If they can build it, you can too.

Inc. Magazine published a slide show today entitled "How two friends built a $100 million company." The two guys are childhood friends Adam Lowry (left) and Eric Ryan (photo credit Inc. Magazine and Emily Nathan).

The photo story is about the rise of Method Home, a company they started in 2000, and their four points of advice for anyone else with entreprenuerial spirit. That same spirit is what people are tapping into these days instead of spending so much time looking for a job in this down economy.

Their simple advice is:

1. Differentiate yourself
2. Persistence pays, even in a recession
3. Branding isn't just for big companies
4. Stay nimble

More times than not, keeping a business simple is the secret to success. Wouldn't you agree?

Why developing a personal brand is critical in this economy.

Ever since Tom Peters talked about the importance of “brand you” and long before, people have been developing their own personal brands. Whether its celebrity brands of Tiger Woods, Donald Trump or Richard Branson – or perhaps lesser known personal brands of a host of authors, coaches, dancers and songwriters, we know that there is a way to cash in on the success of a personal brand.

For years, actors and actresses have been building their own brands and then renting them out to the director of their next film. That’s what makes the cash registers at the box office ring. But the same approach can be utilized for anyone in the work place. Celebrity or “expert” status can be developed at even the local level by being a person who is well-connected, willing to teach and share, willing to be open.

Authors gain a unique position in the marketplace simply by writing and publishing their thoughts about their expertise or lessons learned. It seems an author can gain almost instant credibility and turn into a sought-after speaker just by getting a book published. Doesn’t even have to be a best seller. But if it does rank on the best-selling lists (which doesn’t always mean it’s a great book), then some level of celebrity status is sure to follow. Just think about J.K. Rowling, the author of the Harry Potter books – a young, unwed mother determined to write. Or authors like Mark Victor Hansen and Jack Canfield – who were turned down from 134 publishers until they finally found one who would take on the Chicken Soup for the Soul series – which is still going strong, 100 million books later.

Personal brands give a person leverage that didn’t exist before. Not only in the job market, but also in generating passive and residual income. A recording artist makes money each time his or her song is played on the radio or a CD is sold. Both recording artists and authors can make money when they sleep as books and CDs can be purchased from Amazon.com or Barnes & Noble any time day or night, in any country around the world. Not a bad gig. Not everyone has the talent to be a recording artist, but as Bob Proctor says, everyone has a book in them. At least one, perhaps two – or perhaps many more.

But why should YOU work on building YOUR personal brand? I guess the answer to that question is “Why wouldn’t you?” Why wouldn’t you want to strive to be well known in some way? I do believe in the law of attraction but I also believe each of us must take some action in order to attract people, business, money and abundance to us. A personal brand can be started so easily with the use of the social networks that literally someone could be on their way to building their brand in a day. And with a little effort in the evenings – even while watching reruns of House – one could build an internet presence within just a few short weeks.

But certainly that’s not the full answer. Building your own personal brand is critical in this economy because it is like life insurance. It adds a certain level of protection for your income because many people are, for one reason or another, looking for jobs. Or they have jobs but the income isn’t enough to cover their expenses. Or they’re simply not satisfied with either the income they’re making now – or where they are in on their career path.

Recently, I had a conversation with a friend of mine – a very successful and well-educated individual – and he commented that there were points in his professional life that he felt like he has lost his momentum. The adventure in his career wasn’t always there. Have you ever felt like that? I know I have, many times. Many people fall into that same category – the category of “seekers.” Always wanting more. And knowing, without a shadow of a doubt, that “more” is out there just around the corner. That they have the potential to do more, to have more and to, most importantly, be more. Can you relate to that?

During the holiday season, people begin planning for the New Year and make their resolutions. I hope that one of the resolutions you make for yourself will be to take your own personal brand to the next level. And then, do what Mark Victor Hansen suggests, “write a list of 101 goals in 20 minutes.” Be aggressive at what you want to achieve – more is possible than what we first believe. And let's not be afraid to define ourselves and share our beliefs, values and hope for the future.

Ryder Cup Leadership: Azinger's strategy worked

I've been stewing for a few weeks on the leadership efforts displayed by that of the U.S. Ryder Cup captain, Paul Azinger, admiring both his dedication and courage to set up the underdog team for a win.

For two years, he worked diligently on both the strategy and setting the vision. The strategy included getting what he felt was an antiquated selection process fixed so that the players who were playing their best going into the Ryder Cup actually got to play. In addition, he was able to negotiate 4 captain's picks instead of just 2. That helped him to feel like he could implement a truly winning lineup because, at the end of the day, a win can only be achieved if the guys were playing well leading up to the event.

He also set up a vision which, interestingly, wasn't so much about winning at all. He wanted simply to utilize the Ryder Cup as an opportunity for as many people as possible to have an experience they would never forget, win or lose. He even made sure he had 3 co-captains, people he knew he could trust and people who had had his back in the past when he needed them. Faldo said he didn't want more than one, that he himself wanted to maintain a pulse on the tournament. But you have to admire Azinger for realizing that having a small core team around him would not only give those guys the experience of a lifetime, a small thank you for their previous service to him, but would also help to relieve the intense pressure and tension that an event of that magnitude ensues.

Whether you're an avid golfer or have tooled around a bit or even have never picked up a club in your life, Azinger certainly shows us some leadership lessons that we can apply to our business, our clients' businesses and our life.

1. Make a thorough evaluation of the current situation, what has worked and what hasn't. Azinger met with all the past U.S. Ryder Cup captains to get their input, but in the end he made his own analysis and conclusions.

2. Push for change. If your analysis reveals to you that the process needs to be improved then, by all means, do what you have to do to make those changes happen. Azinger had to stand up for what he believed in, he made specific recommendations on what needed to be changed to improve the selection process, and got agreement by the golfing gods. No small feat.

3. Set a vision that people can embrace. And champion the cause. Companies often fail maintaining a vision because either their vision is only about making money or they forget to rally their people around the common bond. Azinger did a great job of creating a vision that was about creating the experience of a lifetime and he grounded his vision in plans that supported it, even with a PEP rally, t-shirts printed with the "13th man,"-- a phrase he coined for the Kentucky crowd, and making sure the details supported his vision. I believe a vision like this took pressure off the team because they knew that if they had a great experience they were winners to matter the final outcome.

4. Let the team members be themselves. What I liked about Azinger's style was that he seemed to allow each team member to flourish in their own space. Professional golfers certainly are akin to this more individual sport so allowing their strong personalities, their playing preferences and their individual strengths to shine through was key to the success of the overall team.

5. Allow what's going to happen, happen. Game day is not the time to micro-manage. Azinger had a lot of trust in his team and his co-captains, he believed in the strategy and vision that he cast, and when it came for the guys to tee it up, he had to "let go and let God" so-to-speak. He had to let it ride. This is probably the most difficult thing for a leader to do -- to gently stand back. To coach and not direct. To reassure and not be disappointed when things don't go your way. To continually motivate and pump up both the players and the crowd or audience.

6. Celebrate with your team and extended team. I fully believe that Azinger planned to celebrate fully even if they lost. Because his vision of creating a highly memorable experience would have been fulfilled. And the team would not have walked away with heavy heads in defeat. The fact that they could celebrate with such a patriotic win just made the end sweet -- a win that they could share with their family, friends and the rest of the nation especially at a time that the nation -- and the world for that matter -- is in economic turmoil.

There has never been a time in recent history in which influential leadership is as important as it is right now. Whether you're running a department, a division, a company or a nation, it is imperative to be an effective leader who can cast the right vision, who can implement strategy and change for the better, and who can encourage greatness in the people he or she leads.

Optimum Performance: Defrag your life, your business.

Most of us know when our computer is starting to run slow, to gag and to just not work as well as it used to that performing a simple hard disk defragmentation process is often all it takes for our computer to run better and for us to regain our sanity. Now I'm definitely not an IT pro, but I believe the process can take an hour or so and it basically finds all the free space that is in very small chunks and moves it all together in one big chunk. Once that happens, the system seems to have found some sort of freedom, and the computer works like it used to -- much faster and without any hiccups (you know, those things that always make one have to reboot all the time).

Isn't that how it is in our lives sometimes? Things will be going well and then all of a sudden we just don't seem to be getting things accomplished like we used to. A couple of months (or God forbid, years) go by and we look back and it seems like we've barely moved the needle from where we were before. As if we were in slow motion.

And our businesses can be the same way. We can take a quick walk through our offices and with careful observation we could probably find little pockets of "free space" everywhere. If we could just get all that wasted time together in one area, we could figure out how to accomplish the next goal, or get the Client or our Customers something they didn't expect, or spend some time planning for next year. We might be surprised that those pockets of free space could combine to equal a week's worth of time -- but we always say we're too busy for that off-site planning session which could improve team work and create ideas for implementation in the next quarter or next year. Or that we're too busy to take our family away for a short weekend for a little vision planning.

Most of us tend to regroup at the New Year. January 1st seems to be the time when everyone gets refocused on priorities and goals for the upcoming year. That's the time when we rejigger our lives or put everything we're doing through the defrag process. Cutting out the things that no longer serve us well, focusing on the things we want, reorganizing our "free space" to become more productive and to perform at a higher level, whether in business or in our own personal lives.

I encourage you to think of the upcoming Labor Day Holiday in a new light. To focus in on your work and life to make sure you're getting the most out of it. To be sure that what you're doing and how you're spending your time is running at optimum performance and is serving you well.

Own your greatness.

I'm getting ready to embark on a new chapter of my career to help people do what Les Brown says, "own your greatness." What inspires me are the people who are seeking more, those who ask "is that all there is?" or "How'd I get here?" or who say "I'd really like to be doing something else." Those who want to do more fulfilling and rewarding work, not being satisfied where they are.

Then there are the people who by most accounts are already successful who need a little boost, too. The CEO who is looking for the next chapter of his/her life who just hasn't stopped long enough to think it through or make it important enough to take action. The author who's already published and sold many books but hasn't figured out how to build his or her internet presence. The Think Tank group that hasn't figured out how to use blogging to collaborate and expand their collective thinking. The small business owner or entrepreneur who needs to take his/her business to the next level.

There are so many things that stop people from what I refer to as "mission critical." I believe it is critical, somehow mandatory, that each one of us fully lives our mission. And I'm talking about in business or in life. Can you imagine? What would it be like if you and everyone around you did nothing but exactly what they were put here on earth to do?

I'm reminded of Paul Potts, the opera singer who won Britain's Got Talent reality TV show for '07. The guy had a voice like that and was hiding out selling cell phones for goodness sake. No confidence whatsoever. Unbelievable. His life has completely changed -- and all of us are the benefactors as we have the wonderful opportunity to listen to the passion in his voice because he chose to own his greatness -- he chose to trade his singing in the shower for singing on the world's stage. There's no way one can listen to Paul sing Nessun Dorma and not be moved. Truly moved. And his humble story just makes him that much more compelling as an artist. And everything he's been through in life has made him what he is today.

The thing is...he's not the only one. There are many more like him. Those of us who hide behind whatever lack of confidence we have in ourselves. Having incredible talent and not even being aware of our amazing gift. And "gifts" are like that...they come so naturally to us that we don't even realize what we've been given. We have to stop, be aware and make the right decisions.

I love what Paul said in his biography, "I was so nervous I was shaking like a jelly, but when I watch that audition back, I can see in my eyes that when I start to sing I go to a totally different place and the nerves just vanish."

What do you do that takes you to a totally different place? Where can you can get lost in doing it and time just seems to stand still in the moment? Where can you feel free from fear? What moves you??? Remember that everything in your life -- all your experiences, successes and failures, happiness and sadness alike -- have been given to you to bring you to this place. This moment right now. Will you choose to own your greatness? Or will you cower and retreat to a place of perceived safety? Be bold.

The maturation of Mandela: His 8 lessons of leadership

If you haven't yet read Time magazine's article on on Nelson Mandela, it's an impressive recap on Leadership from the man who's now 90 years young. I've listed 3 out of his 8 leadership lessons that I'm most passionate about -- you can read the article and choose your own.

Lesson #1: Courage is not the absence of fear -- it's inspiring others to move beyond it.

That is so true. Often we have to take some action ourselves in order to help others see that it's o.k. And sometimes it requires great faith in ourselves, our abilities, the unknown and a higher spiritual power. One of the best quotes of all time is from Gandhi, "We must be the change we wish to see in the world."

Lesson #3: Lead from the back -- and let others believe they are in front.

This is a critical leadership lesson. I've seen many leaders make the mistake of always thinking they should be in front instead of drawing out the greatness in others. And they can't even begin to see how and what it costs their companies in terms of creativity, innovation, engagement, speed, client relationships, (I could go on and on). It's like they forget that their role as a leader is to teach and inspire others to lead.

There are two books that I've devoured on this subject, because I felt the authors were humble in their writings, realizing the mistakes they had made and where they had achieved success within their organizations. The first is from Michael Abrashoff, "It's your ship" and the second from Belasco & Stayer, "Flight of the Buffalo." Both books are in my Amazon recommended read list.

Lesson #7: Quitting is leading too.

I don't think we hear this very often in leadership advice but it is good advice to heed. Mandela says, "Knowing how to abandon a failed idea, task or relationship is often the most difficult kind of decision a leader has to make." And I would add that knowing "when" to equally critical.

His 90th Birthday

Quoted from the end of the article... Ultimately, the key to understanding Mandela is those 27 years in prison. The man who walked onto Robben Island in 1964 was emotional, headstrong, easily stung. The man who emerged was balanced and disciplined. He is not and never has been introspective. I often asked him how the man who emerged from prison differed from the willful young man who had entered it. He hated this question. Finally, in exasperation one day, he said, "I came out mature." There is nothing so rare — or so valuable — as a mature man. Happy birthday, Madiba.

Nelson Mandela is proof that one person can make a difference. Let's never stop asking ourselves, each day and each present moment, how we can make a difference in the lives of others. Be inspired by one man's life.

Exuberance: Where does it come from?

I've really never thought too much about the word "exuberance" until I met a land developer in northern Virginia by the name of John Clark. We were talking about ways to describe his passion for land development and in particular for his vision of Haymount, a new urbanist community near Fredericksburg -- a project he's been working on for many years. It was more than passion and certainly more than joy that flowed from him. He was nearly giddy.

To be exuberant is to be "joyously unrestrained and enthusiastic," according to Webster's dictionary. It's more than just having enthusiasm or passion -- it's more like unbridled enthusiasm that's somehow in one's blood and running through their veins rather than an attitude one professes.

So how do we believe so deeply in our vision -- whether for ourselves or for our company -- that we have this unrestrained joy that exudes from us? Is that possible? Realistically, it's not possible to maintain it through the trials and tribulations of life -- or is it? Is that a choice we have?

I remember Anthony Robbins once talking about achieving the point of "sustained joy." I mentioned it to a couple of colleagues and we all talked about how that seemed so impossible to achieve in one's life. Yet Tony, the eternal optimist and NLP expert, believes it is possible. That if you enjoy and love what you're doing so much, that nothing bars you from the feeling and belief that you are truly doing your life's mission. You know, what God intended you to do in it's closest form. And when we're in that place, we experience that joyfully unrestrained enthusiasm (en-theos = in God) that is better referred to as exuberance.

Have you ever experienced that profound joy in your life? When you just could feel yourself enthusiastic beyond belief? Like you were so happy about what you were doing in your life that you couldn't even see straight?

Could you imagine if we were to feel like that more times than not? Rather than experiencing it once in a blue moon -- we would feel it most of the time? Can you imagine the sustained energy that would be with us if we could only figure out what to do that makes us happiest? It's so simple. Find our life's mission and just do it. Do you know what your life's mission is -- what you were put here on earth to do?

How powerful is intuition? In business. In life.

Most people would probably agree that we can't run our businesses or our lives on intuition or gut feel alone. Facts, figures, information, competitive environment, past success or failures all play a part in our decision-making. But when faced with a choice where all things seem relatively equal, learning to trust our intuition can be extremely valuable.

There are many successful business people who will tell you how important it is to believe and trust intuition as a guiding factor. Richard Branson, Donald Trump, Oprah Winfrey and Bill Gates have all admitted that much of their success can be attributed to their ability to sense what's right based on instinct rather than rational processes. Even Einstein wrote that "the only valuable thing is intuition."

John Naisbitt, author of Megatrends, was quoted as saying "Intuition becomes increasingly invaluable in the new information society precisely because there is so much data." So the question is how powerful is intuition becoming as a legitimate and highly recognizable tool in our society? According to a 2006 PRWeek CEO survey, 62% of CEOs use their gut feel when making decisions. And then there are companies who pay $10,000 a month for business intuitionists, like Laura Day, who was recently featured in Newsweek, to help them as an organization become more intuitive, innovative and creative. Obviously, Seagate Technologies and other companies must think it's extremely valuable.

We all possess intuition. Some people have more of an innate ability to pay attention to it and trust it than others, but we can all learn to do that. You probably know people who are very objective in their judgment and then others who are naturally subjective. Or people who tend to be more original and creative thinkers and others who would prefer to simply restate what others have said.

Arupa Testolin, of Intuita, wrote an encapsulating article on the importance of intuition in management decisions. She closed by saying, "Our greatest challenges today will be surmounted by choices made, not from what we know, but from what we don't."

On being bold: the journey continues

For those of you who know me, you know I'm not shy. I say what's on my mind. I'm candid, frank and direct. And of course, I'm always encouraging other people to speak up and do the same.

But I still get people who tell me to "be bold" or "how could you walk away and not tell them" or "people really want to hear your opinion" or "there are people who want and need your guidance." You're kidding, right?!? People don't want to hear...

And then there's this really funky talent I have where I can rather quickly conceptualize combinations of people and ideas, in sort of a visionary way. It's really hard to explain but it has to do with maximizing people's potential and getting them out of their own box so that they can be freed up to think and act outside the box. I know, I know, sounds so simple but it's a very complicated thing that happens in my brain all the time. The weird thing is that I can apply it to just about any situation or business or anyone -- at any level at just about any time. No research needed -- just a little bit of observation time and my brain wiring goes into action. The more observation, the more concepts I see.

I think the visionary part is that I can "see" the impact of what could happen if a few barriers were lifted -- and those barriers are sometimes difficult to explain to people because they are often barriers in the way people think.

The challenge, of course, is capturing those ideas and sharing them. I'm so used to the ideas coming at a fast pace -- they are so normal to me -- that I discount half of them just like fleeting thoughts. As if they have no value to me or anyone around me. Like popcorn. And then there's the challenge of when I do share, that people either look at me like I have 3 heads or they completely react and disengage and never even try to go with me on the thought journey. Only once in a while do I run across someone who "gets it." So I'm usually left with this vivid "potential picture" that nine times out of ten just fades away until the next one comes, and the next and the next.

If I had my drothers, and I suppose I do, I'd create a new title for myself -- something like chief potential officer. To me, that'd be the coolest job in the world. Job description? Easy as 1-2-3: Observe. See potential. Explain the picture. That's it. No different than an artist or sculptor.

It was Michelangelo who said... "I saw the angel in the marble and carved until I set him free." For me, uncovering potential in a person or a business is simply to take away that which isn't necessary. That which has no purpose. That which no longer serves one well.

I don't know if being more bold is what it will take for me to move forward in my own life. But I do know that being more of who I am -- more accepting of the gifts that God has provided - is mission critical. If I can make a difference in one person's life, it's all worth it. But what if I could make a difference in hundreds or thousands? Or what if by my making a difference in a few lives, many lives could be changed as a result?

Being bold is not about being in someone's face as much as it is about facing challenges head on, with an almost quiet and even deeply spiritual confidence. It's about having the courage to be truly authentic. It's about pushing through fear to gain the opportunities that only freedom from fear can bring. It's about realizing that explaining a "vision" or a conceptual idea can change the direction of a company -- maybe not today, but maybe within a few months or even the next year.

Will you go on this journey with me? Will you commit to being more bold?