by Nigel Barlow

To re-think means to come up with different and better solutions to familiar problems. You could call this innovation, but that is not as easy as it sounds in practice.

"One month in a job and you go blind!" is a revealing phrase.

Especially if you are running your own company, the business of busy-ness can prevent you from standing back and being curious about fresh approaches to your market, products, and people.

In contrast, re-thinking is thinking as unusual, exploring the new, the nova' in innovation.

Many of the world's most famous brands are wrestling with the same dilemmas as smaller organisations. Here are some creative themes I work on, which can equally be applied to a small enterprise.

l Differentiate by being different!

Every company aspires to differentiate itself, but it is amazing how many seem to be doing this in exactly the same way as their competitors!

In other words, you can often read brand' as bland'. Not so the undertakers whose advertising caught my attention: "Lazarus & Co, Funeral Directors, We have your size!"

Or, to take a local example, I recently hired a chimney sweep who stood out from the rest in the Yellow Pages because he advertised himself as a sootologist'.

So what is your point of difference, and how do you portray yourself as distinct in the marketplace?

l Develop a beginner's mind Richard Branson started Virgin Atlantic with no experience of running an airline. But he did have the fresh, uncluttered perception of a beginner his experience of being a dissatisfied customer of air travel.

One of his biggest re-thinks is to make a habit of hiring people who do not have a background in the airline business. Except the pilots.

Similarly, how can you start today with a fresh mind and tap the brains of people whose creativity has not been blunted by too much thinking as usual' in your industry.

Change is discontinuous, meaning there is always an opportunity to make a new beginning.

l Make your business aims sexier' Take a leaf from Harley-Davidson's book. It describes itself as selling, not motorcycles, but the ability for a 43-year-old accountant to dress in black leather, ride through small towns, and have people be afraid of him.' What is the something more you are selling, however corny it may sound? Is it, for example, a distinct customer experience, speed and responsiveness, or an intimate knowledge of your customers' requirements?

Focus on the intangibles and you will join the world's most profitable organisations.

Otherwise you are on the path to being a lookalike and undifferentiated clone of a business, whether you are a retailer, printer, or restaurant.

It is the road to commodity hell, competing solely on price. The other signpost on this road leads to value heaven. Is it time to re-think which way you are headed?

l Be a creator, not a critic We all know that little voice inside that whispers, what you are creating is not good!' I call this, yes-but thinking'.

Count how many times today you yes-but the ideas of others your partner, children, colleagues, or a new notion you read in the press.

Typically, you may say or think, With respect . . .' I hear what you say, but . . . ' The problem with that is . . . ' And so on.

The antidote is to train your first reflex to be why not?' or what if?' Explore, extend, and play with new ideas yours or those of other's before you condemn.

You are either a creator or a critic there is no middle ground. Just switch off that little voice that is holding you back. Ban yes-butting at your meetings for a month and see how innovation flourishes!

l Are you creating players' in your business?

The model above is an intuitive way of assessing the commitment you and your people are putting into your business.

The walking dead do not know what is going on. Spectators are wise about what should be done, but do not have the energy to achieve it. Cynics have energy, but it is not positively directed to your real goals.

In contrast, players have both the energy and passion to take risks and do things differently, and feel they are accountable for the success or failure of your business.

As leader or manager, the most vital thing to understand is that your example and coaching or lack of it creates these different styles of behaviour.

Cherish your players rather than waste time on the other styles and you will gradually draw your people in a more positive direction.

The most direct re-think is this: that leaders over-emphasise what they say and under-estimate the importance of what they do.

Be fully in play yourself. Choose why not?' or what if?' over yes-butting' the new, and you are on the route to being a successful re-thinker.

Nigel Barlow's book, Re-think How To Think Differently, is published by Capstone. He lives in Oxford and Heathrow Departures lounge.

Contact: 01865 512301 or e-mail nigelbarlow@nigelbarlow.com.

Nigel Barlow