Architecture is a profession that requires its practitioners to blend artistic creativity, social insight and user interface sensitivity with careful, unbiased listening and technical proficiency. Routinely called upon to innovate on demand, aspiring architects soon learn that waiting for inspiration is a non-starter. To wait is to lose.

While most architects have inquiring minds, the best are driven by insatiable curiosity and an almost obsessive passion for reducing complexity to essence. By deconstructing complexity to arrive at that which is essential, previously unseen possibilities are revealed and can be translated into pragmatic solutions. Combining utility and financial feasibility into user-friendly juxtapositions of solids, spaces, light and systems, the work of leading architects routinely evokes positive emotional connection and spiritual upliftment. Believe me, this is no small accomplishment.

So, how do architects get there?

The simple answer will be no surprise. They practice doing what they do over and over, day after day, month after month, year after year, decade after decade. They have a systematic approach to innovation that they trust and stick with regardless of evolving circumstances, frequent change and distractions.

Like all committed professionals, architects know that innovation is as much or more discipline as it is art and inspiration. Nevertheless, even the most accomplished find themselves stuck and frustrated at different points along the way.

Having been there myself more times than imaginable, I learned a trick as a young architect that continues to serve me well today. When there seems to be no path forward, flip the page. Take what you are working on and turn it upside down. Rotate it, flip it, contort it in any way your imagination can envision.

Remarkably enough, the simple act of forcing yourself to see a challenge from a different perspective has remarkably positive impact. Nine times out of ten, new possibilities appear.

Is there something stuck in your life today? If so, flip the page.

Sandy Nelson

Is there any wonder that Apple seems to often be the first example people give when drawing comparisons between competitors or illustrating an example of how to do “it” right? Setting aside The New York Times’ current campaign to identify and expose all possible weaknesses in Apple’s business practices—regardless of legality or custom— Apple has become the gold standard for comparative case studies in business operations, design, merchandising and customer service, satisfaction, passion and advocacy.

Why so? My simple answer is elegance.

Apple demonstrates consistent mastery at reading the world, seeing what’s there, what’s missing and imagining what’s possible; designing, manufacturing, marketing, positioning and supporting products and services that are, above all else, elegant.

How do I know if something meets the standard for elegance? It is tastefully done, has simplicity and grace, refinement of form and utility. It is superior in quality and user interface, and evokes positive emotional resonance. There is something essential about it—layer after layer have been removed until all that is left is that which is essential.

At the end of the day, the path of elegance is one that virtually any competitor, from global enterprises to individual contributors, can leverage for success. Within the noise and complexity of the 21st Century marketplace, elegance is a definitive differentiator.

Elegance does not come easy. To arrive at elegance, one must invest the time, practice and creativity to understand and become skillful at reducing complexity to essence. One must have the patience and perseverance to transform the mundane into art—routinely exceeding expectations in the service of an unwavering commitment to excellence.

To consistently produce elegance is to overtly communicate your dedication to the highest standards of care in the design, making and delivery of the products and services you offer. To engage with elegance is to know that those who created it care.

To encounter elegance is to come face to face with surprise, delight and joy. Are there any more desirable brand promises?

Sandy Nelson

Our daughter will turn five in July. She is one beautiful, spirited fireball of a young lady.

Since her first days of mobility, she has been willing and eager to try anything new. Not only is she in constant search of new hurdles to traverse, but actually seems to love the process of practice and failure in the search for learning.

A voracious risk taker, she will enthusiastically dive into virtually any opportunity to learn that intrigues her—building physical abilities in ballet, tennis and gymnastics, exploring her creativity in art, fashion and storytelling, learning to read, and, of course, using technology—she is the queen of the iPad, for instance.

Just recently, we have noticed the intrusion of the phrase “I can’t” into her vocabulary. These are not words often spoken or welcomed in our family or home.

Fortunately, she seems to choose them when she is very tired or simply doesn’t want to do something. Nevertheless, we now are fully engaged in a conversation about the limitations produced by saying, “I can’t”.

As my mother used to regularly remind me, to say “I can’t is to say I won’t”. Obviously, this saying is not axiomatic, but there is a lot of truth in it.

So, the questions we are asking are these. Just where is she hearing and learning to use this self limiting concept? How can we most effectively help her see the downside of embracing negativity without negatively impacting her love of trying out the new? Like ballet, fashion, and her other passions, trying new phrases on for size is an important aspect of learning for her.

As we make our way through this process, I recall the many times I have heard members of key teams in legacy cultures now challenged by new economic and competitive realities make similar comments:

“That’ll never happen…”
“Get real…”
“Not the way we do things around here…”
“Are you kidding…”
“Our situation is so unique, we couldn’t possibly…”

Let’s face it. Language is important. Each word and phrase that we choose and use has impact—on ourselves, teammates and others. When we begin conversations with “I can’t”, the outcome is certain.

Think about it.

Sandy Nelson

Human beings are hard wired to engage and express their creativity. Designers at heart, we seek opportunities to bring our expertise, passion and talent to the playing field—show us a problem to be solved or an opportunity to capture and leverage that aligns with our passions, and we’re right there.

But, just having the opportunity to be creative isn’t enough. We want more.

We want and, dare I say, need, to bring our wisdom and expertise to the game. Having  impact is the ultimate pay off. Passion, expertise, creative engagement and expression, impact—this is a formula that inevitably generates deep commitment, accountability and innovation.

Much has been made in the last year or so about intrinsic motivation. If you have read or listened to Daniel Pink’s compelling argument that people are motivated by intrinsic incentives rather than extrinsic, you are aware of the business case for institutionalizing means and cultures through which creativity may be ignited, unleashed and channeled into impact.

If, by chance, you saw Seth Godin’s recent blog, Organized bravery, you are aware of his contention that “The purpose of the modern organization is to make it easy and natural and expected for people to take risks. To lean out of the boat. To be human.”

These arguments are front and center now because the industrial economy of the 20th Century has been permanently disrupted by the Creative Economy of the 21st. In this brave new world, creativity, courage and audacity are gateways to winning. Scale, pedigree and geography are rapidly falling by the wayside as the ease and costs of entry to competition continue to rapidly and precipitously fall.

Innovation, today, as I’ve said many times before, trumps competition.

Yet, there are still individuals in key roles who are determined to hold onto and protect their historic turf. To continue doing things as they always have.

Let’s be clear here, if your game is resistance and protection, today is a good day to see the writing on the wall—you are at risk of becoming an albatross with little future before you outside of frustration, self justification and searching for the next soon-to-be-disrupted-venture that you hope will provide you with yet another temporary respite from the inevitable.

Why not let this be the day that you let go. Let go of history. Let go of being right. Let go of resentment. Let go of territory. Let go of knowing.

Let this be the day that you join the game that is on and leave the old one. Let this be the day that you decide to bring the full force of your passion, expertise and creativity to the playing field.

This is the day for you to open to new possibilities. Accept the fact that by not knowing, you will find advantage and, strangely enough, security.

Security today follows those who have the open mindset, flexibility, agility and creativity to have measurable impact outside of the expected. Security today evolves from passion, creativity and impact.

Responsibility number one of leadership today is to rigorously and systematically  match talent, passion and expertise with promises and commitments in ways that evoke creative engagement and expression while opening the door to measurable impact. Responsibility number two? Step out of the way.

Sandy Nelson

The journey of life is largely defined by the choices we make and the consequences of each.

When you experience discontent, feel antsy or under-appreciated, wonder what it would be like to be elsewhere or do something different, just remember that you are where you are because of the choices you’ve made.

When you think to yourself or hear someone else say,

I wish I didn’t have to…

If only I could…

I’d love to…

Stop, take a moment to feel your feet on the ground. Center. Breathe. Accept the fact that you, or they, are choosing to be exactly where you are.

There are few, if any, things we actually have to do. Every action taken is the result of a choice—whether made consciously or not.

Of course, for every choice, there is a cost. To choose one path is to pass on another. To take one action is to decline a different possibility.

For instance, if I choose to start my own business or pursue my PhD, I may have to endure periods of financial strain, long days and missed social activities with friends. Should I commit to becoming a scratch golfer, top tier tennis player, dancer or musician, untold hours will have to be devoted to practice and play. Hours when I could have been otherwise occupied.

The secret to aligning the choices you make with your aspirations and passions is to know and act consistent with what matters to you. Not to your peers, colleagues, friends, family or parents, but to you.

What is your vision for your life and career? What are the values you choose? Which standards will govern for you? What are your goals and priorities for this year, week and today? Which domains of commitment and action do you choose to prioritize? What promises will you choose to make and fulfill in each domain? By when?

Of these, which are negotiable and which are not? Once considered and answered, how will you manage maintaining focus on and consistency with your “what matters”?

These are the questions of a lifetime. The answers are yours to debate and choose. A life designed and potential fulfilled are available to you today.

Do you have the courage, audacity and discipline to do the hard work required to lead the life you want and choose? Are you willing to let go of enough to have more?

Sandy Nelson

Wouldn’t life be great if everyone we encountered always had something interesting to say?

What about if we always had a witty, humorous reply ready at the right moment, instead of hours later?

While laughter is an element that helps build a fun working environment, we should be careful how we use humor. Especially as managers.

Think about a past conversation where you have used humor. Think about how the other person reacted. Did their body language become more or less open? Did they seem at ease or become closed off?

If I have difficulty coming to you to have a direct conversation and you make a joke and I feel more relaxed and able to have a productive conversation, that’s an appropriate use of humor. If I have difficulty coming to you to have a direct conversation and you make a joke and I become closed off, not only does the conversation become more difficult for me to have, you may have shut down me and the conversation.

It’s important to build awareness of the impact we have when we use humor. Used well, it’s a great tool to build a high performance culture. When we’re largely focused on how funny we can be, and forget to focus on who we’re talking to, we can easily get off track.

How do you use humor?

The passing last week in Massachusetts of the social scientist, James Q. Wilson, has given rise to a spate of articles and opinion pieces written from diverse political perspectives in journals and on web sites as varied the Wall Street Journal, Daily Beast, Huffington Post, LA and NY Times.

Writing in today’s New York Times, “The Rediscovery of Character”, David Brooks quotes Mr. Wilson thusly, “Order exists because a system of beliefs and sentiments held by members of a society sets limits to what those members can do.”

In its obituary for Mr. Wilson, the Times paraphrases Mr. Wilson and his co-author, George L. Kelling, of the renown March 1982 Atlantic piece, “Broken Windows”, “residents’ perceptions of the safety of their neighborhood is based not on whether there is a high rate of crime, but on whether the neighborhood appears to be well tended — that is, whether its residents hold it in mutual regard, uphold the locally accepted obligations of civility, and outwardly disdain the flouting of those obligations.”

And, “when a window is broken and someone fixes it, that is a sign that disorder will not be tolerated. But “one unrepaired broken window,” they wrote, “is a signal that no one cares, and so breaking more windows costs nothing.”

In the decades since publication of “Broken Windows”, vigorous disagreement related to the validity of Messieurs Wilson and Keller’s hypothesis has filled many pages of respectable journalism. Yet, the arguments in favor hold true to me in another domain of focus—high performance cultures.

In our work in building high performance cultures, we routinely encounter organizations  seeking help in shifting comfortable, historically successful but now challenged, legacy cultures to high performance status. One of the first things we look for in these situations is “broken windows”.

Are there team members (“broken windows”) who consistently place themselves outside the professed system of beliefs, world view, orientation, standards and patterns of behavior that comprise the acceptable norms of the culture? If so, what is the time frame typically associated with tolerance for the misalignment and lack of commitment to change that these individuals represent?

In other words, does the culture define and enforce limits on acceptable behavior in a timely manner? Or, are “broken windows” allowed to go unattended over extended periods of time? These are essential questions.

High performance cultures and teams have limited tolerance for behaviors that are inconsistent with cultural standards. In those cultures and teams that consistently perform at peak, “broken windows” are identified and “repaired” in real time.

This is not to say that individual idiosyncrasies are not welcomed or tolerated. Highly talented and accomplished people are quite often markedly idiosyncratic. But, even the most distinctive characters in high performance cultures choose to align with core standards and patterns of behavior in the service of advancing the goals of the organization.

For instance, reportedly as idiosyncratic as they come, Steve Jobs established and led culture built around cross-functional collaboration and the highest standards of product design, quality and customer service. I’ve heard many anecdotes of difficult encounters and unfortunate exchanges involving him, but personally have never heard anyone with solid grounding say that Steve placed his personal agenda ahead of Apple’s.

On the other hand, consider the business unit leader who adamantly claims to be aligned with cultural change and standards, but whose behavior consistently reveals a deep-seated commitment to doing things as she always has. For example, consider the executive who publicly professes a commitment to driving decision making down to the lowest level possible (a core tenet of high performance), yet who consistently insists on taking the lead in every single decision made.

Sustainable success at building a high performance culture is virtually impossible when “broken windows” are tolerated. Even if the individual involved is the most talented, nicest member of the team. Even when you wonder how in the world you would ever replace their knowledge, skills and bottom line contributions. Even when they have a long history within the organization, are often its public face and seemingly hold the key to an essential component of performance.

Building a high performance culture is not easy. It takes courage, discipline and persistence. Above all, it requires the willingness and audacity to repair “broken windows” today.

Sandy Nelson

Consider the following—Apple’s current Market Cap is just under $500 billion while its 2011 revenues were approximately $108 billion. In other words, revenue from operations roughly represents only 22% of the value assigned to Apple by Wall Street analysts. The balance of Apple’s enterprise value, 78% of total, is attributable to analysts’ assessments of the intangible contributors to revenue generation and value appreciation. Intangibles matter.

Aspire to reach and sustain peak performance? If so, you will not only need to have great products and services, efficient operations and supply chain management, etc., but will also need to bring focus and investment to optimizing intangibles. For instance, you will have to become a magnet for top talent, build and sustain a culture capable learning, adapting and innovating ahead of the competition and able to turn on a dime in anticipation of possibility and opportunity while proactively adjusting to inevitable market disruptions.

Your talent and teams must know, align with, focus on and act consistent with What Matters. Leaders and managers must understand and become facile at catalyzing creative engagement and contribution while establishing and modeling high standards for interaction, performance and brand consistency.

You will want to take whatever actions are necessary to assure that your people and teams are strong, accountable, cross-functional collaborators that routinely transform customers (internal as well as external) into passionate advocates. To reach your full potential, egos will need to be left at the door. Effort will be appreciated, but results will win the day.

On the other hand, you might find yourself thinking that while interesting, these efforts seem a bit over the top. Just as you are today, you have a market leading product, strong corporate relationships and a track record of success. Why make the effort or divert funds from Ops to these “soft” endeavors when life is pretty darn good just as it is?

Good question!

For the answer, take a look at the recent article, Blackberry Season, by James Surowiecki on the Financial Page of the February 13 edition of the New Yorker. Chronicling the downward spiral of RIM, widely recognized as the market leader in smartphones not long ago, Mr. Surowiecki tracks the fall of its primary product—the Blackberry—from 44% of the smartphone market in 2009 to just 10% last year. Suggesting that RIM change the name of its flagship product to “Slackberry”, the article notes that stock prices are down 75% and the CEO has recently been replaced.

There isn’t much one can add to the sad fate of RIM, but just for the fun of it, let’s compare RIM’s stats with those delineated above for Apple. RIM’s market cap is $7.4 Billion. Not bad.

But, its revenues are $19.8 Billion—roughly 2.6 times market cap. What does this tell you about Wall Street’s assessment of the value-add of RIM’s intangibles?

In general, intangibles represent 50-75% of market valuation. Revenues from Ops make up the balance.

Take a look at almost any cross section of companies and do the numbers. But, be warned, those organizations tied to legacy cultures accustomed to doing business within traditional constructs of siloed cultures and rigid mindsets—think financial services and diversified media/publishing—will trend toward 50/50 or, in some cases, the reverse order with revenues exceeding market cap, like RIM.

Full potential leaders understand the value of intangibles. Continuously investing in talent and the building of differentiating capabilities, winning leaders proactively optimize intangibles. Intangibles matter.

Think about it!

I was in a meeting recently where someone said that to be an employer of choice, they had to provide work/life balance. I couldn’t disagree more.

I know this flies in the face of most traditional conversations today about the value of work/life balance. The challenge I have is that calling it ‘balance’ indicates that in some way, we will be able to find a sustainable circumstance that allows for equal or near equal engagement in life and work over time. Or that at any given moment we will have ample time or attention to give to both.

I believe this is a fallacy and that it produces stress when we aren’t able to achieve it.

There are times when one facet of our lives needs more attention than another. And these needs cycle over the months and years, depending on what’s happening in the personal or professional parts of our lives.

There is an issue to be addressed here. I just don’t think that balance is what we’re looking for. So what’s the alternative?

Last year I was an invited guest at a conference sponsored by PricewaterhouseCoopers (thanks Chris Simmons!) where the focus was not on work/life balance, but work/life fit. I find this to be a great distinction.

The idea of work/life fit sets a different expectation—that I can find the right alignment among my priorities and the depth of engagement required in each for where I am at any particular point in my life. Logically, it is likely that the priorities and needs I have today may well be different three years from now.

To lead my life responsibly and to accomplish the level of contribution and fulfillment I aspire to, I need to continually evaluate the best fit between work and life for me at any point in time.

In a world where talent is the key differentiator among competitors, becoming an employer of choice is essential to gaining and sustaining market leadership. Helping people find the best work/life fit is not only key, but mutually beneficial and competitively advantageous. When I make it easy for top talent to say yes, regardless of their particular circumstances at the moment, we both win.

Do you have the flexibility to adapt to the realities of global competition for talent and offer a diverse range of options for work/ life fit in order to become a talent magnet? Your answer will directly impact your ability to win, both today and tomorrow.

Jo Anne Nelson

A few weeks ago I had one of the more vivid dreams of my life. I was flying effortlessly over Palo Alto. Well, at least a dreamlike facsimile of Palo Alto, but with a mini-Sierra-like range of mountains running right through the middle of it.

What an exhilarating, freeing experience!

I could take off and land with little effort, soar over the landscape, dive down and climb at steep angles. I could bring my focus to the ground below and observe with cheerful readiness interactions among people going about their daily lives.

As I flew in looping sweeps over the landscape, I noticed an old friend sitting on a terrace. With the warmth of the sun on my back and the coolness of the breeze lifting me, I swept down to say hello. Landing softly, I greeted him. Within an instant, we were deeply engaged in animated conversation.

Unfortunately, my friend proceeded to complain unceasingly. It didn’t take long to realize that the friend I remembered so positively had morphed into an ego-driven facsimile of his old self and was now consumed by a victim’s view of the world with little to say positively or constructively about anyone or anything. As the conversation continued, I began to plot my escape. Wistfully, I chose a path out, bade my farewell and leapt forward expecting to rise again and glide back into blissful happiness.

Sadly, I could no longer fly. Repeated unsuccessful attempts to lift off left me anchored to earth and increasingly frustrated. How could it be that only a few minutes before I had been having the time of my life, but now could no longer ascend?

Ah yes, it soon hit me. To fly is to open to and embrace opportunity. Flight is simply not possible when attempted within a context of negativity.

Exposed to the supreme discord of my old friend, I found myself no longer able to defy gravity. And so the lesson of the dream was revealed. Negative thoughts are the bane of innovation. Limited mindsets form impenetrable barriers and obscure possibility—even in a fantastically improbable dream.

Upon awakening, I found myself silently and frequently repeating this mantra—”no negative thoughts”. I continued this with some significant success until one day last week when I awoke tired and out of sorts.

Committed to regaining strength, agility and flexibility lost through many athletic injuries and related surgeries, I regularly work out with a wonderful and accomplished trainer, Rob Stuart, at the Sports Club LA in DC. That morning, Rob asked me to execute a specific set of moves from a position that seemed to me, in my suboptimal state of being, to be impossible.

My first thought, silently articulated, was “no way”! Scrambling to think of a way to decline, I began to run through possible excuses for not doing the exercise.

Thankfully, the memory of my flying dream came to me, and I chose to let go of negative self talk and give it a try. As you might imagine, that being the first time I had attempted the move, my execution was inelegant. Yet, try it I did, and after three sets of practice, improvement came.

The biggest catapult to success, and barrier, is mindset. In her 2008 book, Mindset, The New Psychology of Success, How We Can Learn to Fulfill our Potential, Carol Dweck provides extensive, illuminating insight into this most basic concept. After reading it, I began to think back over a lifetime of experiences and interactions. I could easily identify those times where I missed opportunity due to limiting mindset and celebrate those where I was able to succeed beyond my wildest dreams.

The work that my colleagues and I do at Aperio provides a clear line of vision into mindset. Cultural, team and individual mindsets predict probability of success, scope of change possible and magnitude of impact.

Winning mindsets are open and willing. Teams and individuals with winning mindsets welcome new ideas, crave learning and dive into change. Under those circumstances,  change and growth are easy to ignite.

Limiting mindsets resist learning, discount new ideas and, typically, prefer and gravitate toward protectiveness rather than innovation. In cultures with narrow mindsets, growth is illusive—fear of risk ironically increases the likelihood of loss.

Fortunately, mindset is a choice and can be shifted through practice with effective coaching over time. Once I become aware of my default mindset, I have the ability to either chose to continue it or change. A winning mindset can be developed. A losing mindset, once revealed and continued, signals a lack of commitment.

Dreams are helpful. In dreams we can soar without the limiting effects of gravity or prejudice. Through dreams we are exposed to new paradigms of possibility and learn important lessons. In wakefulness, we are also exposed to new paradigms of possibility. It’s just that in life there are real constraints.

Yet, even in the midst of the day-to-day, we can learn to soar—if we open ourselves and mindsets to doing so.

Sandy Nelson