what we did not know. We covered the bright white surfaces with multicolored words and drawings, erased, and then covered again. We did not draw static geographic features; we drew mutable relationships—the connections between things rather than the things themselves.”– Retired Gen. Stanley McChrystal, Team of Teams
Here’s how:
Start with Why: Sound familiar? The first thing we write on a white board is “WHAT ARE WE TRYING TO ACHIEVE?” You’ll be surprised how figuring out the ‘why’ will drive the rest of your action. Your “why” on the top of the white board, in writing, glares down at us and shames us each time you get off track. We ask, “what kind of headlines are we trying to achieve?” and then continue to ask questions, like, “why headlines?” You might think you need a press release but discover the “why” drives you toward a RTQ — because “why” is about outcomes, not efforts.
The guy with the marker: The guy with the marker captures the discussion. Johnny-on-the-spot has to listen because in a good whiteboard session comments are coming from everywhere. Ideas, when written, beget more ideas. Write them. Anyone can get up and grab a marker and join in. The “guy with the marker” (gender-neutral “guy” of course) is neither the leader nor the lackey, just someone who can feed the room’s energy and move fast. Bin comments and categorize ideas; similarities and synergy will form. On a white board, you can draw lines and arrows connecting thoughts, creating chronology or showing disparity. Invest in many colored, not-cheap markers.
Time: It’s our only limited resource. Don’t hold a white board session for more than 30 minutes. 30 minutes keeps you on track and excitement alive. Break this rule deliberately: go longer or shorter if the subject moves you, but plan on a half hour or less.
Take it Easy: Fix your culture so everyone feels welcome to bring magic. The best ideas often come from people least connected to the subject. Let everyone have a say. Keep the whiteboard session lively and informal.
Find a Smart Friend: It’s often useful to invite a subject matter expert. We’ll invite an intel professional or a communications (S6/N6/J6) guy to the party. These people bring unique insight and will inform the discussion; plus they have good ideas because you asked them. ProTip: Bringing an expert from an adjacent staff section helps you get buy-in from that section. It’s one thing to tell your J2 you’ve got a great idea … it’s another thing to have a J2 staff member know it’s their idea, too.
Make it Actionable: Drive toward and arrive at tangible, actionable items with responsibility assigned. Use one of the white board’s corners to catch these and put people’s initials next to them. The guy with the marker should close the session by bringing everyone back toward tangible actions and reviewing the responsibilities. Walk away from a whiteboard session with next steps; without it you will have wasted everyone’s time.
You can tackle anything at a whiteboard. Anything. We go to the whiteboard to write speeches, to sort out manning, to talk budget, to create communication plans, to teach and to learn new subjects. We keep a blank whiteboards around the office for impromptu sessions. Successful communication endeavors are creative; nurture that creativity at a whiteboard as opposed to stifling it through PowerPoint.
