I have been spending a great deal of time thinking about leadership and what it means to me and hopefully my future, particularly in how I will begin my next paid position of leadership.

So I wrote to Jack and Suzy Welch at Businessweek one bleary eyed morning. I wondered what they think is most important about how to enter into a company's culture in a position of leadership. I was pleasantly surprised when they wrote back, in Business Week (read it). Not only did my new pals Jack and Suzy give a world class answer, they gave a bonus by slamming George Bush as a leader.

So what does their answer mean to me? What does it change? Well, it did three things, it put me in conversation with some of the brightest business stars in the sky which always provides valuable information. Second, and most importantly, it made me feel like I belong in that conversation. It validated that line of questioning for me. Finally, they asked me to define what I believe as a leader. I have done so below.

1. Leadership happens everywhere.
I recently listened to John C. Maxwell's 360 Leadership series. One of those "business leadership" books. Have to say it was great. Maxwell helped me to see that leadership happens at every point in your life not just when you get to the top. If you don't have anyone to lead, lead yourself.

2. Let others lead until they need help. Sometimes even then.
Helping people to grow will only make them love you more. It will also make you love them. Growth through hardship will always help you develop stronger bonds than anything else. Letting you and your team understand that "its ok to fail at this" will help them take better risks. Not to say driving the project cliffside is the best way to drive all the time but a little less fear always loosens people up to perform in new ways.

3. Leadership is an honor.
Treat those who are willing to follow you with all the respect you can muster. Particularly when they are sharing their ideas and interests. Feel fortunate anyone would bother to listen to you much less be inspired by you.

4. Requiring performances that are nothing less than inspired.
Letting people know what is expected and why is critical to this happening. Telling your team members in ways that are meaningful to each individual that you know they can perform fantastic feats may just result in them.

5. Leaders succeed when their team wins.
When your team is successfully able to do things without you not only is your job easier but your resources just got bigger. It is positive sum growth.

Tags: business, leadership

That can be the big question when attempting to find a point of entry into defining a project space. In developing websites as well as diagnosing organizations I have found websites to be an effective base for language and understanding. Whether the members of the organization believe that their site accurately reflects them (which nearly all will say doesn't) there is still an essence to the language and construction of the organization. It is a common artifact that can help form common language bonds and develop process.

It is funny that a number of firms have trouble not only seeing the real value of a great website to their business but the value to the firm itself. Every employee is represented by the site and feels as though their own efforts are reflected through it. Finally, like it or not the website is the place where a company has taken a clear position on who they are and what they do.

Tags: leadership, value

Visionaries, looming figures of thought and dedication drive us to new places by turning themselves and us on. They often fail but when their thoughts turn to reality it can cause epic vibrations. Their ability to get up one more time than they fall makes them a success and worth watching. The few times I have found myself in the presence of truly beautiful minds I come away more addicted to possibility.

This summer I am working for the Mayo Clinic which has brought amazing opportunities with somewhat protected, but enormous possibilities in the balance. As I practice the craft of Design Planning I recognize the need to push the boundaries of my mental edges to places that I fear. How can I flip a paradigm on its head? The client "doesn't do things that way". Are the relationships and observations I am crafting my argument around truly verified or will my client blast me as the presentation barely leaves my lips?
Where does the strength to move forward despite the looming weight come from?

For me it insatiable curiosity and the building belief in failure as success. Turning a weakness into a strength.

What is it for you?

Tags: leadership, design