Build to Lead

How Lego Bricks Can Make You a Better Leader

Build to Lead

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How can the power of play inspire your teams and help you achieve creative and powerful business solutions in a rapidly changing world? In this report, you’ll explore Lego Serious Play, a proven tool for boosting both individual and team productivity. It may sound frivolous, but playing with Lego bricks is an incredibly fun, creative, and valuable way to develop a collective plan of action—whether it’s for problem solving, strategy development, ideation, relationship building, or goal-setting.

Through several examples, authors Donna Denio and Dieter Reuther explain how Lego Serious Play can expand your leadership ability and deliver predictable and consistently productive results. This leadership model teaches, inspires, and promotes full participation of team members—including people who seldom speak up. Companies such as Google, Daimler Chrysler, NASA, Tupperware, and Microsoft have all used this method.

Pick up a copy of this report, and discover how Lego Serious Play can help you and your team step off the treadmill and look at the big picture, together.

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Donna Denio

Donna Denio was helping architects with marketing and business development, and one area targeted for firm growth and expansion was the workplace of the future. The book Excellence by Design, Transforming Workplace and Work Practice, based on work from a research group at MIT, contains many interesting ideas on the future of work, workspaces, and work tools. The book introduces the idea of using design games to reduce or eliminate inherent conflict when people of unequal power have conflicting interests. The design game is "draped over the existing organization with its ongoing game of interests and powers."

Dieter Reuther

During Dieter Reuther's time as Information Technology Director at the design and innovation firm Ziba Design, he led a Six Sigma project to find out why some of their projects were extremely successful and why others ran over schedule and/or budget. The Six Sigma team compared dozens of projects and scrutinized every project aspect to either confirm or disregard initial hunches: was it the project size, the client size, the location of the client, or maybe the size of the project? None of this proved to have a significant impact. Instead it was the pairing of project leader with the project team and the individual team members. Some worked well and others just disrupted the flow of projects and led to failure. This insight that the human aspect of projects can have such an immense influence drove him to explore the power of Lego Serious Play to help teams be more successful.