Thank you for empowering the arts, challenging the competition, and never giving up. You were, without question, the decade’s great visionary, artist, teacher, and leader. You gave your life to your work and to the world. I have learned a lot from you and will no doubt continue to do so as your legacy lives on. Rest in peace.
Category Archives: Leadership
The Tweetable Mission Statement
Your core mission should be tight enough to share on @twitter. Why? 140 characters focuses your idea and leaves room enough for inspiration.
The School of Different
Competition drives innovation. Duh. It sent us to the moon, after all. You can compete in one of two ways: 1) approach a problem from the same angle, trying to execute better than the next guy; or 2) approach the same problem differently. Both tactics have risks. By going head to head with another group wielding similar solutions, you risk falling behind in the race. By approaching a problem differently, there’s a chance your solution may not work at all. That said, there’s always a chance that two groups using similar solutions may fail to solve the problem as well. Two wrongs do not necessarily make a right.
Redundant solutions are a waste of resources, time, and marketplace space. What do you have to gain by trying to do the same thing better than the next guy? The chances that you will make a competitive impression are few and far between. Why not try something different altogether? Identify a problem or need, list the solutions available now, and brainstorm opportunities divergent from (or completely counter-intuitive to) other trends. Sure, you may fail to solve the problem. But you may also outperform the next guy with your unique approach. You’ll never know unless you try.
Remember what Henry Ford said: “If I had asked people what they wanted, they would have said faster horses.” Embrace different.
Perhaps education could spend more time teaching students about what not to do. We should impart to students a fundamental understanding of what has been done already, and inspire them to approach things differently.
Through a culture of experimentation and differentiation, we will solve more problems faster and with more certainty.
Why Before the How
Contemporary business culture moves faster than light. Every day, we’re bombarded with tasks and decisions. We are often forced to dive into problems and projects without context. Managers ask us to do things without explaining why. To protect our job, we do not ask questions. But we really should.
If you believe in what you do, you will perform better. To believe in what you do, you need to understand what you are supposed to believe first. Arbitrary assignments without context make it near impossible to connect with the material. Leaders are responsible for setting the stage, helping you understand why, and inspiring you to deliver.
If your boss fails to inspire you, take a moment to reflect on the tasks you’ve been asked to do. Avoid complacency at all costs. Know the “why” before approaching the “how.” If you cannot figure it out, ask for an explanation. You will do yourself and your company a favor.
The Controversy of Change: Netflix, Facebook, and Chameleons
Many people freaked over Facebook’s face lift and Netflix’s reorganization. Yes, these changes are inconvenient. Some may break your routine or even damage your business. But what would you prefer instead? For the company or service to stay exactly the same?
Companies that fail to change fall prey to the market evolving around them. Inevitably, they are slain by the next best thing. By asking them to stay the same, you are asking them to fail. You are condemning the brand you embraced for so long to a slow death.
No, change may not always be good or necessary. But you cannot know until after you try. And neither can brands. No one has a crystal ball. Not even Steve Jobs. Smart leaders fail more often than lesser leaders and learn from their mistakes. They know that the biggest risk is avoiding risk altogether. You deserve to be eaten if you sit still in the savanna.
Like puberty, change may always be an ugly process. Some coast through it smoother than others. Those who make it out clean never forget who they are or what they believe in. A strong brand transforms with the market, but keeps its core mission at heart.
Embrace the chameleon business. Invest in progressive brands with solid foundation, not products destined for revision or absolution. If you truly believe in a brand, you should trust in change. Forgive the minor transgressions and take pleasure in discovering the next step along the way.
Hire the Job, Don’t Let It Hire You
I pity you if every little task, responsibility, or minute of your day has been laid out by a job description. If you do not have the freedom to explore, discover, or experiment through your job, then you are little better than a slave.
Forcing a person to fit the itemized mold of a job description is unrealistic and myopic. Every employee has so much to offer; failure to encourage peripheral skills and passion will drive him or her out unfulfilled. On the other side of the table, applying for and interviewing to fit a job description may be equally naïve. Why sign up to do what you are told and nothing more?
Great organizations understand that human beings are not simple tools. They judge character and accomplishments over trade skills. Why do you think more than 70% of Americans secured their job through someone they knew in the company? Relationships bare the fruit and culture of success.
The dream hiring situation? First, the company acknowledges a need for talent in a certain area. They screen fresh talent and possibly give them a trial run. When a comfortable cultural fit is found, the company throws him or her into the wild. No guiding hands or operations checklists, only a dish full of puzzles to solve. Before long, the new hire will find his or her own place. Effectively, he or she will write his or her own job description.
Find a job you can make your own. If by the end of every day you have satisfied the thirst of all your talents and interests, you will know you have found the right fit.
Think Big
Why solve small problems when you can solve large ones? Why change the life of one when you can change the lives of many? Do not sell yourself short. Do not shy from a challenge. The difference between big and small impact lies not in financial or material resources, but in ingenuity and imagination. Think big, live big, solve big. Why not?
Sergeant Major Eats Sugar Cookies
A handful of military leaders, notably in the United States Army, embrace a fairly standard five-paragraph memo to outline, strategize, and communicate unique action plans. I feel the following memo structure, identified by the acronym SMESC (or “Sergeant Major Eats Sugar Cookies”), will serve most civilian leaders well. I have every intention of practicing it into my business in the future:
- Situation: What is the problem?
- Mission: What is the principle task at hand and purpose behind it?
- Execution: What strategy are we going to use to accomplish the task?
- Support: What are the logistics? How many troops and resources will we need?
- Command: What other groups should be involved and how will they communicate?
Feed Your Team
An army marches on its stomach. Food boosts morale, energizes the mind, and rewards your team. Food is more magical than money. I am convinced through my experience that feeding your team is one of the keys to success. I calculate catering and craft service into my film budgets before any other line item. Not only is your team happier on a full stomach, they tend to stick around the office and get more work done. The traditional hour lunch break sends everyone off into the world and away from each other, making it difficult to get back into the gear of tasks at hand.
Afraid that feeding your team may be too expensive? Think instead about the productivity costs associated with sending your team outside for an hour lunch break. It will take an individual between 10 and 20 minutes to reach a destination for lunch, between 20 and 35 to eat, 10 to 20 to return, and as much as 30 minutes to get motivated again. On average, the hour lunch break could cost you as much as one and a half man-hours per employee per day. For a ten-person team with $60,000 salaries each, that’s $430 a day – over $2,000 per week! You could more than cover the costs of a caterer for the same price.
Find a way to pay for it. Feeding your team may be an added expense unaccounted for in your overhead and payroll costs, but the work output benefits are tenfold. Yum.
Don’t Work for the Man
Be the Man (or Woman).
In either case, be true to yourself. Not your job. Stand up to the fools. Let no one push you around. If you know you deserve to lead, then lead. Don’t take “no” for an answer.
Craig Ormiston 