N-of-8 success stories with KOLs

In many of my N-of-8 blog posts, I’ve shared success stories from working with Key Opinion Leaders a variety of markets. 

What they all have in common is a way to get the most from thought-leader interactions with a structured approach like N-of-8.

• Opinions can be applied to a change in practices.   
• Thoughtful questions can open up productive exchange.  
• Planned agendas should go beyond one-way presentations to gain meaningful insights and advice.   

Most of all, facilitated sessions with relevant exercises can move participants to want to stay active and work together to create something new and different.

8 Types of Meeting Attendees

The Talker

You know what I'm talking about. People who think talking is the same as contributing.

The Boss
This person may or may not actually be the boss. The main strategy is to get everyone talking and working together constructively, then use the political capital he's just gained to hijack the meeting and implement his own agenda at the last minute. Get on his good side, because he'll be the boss eventually.

The Sigher
This guy (almost always a guy) will audibly sigh whenever he disagrees with something. If pressed, he'll refuse to go into details on why he disagrees or what exactly his problem is. I don't like this one.

The Lurker
Sits in the meeting, slightly aloof, and doesn't participate at all. He may offer a single quietly stated opinion near the end of the meeting. Mostly harmless.

The Stealth Lurker
You might think this guy is a real lurker, but he isn't. He's the one who says nothing for the whole meeting then offers a single quietly stated opinion near the end. Then, no matter what everyone else agreed on, his plan gets implemented. How did it happen? Who knows. This guy has some power you don't understand. Get to know him.

The Meanderer
This one is like the talker, except he meanders all over and creates long, drawn out metaphors that nobody understands. A friend at yahoo (the same one who hates all new yahoos) once said about a meanderer: "I love [person]. Whenever we're in a early morning meeting I throw him a real softball question then just lean back and zone out."

The Killer
Aims to destroy other people rather than win arguments or get his way. This guy is annoying but not really dangerous since he is easily recognized. The best strategy is to put him in a meeting with another killer, get them arguing, then excuse yourself and go play air hockey.

The Productive, Reasonable Contributor
If you get three of these people together in a meeting you should change the topic to quitting and starting a new company.

N-of-8: Back to basics

It’s a good time to recalibrate our tools.  In this post, I will address the basic questions about N-of-8.

What is N-of-8 ?

A creative facilitation model using a diverse group of 8 individuals

Who does N-of-8 ?

An innovation team led by a trained group moderator

When is N-of-8 used?

• Customer insight and involvement: to engage key opinion leaders who will most influence future practice. 
• Product claims and messaging:  to see how your story can be told from multiple viewpoints. 
• New product and service creation: to help brand teams understand and compare current usage – and then create ideas to solve known customer problems, and even expose new ones. 
• Mission and strategy articulation: a way that leaders press forward and convey the big picture.

How N-of-8 is different:

Not just for “coming up with ideas,” but also for assessing and planning to put them into action

Where is the difference of N-of-8 meaningful to the brand?

Opportunity and structure to create new processes, products, and services

Why is the difference of N-of-8 relevant to the brand team?

Innovation outcome can be measured in financial results, marketing differentiation, and image acceleration

N-of-8 proven across the country and around the world

For years, I’ve traveled across the country and around the world giving talks, facilitating groups, running sales conferences, and moderating focus groups.   

And I’ve observed something quite powerful:   

You could have two teams, sitting side by side, in the exact same room, working on the same problem.  One team would instinctively apply these principles and rocket to successful solutions.  While the other team would realize very little.

That’s why it became obvious to me that I needed to diligently document these tools and consistently share them with my colleagues and my clients.  

So, I designed N-of-8.

Even though I might suggest that you “don’t believe a word I say” and want you to test these concepts out in your own environment, I will ask you to trust the process. 

If you want to move to a higher level of innovation, you have to be willing to let go of some old ways of thinking and adopt some new ones.  The results will ultimately speak for themselves.