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Terry's Original Quote Keepers

A minute of silence can be more productive than an hour of debate.
~Terry Braverman

Arrest yourself when under the influence of a negative thought.
~Terry Braverman

Give me levity, or give me death!
~Terry Braverman

An intimate relationship is the ultimate training.
~Terry Braverman

Clarity of purpose is the ultimate decongestant.
~Terry Braverman

Faith keeps the voice of fear out of your ear.
~Terry Braverman

Peace begins between your ears.
~Terry Braverman

Peace begins between your ears.
~Terry Braverman

Be patient, before you become a patient.
~Terry Braverman

Over-analysis causes paralysis.
~Terry Braverman

May the 'farce' be with you.
~Terry Braverman

Plan some time to be spontaneous.
~Terry Braverman

Laugh at yourself, and you will always be amused.
~Terry Braverman

Imagination sharpens the dull blade of routine.
~Terry Braverman

Inquisitiveness cures boredom; nothing cures inquisitiveness.
~Terry Braverman

Feed your soul, starve your worries.
~Terry Braverman

Avoid time in the Tower of Babble.
~Terry Braverman

Release any false sense of insecurity.
~Terry Braverman

Life is a fantasy, made real by our thoughts.
~Terry Braverman

Product Innovation Strategy


It all starts at the top. If there is not a clear and crisp product innovation strategy that supports the business strategy, problems begin. Some key challenges are: Do we have one? Is it clear? Is it the right strategy? Is everyone aligned? Are people walking the talk? Are there realistic expectations on new product revenues?


Lack of a product innovation strategy tailored to support the strategy of the business is often cited as a most common problem.


Portfolio Management


This is the strategic allocation of resources that ensures innovation efforts advance the product innovation strategy.  This is also the prioritization of projects in the pipeline to ensure that resources are being tactically deployed on the right projects for the right reasons.


Some key challenges are: too many projects and not enough resources to get everything done, difficulty in deciding which projects to select (when evaluating multiple projects that are competing for the same resources), difficulty in optimizing the portfolio of projects (i.e. short-term versus long-term, high-risk versus low-risk), poor alignment on priorities, and resources that are simply stretched too thinly.


Idea-to-Launch Process


This is the road map or playbook that takes each project from idea to launch including all of the activities and decisions that must occur in order to be successful.


Some key challenges are: not enough high-quality ideas; not having a standard playbook that can be used repeatedly for projects; leadership that cannot articulate the importance of their idea-to-launch process; employees who have not received training or have not developed a knowledge foundational base on and around innovation best practices; not tailoring the development process to support the business strategy and project needs; being unable to say no to projects and/or the need to be realistic with actual time and resource expectations that otherwise lead to unrealistic speed-to-market pressures; expectations for resource commitments to work on projects that are not in the official process; too many minor projects that negatively impact the resources available for innovation projects; and the inability to yield effective decisions in a timely manner (i.e. everything is a high priority thus creating ‘gridlock’ which in turn results in significant delays).


It is no wonder given the above why achieving and then sustaining success is so difficult for many companies.


Climate and Culture


This is the way the organization works: the typical behavior, norms, values and leadership style that enables or hinders product innovation performance. Some key challenges: difficulty in striking a healthy balance between ‘discipline and focus’ and ‘flexibility and judgment’, driving projects to successful completion while managing cross-functional teams (i.e. shortage of trained project leaders, staff turnover, gaps in necessary skills, lack of training and/or experience), management of failure, and poor support from other parts of the organization. In other words, creating and supporting a climate and culture that supports innovation company-wide.


How is your organization performing at product innovation and how does it compare to other companies? Without clear metrics and a way to compare them it can be difficult to know whether you are doing good or bad at product innovation; whether your investment in R&D is producing the desired results, and what areas of your performance might need to be improved or strengthened. The good news is, organizations can change, the question is do they want to?


Reprinted from article by Dr. Scott Edgett and Michael Phillips















If you’ve seen a Robin Williams stand-up performance it all appears to be improvised, in-the-moment delivery of comedic material. In reality, his bits are mostly well-rehearsed ahead of time and plugged into thematic flows when it fits. This is what I call “planning to be spontaneous”.


As summertime approaches, some people will allow the time to pass them by, thinking that when the moment is right they will spontaneously hop in the car and drive somewhere they’ve never been, or go out dancing for the first time since they wore bellbottom jeans. Sadly, it often results in a rueful September over the missed opportunities of summer. Lack of planning is the reason.


There is a reason the calendar was invented – to document appointments, schedule meetings, and take time out from the routines of life to arrange some fun. Putting anything on your calendar is the first step to making it real. Still, you must commit to it and not buy into excuses as to why you can’t plan on being spontaneous. Have at least one fun and adventurous activity a week throughout the summer.


Don’t let the recreational side of life pass you by because you run a business, have a family, or can’t bring yourself to change your habits. Plan your time so you can be spontaneous.








A little clowning around relaxes me when I’m under stress in business situations. I remember the first meeting I had with a corporate officer to propose a seminar. He was a regional vice-president for one of the nation’s largest banks. When approaching the towering building that was their headquarters, I started to get nervous. I always carry a clown nose in the car, and pondered wearing it into the building.


“Too inappropriate,” barked my logical mind. “Ah, but you’re too serious,” implored the clown within. Besides, the red-colored nose coordinated well with the gray suit and subtle red stripes. The clown won.


I sauntered into the skyscraper with an air of dignity. The security guard said, “Good morning,” initially looking stunned, then grinning ear to ear. I’m getting loose.


At the elevator, I am waiting with three Japanese businessmen, who are gawking at me like I’m an alien species from another galaxy. As we board the elevator, I decided to have fun with them. “I bet you’re wondering why I have this nose on. You see, I have double vision, and I have a tendency to walk into walls and doors. I demonstrated by bumping into the elevator door with my nose as we were ascending. This helps to cushion the blow.” They looked at me and smiled politely, nodding their heads.


When I got off the elevator, I chuckled at the thought of their bewilderment, and imagined them conversing about the incident on their flight back to Tokyo. By the time I entered the meeting I was relaxed, and effectively sold the VP on my program.



Few people ever guess the answer to this one. According to a study done of 35 professions and the longevity of those who work in those occupations, musical conductors and jugglers live the longest. The two share in common similarity of circular arm motions.


Practitioners of Chinese medicine and healing will tell you this kind of motion creates “chi” (energy) in the body to promote circulation, flexibility, strength, balance, and overall good health. Chi Gong and T’ai Chi are exercises originating from China that emphasize circular arm movements.


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There are many HR professionals who put much credence into psychometric tests, believing it helps to get a fuller picture in making an informed hiring decision. Research groups with vested interest in marketing these assessment tools trumpet their data like the gospel truth.


I remain skeptical of such value, and any honest researcher will acknowledge that results from a “laboratory” test can vary widely from the same test outside the laboratory. This is especially true with human behavior. Per a recent discussion about this matter, one comment echoes my sentiments:


“We have many who use these tools and they want to believe they are making choices based on scientific data. There are the metrics makers and their marketers as well. And there are the consultants who also use these tools. Though these tools are widely debunked, they use them because we all want to see through lead walls; we want to know the future.


If we have significantly increased retention with new employees hired after psychometric testing, is it the result of prescient selection? Or have we primed the manager to expect great things? How about a double blind test? Has anyone tried testing psychometric tests this way? One group would submit to psychometric testing and another to a combination of competence testing and fake psychometric testing. If HR doesn't even know there's a double-blind test underway, would the results differ between groups? I doubt we'll ever know (you can bet no psychometrics provider performed this test).


Employee engagement? I'm convinced the primary causal factor to engagement is employment environment. The environment for your star employee is bound to be better. We are all more engaged in an environment where we are held in high esteem. The more committed an employer is to the employee, the better the performance evaluations will be. You won't believe this, but the evidence is right there in your company. Compare the incidence of flat rejection of temporary workers versus rejection of "full-time" workers.” – TG

I have your back, TG.






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