Podcast appearances and mentions of duncan wardle

On the show this week is former Head of Innovation and Creativity at Disney, Duncan Wardle. Join him and Jess as they dive into the importance of embedding a culture of innovation within organizations, the barriers that stifle creativity, and the tools he developed to make innovation accessible to everyone. Find out more about Duncan, and his toolkit, here.Do you have an ongoing work issue you need guidance solving? Or maybe you want to know how Patty and Jess would have dealt with a past problem. Share your stories and questions with our producers here.TruthWorks is hosted by Jessica Neal and Patty McCord. The show is edited, mixed and produced by Megan Hayward. Our Production Manager is Kathleen Speckert. TruthWorks is an editaudio production.See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

What if your next big idea wasn't hiding in logic- but in play, curiosity, and a little absurdity? This week, Ash is joined by Duncan Wardle, former Head of Innovation & Creativity at Disney, for a wildly inspiring conversation on tapping into your imagination, thinking differently, and leading with curiosity in your work and life. From serving cappuccinos in London to leading game-changing projects at Disney, Duncan shares the moment Princess Diana, Roger Rabbit, and a creative crisis collided- and forever changed how he approached innovation. Together, Ash and Duncan explore what it takes to lead with wonder, think outside the box, and create space for real breakthroughs But it doesn't stop there. Duncan shares his signature strategies from his upcoming book “The Imagination Emporium”, including how to shift from a “no because” to a “yes and” mindset, unlock team creativity, and spark collaboration through diversity and spontaneity. Drawing on insights from companies like Pixar, Microsoft, and Disney, Duncan outlines how leaders and creators can access game-changing ideas starting with asking bold, naive, even “absurd” questions. If you've been feeling stuck in old patterns or craving a fresh approach to innovation, this episode offers powerful tools to think bigger, dream differently, and lead more boldly. In This Episode, You'll Learn: How Duncan went from cappuccino runner to Disney executive—and what he learned along the way. Why the phrase “yes and” can transform collaboration and creativity. How to unlock breakthrough ideas by asking “What if?” and embracing the absurd. The power of diverse perspectives and unplanned interactions in fostering innovation. What the “naive expert” is and why it's essential for fresh thinking. How to create environments where imagination, curiosity, and big ideas thrive. Practical tips from Duncan's new book The Imagination Emporium to reawaken your creative spark. Whether you're a leader, entrepreneur, artist, or simply curious about your next big idea, this episode will ignite your imagination and reframe how you think about creativity. Visit shopify.com/youturn and only pay $1 for your first month's trial.   Connect with Duncan Wardle The Imagination Emporioum Book: https://duncanwardle.com/imagination-emporium-2 Website: https://duncanwardle.com/ Instagram:https://www.instagram.com/duncanjwardle/ Connect with Ash: https://www.instagram.com/ashleystahl/ Want to become a professional speaker and skyrocket your personal brand?  Ashley's team at Wise Whisper Agency offers a done-with-you method to get your signature talk written and booked and it's helped more than 100 clients onto the TEDx stage! Head over to WiseWhisperAgency.com/speak  

This interview was so entertaining to host because I felt like I was back in college for an hour and had the most interesting guest teacher who made me laugh, play games, and have fun - all while learning.Duncan Wardle, the former head of innovation and creativity at Disney, is on a mission to teach people how to access their natural creative abilities, to be innovative, explore curiosity, connect through empathy and tap into one's intuition.As soon as I saw Duncan in the online recording room, he just jumped straight into teaching and you'll notice that the first few minutes of our conversation were missing because I hadn't yet hit the record button.After a few minutes I thought, hit the dang record button, which I did. Next time, I'll hit it sooner.In this episode, you may wonder - who is leading the show? LOLAt one point, my husband overheard us in the distance and said, “it sounded pretty negative when you kept on saying No… what was up with that?” I guess you'll just have to listen in to figure out what that was about.https://duncanwardle.com/https://theimaginationemporium.com/https://www.linkedin.com/in/duncanwardlehttps://www.instagram.com/duncanjwardle/https://www.facebook.com/DuncanJWardlehttps://x.com/duncanjwardleSubscribe on Apple Podcast , Spotify or YouTube.Let's connect!Subscribe to my newsletter: Time To Live: Thriving in Business and BeyondWebsite: https://www.annemcginty.com/LinkedIn: https://www.linkedin.com/in/annemcgintyInstagram: https://www.instagram.com/annemcgintyhost

In deze laatste BNR Digitaal krijgen Joe van Burik en Ben van der Burg een heus college. In creativiteit welteverstaan. Want nieuwe ideeën bedenken volgens de methode Disney is een vak apart. Maar het gaat over veel meer: de positie van Disney in het geopolitieke geweld, de relatie met gamebedrijf Epic en de rol van AI. En dat gesprek voeren we met de voormalig Vice President Innovation and Creativity bij de Amerikaanse entertainment gigant, Duncan Wardle. Onzekerheid AI kunnen we voorspellenHoewel de opmars van AI in volle gang is, groeit de terughoudendheid. Want kunnen we wel op AI vertrouwen? Hoe groot zijn de risico’s en is het nog wel verantwoord te gebruiken? Onderzoeker Thom Badings heeft een nieuwe methode ontwikkeld om die onzekerheid mee te nemen in voorspellende algoritmes, om AI tóch iets zekerder te kunnen maken. Bij ons in de studio dus Thom Badings - Research Associate aan de Universiteit van Oxford en je promoveert morgen aan de Radboud Universiteit in Nijmegen met deze nieuwe methode. Over het teamJoe van Burik volgt en analyseert de belangrijkste ontwikkelingen in tech, met scherpte, tempo en humor. Je hoort hem dagelijks op BNR Nieuwsradio met het belangrijkste nieuws in de Tech Update, en elke woensdagmiddag als presentator van BNR Digitaal met Ben van der Burg. In het bijzonder volgt Joe al twee decennia de wereld van videogames, waarover hij met bevlogen collega's en gasten praat in de podcast All in the Game. Eerder werkte hij als auto(sport)journalist voor diverse andere media en schreef het boek Formule 1 voor Dummies. Ben van der Burg is IT-ondernemer en voormalig topschaatser. Ben is bezeten door technologie en wordt enthousiast van gadgets, elektrische auto's, goede businessmodellen en de toekomst. Naast BNR Digitaal is hij wekelijks te horen als presentator van De Technoloog. Ook schuift hij regelmatig aan bij Vandaag Inside, Op1 of andere talkshows, om te praten over het laatste nieuws rond technologie. Daniël Mol is redacteur van BNR Digitaal. Hij voegde zich in 2022 bij het team en is ook presentator van de Cryptocast en redacteur bij De Technoloog. See omnystudio.com/listener for privacy information.

How can we free our minds to cultivate curiosity, innovation, and creativity in our daily lives? In this age of AI, where creative tasks are increasingly being performed for us, what is intelligence? And what is the future of education?Duncan Wardle was Vice President of Innovation and Creativity at Disney and has helped organizations like Apple, the NBA, Coca-Cola, and Spotify to innovate. The Imagination Emporium: Creative Recipes for Innovation is a toolkit with easy-to-use recipes to make innovation and creativity accessible and fun.Episode Websitewww.creativeprocess.info/podInstagram:@creativeprocesspodcast

How can we free our minds to cultivate curiosity, innovation, and creativity in our daily lives? In this age of AI, where creative tasks are increasingly being performed for us, what is intelligence? And what is the future of education?Duncan Wardle was Vice President of Innovation and Creativity at Disney and has helped organizations like Apple, the NBA, Coca-Cola, and Spotify to innovate. The Imagination Emporium: Creative Recipes for Innovation is a toolkit with easy-to-use recipes to make innovation and creativity accessible and fun.Episode Websitewww.creativeprocess.info/podInstagram:@creativeprocesspodcast

How can we free our minds to cultivate curiosity, innovation, and creativity in our daily lives? In this age of AI, where creative tasks are increasingly being performed for us, what is intelligence? And what is the future of education?Duncan Wardle was Vice President of Innovation and Creativity at Disney and has helped organizations like Apple, the NBA, Coca-Cola, and Spotify to innovate. The Imagination Emporium: Creative Recipes for Innovation is a toolkit with easy-to-use recipes to make innovation and creativity accessible and fun.Episode Websitewww.creativeprocess.info/podInstagram:@creativeprocesspodcast

What if the secret to innovation isn't having a dedicated innovation department, but rather unleashing the creative potential in every employee? In my latest Remarkable People episode, I sat down with Duncan Wardle, former Head of Innovation and Creativity at Disney, who transformed how one of the world's most creative companies approaches innovation. Through captivating stories - like "borrowing" presidential turkeys for Disneyland - Duncan reveals practical tools that anyone can use to unlock their creative potential. His new book Imagination Emporium embodies his innovative approach, breaking traditional business book rules with AI integration and personalized learning paths. The key lesson? Innovation isn't about job titles or special departments - it's about creating an environment where everyone can contribute by replacing "no, because" thinking with "yes, and" possibilities.---Guy Kawasaki is on a mission to make you remarkable. His Remarkable People podcast features interviews with remarkable people such as Jane Goodall, Marc Benioff, Woz, Kristi Yamaguchi, and Bob Cialdini. Every episode will make you more remarkable.With his decades of experience in Silicon Valley as a Venture Capitalist and advisor to the top entrepreneurs in the world, Guy's questions come from a place of curiosity and passion for technology, start-ups, entrepreneurship, and marketing. If you love society and culture, documentaries, and business podcasts, take a second to follow Remarkable People.Listeners of the Remarkable People podcast will learn from some of the most successful people in the world with practical tips and inspiring stories that will help you be more remarkable.Episodes of Remarkable People organized by topic: https://bit.ly/rptopologyListen to Remarkable People here: **https://podcasts.apple.com/us/podcast/guy-kawasakis-remarkable-people/id1483081827**Like this show? Please leave us a review -- even one sentence helps! Consider including your Twitter handle so we can thank you personally!Thank you for your support; it helps the show!See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

¿Recuerdas la última vez que jugaste con una amiga?  Tal vez esto sucedió cuando eras una niña.   Ayer invité a mis amigas Épicas a jugar a mi casa.  Planifiqué un Epic Play Day con el propósito de divertirnos como niñas pequeñas y estimular nuestra creatividad con ejercicios que recientemente aprendí del genio creativo Duncan Wardle, VP de Innovación y Creatividad de nada más y nada menos que la compañía Disney.   Te cuento como se ne ocurrió esto y como incorporé las ideas de este genial creativo.  Aprendimos tanto... Y nos divertimos como niñas chiquitas.  Fue un momento que ciertamente perdurará en nuestras MENTES por siempre. Este episodio es una invitación a que juntas creemos las cosas nuevas que harán del mañana no solo uno diferente, sino uno mucho mejor.  Siempre con amor, Cindy

I'm excited to welcome Duncan Wardle to the show to discuss his new book, The Imagination Emporium: The Creative Tools to Change the Way You Think. Duncan is a former Head of Innovation and Creativity at Disney, a global speaker, and an expert in unlocking human imagination. His book presents practical tools for breaking free from conventional thinking and fostering creativity in work and life.In this conversation, we cover: Reawakening Creativity: Duncan explains why many adults believe they aren't creative and how to reclaim the curiosity and imagination we had as children. The Power of Play: He shares exercises designed to shift thinking patterns, open new mental pathways, and make creativity more accessible to everyone. Yes, And vs. No, Because: Duncan introduces the mindset shift that can turn small ideas into big ones and create a culture of innovation. Breaking Free from Mental Ruts: How to identify and escape “rivers of thinking” that limit problem-solving and fresh ideas. Lessons from Disney: Drawing from his time at Disney, Duncan reveals how fostering an environment of creativity led to some of the company's most innovative projects. Duncan's insights will inspire you to think differently, embrace playfulness, and use creative tools to generate groundbreaking ideas in any field.Learn more about Duncan and his work at TheImaginationEmporium.com, and find The Imagination Emporium wherever books are sold.Connect with Erik: LinkedIn  Facebook  Bluesky This Podcast is Powered By: Descript Descript 101 Castmagic Ecamm Podpage Rodecaster Pro Top Productivity Books List Make sure to support the show by checking out the sponsors! Learn more about your ad choices. Visit megaphone.fm/adchoicesSee Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

I'm excited to welcome Duncan Wardle to the show to discuss his new book, The Imagination Emporium: The Creative Tools to Change the Way You Think. Duncan is a former Head of Innovation and Creativity at Disney, a global speaker, and an expert in unlocking human imagination. His book presents practical tools for breaking free from conventional thinking and fostering creativity in work and life. In this conversation, we cover: Reawakening Creativity: Duncan explains why many adults believe they aren't creative and how to reclaim the curiosity and imagination we had as children. The Power of Play: He shares exercises designed to shift thinking patterns, open new mental pathways, and make creativity more accessible to everyone. Yes, And vs. No, Because: Duncan introduces the mindset shift that can turn small ideas into big ones and create a culture of innovation. Breaking Free from Mental Ruts: How to identify and escape “rivers of thinking” that limit problem-solving and fresh ideas. Lessons from Disney: Drawing from his time at Disney, Duncan reveals how fostering an environment of creativity led to some of the company's most innovative projects. Duncan's insights will inspire you to think differently, embrace playfulness, and use creative tools to generate groundbreaking ideas in any field. Learn more about Duncan and his work at TheImaginationEmporium.com, and find The Imagination Emporium wherever books are sold. Connect with Erik: LinkedIn  Facebook  Bluesky This Podcast is Powered By: Descript Descript 101 Castmagic Ecamm Podpage Rodecaster Pro Top Productivity Books List Make sure to support the show by checking out the sponsors! Learn more about your ad choices. Visit megaphone.fm/adchoices

Ever feel like you're stuck in a loop, doing the same things but hoping for different results? In this episode of the Business Leader Podcast, Josh Dornbrack sits down with Duncan Wardle, former head of innovation and creativity at Disney, to explore how breaking the mould can transform a business.From his humble beginnings as a Disney coffee boy to orchestrating some of the company's most iconic creative campaigns, Wardle shares his toolkit for fostering innovation. Learn how exercises like “yes and” and “what if” can unlock your team's creativity, build collaboration, and propel your business into a new dimension. Whether you're leading a team or looking to spark change, this is a masterclass in creativity and a guide to thinking differently. Hosted on Acast. See acast.com/privacy for more information.

Today, Steve sits down with Duncan Wardle, the former head of innovation and creativity at Disney. Duncan talks to Steve about his current work teaching leaders to embrace creativity and inspire innovation in their teams. He suggests practical ways that leaders can create a more collaborative and fun work culture that will lead to more successful outcomes and enhance their teams' job fulfillment. Key Takeaways: We're all born with creativity, and a great leader can unlock it within people who may have lost it along the way.   Creativity is the ability to have an idea; innovation is the ability to get that idea done.  With AI, we have the opportunity to hand off mundane tasks and give ourselves time to think, be creative, and innovate.  Tune in to hear more about: Why it matters to say “yes, and…” instead of “no, because…”  The impact of AI on creativity and innovation Actions leaders can take to spark more creativity within their organizations Standout Quotes: “I define creativity as the ability to have an idea, and I think we can all do that every day. I define innovation as the ability to get that done. That's the hard part.” - Duncan Wardle  “As leaders, we have responsibilities, we've got quarterly results, we've got bosses, we've got – but if the first two words out of our mouth are ‘no, because,' they're the first two words when somebody comes at us with a new idea, they're not coming back in the door again, and they may have genius next week or next-. Just remind ourselves as leaders, we're not green lighting this idea for execution today. We're merely green housing it together, using ‘Yes, and.' As leaders, if we can use ‘Yes, and' before ‘No, because' you can completely and utterly change your culture.” - Duncan Wardle “Algorithms, and everything that AI will bring to the table, will merge with the human race, creativity, intuition, empathy, imagination, etc, we will merge to become a superhuman race.” - Duncan Wardle Mentioned in this episode: ISF Analyst Insight Podcast Read the transcript of this episode Subscribe to the ISF Podcast wherever you listen to podcasts Connect with us on LinkedIn and Twitter From the Information Security Forum, the leading authority on cyber, information security, and risk management.

Today, Steve sits down with Duncan Wardle, the former head of innovation and creativity at Disney. Duncan talks to Steve about his current work teaching leaders to embrace creativity and inspire innovation in their teams. He suggests practical ways that leaders can create a more collaborative and fun work culture that will lead to more successful outcomes and enhance their teams' job fulfillment. Key Takeaways: We're all born with creativity, and a great leader can unlock it within people who may have lost it along the way.   Creativity is the ability to have an idea; innovation is the ability to get that idea done.  With AI, we have the opportunity to hand off mundane tasks and give ourselves time to think, be creative, and innovate.  Tune in to hear more about: Why it matters to say “yes, and…” instead of “no, because…”  The impact of AI on creativity and innovation Actions leaders can take to spark more creativity within their organizations Standout Quotes: “I define creativity as the ability to have an idea, and I think we can all do that every day. I define innovation as the ability to get that done. That's the hard part.” - Duncan Wardle  “As leaders, we have responsibilities, we've got quarterly results, we've got bosses, we've got – but if the first two words out of our mouth are ‘no, because,' they're the first two words when somebody comes at us with a new idea, they're not coming back in the door again, and they may have genius next week or next-. Just remind ourselves as leaders, we're not green lighting this idea for execution today. We're merely green housing it together, using ‘Yes, and.' As leaders, if we can use ‘Yes, and' before ‘No, because' you can completely and utterly change your culture.” - Duncan Wardle “Algorithms, and everything that AI will bring to the table, will merge with the human race, creativity, intuition, empathy, imagination, etc, we will merge to become a superhuman race.” - Duncan Wardle Mentioned in this episode: ISF Analyst Insight Podcast Read the transcript of this episode Subscribe to the ISF Podcast wherever you listen to podcasts Connect with us on LinkedIn and Twitter From the Information Security Forum, the leading authority on cyber, information security, and risk management.

Innovation isn't just about having ideas—it's about getting them done. As Duncan Wardle, former Head of Innovation and Creativity at Disney, says: "I define creativity as the ability to have an idea. We can all do that. But I genuinely believe everybody is creative, and I define innovation as the ability to get it done."In his new book, "The Imagination Emporium: Creative Recipes for Innovation," Duncan distills his experience into a practical guide to getting things done--and having fun doing it.How can your organization foster a culture of innovation that turns ideas into reality?------------------------------------------------------------Episode Guide:0:52 - What is Innovation?0:17 - Challenges in Fostering Innovation: Innovate or Die2:26 - Four Models of Innovation at Disney03:44 - Creating a Culture of Innovation: Imagination and Training programs05:22 - "Yes, and" vs "No, because" Exercise08:34 - Learning Styles and Innovation14:21 - Resourcefulness and Creativity16:02 - The "Whys" and Death of Curiosity by Education18:07 - Understanding Gen Z's Purpose-Driven Mindset21:41 - Reverse-Thinking Innovation  25:21 - The Power of "What If" in Innovation30:31 - "The future of education is Gaming"31:14 - Advice for future Innovators------------------------------------------------------------As the former Head of Innovation and Creativity at Disney, Duncan Wardle played a pivotal role in fostering innovation across Imagineering, Lucasfilm, Marvel, Pixar, and Disney Parks, crafting enchanting new storylines and experiences. Now, in his forthcoming book, The Imagination Emporium: Creative Recipes for Innovation, Duncan shares his extensive expertise to make innovation accessible to all, demystify creativity for those uncomfortable with ambiguity, and infuse the process with joy and excitement.More about our guest:Duncan WardleBook: The Imagination Emporium: Creative Recipes for InnovationOUTLAST Consulting offers professional development and strategic advisory services in the areas of innovation and diversity management

Join Duncan Wardle as he shares riveting stories from his journey—from a challenging boarding school in Scotland to leading innovation at Disney. This episode dives into Duncan's unconventional approaches to creativity and problem-solving that transformed entertainment experiences globally. Discover how his early education and relentless pursuit of imaginative solutions paved the way for a remarkable career in bringing magical experiences to life. Subscribe for ad-free interviews and bonus episodes https://plus.acast.com/s/the-unmistakable-creative-podcast. Hosted on Acast. See acast.com/privacy for more information.

In this episode of the Duct Tape Marketing Podcast, I interview Duncan Wardle, former Head of Innovation and Creativity at Disney. Duncan, who played a transformative role at Disney Imagineering, Pixar, Marvel, and Lucasfilm, shares how he fostered a culture of innovation that reshaped the guest experience, resulting in breakthroughs like the Magic Band. As the author of The Imagination Emporium: Creative Recipes for Innovation, Duncan unveils powerful tools for unlocking creativity, tackling challenges, and building "yes, and" cultures in organizations. Today we discussed: [00:00] Opening [00:09] Introduction to Duncan Wardle [01:00] Defining Innovation and Embedding a Culture of Creativity [03:12] Embracing Innate Creativity [04:48] The Future of Employability [09:38] Collaborative Brainstorming Exercise [12:43] Unlocking Creativity through Playfulness and Collaboration [17:01] River of Thinking and Innovation More About Duncan Wardle Duncan Wardle's website - https://theimaginationemporium.com/ Connect with Duncan Wardle on LinkedIn: https://www.linkedin.com/in/duncanwardle/ Rate, Review, & Follow If you liked this episode, please rate and review the show. Let us know what you loved most about the episode. Struggling with strategy? Unlock your free AI-powered prompts now and start building a winning strategy today!

With Duncan Wardle, the former head of innovation and creativity at Disney, we delve into the essence of creative leadership. Duncan shares insights on unlocking creativity in everyone, emphasizing the importance of playfulness and personal narratives. We explore interactive exercises that highlight the relationship between lived experiences and creativity, while discussing his newly published book that offers practical tools for nurturing creative potential. Duncan challenges traditional education paradigms and advocates for a mindset that embraces empathy, curiosity, and intuition. This engaging discussion promises inspiration for anyone eager to enhance their creative abilities and rethink leadership in today's evolving landscape.

Welcome to Strategy Skills episode 511, an interview with the author of The Imagination Emporium: Creative Recipes for Innovation, Duncan Wardle.   In this episode, Duncan discusses how to promote creativity in business and explains how the subconscious mind generates better ideas when we're not at work. He introduces tools like "What If," "Where Else," and "How Else" to help teams think differently. The discussion also covers how businesses can adapt to AI advancements while maintaining human touch and creativity. His book, The Imagination Emporium, presents these concepts through characters that represent different aspects of innovation.   Duncan Wardle is the former Head of Innovation and Creativity at Disney, where he spent 30 years fostering groundbreaking ideas. He now helps organizations like Apple, the NBA, and Spotify redefine problem-solving with practical tools that make innovation accessible and creativity actionable.    Get Duncan's book here: https://tinyurl.com/5n783ud5 The Imagination Emporium: Creative Recipes for Innovation   Here are some free gifts for you: Overall Approach Used in Well-Managed Strategy Studies free download: www.firmsconsulting.com/OverallApproach   McKinsey & BCG winning resume free download: www.firmsconsulting.com/resumepdf   Enjoying this episode? Get access to sample advanced training episodes here: www.firmsconsulting.com/promo

Margo is joined by Duncan Wardle, the former Head of Innovation and Creativity at Disney and author of The Imagination Emporium: Creative Recipes for Innovation. With 30 years of experience working with Disney's Imagineering, Lucasfilm, Marvel, Pixar, and more, Duncan brings a wealth of knowledge on fostering groundbreaking ideas and creating magical experiences. In this episode, he shares practical tools and insights to reignite creativity, embed innovation into everyday life, and solve problems in revolutionary ways. From sending Buzz Lightyear into space to teaching innovation at Yale and Harvard, Duncan's expertise in Design Thinking has helped organizations like Apple, the NBA, and Spotify redefine how they innovate.  Margo and Duncan discuss: Why our creativity often fades by age six—and how to reignite it Simple, actionable tools to unlock imagination and achieve revolutionary results Employable skills that the next generation can use to thrive in an AI-driven world How The Imagination Emporium makes innovation accessible to everyone Real-life examples of using Design Thinking to drive creativity and innovation Stories from Duncan's time at Disney and the lessons learned along the way Connect with Duncan: duncanwardle.com  theimaginationemporium.com instagram.com/duncanjwardle linkedin.com/in/duncanwardle  

Duncan Wardle, former Head of Innovation at Disney, talks about his book, “The Imagination Emporium,” and ways that he has helped Disney, Apple, Coca-Cola, and the NBA unlock their creative potential. The book is a hands-on, interactive approach to innovation with some challenging perspectives and advice. Listen for three action items you can use today. Host, Kevin Craine Do you want to be a guest? https://Everyday-MBA.com/guest This episode is supported by the Naveen Jindal School of Management 

As Head of Innovation and Creativity at Disney, Duncan and his team helped Imagineering, Lucasfilm, Marvel, Pixar, and Disney Parks to innovate, creating magical new storylines and experiences. He now brings his extensive Disney expertise to audiences around the world using a unique approach to Design Thinking, helping people capture unlikely connections, leading to fresh thinking and disruptive ideas. In this interview, we talk about the nature of creativity and innovation, common barriers to creativity and strategies to overcome them, the importance of playfulness and humor in stimulating creative thinking, practical tips for boosting creativity, and more. Want more? Steal my first book, INK BY THE BARREL - SECRETS FROM PROLIFIC WRITERS right now for free. Simply head over to www.brockswinson.com to get your free digital download and audiobook. If you find value in the book, please share it with a friend as we're giving away 100,000 copies this year. It's based on over 400 interviews here at Creative Principles. Enjoy! If you enjoy the podcast, would you please consider leaving a short review on Apple Podcasts? It only takes about 60 seconds and it really helps convince some of the hard-to-get guests to sit down and have a chat (simply scroll to the bottom of your iTunes Podcast app and click “Write Review"). Enjoy the show!

The future will be built on the big ideas we dare to conjure up today. We know that the most groundbreaking ideas often seemed ludicrous or simply impossible when first dreamed up, from the telephone, to human flight, to artificial intelligence. The key was a willingness to be creative and test the limits.While many of us might not consider ourselves creative people, Duncan Wardle assures us that we can take our ideas and brainstorms to the next level, no matter who we are or what we do. Today on Faster, Please! — The Podcast, Wardle and I explore some concrete tools for breaking down our own barriers to innovation and accessing the genius within all of us.Wardle is the former Head of Innovation and Creativity at Disney and founder of ID8. He has delivered multipl eTED Talks and teaches innovation Master Classes at Yale,Harvard, and the University of Edinburgh. His interactive book, The Imagination Emporium: Creative Recipes for Innovation has just been released.In This Episode* Creativity is learnable (1:37)* Building a career of creativity (8:09)* Tools for unlocking innovation (13:50)* Expansionist vs. reductionist tools (18:39)* Gamifying learning (25:20)Below is a lightly edited transcript of our conversation. Creativity is learnable (1:37)I believe we're all born creative with an imagination. We're all born curious. We're all born with intuition. We're all born with empathy. They may not have been the most employable skill of our entire careers. They are now.Pethokoukis: One of my favorite economists, Paul Romer, loves to use recipes as a metaphor to explain how innovation works in an economy. Like cooking recipes, innovation and ideas can be used repeatedly without being used up, you can combine different ideas as ingredients and create something new. I love that idea, and I love the way you present the book as kind of a recipe book you can sort of dip in and out of to help you be more creative and innovative.How should someone use this book, and who is it broadly for?Wardle: Me. Seriously. When I say me, I mean the busy, normal, hardworking person who says 10 times a day, “I don't have time to think.” And often considered the number one barrier to innovation and creativity: “I don't have time to think.” And I thought, “Okay, when you walk into a business office and you will look around, where's the book?” It's on the bookshelf, it's on the coffee table — nobody reads them. I thought, “Well, that's a waste of their money.” So I thought, “What book have I ever read — nonfiction — that I could read one page, know exactly what I need to do, and don't have to read the rest of the book today?” I thought, “My mom's cookbook! You want shepherd's pie? You go to page 67.” So I've designed the contents page the same way. It says, “Have you ever been to a brainstorm where nothing ever happened? Go to page 14. Fed up with your boss, shooting your ideas down? Go to page 12.”So it is designed to be hop in and hop out, but I also designed the principles around: take the intimidation out of innovation, make creativity tangible for people who are uncomfortable with ambiguity and gray, far more importantly, make it fun, give people tools they choose to use when you and I are not around. I also designed it around this principle and I'll see if this works: Close your eyes for me for a second. How many days are there in September?31?Well, we'll pretend it's 30.Or 30! That's the one thing I always confuse, which is the 30 and the 31.Close your eyes for a second. Just think about how you might have known there were 30 days in September. How might you have remembered? What might you have learned or what can you see with your eyes closed?Well, if I was a more melodic, musical person, loved a good rhyme, I might've used that very famous rhyme, which apparently I don't know veryWell, that's okay, neither do I, but I'll attempt it. About 30 percent of people go, “30 days has September, blah, blah, blah, and November.” They've just told me they're an auditory learner. That's their preferred learning style. They probably read a lot. How do I know that? Because when they learned it, they were six. When I asked the question, they learned it because they'd heard it.I'm sure you've seen somebody at some point in your life count their knuckles: January, February, March, April, May, June, July, et cetera. You may not remember this because you might not be a kinesthetic learner. Those are the people who learn by doing. Again, how do we know this? They learned it when they were six. How did they remember it? By doing it.And then 40 percent of an audience would just go, “No, no, I could just see a calendar with a number 30.” They're your visual learners. So I've designed the book to appeal to all three learning styles. It has a QR code in each chapter with a Spotify playlist for the auditory learners, animated videos where Duncan is now an animated character (who knew?) who pops out with a bunch of characters to tell you how to use the tools. And then hopefully, as of next Tuesday, the QR code on the back for kinesthetic learners will allow you to engage with the book and learn kinesthetically through artificial intelligence and ChatGPT and actually ask the book questions.The fundamental conceit of the book, though, is that being innovative, being creative, that can be learned. You can get better at it. Some people say, “I'm not a math person,” which I also don't believe. They'll say, “I'm not a super creative person. I'm not super innovative.” One, I'm assuming you think that's wrong; and two, you mentioned AI, if people are worried about robots doing more repetitive kinds of tasks, then having the tools to bring out or enhance that imagination seem more important now than ever.There's one thing I firmly believe in: We were all born a human, shockingly enough, and when you were given a gift for a holiday, perhaps, it came in an enormous box and it took you ages of time to take the toy out of the box because the box was the same height as you were. What do you spend the rest of the week playing with?I love a good box.Right? It was your castle, it was your rocket.Love a good box. Oh man, that box can be a time machine, anything.It was anything you wanted it to be until you went to the number one killer of creativity in imagination: western education, and the first thing you were told to do was, “Don't forget the color in between the lines.” Children are very curious. They ask, “Why, why, why, why?” Again, because they're after the insight for innovation. The insight for innovation comes on the sixth or seventh, why not the first one?If I were to survey you and ask you, “Why do you go to Disney on holiday?” People would say they go for the new attractions. But that's not strictly true, is it?So if you say, “Well, why do you go for the new attractions?”“Well, no, I like the classics.”“Well, why do you like the classics?” Why?“I like It's a Small World.”“Well, why do you like It's a Small World?”“I remember the music.”“Why the music?”“Well, that's my mom's favorite ride. We used to go every summer.”“Why is that important to you 25 years later?”“Oh, I take my daughter now.”There's your insight for innovation. It has nothing to do with the capital investment strategy whatsoever and everything to do with that person's personal memory and nostalgia. But then we go to the number one killer of curiosity: western education. And the next thing our teacher tells us to do is stop asking “why,” because there's only one right answer.We know when somebody is staring at the back of our head. When you've stared at the back of the head of somebody that you think is really hot, a stranger, they turn around and look at you. You have to look away really quickly. It's okay, we've all done it. We have 120 billion neurons in our first brain and 120 million neurons in our second brain, the brain with which we say we make lots of our decisions, when we say “with our gut.” We are all empathetic.I believe we're all born creative with an imagination. We're all born curious. We're all born with intuition. We're all born with empathy. They may not have been the most employable skill of our entire careers. They are now. Why? Because I've been working with Google on DeepMind with their chief programmer — this is the AI program — and I asked her, “How the hell am I going to compete with this? How will any of us compete with this?” She said, “Well, by developing the things which will be the hardest for her to program into AI.” And I asked her what they were. She said, “The ones with which you were born: creativity, imagination, curiosity, empathy, and intuition.”Will they be programmed one day? Interestingly enough, she said intuition will go first. I was like, oh, that hurt. So I said, “Why intuition?” She said, “It's built on experience and we could build an algorithm that will give them experience.” I'm like, oh, so will they be programed one day? Perhaps. Anytime in the short term? No.Building a career of creativity (8:09)Your subconscious brain is 87 percent of the capacity. Every innovation you've ever seen, every creative problem you've ever solved, is back here to work as unrelated stimulus, but when the door is shut, you can't access it. So what do I do? I'm playful. I'm deliberately playful. In a moment, I want to briefly roll through the book, but first I want to ask about your job as the former head of innovation and creativity at Disney, which sounds like a fake job. It sounds like the kind of job someone would dream up and they wish there was such a job. It sounds like a dream job, but that was a real job. And what did you do there? Because it sounds fairly awesome.I finished as Head of Innovation — I didn't start that way. I started as a coffee boy in the London office. In 1986, I used to go and get my boss six cappuccinos a day from Bar Italia, and about three weeks into the role, I was told I would be the character coordinator, the person that looks after the walk-around characters at the Royal Premier of Who Framed Roger Rabbit in the presence of the Princess of Wales, Diana. I was like, “What do I do?” They said, “Well you just stand at the bottom of the stairs, Roger Rabbit will come down the stairs, the princess will come in on the receiving line, she'll greet him or blow him off and move into the auditorium.” How could you possibly screw that up? Well, I could. That was the day when I found out what a contingency plan was, because I didn't have one.A contingency plan would tell you, if you're going to bring a very tall rabbit with very long feet down a very large staircase towards the Princess of Wales, one might want to measure the width of the steps first before Roger trips on the top stair, is now hurdling like a bullet, head over feet at torpedo speed directly down the stairs towards Diana's head, whereupon he was taken out by two royal protection officers. There's a very famous picture of Roger being taken out on the stairs and a 21-year-old PR guy in the background from Disney. “Oh s**t, I'm fired.” I got a call from somebody called a CMO — didn't know who that was, I thought I was going to tell me I'm fired. He goes, “That was great publicity.” I was like, “Wow, I can make a career out of this.”So for the first 20 years I had some of the more mad, audacious, outrageous ideas for Disney, and then Disney purchased Pixar, then they purchased Marvel, then they purchased Lucasfilm, and we found that we all had different definition of creativity and different innovation models. I tried four models of innovation.Number one, I hired an outside consultant and said, “Make me look good.” They were very good at what they did, but they weren't around for execution and they weren't going to show us how they did what they did. They were worried we wouldn't hire them again.Model number two, innovation team. Duncan will be in charge. What could possibly go wrong? Well, when you have a legal team, nobody outside of legal does legal. When you have a sales team . . . So when you have an innovation team, the subliminal message you've sent to the rest of the organization is: You are off the hook, we've got an innovation team.Third model was an accelerator program where we were bringing some young tech startups and take a 50-50 stake in their business. They could help us bring it to market much quicker than we could. We could help them scale it. But we had failed in the overall goal that Bob Iger had set for us: How might we embed a culture of innovation and creativity into everybody's DNA? So I set out to create a toolkit. A toolkit that takes the intimidation out of innovation, makes creativity tangible, and the process fun. And essentially, that's what the book is. It's not a book, it's a toolkit. Why? Because I want you to use it. It's broken up into creative behaviors, which I think if you don't get the creative behaviors right, the tools won't matter. They'll just be oblivious. I think the creative behaviors are the engine, and I'll explain what I mean by that.Let me ask you a question. Close your eyes if you would?I've done very poorly on the questions. Very poorly, but I will continue to answer them.Where are you usually, and what are you doing when you get your best ideas?I would say either on walks or, I think a lot of people say, in the shower, one of the two.There we go. Alright. But here's the thing. I've done it with 20,000 people in the audience. Do you know how many people say at work? Nobody ever says at work. Why do we never have our best ideas at work?Well, think about that last argument you were in. You turn to walk away from that argument, now you're still a bit angry, but you're beginning to relax, you're 10 seconds away, 20 seconds, and what pops into your brain? The killer one liner, that one perfect line you wish you'd used during but you didn't, did you? No. Why? Because when you are in an argument, your brain is moving at a thousand miles an hour defending yourself.When you're in the office, you're doing emails, reports, quarterly results, and meetings. And I hear myself say, “I don't have time to think.” When you don't have time to think, the door between your conscious and subconscious brain is firmly closed. You're in the brain state called beta, and you're only working with your conscious brain. 90 percent of your working day — you can look this up — your conscious brain is 13 percent of the capacity of your brain. Your subconscious brain is 87 percent of the capacity. Every innovation you've ever seen, every creative problem you've ever solved, is back here to work as unrelated stimulus, but when the door is shut, you can't access it. So what do I do? I'm playful. I'm deliberately playful. There's a chapter of energizers in the book. They're 60-second exercises. What are they for? To make you laugh, laughter with purpose.What's an example of one of those?Okay, I'll tell you what then, you are the world's leading designer of parachutes for elephants. I will now interview you about your job. So question, “How did you get into this industry in the first place?”I was actually interviewing for a different job, I walked in the wrong door, and I ended up interviewing for that job.Okay, and do you have to use different material for the parachutes? What are the parachutes made of? How big are they? Do you have to make bigger ones for elephants with smaller ears and smaller ones for elephants with big ears, the African and Indian elephants?Thankfully the kind of material is changing all the time. A lot of advances: graphene, nanotechnology materials. So the kind of material is changing, which actually gives us a lot more flexibility for the kind of material and the sizes, depending, of course, on the size of the elephants and perhaps even their ears, and tails, and tusks.So we'll stop there. You do that in a room full of people and you'll hear laughter. And the moment I hear laughter, I've opened the door between your conscious subconscious brain and placed you metaphorically back in the shower where you are when you have your best idea. I don't expect people to be playful every minute of every day. I do expect, particularly leaders, to be playful when they're trying to get other people to open up their brains and have big ideas.Tools for unlocking innovation (13:50)If you like breaking rules, this tool is for you. It's about breaking rules metaphorically. So step one, you list the rules of your challenge. Step two, you take one and ask the most audacious question. Step three, you land a big idea.In the book, you sort of create these three animated characters representing . . . there's Spark who represents creative behaviors; Nova, innovation tools; and then Zing for these energizing exercises. But you sort of need all three of those?You do, but you don't have to know them all at the same time, and that's the beauty of the book. But here's the thing: I created a character called Archie. Archie was a direct descendant of Archimedes, because when I ask people where they are when they get the best ideas, they say the shower. Archimedes was in the bath. And my daughter, who's about 25, walks in the room and she goes, “Dad, he's an old white guy. You are an old white guy. You can't do that s**t anymore.” So I created three new characters. Spark is male, introduces creative behaviors; Zing, gender-neutral, introduces the energizers; and Nova, the brains of the organization, introduces innovation tools. The tools are split between what I call expansionist tools and reductionist tools. The more expertise and the more experience we have, the more reasons we know why the new idea won't work.But here's the challenge: Up until 2020, we pretty much got away with doing what we did, and then came a global pandemic, enormous climate change, generation Z entering the workplace who don't want to work for us, and here comes AI. We don't get to think the way we thought four years ago. So the tools are designed specifically to stop you thinking the way you always do and give you permission to think differently.I'll give you an example of one, it's called “What If.” A lot of people will say, “Oh, but we work in a very heavily regulated industry.” If you like breaking rules, this tool is for you. It's about breaking rules metaphorically. So step one, you list the rules of your challenge. Step two, you take one and ask the most audacious question. Step three, you land a big idea. So for example, it was created by Walt, but that's in the book, I won't go through the whole Walt Disney story because I want people to understand that this tool can work for them too.There was a very tiny company in Great Britain in the late '60s, before the days of mass automation, that used to make glasses that we drink out of, and they found too much breakage and not enough production when the glasses were being packaged and shipped. So they went down to the shop floor, observed the process for eight hours, and just wrote down the rules. Don't think about them, because then you'll think of all the reasons you can't break them, just write them down. So they wrote them down. 26 employees convey about cardboard box, six glasses on the top, six on the bottom, separated by corrugated cardboard, glasses wrapped in newspaper, employees' reading newspaper. So somebody asked these somewhat provocative “what if” question, “What if we poke their eyes out?” Well, that's against the law and it's not very nice, but because they had the courage to ask the most audacious “what if” question of all, the lady sitting next to them immediately got out of her river of thinking — her expertise and experience — and said, “Well, hang on a minute, why don't we just hire blind people?” So they did. Production up 26 percent, breakage down 42 percent, and the British government gave them a 50 percent salary subsidy for hiring people with disabilities. Simple, powerful, fun.You just mentioned briefly this notion of the river of thinking, which is sort of your thoughts and the assumptions that really come from your lifetime of experience. People obviously really, when evaluating ideas, they really value their own personal experience. You could have a hundred studies saying this will work, but if something about their personal experience says it won't, they won't listen to it. Now, I believe experience is important, it helps you make judgments, but sometimes I think you're right, that it's an absolute trap that leads us to say no when we should say yes, and yes when we should say no.So that was one of the expansionist tools. One of the reductive tools is ideas. Ideas are the most subjective thing on the planet. You like pink, I like green, our boss likes yellow, there's a very good chance we're going to be doing the yellow idea. Well, wait a minute, was that the right one targeted for our consumer? Was it aligned with our brand? So there's a tool called stargazer. I borrowed it with pride from Richard Branson of Virgin. Virgin is the most elastic brand on the planet, right? They've done condoms, they've done space travel, and everything in between. Disney is a non-elastic brand. They do family magical experiences. So how does Virgin decide, of all these ideas they get pitched, how do they decide which ones to bring to market?They have a tool, I call it stargazer, it looks like a starfish, it's got five prongs on it, you'll see it in the book, and each one has three criteria, and you can make up your own criteria at the beginning of the project. Let's say, is this a strategic brand fit? Is this aligned with who we stand for as a brand? Is this embedded in consumer truth? Is it relevant to our consumer? Can I get this into the market the next 18 to 24 months? Is it going to hit my financial goals? And is it socially engaging? Is it going to get people excited? And all you do with all of your ideas at the end is go around those five criteria and ask, does this do a poor job, a good job, or an outstanding job of being aligned with our brand, a poor job, a good job, or an outstanding job of being targeted at our consumer, relevant to our consumer? And then guess what? With different colors for each idea, you join the dots just as you did when you were a kid. And one idea will rise to the top as to meeting your criteria, objectives, the most, not the one you like the best.Expansionist vs. reductionist tools (18:39)I define creativity as the ability to have an idea. We all have hundreds a day. I define innovation is the ability to get it done. That's the hard part, and that's what the tools are designed and helping you with.Do you think that the book and your approach is most helpful in helping people be more creative and come up with ideas or helping other people judge ideas as being good ideas and being open to ideas and closed to the wrong ideas?I think people use confusing terms just to make themselves more intelligent. The amount of times I've been in a meeting and somebody used an acronym, nobody knows what it is, but nobody's going to put their hand up. I call it expansionist and reductionist, the official name is divergent and convergent, who cares? Expansionist tools are the ones that help you get out of your river of thinking and help you think differently, and the reductionist tools are okay, now we've got all of these ideas, which one goes to market, how do we take it to market, how do we actually get it done?A lot of people say, as you said at the beginning, “I'm not creative.” Well, if you define yourself as a musician or an artist, then guess what? I'm not creative either. I define creativity as the ability to have an idea. We all have hundreds a day. I define innovation is the ability to get it done. That's the hard part, and that's what the tools are designed and helping you with.If you're running a business and you're like, “I want to implement this,” how do you . . . I'm sure you would love this, buy everybody the book, buy everybody three copies of the book. How do you implement it? I mean, I'm just curious how you do that job.How do I do the job? Or how does the business?How would someone do that job if they're like, I'm trying to make my workforce more creative, I'm trying to make sure that we are open to good ideas. How do you institute that at an existing business?Here's a tool that can change a culture overnight: Now you and I have been tasked with coming up with an idea for a birthday party. We've been given a $100,000, which is a reasonable budget for a birthday party. The theme could be Star Wars or Harry Potter. What would you like it to be?I'd probably go with Star Wars.Okay, so I'm going to come at you some amazing ideas for a Star Wars birthday. I'd like you to start each and every response with the words “No, because.” They'll be the first two words you use in each response, and then you'll tell me why not.So I was thinking of coming to your house, painting your kitchen dark, turn it into the Death Star canteen, and we'll have a food and wine festival from Hoth and Naboo and Tatooine.No, no, no. We can't do that because I like the way it looks now, I'm worried about repainting it and matching those colors. That's too significant of a change.What if, then, we just turn the lights out, we do a glow-in-the dark lightsaber fight full of our favorite alcoholic liquid?Well, that sounds like a better idea. Am I still supposed to say “no, because?”“No, because.” Stay on the “no, because.”No, can't do it. Listen, I worry about those lightsabers breaking, I'll be honest with you, and that alcohol flying over the place. Also, there are going to be kids there, and I just worry about the alcohol aspect. Because I'm an American, and we're very tight.So perhaps if there's kids there, we could do a cosplay party, and all the tall people could come as Vader and all the little people could come as ewoks.No, because I think some of the tall people would like to be the good guy, and I think some of the people who are not quite as tall might feel we were infantilizing them by turning them into ewoks.I'll tell you what, then, we'll do a movie marathon and we'll show all seven films back-to-back with some popcorn and coke. What do you say?No, because that would be a really long event. I think people would be super sick of even watching their favorite movies after about two movies, so can't do it.Alright, so we'll stop there. When somebody's constantly saying “no, because” to you, how does that make you feel?Like I really don't feel like coming up with any more ideas and like they will just not get to “yes.”And we started there with a food and wine festival and we ended up with showing the movies. Would you say the idea was getting bigger as we were going, or was it getting smaller? Which direction was it?It was getting progressively smaller and less imaginative.So let's try that again. Can we do Harry Potter?Well, I don't know as much, but I'll do my best.Okay, so have you seen a couple of the films?Kind of?You pick the theme, then. What do you want?Marvel. A beautifully licensed property. Yes, Marvel.I'm going to come at you with some ideas for a Marvel party. I'd like you to start each and every response this time with the words, “yes, and,” and we'll just build it together, okay?I tell you what, we could do a Spider-Man party where everybody gets those little web things that they could shoot out of their hands, but are actually made out of cotton candy, so we could eat it, we could eat the webs.Oh yes, and perhaps we could have villain-themed targets the shoot at?Oh, yes, and we could have a room full of superheroes and a room full of villains, and we have cosplay party and there'll even be a make-your-own Iron Man suit!Yes, we can have an Iron Man suit, obviously, and we can have the other costumes, and perhaps some of their other tools, like Thor's hammer, those could somehow also be candy-related.Oh yes, and we could actually invite the stars of the film, we could have Chris Hemsworth, Robert Downey, Jr., and Chris Pratt, and Rocket, and Groot.Yes. Love the idea. And perhaps if that's not quite possible —— That was a “no, because!”Oh that sounded like a “no.”Come on, come on.We've reached the limits of my creativity.We'll stop there. A couple of observations: a lot more laughter, a lot more energy.Bigger or smaller?We're taking our steps into an ever-wider world!We work in big organizations, we work in small organizations, we have colleagues, we have constituencies, we have bosses, we have local regulators, et cetera, to bring on board with our ideas. By the time we just finished building that idea together, whose idea was it by the time we'd finished?That is lost to the fog of history. It is now a collaborative idea that we both can take credit for when it's a huge success.Ours. Two very simple words from the world of improv that have the power to turn a small idea into a big one really quickly. You can always value-engineer a big idea back down again, but you can't turn a small idea into a big idea. Far more importantly, it transfers the power of “my idea,” which we know never goes anywhere outside an organization, to “our idea” and accelerate its opportunity to get done.For people listening today, I'll give you one word of advice to take away: Don't let the words “no, because” be the first two words you use when somebody comes bouncing into your office with an idea you are not thinking of. They may have genius two seconds from now, two weeks from now — they ain't coming back.Just remind yourselves: I know you have responsibilities, I know you've got deadlines, I know you've got quarterly results. We are not green-lighting this idea for execution today, we are mainly green-housing it together using “yes, and.”Gamifying learning (25:20)Gaming is the future of education, there's no question. So now I have one more question I think that's super valuable advice, actually. As you were talking about western education squashing the creativity. . . Do you have you any thoughts about how to change that, keeping the best of what we do?Gamify. Gamify everything. Gaming is the future of education, there's no question. Universities will fall, but why will universities fall? That's a fairly outrageous statement. Well, let me think. Blue-collar workers, the white collar workers laughed at them because they didn't go to university. Let me think — people who use their hands, artificial intelligence, probably not taking them out anytime soon. White collar workers, not so much. Goodbye. Not quite, that's a slight exaggeration, but universities are teaching the same thing that we learned.So I walk into a classroom, a professor says, “In the year 3 AD, Brutus stabbed Julius Caesar in the back on the steps of the Senate of Rome.” Okay, well I'm asleep already. However, if I could walk into the Senate in Rome, in virtual reality, or in Apple Vision Pro — hello, thank you very much — walk right up to Julius Caesar and Brutus debating with the senators and say, “Hey Julius, look behind you!”I tell you for why: My son sat down at the breakfast table many years ago, he was probably about 13 or 14 at the time, and he said, “Do you know the Doge's Palace in Venice was built in 14 . . .” And he went on this whole diatribe. I was like, where the hell did you learn that? He goes, “Oh, Assassin's Creed.” Gaming will annihilate.See, when you say online training, the first words out of somebody's mouth are, “Boring!” So, what I aim to develop within a year from today is to gamify the Imagination Emporium and actually help people, train them how to be more imaginative using gaming.On sale everywhere The Conservative Futurist: How To Create the Sci-Fi World We Were PromisedMicro Reads▶ Economics* AI and the Future of Work: Opportunity or Threat? - St. Louis Fed* Industrial policies and innovation in the electrification of the global automobile industry - CEPR▶ Business* What Is Venture Capital Now Anyway? - NYT* When IBM Built a War Room for Executives - IEEE▶ Policy/Politics* How U.S. Firms Battled a Government Crackdown to Keep Tech Sales to China - NYT* Was mocking Musk a mistake? 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Disney legend Duncan Wardle shares keys for tapping into your creative side. — YOU'LL LEARN — 1) What blocks our creativity 2) How to hone your ideas with a “naive expert” 3) The trick to surfacing your best ideas Subscribe or visit AwesomeAtYourJob.com/ep1017 for clickable versions of the links below. — ABOUT DUNCAN — As Head of Innovation and Creativity at Disney, Duncan and his team helped Imagineering, Lucasfilm, Marvel, Pixar, and Disney Parks to innovate, creating magical new storylines and experiences.He now brings his extensive Disney expertise to audiences around the world using a unique approach to Design Thinking, helping people capture unlikely connections, leading to fresh thinking and disruptive ideas.Delivering a series of keynotes, workshops and ideation forums, his unique Innovation toolkit helps companies embed a culture of innovation into everyone's DNA.Duncan is a multiple TED speaker and contributor to Fast Company, Forbes & the Harvard Business Review. He teaches innovation Master Classes at Yale, Harvard, and Edinburgh University. • Book: The Imagination Emporium: Creative Recipes for Innovation • Website: DuncanWardle.com — RESOURCES MENTIONED IN THE SHOW — • Book: Creativity, Inc.: Overcoming the Unseen Forces That Stand in the Way of True Inspiration by Ed Catmull and Amy Wallace • Book: Virgin by Design by Nick Carson — THANK YOU SPONSORS! — • CleanMyMac. Use the promo code BEAWESOME for 10% off on any CleanMyMac subscription plan. • Lingoda. Visit try.lingoda.com/awesome and use the promo code 50AWESOME for up to 50% off until December 21! • Jenni Kayne. Use the code AWESOME15 to get 15% off your order!See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Duncan Wardle is the founder of ID8, and the former head of Creativity and Innovation at the Walt Disney Company. He's in town for the “(Un)common Threads” Summit taking place this afternoon at the Sheraton Hotel in St. John's. He joined us on the line to talk about creativity, and gave us a sneak peek of what he'll be talking about at the Summit.

Discover the powerful parallels between poker and leadership as Tim Sweet engages with Erin Lydon, President of Poker Power. Erin, with a Wall Street background, shares insights into teaching poker for leadership excellence. The discussion explores vital skills like courage, risk-taking, and resilience, drawing parallels between poker strategy and effective decision-making in various contexts. Erin highlights poker as a confidence and negotiation tool, especially for women in business. The conversation delves into key poker strategies, emphasizing their practical applications. Erin also discusses Poker Power's impact on corporate programs and its mission to empower young women early in their careers. The episode concludes with Erin's advice for leaders: embrace change, say "yes" more than "no," and recognize the transformative power of taking risks.About Erin LydonErin Lydon, President of Poker Power, is a finance industry veteran and advocate for workplace equity. Fueled by her early challenges on Wall Street, Erin founded Poker Power to empower women through poker-based leadership training. With a background at JPMorgan and as a strategic advisor to Evil Geniuses, a global e-sports organization, Erin brings extensive experience to her mission. Recognized with the Global Gaming Women “Women of Inspiration–Woman to Watch” award, she holds an MBA from Northwestern's Kellogg School of Management and a BA from Bates College. Erin is a sought-after speaker, having graced prestigious stages like TEDx and Money 20/20 RiseUp. Erin's dynamic leadership journey, commitment to workplace equity, and pioneering efforts at Poker Power showcase her as a trailblazer, inspiring women globally to harness the strategic prowess of poker for personal and professional success.Resources discussed in this episode:Inventures: Inventurescanada.comDuncan Wardle: duncanwardle.comDon't Just Do Something, Stand ThereJPMorgan: jpmorganchase.comContact Tim Sweet | Team Work Excellence: WebsiteLinkedIn: Tim SweetInstagramLinkedin: Team Work ExcellenceContact Erin Lydon | Poker Power: Website: pokerpower.comInstagram: @joinpokerpowerTwitter: @joinpokerpowerFacebook: Poker PowerTikTok: @joinpokerpowerLinkedin: Erin Lydon Transcript:Erin 00:00So often at a poker table, nobody has a made hand, you know. So, it really is going to come down to the person who's going to play their chips most aggressively and get the other players to fold. That person is going to win the hand. That is something you have to practice, shoving your chips all in, when you have imperfect information, you don't know the cards still to come. And you certainly don't know what the other players have. That's a learned skill. Because it's scary. Tim 00:30I'd like to ask you some questions. Do you consider yourself the kind of person that gets things done? Are you able to take a vision and transform that into action? Are you able to align others towards that vision and get them moving to create something truly remarkable? If any of these describe you, then you my friend are a leader, and this show is all about and all for you. Welcome to the 24th episode of the Sweet on Leadership podcast. Tim 01:03Welcome back, everybody. Thanks again for joining us for Sweet on Leadership. My name is Tim Sweet and this is my special guest Erin Lydon. Erin, thank you so much for joining us today. Erin 01:11Delighted to be here, Tim. Tim 01:13Well, you and I had a chance to meet last summer here in Calgary as we were both presenting at Inventures, which was a tech and startup conference here in the city. And that sure was a lot of fun. I remember we first met sitting at a table on the very first day during the keynote. Erin 01:29We did and actually, I thought you were one brilliant, two really funny, and three really easy to talk to. So, it was a great first experience for me at Inventures. Tim 01:39Well, I thought you were absolutely welcoming. You were game for anything. And we just took the challenges of the speaker and it was Duncan Wardle, I remember. And he was giving us games to play. And we just jumped right in. And it was so much fun. So, I knew right away that I had a person next to me who loved to play games. And what you might not know about me is that I actually have a long history and a love for Dungeons and Dragons of all things. Because it teaches people, well, a. it's role-playing. So, you're allowed to go and have a different experience and get out of your own head. And at the same time, it's like improv. So it's several people sitting around, and I played with my kids now. And it's like you're writing a story together. So, you learn to pick out people who are game, who are ready to just, you know, drop all the pretense.  Erin 02:33Yeah, I take that as a huge compliment. Because during that session, we really did have to put down our barriers and get very vulnerable. And remember, we had to draw, you are much better at illustration than I was, but there was just there's a lot of connection that happened quickly through that session. So, I'm thrilled we're back together for another conversation. Tim 02:51Oh, that's wonderful. I think for everybody listening here, it would be remiss of me to not give you a chance to just explain who you are. I mean, I know. And the really exciting thing that you bring and that you brought to Inventures and that you're bringing here today. Erin 03:07I am Erin Lydon, and I'm the president of Poker Power. I've been in this role for almost four years. We are a startup, I say we're a long-standing startup at this point. So, we have made it we're over those initial barriers of startups. But that's really not who I am, you know, deep down or for most of my life. I was not a poker player. And I'm sure we'll get into that. But I have been in startups since 2012. I love the chaos. I love the energy. I love the success and the failure that comes with being in startups. But prior to that, I was on Wall Street. So, I had a very serious corporate job at JPMorgan. I worked with many clients, I traveled three or four days a week. And the only reason I left that job truly was because I had a young daughter, I was getting into my late 30s. And I really struggled on how to be on that very fast track career, and also have a newborn at home. And for listeners who are much younger than I am. This is in the 2000s. And we really didn't have the programs and the policies and the opportunities that now so many firms are making available to working parents and new parents. But before all that I grew up in Maine, so a long way from Calgary, but somewhat similar weather I think. Truly, I just had a terrific childhood. You know, I spent most of my summers on the ocean, on the main coast, on a sailboat, and went to college in Maine at Vates and then moved to Chicago, and shortly thereafter went to business school at Northwestern, and everything started from there.  Tim 04:29That's excellent. And when you think about an industry and a location to cut your teeth, in the professional world, I can think of few examples that are more aggressive than Wall Street. So, I mean, you were in with both feet. This is not for the faint of heart. Erin 04:48No, and I didn't go into it with eyes wide open. I'll be honest, I had been in healthcare previously before going to business school and actually expected to go into healthcare management. I loved, I was a fundraiser primarily raising money for cancer and women's health programs. And really saw that as my career path forward when I was in my mid-20s. What happened in Business School is one, I figured out that I was very bad at consulting interviews, because that's the direction I was heading down. So, when I failed at those, I had to pivot pretty quickly. And it was actually one of my dear friends, he said to me, one evening, early in September of our second year, he said, Erin, you should go into banking. And no one had ever said that to me. And my dad's the CFO, you know, he'd worked with nurses his whole career, but I literally had not had a math class in years. And so in order to really make that change, for a career pivot, I had to get a lot of classes, I took a lot of finance classes, in my first semester, and I got very good at interviewing for the banks, and interviewing for the banks is a whole different experience than interviewing for consulting. And it turned out that I was very, very good at solving the questions that they were asking. And so when I, you know, hit Christmas time of my second year, I had eight banking offers. And I really had my choice of where to go next. And I always say I picked JPMorgan because, during my holiday break, my future boss called me one time over the holidays. And he wished me a Merry Christmas and said he hoped my family was well. And the competing firm called me every single day of my holiday break and started to badger me about why I had not accepted the offer. And what that taught me, this was an early tell that I picked up on, is that I am not the type of person who's going to call you every single day and try to make a sale, that would never have been me. So, I realized pretty quickly that I'm not going to fit there. And I fit very, very well at JPMorgan. Tim 06:34There's two things I love about that scene that you've painted for us. The first is that you're not going to be the one that's going to be pushing rope, you want to be pulled into something and you want others to be pulled into something. The other thing is you dropped the word tell. That was an early tell that they gave you which I think pulls us right towards the knowledge that a game like poker can begin to give us. You're in Wall Street, you start your career there. How then does that take you to now? Can you give us a bit of a sense of what the travels were at that point? Erin 07:08It was not at all a linear progression. And truly when I say I would still be at JPMorgan, I would still be at JPMorgan if I had been able to solve for the early motherhood challenges that I experienced. But it ended up being you know, as so many times in life, you know, when the door closes, the window opens. And I think you know, several windows opened for me. The first is that I was able to move into startups. And then secondly, one of my original, very early clients at JPMorgan, I had stayed in touch with all those years. And she had this idea around teaching teenagers how to play poker, particularly teenage girls. And she shared it with me over the holidays in 2019. And I said that's a really stupid idea. And I really meant it. Because my whole time on Wall Street, there was always a poker game going on. And I never felt included. But worse, I never felt like I could ask to sit at that table. I just didn't see myself there. And so poker was always on the periphery. But I was never a part of that game. So, once you have this idea, and what the reason I said it was stupid is because I couldn't fathom outside of you know, James Bond, Hollywood movies, and basement really gross places where men play poker. I couldn't fathom what this could become. Fortunately, she laughed too. And she came back a few weeks later. And she said, No, I really think you need to get involved with this. And that was three weeks before the pandemic. And if you can remember in February, and going into March, none of us thought this pandemic thing was going to last very long. And at that time, when you think about poker, you think about real humans, real chips, real cards, it's very hard to imagine this game in a virtual world, especially when you don't know how to play it. But that's exactly what we had to figure out. And the pandemic was our perfect storm. Because while the teenagers went the wayside because they were so overwhelmed by their new virtual lives, suddenly, every single company around the globe was looking for a way to get us to turn our cameras on, and to engage with each other. And just at that moment, we had created a virtual curriculum. We had a poker app to play on. And we were able to really break down the barriers of bringing the game into companies first in America, and now globally.  Tim 09:17When you think about breaking down barriers, that really is one of the key parts of this, and I thought you'd been in Wall Street, there was a poker game going on all the time, but you were never at the table. And women and even men, often the challenge that they come to me with is I want to go up in the organization, I want to be in with the senior team, how do I get invited to these tables? How do I position myself so that I can, you know, get behind those closed doors so that I can be part of things and that's a huge progression that when leaders are wanting to really accelerate their career up into senior leadership and executive leadership. That's a skill that many people have to stumble upon, and not necessarily learn. So at this point, you've got this, this app, perfect storm, things are rolling. I mean, I remember that wasn't that long ago. But I remember myself getting involved in virtual social activities, just so that we didn't feel like we were going crazy. When we were in the middle of lockdown up here in Canada. You were positioned there. And so what was the initial reaction? Were businesses clamoring to get on this? Was it individuals? Were you originally marketed as this way to get women involved? Erin 10:39We were as soon as we pivoted to corporates. And we actually started with Morningstar. So, a very well-known financial firm headquartered in Chicago. I think back to 2020 and them being willing to take a risk with us because we were clunky. Like every other business that was now a virtual business and trying to figure out how to, you know, engage across the screen. What we figured out pretty quickly though, is 1. Poker has to be fun, doesn't matter who the players are, you have to think this theme is fun in order to want to come back. And then 2. because poker is such an intimidating game, for so many people. It's the jargon, it's the rules, it's the math, all these things prevent people from wanting to engage with the game. We knew very early on, we had to make it highly accessible, and very bite-sized. And if we could get those two things, right, make it fun, so you want to come back, make it approachable and quick to learn, so you only have to remember two or three things in every one of our classes, then you're going to start to engage with us. And that was the secret sauce is exactly as you described him. During that first year, the pandemic, people were looking for regular touch points with other humans. And we were a little tired of talking to the ones that were living in our homes at that point. And so the opportunity to be in a classroom setting, playing a game, getting better at the game. And best of all, in a competitive game, there is something that brings you back. And you have to understand what Poker Power, there's no money transacting. So, there's no gambling, there's no money put into the app, it is truly competing for bragging rights and a leaderboard. And that was enough, it's still enough that you know, you want to see your name at the top of that leaderboard. And that's what we figured out. And then we were able to package it up as leadership development, professional development, and started first with financial firms because that's where we have so many good relationships. And now we have 230 corporate partners. So, we have expanded across industries, all sizes of firms, and women at every level. You know, as much as I love having interns and associates. I also love having the C-suite learn to play this game.  Tim 12:37Yeah, for sure. Okay, so let's get a little bit into, there's two things that I want to know when I'm trying to decide what order to hit them in. I want to understand why this speaks to you. And when you were going out for funding, what was the personal skin you had in the game? Right? Why was this particular venture so compelling for you to get involved in? And then I want to get into a little bit about the mechanics and what a person can actually learn in poker that they can't learn otherwise. Erin 13:06During my time in banking, during that first year, at the end of the first year, you all get a bonus. The firms done well, your team has done well, you've done well, you get a bonus, and it's a large number, it's usually more than just your salary. And when I received my first bonus, it was a really big number for me, because I was coming from a nonprofit background. And I received it, I shook my boss's hand, and I adored him. I learned so much from him over the last year. And I just said thank you very much. And I walked out of the room. This is at a time when there were paced secrecy rules. So, you were not allowed to share your numbers. Some of that has gone away, a lot of it truly hasn't. But as often happens, you know, it gets late at night and all the new cohort gets together and you share. And in that moment of sharing, I learned that I was paid significantly less than a male colleague to the point that it was 1000's of dollars, not hundreds of dollars. And my response to that was, how did you get that? It was a genuine question. How did you get so much more? And his answer was that he had asked. And for me, it had never crossed my mind. I was supposed to ask for more. And that sounds crazy to me now because now I know how to negotiate and so many people know how to you have to ask in order to receive. But I truly was just in a position of being grateful. I went on with my career, things got better. I'm glad I learned that lesson early on. However, it always stuck with me as why didn't I already know how to ask? Why wasn't comfortable? I didn't have the confidence, the courage, the background, and what was holding me back? And if it's holding me back, it's probably holding back a lot of other people, especially a lot of other women. And so fast forward almost 20 years later, I do a TED Talk and the TED talk is all about equal pay. Because truly from that day of not receiving the bonus I wish I had I got on to the Equal Pay bandwagon. And in that talk, I have five really great solutions for equal pay, none of which are poker because I didn't know about poker yet. But I say if I were to do that same talk today, I would only say the answer is poker. And the reason for that is through learning poker and playing poker, you are honing the skills that you need for negotiation in a really critical way. And you're building confidence and you're building confidence certainly in the game, which then translates to more confidence. All of those things will be done at the poker table. So, it is very personal to me because while I missed out on an opportunity, you know, early in my career, I don't want other women to miss out on it.  Tim 15:29What are some of the key skills that poker teaches? Could you give us some of the highlights? Erin 15:35Our curriculum has 12 leadership lessons. So, each one of our weekly lessons has one of the skills as the theme. The first lesson is courage, it takes a lot of courage to sit at a poker table. The second one is bold, and the word bold really is slash aggression. So, the word playing aggressively the word aggression in a poker game is a really strong positive. And the reason I say that is and you've played poker Tim, so you understand, is so often at a poker table, nobody has a made hand, you know, so it really is going to come down to the person who's going to play their chips most aggressively, and get the other players to fold, that person's gonna win the hand. That is something you have to practice, shoving your chips all in, when you have imperfect information, you don't know the cards still to come. And you certainly don't know what the other players have. That's a learned skill. Because it's scary. Like the first time I ever did it, I had butterflies and I wasn't even playing for real money, and I still had butterflies. So, lesson number two is being bold and aggressive. And then we go on with risk-taking. With every hand that you play in poker, it's a risk because you don't know the outcome. One of the great things about playing a poker game over and over is you get immediate feedback on your risk-making decisions. There aren't a lot of areas in life where you get that immediate feedback, like that was the right decision, you won the pot, that could have been a better decision had you made some different decisions along the way. We continue with resilience, perseverance. We do teach poker math, it's a really important part of the game. A quick story about poker math is that it used to be lesson three and it was our most skipped lesson during the pandemic. And we couldn't figure out why. We're like, Why is no one showing up for poker math, until of course, a marketing person said, Well, you're calling it poker math. Tim 17:16Poker math. You said the “M” word. Erin 17:18So, we moved it to Lesson Seven, because I know once you've already taken six lessons, you're probably gonna come back for lesson seven. And we now call it calculating. It's really about the calculations and the equity and the probability of the game that we want to teach. Tim 17:34The thing that really resonates with me is this idea of aggressiveness and boldness. And, you know, when we think about… I think I can't remember what the number was. But when when we have a reaction to men, or women being aggressive in the same situation, 76% of the time, women will be seen as too aggressive. When they're right at the same level, when only 26% of men will be accused of being too aggressive. And there's all sorts of labels. And there's all sorts of mechanisms in place, cultural mechanisms, and whatnot, that really work against women in the boardroom, where they're written off, or they're talked about as being too emotional, or they're talking about, you know, all sorts of manner of degrading assumptions can be made. You know what I mean? This is very common. I've seen this happen firsthand, where women are made to feel not enough in the situation when they push their chips all in. So, focusing on that for a minute, when we think about the kinds of lessons that you teach in that first or second segment, what would be one of the key messages that you draw out of that? Erin 18:49You know, it's actually fascinating to watch a total novice play this game, in the early days, because typically, in the beginning, there is a lot of hesitation to push the chips all in to shove. And the reason is, even though there is no monetary value, is that a woman will say during the game, that's so many of my chips, can I just hold back a few of them?  Tim 19:13Ah, scarcity mentality?  Erin 19:14Yes, and I have now played poker with a lot of men, and I have never, ever seen a man say, can I hold back a few of my chips? And I think it's that pattern of behavior that we are trying to change. And so if I can get you to practice, it's a physically doing the move. It's physically feeling what this feels like to have something at risk. And it's also getting that, you know, did you win the chips, or did you not win the chips? It's often good that you don't win the chips and you lose, because then we pause, and we talk through what happened. And so there's this learning element to decision-making that is so critical to making better decisions. And so one of the things that you will see with professional poker players is they write down their hand histories so they're, you know, if they're on their phone, they might be surfing but they're probably write down their hand histories, so they can go back and study points in the game where they made a misstep. It's a very analytical game from the sense of you can improve game after game, day after day, week after week. And you can see that improvement. Yeah, I've now been playing almost four years, and I play a lot of poker now both do in our app, and I also play in Vegas. And I know I have better. Am I great at this game? Absolutely not. But has it given me a new framework and a new method of problem-solving, and thinking through situations where there's a number of different outcomes that could occur? Absolutely. It's changed my perspective. Tim 20:34It's funny to talk about hand history because often one of the coaching techniques that I'll use is to have people even write down and observe, what are they feeling in the moment. How are they playing this situation with a staff member, or with a boss, or with a partner, or a customer? At one point, you have to be there, you have to be present, you have to be authentic, you have to be building trust, but at the same time, you have to be fluent in how do I typically react in this situation? And what is that like? And is this, am I feeling the pressure or the tension with a belief of what I'm capable of or not capable of? And is that pulling me towards a certain behavior? And can I resolve that tension? So, I can act in the manner that's needed in the moment? And you know, hearing you speak about poker and I remember, I believe it was when we were in Inventures, or maybe it was your presentation. But it was the notion of, yes, I feel this way. Yes, I feel nervous or whatnot. But now I can shelve that. And I can make the right move. And I can essentially, observe my own behavior and get out of my own head and say, What is the situation require? And how am I going to behave in this situation? Right, so that it can become somewhat, not careless, but in fact, very, very intentional. And it's like I'm about to make this move. And it may not be comfortable. And that's not the issue, the issue is, what's the right thing to do in the moment?  Erin 22:06Right, and it's the repetition because one of the great things about poker is it's a very fast-moving game. And so yes, you lose a hand, you give up some of your chips, but the cards are already getting redelt for the next hand. And it is because of that practice, you get to do, you know, in an hour playing poker, you can play 10, 15, 20 different hands. And so you're getting to make a number of decisions, with all these different inputs that are always evolving, you know, as the cards come out in the center of the board on the other table, your decision-making is going to change based off of new information, and based off of what you're observing from the other players. So, it's a very dynamic game from that standpoint. And you have to keep rethinking, what do I do next? You know, how big is my chip stack? How big is your chip stack? What are the patterns that I've observed with you over the last half hour and what do I think you're going to do next? And all of those characteristics make it such a fascinating game, to practice because it is the boardroom, it is the interview room, often it is the classroom. And so if you can get better in a simulated scenario, you're going to be able to translate the gameplay from the table to the gameplay in your real life. Tim 23:14Yes, and I think and you'll be able to carry that metaphor back into your real life. Whereas when you're learning it in that metaphoric sense, in this arena that's taken away from the regular work world, you're able to approach things with a lot less fear. And I think what's important here for people to realize, too, is that it's not just an app, yes, you're training people on the app, but you're also running live events. And you're working with corporations, and you're working with higher education institutions. And you're able to bring this into a very real situation where you have colleagues playing together, and they're able to pull out of that. And if I go back to that D&D thing, we have a program called Budgets and Boardrooms, which is based on it's a D&D module that we play in a business sense, and it's pretty–Erin 24:00Oh, I love this. Tim 24:01Oh, yeah, it's a lot of fun. But, you know, when we think about these opportunities that leaders have to build teams, or to impart skills, or to really challenge limiting beliefs, you know, Poker Power gives us an example of that, in that there are some characteristics that leaders should be looking for, and you've spoken to a lot of them already, where they're able to be in this sandbox. They're able to experience the consequences of their decisions very quickly, far more quickly than you would get in normal life. So, that they can practice, and they can see themselves, and they can have this iterative type of development experience. And those are very important. What would be some of the other things that just generally you think that a good off-site or development session has, naturally I appreciate that Poker Power would be demonstrating that but on a wider contextual basis, what should leaders be looking for?  Erin 25:00Stay with poker for just a moment, but then I will go from there is the poker table of being a meritocracy. And I think that is a critical factor when you gather people together of all different levels. And the reason it's meritocracy is if no one really knows how to play this game, then it doesn't matter where you went to school, doesn't matter what your title is, doesn't matter how big, or strong, or tall you are, all of those things typically designate winners in our culture, in our businesses. And all of that goes away. Because at the poker table, the only thing that matters is how you play your cards. And that's all up here, that is inside your head. And for women in particular, it levels the playing field immediately. And in fact, one of the best things about poker is you actually don't ever have to speak. And the reason I highlight that is so often in a boardroom setting, in a meeting setting, a woman will contribute an idea or plan, and she will be overtalked, or the idea will be taken and put into the mouth of someone else. And this is a real pet peeve of mine and something that I care a lot about women being able to reclaim their words and their ideas. So, they do own them. That happens at a poker table because you don't have to speak all of your decisions, all the way that you show value is through how you maneuver your chips. And it's like a light bulb, you know. And so I like to take the scenarios that happen within a poker game, and then translate them to the real-world scenarios that you know, all of us are experiencing in our business lives. I think another thing that is really important, is enabling women to feel that they can take a risk. And it is, okay, if it fails. You know, so often like you think about when women apply for jobs or promotions, will only do it if we literally tick every single requirement that's been put into the job description, and then men only need five or six, if that and they're going to apply. So, women are more hesitant in many scenarios to take that risk. When you are playing poker, unless you literally plan to fold every single one of your hands at some point, you're gonna have to put chips into that pot. And that's a risk. And so I want you to know that even if you lose the hand, there's a lesson and a learning that's going to come to that, that as you start to piece together these different learnings from the poker table, they're going to start to make sense and how you interact and behave within a business setting. Tim 27:21That I think is such a great takeaway from this in the sense of, you know, it is two things there. One is what do we do in the face of risk? And are we able to translate that risk into opportunity? Is it the risk itself that creates the differentiator that allows one person to move forward or not? And how we handled I think that's a great part. The other thing is, and I know this as a coach, and learning and development specialist that facilitates a lot of these team sessions. Primarily, the tools we give people are verbal in nature. And so, you know, you've really got me thinking what a bias that immediately imposes that we talk our way out of situations, or we do these kinds of things. Whereas the physical, and the ability to let you know, even for myself when I'm say facilitating a strategic session, or if it's a conflict resolution or something, silence is such an important skill for me. There was a great book back in the day that was for facilitators called, Don't Just Say Something, Stand There. And it was like, just let the room breathe and see what they're going to do. And that silence is a very real power. And sometimes the person who speaks first truly does lose, wow, that's not entirely true. But it's like, you know what I mean that you need to you need to use it, and you need to use your physical presence as well. Erin 28:47There are certain moves in poker, in the actual gameplay that we talk a lot about, just as you have said. So, the move that you just described that pause, and call it the power of the pause, that's the check move. So, when you're playing a hand of poker, it's your turn, and you're the first to act. And so you have a decision to make, you can put chips into the pot, you can raise the amount of chips in the pot, or you can literally tap on the table or verbally say the word check. And what that does, is it gives you that breathing space so that the gameplay moves to the person who is to your left, and they will then make their decision. If they decide to put chips in, it's going to come back around to you. But in that moment of checking, you're saying, I'm just going to observe what's going on here. I'm going to step back for, it could be seconds, it could be you know, 30 seconds, and really think through my next move here. That's huge. That's huge that you can play a game where you get to actually control the tempo of the game and how you play your moves. Because that's what you want to do in a negotiation. You don't always want to be the first to speak, you want to state you know what you want. You want to give the breathing space for someone to respond to you. Tim 29:50You don't want to set an anchor. Erin 29:52Yeah, you've gotten them to speak first and then you can take that moment of pause and I think so often we are, and partly, it's just, you know, having spent so much of our time now in a virtual world and we have so many digital inputs that come to us, is we feel this need to respond immediately, to a slack, to an email, to that text message. And in fact, I use the power of the pause, that check move in just my day-to-day interactions with my team, with other people within the firm. Like, I actually don't have to answer this right now, I can pause and I can think through what I want to say, that's empowering to know that you can do that. Yeah, and then I think the other move that's so important that follows that that check is the power to raise. So, to really put a lot of value into a poker game, and say that you're dominant, to tell the story because so much of poker is telling a narrative of strength or weakness. And so you put a lot of chips into the pot, and you are telling everybody else that you'd like your hand. Now, you might be bluffing. And bluffing is a really important skill in poker. Or you might actually have, you know, those two kings are those two aces and a really strong hand. But you're able to decide how you're going to maneuver and push around other people at the table. And I always say that when women get a big chip stack, so they have a lot of chips in front of them more than anyone else at the table. We always say you're now you're the bully. And that's a real like, you will see women actually sort of recoil at that word or like pause, like, why are you calling me the bully. And I'm saying in a really positive way, you're the bully at this table because you have the most value in front of you. And you can push other people around. And so infrequently do we get into those positions of power that we can make in the workplace, doing it at the poker table is incredibly enlightening. And it also helps you understand being on the other side of that when you don't have the big chip stack and you're being bullied around, what does that feel like? Tim 31:42We're talking about bullies, and we're talking about the ability to force people's hands or anything along those lines. Poker is naturally an adversarial game. And so I mean, it is really us against the table. But I think it's important for the listeners to realize that even though we're testing it, we're testing ourselves in that form. It doesn't preclude us from being collaborative, it doesn't preclude us from coming together and accomplishing something. However, when it comes to getting your thoughts across, or being as influential as you need, or having that confidence, or being able to articulate and represent an idea, without softening or stepping back on important issues, and the rest of it, that's when these skills come in. So, they're not absent in a collaborative sense. I mean, obviously, we're not going to bring a bully methodology into a team environment. But they do exist. And it's not about always seeking a win-lose. It's about making sure that you advocate for yourself and advocate for your ideas. And, you know, sport teaches us so many good things about this, but not everybody has had the experience of having to be in an aggressive competitive environment, be it sport, or dance or gymnastics, or Taekwondo or whatever they're doing. Fencing, you know? Erin 33:01Yeah, no, so many young women drop out of sports once they hit high school, you know, 13-14 years old, and they and they stop. And one of the surprising things that has happened in our games is that, yes, it's a zero-sum game, just as you describe, one person is going to win the pot, everyone else is going to lose, and you don't want to play again. But in that moment of someone winning, what is happening at the table is very fascinating to me, because the person who wins is, she feels like a rock star, like literally feels like a rock star. And she's often you know, taking pictures and selfies of herself, scooping those chips in. But the other thing that's happening at the table is those eight or nine other women that she's seated with, they're celebrating her, and that I do think is a very uniquely female characteristic is you just took all my chips, but I am so incredibly proud of you, I am so happy for you. And the reason this is so important at our poker table is our tables feel good. So, even if you lose all your tips, you're doing it in a setting that feels very collaborative, very supportive. And one that you want to be back in again, like women tend to like those types of environments, we're willing to play the game. But we also want to make sure that we're all feeling really positive about the game. And I think that then lends itself to the poker table being a place where networks are formed, relationships are built, deals get made, we know that's what happens, you know, at or at real poker tables. And we want to give women those same spaces and environments to experience them. Tim 34:28It's got me thinking back to, you know, when you see these caricatures of people, when you watch professional poker on TV, oh, and by the way, I mean, there's a reason it's on a sporting network and not on something else, right, because it really does have this competitive edge that you don't find in a lot of cerebral games. You know, but you see these caricatures and these archetypes of like the Phil Hellmuth where he's just, you know, the biggest whiner when he's losing and so arrogant when he's not versus other players that come to the table. And at least they're controlling it that way. But they want to have fun. And they're trying to encourage, you know, they're wanting to make it jovial. And notice the others that sit there and say absolutely nothing. What a way to be able to explore who we are, and really test ourselves and become fluent in how we're going to approach certain situations and gain some awareness and face up to some potentially challenging facts about ourselves, and maybe how we were raised or what beliefs and identities we hold. And we have accessible to us so that we can fill our toolbox with other options. So, I mean, this is really exciting stuff. Erin, I hope we get another chance to talk and see how this goes. I think it's absolutely fascinating. And I can't wait to hear a little bit more. But in the meantime, let me ask you a couple of questions. When it comes to Poker Power or your life in general, what's the most exciting thing that's happening for you right now? What do you have going on? Erin 36:03Well, I'm in a state of transition personally, in just that my children are grown, life is going to probably take me in a different direction. Certainly where I live is changing. I actually live in North Idaho of all places. And so I think, you know, there's a personal transition that will happen in my life, and I'm really excited about that. I love change, I thrive on change, so it doesn't scare me. And when people say, Well, what's next, I'm like, I don't know, it's gonna get figured out, you know, the cards aren't all dealt yet. So, we'll just wait and see. I think for Poker Power, we're also in a state of transition, you know, we've been a startup, successful startups are very good at trying a lot of experiments or pilots, things that you fail at, you know, that's what makes a really good start, because you've failed a lot. And you've learned from it. And you've been able to pivot and really focus on what is working for the business. We're at that stage now. So, our corporate program is fantastic. You know, we have inbounds from corporates all over the globe. And we work in 40 countries virtually. And so we feel that's a really strong part of the program. What's coming next, though, is I need that teenager, and I need that young woman who's in college, because if we can get her to start to think and strategize and negotiate like a winning poker player today, you know, when she's 20 years old, not 40 years old, she is going to enter the workforce on a more level playing field, at our origin, at our most important mission at Northstar, that's what we're trying to do is get the skills and strategies into the hands of young women as early as we can, because we really do think it's going to have a generational impact on leadership and success. And then I think, what's next, I'm hoping to get to the beach in a couple of weeks. You know, it's been a long year. So, I'm not heading back to Canada, as much as I like to ski and as much as I love Calgary. I'm heading to the beach, here in a few weeks.  Tim 37:53That's great. If people want to get in touch with you, where can they reach out?  Erin 37:56Yeah, so pokerpower.com is our website, you can access our app there. And you can also get it from any of the app stores. It's called Poker Power Play. And that's how you can start your poker journey with us, you can also register for virtual lessons that we offer every week, you can do that on the website. And if you just want to reach out to me personally, please do so on LinkedIn, I'd be happy to DM with you and learn more about, you know, any of the interests that you may have.  Tim 38:20We'll put all of those links down in the show notes. Last question here. If you were to have a wish, for one of the leaders listening today, what would it be? Erin 38:31I would say to say yes, more than no. And the reason I say that is for about 25 years that has really been my life motto is that I say yes to everything. And that gets me in trouble, absolutely. I get myself into situations that I don't know how to solve, necessarily. But I figured them out, you know, with a lot of effort. And you know, a lot of us sort of self-awareness, I figure things out. I think leaders have to fail too, they have to say those yes's, and then they have to have mistakes that are made and lessons that are learned you can't ever stop, you know, those experimentations and taking the risk. And I love being around people who say yes, instead of no, in all parts of my life, I find that very energizing. Tim 39:11You can't lead from the room that you've closed the door on yourself. Right? But you can certainly lead when you've said yes and you're on the other side of the door and then we'll take it as it comes. Right? But anyway, Erin, this has been absolutely fascinating. I am just tickled that you and I had a chance to talk again, and I can't wait for the next opportunity. So, thank you so much. Erin 39:32All right. Great to see you, stay warm up there. Tim 39:35Will do. Okay, see you soon. Tim 39:38Thank you so much for listening to Sweet on Leadership. If you found today's podcast valuable, consider visiting our website and signing up for the companion newsletter. You can find the link in the show notes. If like us you think it's important to bring new ideas and skills into the practice of leadership. Please give us a positive rate rating and review on Apple Podcasts. This helps us spread the word to other committed leaders. And you can spread the word too, by sharing this with your friends, teams, and colleagues. Thanks again for listening and be sure to tune in in two weeks' time for another episode of Sweet on Leadership. In the meantime, I'm your host, Tim Sweet, encouraging you to keep on leading.

In a world where AI is advancing rapidly, it's easy to feel like our jobs and skills are at risk of becoming obsolete. But according to Duncan Wardle, former head of creativity and innovation at Disney, there are four human traits that will give us a competitive edge over machines. In this episode, we explore these four traits - curiosity, creativity, imagination, and intuition - and learn how they can help us succeed in a tech-driven world. Duncan shares insights on why these traits are so valuable and how they will become increasingly important in the years to come. As he points out, these skills are ones we were all born with and will be the most employable in the next decade precisely because they are the hardest to program into AI. Join us as we explore what it means to be human in the age of AI, and discover how these four human traits can help you unlock your full potential and thrive in the years ahead. Watch the documentary Connect with Sabba

Former VP of Innovation & Creativity at The Walt Disney Company Duncan Wardle shares how everyone can be creative, how Disney works to innovate and the time Roger Rabbit met Princess Diana. Learn more about bringing Duncan in to speak: https://premierespeakers.com/duncan_wardle

Duncan Wardle, former head of innovation and creativity at Walt Disney Company, will serve as the closing speaker at the ASCE 2022 Convention, Oct. 26 in Anaheim, California. In episode 130 of ASCE Plot Points, Wardle talks about innovation and how to do it.

How does a business manage to stay relevant in a world of rapid change? In this episode we are live from Oslo Business Forum to talk about innovation and creativity with guests Duncan Wardle, former Vice President and Head of Innovation and Creativity in Walt Disney, and Bent Ove Jørgensen, Head of Innovation and Ventures, Part of Strategy, Innovation & Design at Deloitte. Hosted on Acast. See acast.com/privacy for more information.

As Head of Innovation and Creativity at Disney, Duncan and his team helped Imagineering, Lucasfilm, Marvel, Pixar, and Disney Parks to innovate, creating magical new storylines and experiences.He now brings his extensive Disney expertise to audiences around the world using a unique approach to Design Thinking, helping people capture unlikely connections, leading to fresh thinking and disruptive ideas.Delivering a series of keynotes, workshops and ideation forums, his unique Innovation toolkit helps companies embed a culture of innovation into everyone's DNA.Duncan is a multiple TED speaker and contributor to Fast Company, Forbes & the Harvard Business Review. He teaches innovation Master Classes at Yale, Harvard, and Edinburgh University. Pre-order my new book 'The Path of an Eagle: How To Overcome & Lead After Being Knocked Down'.AMAZON USAMAZON AUSSupport this show http://supporter.acast.com/thestorybox. See acast.com/privacy for privacy and opt-out information.

As Head of Innovation and Creativity at Disney, Duncan Wardle and his team helped Imagineering, Lucasfilm, Marvel, Pixar, and Disney Parks to innovate, creating magical new storylines and experiences. He is a renowned expert in developing innovative, magical brands, engaging stories, and creative experiences that drive results. Duncan is a multiple TED speaker and contributor to Fast Company, Forbes, Entrepreneur Magazine, & the Harvard Business Review. He teaches innovation Master Classes at Yale, Harvard, and Edinburgh University and has won impressive AWARDS such as an Honorary Doctorate in Business Administration, Edinburgh Napier University. The White House American Citizen Award and the Duke of Edinburgh Award. Duncan's Theory of Creativity™ unique design thinking creative process and tools have created innovative business results for Disney, Pixar, Marvel and Lucasfilms as well as other Fortune 100 companies such as Pepsi, NBA, NBCUniversal, Coca-Cola, IBM, Princess Cruises, Apple and more. For more on Duncan or to book him to speak: https://www.calentertainment.com/portfoliotype/duncan-wardle/Love the show? Subscribe, rate, review, and share! https://www.calentertainment.com/virtually-speaking/

Duncan Wardle, vicepresidente de la innovación y la creatividad de Walt Disney Company por muchos años, decía que "la inteligencia artificial es maravillosa pero no importa cuán sofisticada sea, jamás podrá imitar la creatividad humana".Hoy día la tecnología es la herramienta fundamental para crear, diseñar y canalizar las nuevas ideas por tanto se entiende que la creatividad debe hacer uso de esta herramienta para lograr las metas propuestas.¿Cómo pueden ir de la mano la creatividad y la tecnología? ¿Qué relación encontramos entre creatividad y la tecnología? En este episodio de Creatividad en Ñ todas estas preguntas serán aclaradas en la voz de nuestra invitada, Ashby Solano. Nuestra ponente es diseñadora industrial graduada en la Universidad de Los Andes con más de 10 años de experiencia en diseño de producto. Se define como alquimista del diseño, tecnóloga y creativa.Ingresa a https://Bunniecakes.com y obtén un 30% de descuento en tu factura usando el código CREATIVA30Contacto:ideas@creatividadeneñe.comAmaranta Martínez https://www.instagram.com/thesuperama/ Jucel Meneses https://www.instagram.com/jucelmeneses/ CULTURIZANDO https://culturizando.com/podcast/

Hvordan sikrer man en innovativ kultur i en stor organisation? Det undersøger vi i dette interview med Disneys tidligere VP for Innovation & Creativity, Duncan Wardle, som her genudgives i en udvidet udgave, du kan lytte til i din juleferie. For er der noget, som Duncan og Disney kan, så er det at fostre gode ideer. Medvirkende:• Duncan Wardle, tidl. VP for Innovation & Creativity i Disney• Anne Kathrine Wennergren Holm, Head of Innovation & Tech Solutions i Deloitte Danmark

Gabe interviews convention keynote speakers Duncan Wardle and Ben Nemtin. These two dynamic individuals will address the power of “thinking different” and resilience in the face of uncertainty. There's so much to learn and be inspired by!

How does a CSP with a huge investment in their networks get the most out of infrastructure? By taking a page from the playbook of the Masters of Monetization. 30-year veteran Disney executive Duncan Wardle shares his insight into how The House of Mouse achieves such a high ROI and what a mouse can teach the telecom industry about being a lion in its space.   

Companies need to be innovative to get their brands noticed – among customers, partners, employees – and ultimately to thrive from a business perspective. And this concern for innovation shows, at least on paper. In 2012, a report by The Wall Street Journal that remains relevant and cited today reported interesting infographics: over 250 books published in the last 90 days had the word “innovation” in the title, 43% of the companies surveyed had a Chief Innovation Officer, and the term “innovation” was one of the most used words in financial reports of U.S. public companies. In sum, we have been hearing the term “innovation” everywhere and have been made to believe in its importance for almost two decades. Yet, while we all have a sense that innovation is not the privilege of the Silicon Valley, MIT, or Japanese research labs, and that it does not necessarily relate only to product features, the actual meaning of the notion remains somehow nebulous and difficult to pin down.So who else than the innovation culture guru Duncan Wardle, based in the U.S., to talk about this essential topic today? Having worked at Disney for 25 years, most recently as Head of Innovation and Creativity, Duncan now serves as an independent innovation consultant, and founder of the company ID8 & Innov8, helping companies embed a culture of innovation and creativity. His unique process called “Design Thinking” helps people capture unlikely connections, leading to both fresh thinking and revolutionary ideas. Leaning on his experience at Disney, Duncan's unique approach not only places the end user at the core of the creative process but also looks in new places to uncover insights for innovation and truly disruptive ideas. Unsurprisingly, Duncan is a multiple Ted X speaker and contributor to Fast Company magazine. He teaches Innovation and Design Thinking Masterclasses at various universities including Yale University, in the U.S. This episode of Brand&New is sponsored by Brainbase.Every two weeks, on Tuesday, Brand & New gives the floor to inspiring individuals, with a 360-degree vision, to help brand owners, intellectual property lawyers, and marketing and finance professionals (and beyond!) stay curious and agile in an ever-evolving business environment. Brand & New is a production of the International Trademark AssociationHosted by Audrey DauvetContribution of M. Halle & S. Lagedamond - Music by JD BeatsThis episode of Brand&New is sponsored by Brainbase.FOR MORE INFORMATION, VISIT INTA.ORGTo go further:About Duncan Wardle (link to https://duncanwardle.com/meet-duncan-wardle/)Also of interest:TEDxAUK:  The Theory of Creativity with Duncan Wardle (link to https://www.youtube.com/watch?v=_8MwiGYzlyg)TEDxBocaRaton:  Creating Relationship Magic! with Duncan Wardle (link to https://www.youtube.com/watch?v=-ungpMy1KzM)Fast Company: Four Ways to Set Your Next Brainstorm Up for Success (link to https://duncanwardle.com/four-ways-to-set-your-next-brainstorm-up-for-success/)INTA Brand&New episode with Shelly Lazarus: https://www.inta.org/podcast/branding-meets-innovation/Harvard Business Review: The One Good Thing Caused by COVID-19—Innovation (link to https://hbswk.hbs.edu/item/the-one-good-thing-caused-by-covid-19-innovation)Forbes: Seven Steps

พบกับเรื่องราวการสร้างความคิดสร้างสรรค์จากการทำธุรกิจภายใต้แบรนด์ Disney บทความจาก Harvard Business Review เรื่อง "So, You Think You're Not Creative?" โดย Duncan Wardle อดีตรองประธานบริษัทด้าน Innovation and Creativity, The Walt Disney Company ในอีพีนี้ เรามาพบกับกฎ 3 ข้อในการสร้างความคิดสร้างสรรค์ เมื่อคุณฟังจนจบแล้วจะพบว่า ไม่ว่าใครก็ตามบนโลกใบนี้ ก็สามารถที่จะฝึกฝนตนเองให้สร้างความคิดสร้างสรรค์เพิ่มขึ้นได้ เพราะอะไรน่ะเหรอ ก็เพราะเราเกิดมากับมันอยู่แล้วน่ะสิ

พบกับเรื่องราวการสร้างความคิดสร้างสรรค์จากการทำธุรกิจภายใต้แบรนด์ Disney บทความจาก Harvard Business Review เรื่อง "So, You Think You're Not Creative?" โดย Duncan Wardle อดีตรองประธานบริษัทด้าน Innovation and Creativity, The Walt Disney Company ในอีพีนี้ เรามาพบกับกฎ 3 ข้อในการสร้างความคิดสร้างสรรค์ เมื่อคุณฟังจนจบแล้วจะพบว่า ไม่ว่าใครก็ตามบนโลกใบนี้ ก็สามารถที่จะฝึกฝนตนเองให้สร้างความคิดสร้างสรรค์เพิ่มขึ้นได้ เพราะอะไรน่ะเหรอ ก็เพราะเราเกิดมากับมันอยู่แล้วน่ะสิ

Welcome to RIMScast. Your host is Justin Smulison, Business Content Manager at RIMS, the Risk and Insurance Management Society.   April is Earth Month and everyone at RIMScast has sustainability on their minds! Sustainability is becoming a prominent topic when it comes to construction and commercial real estate. Risk professionals are integral to the conversation and decisions when it comes to the long-term effects of any construction project.   Joining Justin today to shed some light on this topic is Kyle Van Hoeven! Kyle is the Director of Enterprise Risk Management at the Lane Construction Corporation and has 20 years of experience in construction and real estate risk management. She is also the vice-chair of the RIMS External Affairs committee.   Together, Justin and Kyle take a closer look at sustainability as a new frontier in real estate investment, the initiatives gaining greater traction across the investment market, and what you should be paying attention to as a risk professional when it comes to sustainability!   Justin and Kyle cover a lot of (sustainable) ground — so be sure not to miss out on this great conversation!   Key Takeaways: [:01] About RIMS’s Global Membership. [:25] About today’s episode! [:34] About this year’s Spencer & Sedgwick 5K Fun Run! [1:05] About RIMS LIVE 2021 virtual event on April 19–29, 2021. [1:35] About today’s conversation with Kyle Van Hoeven! [2:11] Justin welcomes Kyle to the podcast! [4:19] How long has Kyle been a risk professional? [4:59] About Kyle’s role and responsibilities at Enterprise Risk Management. [5:09] How long has Kyle been a risk professional in the construction sector? [5:49] Kyle shares what she believes to be the state of risk management when it comes to construction, real estate, and sustainability. [7:42] Does Kyle look at Flint, Michigan as a worst-case scenario when it comes to accessible water? [9:29] Resilience and sustainability are no longer buzzwords; they’re actionable. Are these calls-to-action starting from risk professionals like Kyle or are they coming from others in leadership in the decision-making process? [11:12] How did COVID-19 change the way that construction is approached? [12:48] About some fantastic upcoming RIMS webinars! [14:06] Statistics from Facility Executive magazine say that the buildings sector currently contributes to nearly 40% of carbon emissions globally and nearly 70% of emissions in urban areas. Does Kyle keep these KPIs in mind as she approaches a project? [15:12] RIMS Live 2021 keynote speaker Duncan Wardle believes that purpose will be the defining factor for a successful business. Sustainability and environmental awareness often correlate with this as it can influence a person’s decision to become a tenant (or even an employee) of a certain location. Does Kyle see things through this same lens? [16:27] Kyle shares how sustainability is addressed in their ERM framework at Lane Construction Corporation. [18:20] Kyle shares her hopes for the profession in general when she considers infrastructure projects, commercial real estate, and sustainability. [19:57] Kyle’s experience in joining Lane just a month or two before the pandemic hit. [22:27] The heart of ERM. [22:52] Justin thanks Kyle Van Hoeven for joining RIMScast and shares some of the links to check out in this episode’s show notes!   Mentioned in this Episode: ERM Q&A with Kyle Van Hoeven: “New Avenues for a Veteran Insurance Company” (2018) RIMS-CRMP-FED Virtual Prep Course — May 24-26th, 2021 RIMS Webinars and Services: Register now for RIMS LIVE 2021, April 19–29, 2021! April 6, 2021 | RIMS Presents: “How to Defeat Work-From-Home Burnout and Zoom Fatigue Using Neuroscience for Risk Management Professionals” April 13, 2021 | “Thinking Differently About Risk: NextGen Risk Finance | Sponsored by Aon” April 15, 2021 | “Understanding Your Fire Protections” | Sponsored by TÜV SÜD Global Risk Consultants Upcoming RIMS Webinars On-Demand Webinars RIMS Advisory Services — Ask a Peer RIMS Virtual Workshops Spencer & Sedgwick 5K Fun Run, April 20, 2021 — Register Today! Related RIMScast Episodes: “SRM as a Design Tool for Smart Buildings with Val Loh” “City-Wide Risk Success with Betty Clarke, ORIMS Donald M. Stuart Award Winner (2020)” “SRM And Modular Healthcare Installation of the Future with Project Héroe Creators” Download any episode of RIMScast. RIMS Publications, Content, and Links: Risk Management Magazine “Innovation vs. Negligence,” by Steven Minksy | RM Magazine Risk Management Monitor RIMS Coronavirus Information Center RIMS Risk Leaders Series RIMS-Certified Risk Management Professional (RIMS-CRMP) RIMS-CRMP Stories RIMS Membership — Whether you are a new member or need to transition, be a part of the global risk management community!   Want to Learn More? Keep up with the podcast on RIMS.org and listen on iTunes. Have a question or suggestion? Email: Content@rims.org.   Join the Conversation! Follow @RIMSorg on Facebook and Twitter, and LinkedIn.   Follow up with Our Guest: Kyle Van Hoeven’s LinkedIn

Welcome to RIMScast. Your host is Justin Smulison, Business Content Manager at RIMS, the Risk and Insurance Management Society.   This week Justin Smulison is joined once again by return guest Duncan Wardle to conclude their two-part conversation on taking risks, innovating, and RIMS Live 2021!   As Head of Innovation and Creativity at Disney, Duncan led the team that helped Imagineering, Lucasfilm, Marvel, Pixar, and Disney Parks to innovate, creating magical new storylines and experiences for consumers around the globe. As the founder of iD8 & innov8, he now brings his extensive Disney experience as an Innovation Speaker helping companies embed a culture of innovation into everyone’s DNA.   If you have not tuned in to Part 1, be sure to give that a listen first! In this episode, Duncan and Justin continue their discussion about taking risks, innovating, and going virtual this year for RIMS Live 2021. Justin is also joined by Stuart Ruff-Lyon, RIMS VP of Events and Exhibitions, to talk about how RIMS 2021 will stand out among previous RIMS Live events, the benefits of going virtual, and what RIMS members can look forward to!   Key Takeaways: [:01] About RIMS’s Global Membership. [:26] About today’s episode with return guest, Duncan Wardle! [:37] About upcoming virtual RIMS offerings. [1:22] About RIMS LIVE 2021 virtual event on April 19–29, 2021! [1:37] Justin welcomes RIMS VP of Events and Exhibitions, Stuart Ruff-Lyon, on to the show for a quick interview before today’s conversation with Duncan Wardle. [1:55] Stuart shares how RIMS 2021 will stand out among previous RIMS Live events. [2:42] The benefits of the RIMS Live 2021 going virtual this year. [3:39] About some of the special new tracks that are unique to RIMS Live 2021. [4:29] How many sessions will be offered at RIMS Live approximately? [5:15] How attending the conference counts towards getting recertified for the RIMS-CRMP. [6:06] Stuart shares what RIMS members and attendees can expect from keynote speakers, Duncan Wardle and Jade Simmons. [7:15] Stuart shares some parting thoughts on RIMS Live 2021 and highlights some important dates and events to take note of between now and April 19th, 2021. [8:48] Justin welcomes Duncan Wardle back to RIMScast for Part 2 of their conversation! [9:28] On Feb. 9th, Duncan tweeted: “What would you do if there were no risks?” He shares what he posted as an answer to this tweet. Was this answer a rallying cry for what he is going to say during his keynote at RIMS Live 2021? [10:16] How the fear of taking risks can be alleviated. [11:11] What is the difference between a culture of risk and a culture of innovation? [14:43] Is there a fine line between good risk management and planned obsolescence? [16:03] As someone who is used to delivering speeches in front of large, in-person audiences, how has Duncan adapted and innovated his presentations for a virtual crowd? [19:32] Justin thanks Duncan Wardle for joining RIMScast and shares some of the links to check out in this episode’s show notes!   Mentioned in this Episode: RIMS Webinars and Services: Register now for RIMS LIVE 2021, April 19–29, 2021! March 17, 2021 | “The PAID Act: What Medicare Claims Payers Should Know in 2021” | A Free, RIMS Members-Only Webinar March 18, 2021 | “The Life Cycle of a Special Purpose Acquisition Company (SPAC)” | Sponsored by Gallagher March 23, 2021 | RIMS Presents: “Women’s Advancement in the Risk Profession” April 6, 2021 | RIMS Presents: “How to Defeat Work-From-Home Burnout and Zoom Fatigue Using Neuroscience for Risk Management Professionals” Upcoming RIMS Webinars On-Demand Webinars RIMS Advisory Services — Ask a Peer RIMS Virtual Workshops Related RIMScast Episodes: Part 1 of this Interview: “Duncan Wardle, RIMS Live 2021 Keynote Takes Innovation to Infinity and Beyond” “Career Notes: RIMS Live 2021 Speaker Jade Simmons Talks Risk and Music” “Disruption and the Digital Age with Ward Ching” “Risk in the Context of Music with Kai Kight” “Women’s Advancement in the Risk Profession” “Mindset Digital CEO Debra Jasper on Technology, Disruption, Social Media, and Communication” “Monica Merrifield on Innovation and Strategic Risk Management” Download any episode of RIMScast. RIMS Publications, Content, and Links: Risk Management Magazine “Innovation vs. Negligence,” by Steven Minksy | RM Magazine Risk Management Monitor RIMS Coronavirus Information Center RIMS Risk Leaders Series RIMS-Certified Risk Management Professional (RIMS-CRMP) RIMS-CRMP Stories RIMS Membership — Whether you are a new member or need to transition, be a part of the global risk management community!   Want to Learn More? Keep up with the podcast on RIMS.org and listen on iTunes. Have a question or suggestion? Email: Content@rims.org.   Join the Conversation! Follow @RIMSorg on Facebook and Twitter, and LinkedIn.   Follow up with Our Guest: Stuart Ruff-Lyon’s OPIS Profile Duncan Wardle’s LinkedIn Duncan Wardle’s Website (iD8 & innov8)

Welcome to RIMScast. Your host is Justin Smulison, Business Content Manager at RIMS, the Risk and Insurance Management Society.   The entire RIMS staff is working harder than ever to make RIMS Live 2021 unforgettable! In celebration of leading up to this exciting event, Justin Smulison is joined by the opening keynote speaker of the event — Duncan Wardle!   As Head of Innovation and Creativity at Disney, Duncan led the team that helped Imagineering, Lucasfilm, Marvel, Pixar, and Disney Parks to innovate, creating magical new storylines and experiences for consumers around the globe. As the founder of iD8 & innov8, he now brings his extensive Disney experience as an Innovation Speaker helping companies embed a culture of innovation into everyone’s DNA.   In this first part of a two-part interview, Justin and Duncan discuss his risk philosophies, key insights from his career, and the silver lining of COVID-19. Duncan also gives a preview of his April 19th RIMS Live 2021 keynote!   Don’t miss out on this fast-paced, exciting conversation!   Key Takeaways: [:01] About RIMS’s Global Membership. [:26] About today’s episode. [:45] About the upcoming RIMS LIVE 2021 virtual event on April 19–29, 2021! [1:00] More about today’s episode with Duncan Wardle. [1:36] Justin welcomes Duncan Wardle to RIMScast! [1:42] The RIMScast audience and the RIMS Live 2021 audience is composed of international risk professionals, students, as well as business leaders and executives. What does Duncan believe are the top challenges these groups will face in the short- and long-term? [3:07] Why purpose is so important. [5:43] What does “pivoting” actually mean? [5:59] Duncan’s insights about changes due to COVID-19 and the single silver lining that it has brought. [7:56] Why pivoting will not be enough for most brands today. [8:47] Upcoming RIMS educational offerings! [9:41] Duncan shares how he would characterize his experience working with risk professionals throughout the course of his career. He also shares some insights on what he will be speaking about for his RIMS Live 2021 keynote, what innovation really looks like, and examples of innovation from his own career. [17:50] Justin thanks Duncan Wardle for joining RIMScast and shares some of the links to check out in this episode’s show notes!   Mentioned in this Episode: RIMS Webinars and Services: Register now for RIMS LIVE 2021, April 19–29, 2021! March 11, 2021 | Sponsored by Riskonnect: “Using RMIS as a Springboard to Integrated Risk Management” March 17, 2021 | “The PAID Act: What Medicare Claims Payers Should Know in 2021” | A Free, RIMS Members-Only Webinar March 18, 2021 | “The Life Cycle of a Special Purpose Acquisition Company (SPAC)” | Sponsored by Gallagher April 6, 2021 | RIMS Presents: “How to Defeat Work-From-Home Burnout and Zoom Fatigue Using Neuroscience for Risk Management Professionals” Upcoming RIMS Webinars On-Demand Webinars RIMS Advisory Services — Ask a Peer RIMS Virtual Workshops Related RIMScast Episodes: “Career Notes: RIMS Live 2021 Speaker Jade Simmons Talks Risk and Music” “Disruption and the Digital Age with Ward Ching” “Risk in the Context of Music with Kai Kight” “Women’s Advancement in the Risk Profession” “Mindset Digital CEO Debra Jasper on Technology, Disruption, Social Media, and Communication” “Monica Merrifield on Innovation and Strategic Risk Management” Download any episode of RIMScast. RIMS Publications, Content, and Links: Risk Management Magazine “Innovation vs. Negligence,” by Steven Minksy | RM Magazine Risk Management Monitor RIMS Coronavirus Information Center RIMS Risk Leaders Series RIMS-Certified Risk Management Professional (RIMS-CRMP) RIMS-CRMP Stories RIMS Membership — Whether you are a new member or need to transition, be a part of the global risk management community!   Want to Learn More? Keep up with the podcast on RIMS.org and listen on iTunes. Have a question or suggestion? Email: Content@rims.org.   Join the Conversation! Follow @RIMSorg on Facebook and Twitter, and LinkedIn.   Follow up with Our Guest: Duncan Wardle’s LinkedIn Duncan Wardle’s Website (iD8 & innov8)

In conversation with Duncan Wardle, former head of innovation at the Walt Disney Company.

Duncan Wardle was jarenlang hoofd Creativiteit en Innovatie bij Walt Disney en was daar verantwoordelijk voor talloze nieuwe concepten. Nu helpt hij wereldwijd bedrijven om innovatief te denken. Geen overbodige luxe in coronatijd.

This episode features Former Head of Innovation and Creativity for The Walt Disney Company, Duncan Wardle.  During this interview with Don, Duncan shares his philosophy and some tools from his Design Thinking Innovation Toolkit.  He explains what what's wrong with marketing today, identifies the right mindset required for innovation, describes the key barriers to innovation and creativity, highlights several creative behaviors that enhance the collaboration and creativity process, provides suggestions for how to facilitate a successful ideation session, explains how to get your ideas approved and much more!

Our first podcast interview !!! Duncan worked with Disney for 30yrs. He started by making cappuccinos and climbed his way to the top. He leads todays top companies in the area of creativity and innovation. He is also an example of drive and determination.

If two powerful abilities would rule the future, it will be innovation and intuition. Duncan Wardle, Disney's former Head of Innovation and Creativity, takes us into the world of innovative thinking and how to return to the expansive lens of our childhood. After 25 years at Disney, he has learned not only how to escape our routinized rivers of thinking but also how to move into a more creative and intuitive place. Discover your potential to drive innovation and find new ways forward as leaders in a fast-changing landscape. On the side, find out the barriers to being more innovative and creative in a large corporate structure and the four skill sets you have to look for in employees in the next decade.Love the show? Subscribe, rate, review, and share!Here's How »Join The Coca-Cola CMO Leadership Summit Podcast community today:cokecmosummit.comFacebookTwitter

For 30 years, Duncan Wardle worked for one of the most creative companies in the world: Walt Disney. It is his opinion that everyone is born creative. The problem is, at some point, someone told us that we are not. And we believed them. Wardle insists on the importance of re-connecting with the child we once were, and recovering creativity in all areas of life. "When we are trying to create great ideas, we have to play," he says.