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	<title>Entrepreneur the Arts &#187; Guest Bloggers</title>
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	<description>Innovating Through Artistry</description>
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		<title>How the Unconscious Mind Boosts Creative Output</title>
		<link>http://blog.entrepreneurthearts.com/2012/01/10/how-the-unconscious-mind-boosts-creative-output/</link>
		<comments>http://blog.entrepreneurthearts.com/2012/01/10/how-the-unconscious-mind-boosts-creative-output/#comments</comments>
		<pubDate>Tue, 10 Jan 2012 14:20:54 +0000</pubDate>
		<dc:creator>Guest Blogger</dc:creator>
				<category><![CDATA[Creative Support]]></category>
		<category><![CDATA[Creativity]]></category>
		<category><![CDATA[Creativity + Emotional Intelligence]]></category>
		<category><![CDATA[Creativity + Innovation]]></category>
		<category><![CDATA[Entrepreneurial Tool Box]]></category>
		<category><![CDATA[Guest Bloggers]]></category>

		<guid isPermaLink="false">http://blog.entrepreneurthearts.com/?p=19780</guid>
		<description><![CDATA[New research finds we’re better able to identify genuinely creative ideas when they’ve emerged from the unconscious mind. Written By Tom Jacobs (Hemera/iStockphoto) Truly creative ideas are both highly prized and, for most of us, maddeningly elusive. If our best efforts produce nothing brilliant, we’re often advised to put aside the issue at hand and&#8230;<br /><span class="more-link-wrapper"><a href="http://blog.entrepreneurthearts.com/2012/01/10/how-the-unconscious-mind-boosts-creative-output/" class="more-link">Read More</a></span>]]></description>
			<content:encoded><![CDATA[
<div class="topsy_widget_data topsy_theme_brick-red" style="float: right;margin-left: 0.75em; background: url(data:,%7B%20%22url%22%3A%20%22http%253A%252F%252Fblog.entrepreneurthearts.com%252F2012%252F01%252F10%252Fhow-the-unconscious-mind-boosts-creative-output%252F%22%2C%20%22style%22%3A%20%22big%22%2C%20%22title%22%3A%20%22How%20the%20Unconscious%20Mind%20Boosts%20Creative%20Output%22%20%7D);"></div>
<!-- Start Shareaholic LikeButtonSetTop Automatic --><div style="clear: both; min-height: 1px; height: 3px; width: 100%;"></div><div class='shareaholic-like-buttonset' style='float:none;height:30px;'><a class='shareaholic-fblike' data-shr_layout='button_count' data-shr_showfaces='false' data-shr_href='http%3A%2F%2Fblog.entrepreneurthearts.com%2F2012%2F01%2F10%2Fhow-the-unconscious-mind-boosts-creative-output%2F' data-shr_title='How+the+Unconscious+Mind+Boosts+Creative+Output'></a><a class='shareaholic-fbsend' data-shr_href='http%3A%2F%2Fblog.entrepreneurthearts.com%2F2012%2F01%2F10%2Fhow-the-unconscious-mind-boosts-creative-output%2F'></a><a class='shareaholic-googleplusone' data-shr_size='medium' data-shr_count='true' data-shr_href='http%3A%2F%2Fblog.entrepreneurthearts.com%2F2012%2F01%2F10%2Fhow-the-unconscious-mind-boosts-creative-output%2F' data-shr_title='How+the+Unconscious+Mind+Boosts+Creative+Output'></a></div><div style="clear: both; min-height: 1px; height: 3px; width: 100%;"></div><!-- End Shareaholic LikeButtonSetTop Automatic --><p>New research finds we’re better able to identify genuinely creative ideas when they’ve emerged from the unconscious mind.</p>
<p>Written By <strong><a title="Posts by Tom Jacobs" href="http://www.miller-mccune.com/author/tomjacobs/" rel="author">Tom Jacobs</a></strong></p>
<div id="image_n_related_posts_container">
<div><a href="http://blog.entrepreneurthearts.com/etablog/wp-content/uploads/2012/01/mmw-findings-creativity.jpg"><img class="size-medium wp-image-19783 alignleft" title="mmw-findings-creativity" src="http://blog.entrepreneurthearts.com/etablog/wp-content/uploads/2012/01/mmw-findings-creativity-300x207.jpg" alt="Newly published research suggests people who let their unconscious minds take a crack at a problem were better at selecting their most and least creative ideas. (Hemera/iStockphoto)" width="300" height="207" /></a>(Hemera/iStockphoto)</div>
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<p>Truly creative ideas are both highly prized and, for most of us, maddeningly elusive. If our best efforts produce nothing brilliant, we’re often advised to put aside the issue at hand and give our unconscious minds a chance to work.</p>
<p><a href="http://www.sciencedirect.com/science/article/pii/S1871187111000666" target="_blank">Newly published research</a> suggests that is indeed a good idea — but not for the reason you might think.</p>
<p>A study from the Netherlands finds allowing ideas to incubate in the back of the mind is, in a narrow sense, overrated. People who let their unconscious minds take a crack at a problem were no more adept at coming up with innovative solutions than those who consciously deliberated over the dilemma.</p>
<p>But they did perform better on the vital second step of this process: determining which of their ideas was the most creative. That realization provides essential information; without it, how do you decide which solution you should actually try to implement?</p>
<p>Given the value of discerning truly fresh ideas, “we can conclude that the unconscious mind plays a vital role in creative performance,” a research team led by <a href="http://www.ru.nl/socialpsychology/phd-students/simone_ritter_msc/?mode=print" target="_blank">Simone Ritter</a> of the Radboud University Behavioral Science Institute writes in the journal <em>Thinking Skills and Creativity.</em></p>
<p>In the first of two experiments, 112 university students were given two minutes to come up with creative ideas to an everyday problem: how to make the time spent waiting in line at a cash register more bearable. Half the participants went at it immediately, while the others first spent two minutes performing a distracting task — clicking on circles that appeared on a computer screen. This allowed time for ideas to percolate outside their conscious awareness.</p>
<p>After writing down as many ideas as they could think of, they were asked to choose which of their notions was the most creative.  Participants were scored by the number of ideas they came up with, the creativity level of those ideas (as measured by trained raters), and whether their perception of their most innovative idea coincided with that of the raters.</p>
<p>The two groups scored evenly on both the number of ideas generated and the average creativity of those ideas. But those who had been distracted, and thus had ideas spring from their unconscious minds, were better at selecting their most creative concept.</p>
<p>The second experiment, which featured 68 students, was similarly structured. Participants were given a different assignment (“Come up with as many ideas as possible on how students can earn some extra money”); at the end, they were asked to identify both their most and least creative ideas.</p>
<p>The results replicated those of the first experiment. Those who had employed their unconscious minds were better at selecting both their most and least-innovative ideas.</p>
<p>The researchers aren’t sure how to explain their results; they suggest a “spontaneous tagging process” takes place when an idea is generated unconsciously, alerting us to its level of creativity. While admitting this theory is speculative, they note that — whatever its cause — this sort of discernment is “vitally important for everyday creativity.”</p>
<p>True enough. Knowing which ideas belong in the trash bin, and which deserve to be fleshed out further, is a real gift—one that, according to this research, your unconscious mind is poised to provide.</p>
<p>&nbsp;</p>
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		<title>Inside Arts Based Interventions</title>
		<link>http://blog.entrepreneurthearts.com/2011/12/12/inside-arts-based-interventions/</link>
		<comments>http://blog.entrepreneurthearts.com/2011/12/12/inside-arts-based-interventions/#comments</comments>
		<pubDate>Mon, 12 Dec 2011 13:15:06 +0000</pubDate>
		<dc:creator>Guest Blogger</dc:creator>
				<category><![CDATA[Business]]></category>
		<category><![CDATA[Creativity + Innovation]]></category>
		<category><![CDATA[Entrepreneurial Tool Box]]></category>
		<category><![CDATA[Guest Bloggers]]></category>

		<guid isPermaLink="false">http://blog.entrepreneurthearts.com/?p=19103</guid>
		<description><![CDATA[Written by Michael Gold For any individual or culture to change it has to want to change. Arts based interventions that have the potential to affect real change are engaged when someone inside the corporate culture sees the need and the potential. It is essential that such interventions be very carefully designed. There must be&#8230;<br /><span class="more-link-wrapper"><a href="http://blog.entrepreneurthearts.com/2011/12/12/inside-arts-based-interventions/" class="more-link">Read More</a></span>]]></description>
			<content:encoded><![CDATA[
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<p>For any individual or culture to change it has to want to change.</p>
<p>Arts based interventions that have the potential to affect real change are engaged when someone inside the corporate culture sees the need and the potential. It is essential that such interventions be very carefully designed.</p>
<p>There must be a thorough and agreed upon understanding of the client’s “pain” and how an art based intervention can be applied to catalyze that pain into specific productive results. A good starting place for practitioners is Giovanni Schuima’s book <strong><a href="http://arts4business.org/book-value-of-arts/" target="_blank">The Value of Arts for Business</a></strong>.</p>
<p>The only thing that will convince corporate interests that its management needs the resource of the artistic perspective is word of mouth based on experiential results. One cannot blame Chief Learning Officers and CEOs for being skeptical.</p>
<p>In my role as designer and facilitator of arts based initiatives, I have to work with musicians who can articulate their ideas across disciplines, otherwise they bring no value to the interaction with people in business.</p>
<p>There has to be viable product in the marketplace for corporations to be convinced of the value of arts based learning. If academic institutions from arts departments to MBA programs were to start training artists of all types in cross-disciplinary facilitation then a new and competitive field of management development — one that truly deserves the moniker of Human Resource Development — would enter the market. It would be relatively easy to create curricula designed give artists these skills.|</p>
<p>It is unfortunate that the world of the arts is not as prepared as it could be for this unique opportunity to recalibrate the one-sided relationship of the artist as dependent upon patrons.</p>
<p>In the movie <em>Field of Dreams</em>, while walking in his cornfield, novice farmer Ray Kinsella hears a voice that whispers, “If you build it, he will come,” and sees a baseball diamond. If we, as educators and educational institutions, build a theoretical base of expertise around this emerging field…they will come. They are already here…asking.</p>
<p>&nbsp;</p>
<h3>About Michael Gold</h3>
<div id="profilepic_profile">
<p><strong>Email</strong>: <strong><a href="mailto:michael@jazz-impact.com">michael@jazz-impact.com</a>    Web Site</strong>:<strong> <a href="http://www.jazz-impact.com/">http://www.jazz-impact.com</a></strong></p>
<p><strong></strong>Michael Gold is the founder and president of Jazz Impact, where he develops and conducts interactive seminars that bring together the two worlds of jazz and business. Gold’s expertise is in creating customized training sessions that reinforce team-building, problem solving and other management skills by drawing upon the lessons of jazz. Gold’s extensive background in music, academia and business was essential in developing Jazz Impact. He held senior management positions in the real estate and financial services industries, holds a Ph.D. in jazz performance and created and ran Vassar College’s first jazz program. He has spent nearly two decades as a jazz bassist in New York having performed with such greats as Lee Konitz, Al Cohn, Tal Farlow, Sheila Jordan, and Warne Marsh. Gold is an ongoing lecturer for The Executive MBA and Leadership Development Programs at the Kellogg School of Management at Northwestern University, The MBA Program at Loyola University in New Orleans and The University of Minnesota School of Public Health.</p>
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		<title>Music Education + Business = Win Win</title>
		<link>http://blog.entrepreneurthearts.com/2011/11/22/music-education-business-win-win/</link>
		<comments>http://blog.entrepreneurthearts.com/2011/11/22/music-education-business-win-win/#comments</comments>
		<pubDate>Tue, 22 Nov 2011 13:37:28 +0000</pubDate>
		<dc:creator>Guest Blogger</dc:creator>
				<category><![CDATA[Business]]></category>
		<category><![CDATA[Creativity + Innovation]]></category>
		<category><![CDATA[Entrepreneurial Tool Box]]></category>
		<category><![CDATA[Guest Bloggers]]></category>
		<category><![CDATA[Music]]></category>
		<category><![CDATA[Values and Ethics]]></category>

		<guid isPermaLink="false">http://blog.entrepreneurthearts.com/?p=18748</guid>
		<description><![CDATA[Written by Eugene Cantera from The Dallas School of Music   Posted on their blog, DiscoverLearnandPlay, on November 15, 2011 Last week we were fortunate enough to be contacted by Marty Albertson the former CEO and current non-executive Chairman of Guitar Center.  We decided to do a little research on him before our call and learned&#8230;<br /><span class="more-link-wrapper"><a href="http://blog.entrepreneurthearts.com/2011/11/22/music-education-business-win-win/" class="more-link">Read More</a></span>]]></description>
			<content:encoded><![CDATA[
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<li>Written by Eugene Cantera from The<strong><a href="www.dsminfo.com"> Dallas School of Music</a></strong>   Posted on their blog, <strong><a href="www.discoverlearnandplay.com">DiscoverLearnandPlay, </a></strong>on November 15, 2011</li>
</ul>
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<p>Last week we were fortunate enough to be contacted by Marty Albertson the former CEO and current non-executive Chairman of<strong> <a href="http://www.guitarcenter.com/">Guitar Center</a></strong>.  We decided to do a little research on him before our call and learned that his is a very cool story.</p>
<p>He started as a clerk and rose through the ranks all the way to CEO.  He weathered through sales of the company, buy-outs of partners, and even led the company from public to private status (and back again?).  He champions a &#8216;slow-growth&#8217; strategy that he believes will benefit Guitar Center over the long run. This is all good stuff.</p>
<p>Marty&#8217;s initial e-mail to us ended with a very interesting sentence that caught me just a tad off-guard.  He said &#8220;I have spent a great deal of time over the past several years<span style="text-decoration: underline;"> investing in the music ed world we depend on</span>. I would look forward to seeing your program&#8221;. I&#8217;m not sure why I was surprised as it makes so much sense.  Head of a company that sells instruments and gear is interested in music education success&#8230; so they can sell more instruments and gear! It&#8217;s crystal clear and seems to be sound business logic as well (no pun intended). We were humbled that Marty contacted us and were pleasantly surprised to learn that he wanted to talk about <span style="text-decoration: underline;">music education</span> with us &#8216;outsiders&#8217;. But you see, as a businessman and passionate music fan, he understands the importance of music education on many levels.</p>
<p>For example, we are all familiar with the <strong><a href="http://www.menc.org/resources/view/why-music-education-2007">benefits of music education</a></strong>; how students of the arts continually outperform non-art peers on the SAT, how cognitive reasoning is elevated, and  and how playing music can instill in students &#8220;the good habits of mind that can last a lifetime&#8221; <strong><a href="http://discoverlearnplay.blogspot.com/2010/03/mozart-effect-take-2-finally-some.html">among others</a></strong>.  These are noble and just reasons for the existence of foundations like <strong><a href="http://www.vh1savethemusic.com/">VH1-s Save the Music</a></strong> and The <strong><a href="http://www.mhopus.org/">Mr. Holland&#8217;s Opus Foundation </a></strong>(of which Marty is a board member) but they are not <span style="text-decoration: underline;">the only</span> reasons.</p>
<p>The basic premise that &#8216;more music makers = more music SALES&#8217; is&#8230; in my humble opinion, no less of a reason to &#8216;save the music&#8217; and for music educators to become more business savvy. This can and should be a win-win situation. I know that each time a shop makes an instrument sale, there is a potential lesson for a teacher (whether it&#8217;s here at DSM or online at <strong><a href="http://www.discoverlearnandplay.com/">DLP</a></strong>)  and perhaps another potential member for a local band or orchestra program. And I know too that if the teacher does his job well, he will make a lifelong ambassador and purchaser of music and its related products or services. That&#8217;s a Win-Win.</p>
<p>I suppose it was the word &#8216;depend&#8217; in Marty&#8217;s initial e-mail that struck me the most. I wondered to myself if music educators understood this?&#8230;Then I chuckled at how silly that sounded. Of course they don&#8217;t.  Music educators are trained to sight sing, read scores, transpose, and fix the occasionally bent octave key. These are wonderful attributes in the band room, not so useful in the real world.  We are trained to do one thing, and do it well. But in most cases, a music ed. major&#8217;s &#8216;business hat&#8217; is most often only worn when dealing with local shops that provide (hopefully) quality rental instruments to their band and orchestra programs.</p>
<p>This leads to a dis-connect between school music programs and the outside world, including the business world (and in many cases, the music world &#8211; but that&#8217;s another story for another time).  In short, this disconnect is a real and palpable one. If you don&#8217;t believe me, <a href="http://discoverlearnplay.blogspot.com/2010/11/create-check-box.html"><strong>read the account of our trip to the MENC</strong></a> (now called <strong><a href="http://www.menc.org/">NAfME</a></strong>) National Conference or see for yourself by attending a <strong><a href="http://www.namm.org/thenammshow/2012">NAMM</a></strong> show and making a note of who the majority of music merchandisers are courting. You might also try listening in on any of the <strong><a href="http://www.menc.org/news/view/press-release-the-national-association-for-music-education-makes-policy-roundtable-official/">national round-table discussions on music education</a></strong> and see how often they address &#8216;the other 80%&#8217;.</p>
<p><strong>So I believe it&#8217;s time for a change. </strong></p>
<p>Let&#8217;s try to&#8230;</p>
<ul>
<li>&#8230;encourage future music educators to be more entrepreneurial minded by making business training part of their basic required curriculum.</li>
<li>&#8230;work with businesses to leverage the current interest in adult music education and start reaching that portion of &#8216;the other 80%&#8217;.</li>
<li>&#8230;use technology to make music educators more accessible and to reach more people of all ages and all levels of ability interested in learning music.</li>
</ul>
<p>And finally, let&#8217;s not be afraid to become more entrepreneurial in spirit and to work with businesses of all kinds for a &#8216;slow-growth&#8217; approach to creating more music makers. It can be good for everyone&#8217;s business &#8211; a true win-win.</p>
<p>&nbsp;</p>
<p><strong>About Eugene Cantera</strong></p>
<p><a href="http://blog.entrepreneurthearts.com/etablog/wp-content/uploads/2011/11/ec-pic.jpg"><img class="alignleft size-thumbnail wp-image-18750" title="ec pic" src="http://blog.entrepreneurthearts.com/etablog/wp-content/uploads/2011/11/ec-pic-150x150.jpg" alt="" width="150" height="150" /></a>Eugene grew up in the northeast and received a BME from the Hartt School of Music at the University of Hartford, CT.  He has been in Dallas for the past 20 years where he is a Partner at The Dallas School of Music and one of the founders of discoverlearnandplay.com.  As Head of Social Media he publishes the Discover, Learn, Play blog and maintain the schools&#8217; twitter and facebook pages. He has had the pleasure of working with a wide array of students, from novice learners to professional musicians, and perform locally when asked nicely.</p>
<div class="shr-publisher-18748"></div><!-- Start Shareaholic LikeButtonSetBottom Automatic --><div style="clear: both; min-height: 1px; height: 3px; width: 100%;"></div><div class='shareaholic-like-buttonset' style='float:none;height:30px;'><a class='shareaholic-fblike' data-shr_layout='button_count' data-shr_showfaces='false' data-shr_href='http%3A%2F%2Fblog.entrepreneurthearts.com%2F2011%2F11%2F22%2Fmusic-education-business-win-win%2F' data-shr_title='Music+Education+%2B+Business+%3D+Win+Win'></a><a class='shareaholic-fbsend' data-shr_href='http%3A%2F%2Fblog.entrepreneurthearts.com%2F2011%2F11%2F22%2Fmusic-education-business-win-win%2F'></a><a class='shareaholic-googleplusone' data-shr_size='medium' data-shr_count='true' data-shr_href='http%3A%2F%2Fblog.entrepreneurthearts.com%2F2011%2F11%2F22%2Fmusic-education-business-win-win%2F' data-shr_title='Music+Education+%2B+Business+%3D+Win+Win'></a></div><div style="clear: both; min-height: 1px; height: 3px; width: 100%;"></div><!-- End Shareaholic LikeButtonSetBottom Automatic -->
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		<title>2011 Nonprofit Social Networking Benchmark Report</title>
		<link>http://blog.entrepreneurthearts.com/2011/11/02/2011-nonprofit-social-networking-benchmark-report/</link>
		<comments>http://blog.entrepreneurthearts.com/2011/11/02/2011-nonprofit-social-networking-benchmark-report/#comments</comments>
		<pubDate>Wed, 02 Nov 2011 12:30:29 +0000</pubDate>
		<dc:creator>Lisa Canning</dc:creator>
				<category><![CDATA[Business]]></category>
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		<guid isPermaLink="false">http://blog.entrepreneurthearts.com/?p=18244</guid>
		<description><![CDATA[NTEN, Common Knowledge, and Blackbaud just recently released their third annual 2011 Nonprofit Social Networking Benchmark Report. Their report provides insights for nonprofits, foundations, media and nonprofit- focused businesses about the most important behavior and trends surrounding social networking as part of nonprofits’ marketing, communications, fundraising, program and IT services. Who Participated Respondents included 11,196&#8230;<br /><span class="more-link-wrapper"><a href="http://blog.entrepreneurthearts.com/2011/11/02/2011-nonprofit-social-networking-benchmark-report/" class="more-link">Read More</a></span>]]></description>
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<div class="topsy_widget_data topsy_theme_brick-red" style="float: right;margin-left: 0.75em; background: url(data:,%7B%20%22url%22%3A%20%22http%253A%252F%252Fblog.entrepreneurthearts.com%252F2011%252F11%252F02%252F2011-nonprofit-social-networking-benchmark-report%252F%22%2C%20%22style%22%3A%20%22big%22%2C%20%22title%22%3A%20%222011%20Nonprofit%20Social%20Networking%20Benchmark%20Report%22%20%7D);"></div>
<!-- Start Shareaholic LikeButtonSetTop Automatic --><div style="clear: both; min-height: 1px; height: 3px; width: 100%;"></div><div class='shareaholic-like-buttonset' style='float:none;height:30px;'><a class='shareaholic-fblike' data-shr_layout='button_count' data-shr_showfaces='false' data-shr_href='http%3A%2F%2Fblog.entrepreneurthearts.com%2F2011%2F11%2F02%2F2011-nonprofit-social-networking-benchmark-report%2F' data-shr_title='2011+Nonprofit+Social+Networking+Benchmark+Report'></a><a class='shareaholic-fbsend' data-shr_href='http%3A%2F%2Fblog.entrepreneurthearts.com%2F2011%2F11%2F02%2F2011-nonprofit-social-networking-benchmark-report%2F'></a><a class='shareaholic-googleplusone' data-shr_size='medium' data-shr_count='true' data-shr_href='http%3A%2F%2Fblog.entrepreneurthearts.com%2F2011%2F11%2F02%2F2011-nonprofit-social-networking-benchmark-report%2F' data-shr_title='2011+Nonprofit+Social+Networking+Benchmark+Report'></a></div><div style="clear: both; min-height: 1px; height: 3px; width: 100%;"></div><!-- End Shareaholic LikeButtonSetTop Automatic --><p><a href="http://blog.entrepreneurthearts.com/etablog/wp-content/uploads/2011/10/Picture-17.png"><img class="alignright size-full wp-image-18279" title="Picture-17" src="http://blog.entrepreneurthearts.com/etablog/wp-content/uploads/2011/10/Picture-17.png" alt="" width="254" height="234" /></a><a href="http://www.nten.org/">NTEN</a>, <a href="http://commonknow.com/html/index.php">Common Knowledge</a>, and <a href="http://www.blackbaud.com/">Blackbaud</a> just recently released their third annual <strong>2011 Nonprofit Social Networking Benchmark Report. </strong>Their report provides insights for nonprofits, foundations, media and nonprofit- focused businesses about the most important behavior and trends surrounding social networking as part of nonprofits’ marketing, communications, fundraising, program and IT services.</p>
<p><strong>Who Participated</strong><br />
Respondents included 11,196 nonprofit professionals representing small, medium, and large organizations and all nonprofit segments including: Arts &amp; Culture, Education (Higher and K-12), Environment &amp; Animal Welfare, Health &amp; Healthcare, Human Services, Internal, Professional Associations, Public Benefit, and others. Between January 24, 2011 and February 10, 2011, these nonprofit professionals responded to a survey about their organizations’ use of online social networks.</p>
<p><em>Two groups of questions were posed to survey participants:</em><br />
1. Tells us about your use of commercial social networks such as Facebook, Twitter, LinkedIn, and others.<br />
2. Tell us about your work building and using social networks on your own websites, called house social networks.</p>
<h2><strong><span style="color: #800080;">Top 10 Survey Results</span><br />
</strong></h2>
<p>From the commercial social networking world (i.e. Facebook, Twitter, LinkedIn, YouTube)</p>
<p><strong>1. Facebook is King and Extending Its Lead &#8211; Slowly</strong><br />
Facebook, the consumer-focused social networking platform, is the most popular commercial social network for nonprofits and continues to grow, albeit slowly. Nine out of 10 nonprofits (89%) report having a presence on Facebook in 2011. In the last three years Facebook usage has grown from 74% to 89%, with the largest chunk of this adoption occurring between 2009 and 2010 – a 16% jump from 2009 to 2010, and just 3% from 2010 to 2011.By comparison, Twitter, the professional micro-blogging community, looks to have leveled off among nonprofits with usage levels reported at 57% in 2011, down slightly from 2010 (60%).LinkedIn, the online professional social networking community is used by 1 in 3 nonprofits (30%) in 2011, representing a steady-state &#8211; no real change from the 33% usage levels reported in both 2010 and 2009.MySpace, variably claimed as the future of social music distribution and consumer-based social networking more generally, is dying on the vine with an all-time low in 2011 of just 7% of nonprofits indicating they maintain a presence here, a -50% drop from 2010 (14% of nonprofits were on MySpace) and a veritable plunge from 2009 when 6% reported a presence on MySpace.</p>
<p><strong>2. Commercial Social Networks Keep Getting Bigger</strong><br />
Apparently nonprofit efforts to attract more supporters on social networks are working. The Facebook average member community size is up 161% in 2011 to 6,376 members compared to 2,440 and 5,391 respectively in 2010 and 2009. The average Twitter follower base is up just 2% in 2011 to 1,822 followers (from 2010’s 1,792 followers) and up a massive 535% from 2009 levels (287 followers). LinkedIn, while not as large overall compared to Facebook managed to quietly creep up to near Twitter levels with an average of 1,196 members in 2011 compared to past years &#8211; just 450 in 2010 and 291 members in 2009.</p>
<p><strong>3. Low-Level Fundraising on Facebook Increased</strong><br />
Fundraising on Facebook is growing but it’s still a minority effort. The number of groups successfully generating a small fundraising revenue stream ($1 to $10K annually) has risen each year from 38% in 2009 to 46% in 2011. The number of organizations raising $100,000 or more per year on social networks doubled this year from 0.2% to 0.4%, but obviously this still represents a critically thin slice of the sector.</p>
<p><strong>4. Nonprofits Still Agree – CSNs are Valuable</strong><br />
Nonprofit industry sentiment toward social networks remains very positive with 4 out of 5 (82%) nonprofits indicating that they find their commercial social networking (CSN) efforts <strong>valuable </strong>(i.e. the combination of respondents who answered with “very valuable” or “somewhat valuable” when asked about the value of their CSNs). The same question in 2009 and 2010 saw 79% and 81% of nonprofits respectively found their CSNs valuable. It looks like nonprofits got hooked early and are still enamored with the idea of doing business on commercial social networks.</p>
<p><strong>5. A Few Newcomers Hit the Scene</strong><br />
The newbie, place-based social networking platform <strong>FourSquare </strong>appeared in our survey results in a substantive way for the first time in 2011 with 4% of nonprofits saying they have a presence here.Newcomer <strong>Jumo </strong>(founded in February 2010 by Chris Hughes, co-founder of Facebook) claims a thin slice of less than 1% of charities, along with other narrowly adopted (and not so new) outlets such as <strong>Vimeo </strong>(video sharing), <strong>Yelp </strong>(local search and review), <strong>Picassa </strong>(photo sharing), <strong>Ning </strong>( build your own community) and <strong>Delicious </strong>(social bookmarking) all of which individually accounted for less than 1% of responses each.First-time mentions this year also include the donor-empowered peer-to-peer giving sites <strong>CrowdRise, FirstGiving, Razoo </strong>and <strong>Causes. </strong>All were reported as being used by nonprofits but by less 1% of respondents each.Facebook made efforts to supplant all of these companies with the release of new product features in 2010 and 2011. It will be interesting to see if these smaller players are able to carve out a firm hold in the market despite Facebook’s best efforts.</p>
<p><strong>6. Surprise Result: Master Social Fundraisers Come in all Sizes </strong><br />
It turns out that nonprofits of all sizes are able to scale their fundraising efforts on commercial social networks. We identified a subset (27 organizations) of “Master Social Fundraisers” from amongst the survey respondents. Master Social Fundraisers are nonprofits that raised more than $100,000 on Facebook over the last year. Fascinatingly, the first characteristic that jumped out reversed many of our conclusions regarding <strong>organization size: </strong>30% of the Master Fundraisers were Small organizations ($1 to $5MM annual budget) and 8% were Medium-sized ($6MM to $50MM).</p>
<p><strong>Table 1.1:  Master Fundraisers – the size of organizations raising more than $100K on Facebook</strong></p>
<p style="text-align: center;"><img class="size-full wp-image-18284 aligncenter" title="Chart" src="http://blog.entrepreneurthearts.com/etablog/wp-content/uploads/2011/10/Chart.jpg" alt="" width="509" height="292" /></p>
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<p>The average Facebook following of a Master Social Fundraiser is nearly 100,000 (99,911) members—more than fifteen times the general average. This number demonstrates that a prerequisite for raising big dollars via social networks is a big community. Viral or word-of-mouth-marketing within online social networks may reduce the cost of building a community, but nonprofits still need a large base of supporters to bring in substantial fundraising revenue. Staffing is important as well – 30% of Master Fundraisers dedicate 2+ staff to managing and fundraising on their social networking presence, compared to just 2% for the industry. The conclusion is that resourcing matters a lot to get the job done if you want to fundraise successfully on social networks like Facebook, and it doesn’t matter how large or small your nonprofit. If you manage to dedicate the budget and staff to the task even a small charity can raise $100,000 or more on Facebook.</p>
<p><strong>7. Environmental/Animal Welfare and International Services Groups Outperform the Sector</strong><br />
We sliced the survey results along nonprofit verticals and identified the top performers. Environmental/Animal Welfare groups recorded the highest average community size on Facebook with 8,490 members compared to the overall industry average of 6,376 members. International Service organizations reported the highest use of Facebook with 97% of these groups reporting a presence here, and nearly double the number of Twitter base with 7,360 followers compared to second place Environmental/Animal Welfare group average of 4,182 followers and an industry average of 1,822 followers. Public and Societal Benefit charities report the highest average LinkedIn base with 5,544 members, more than three times greater than the nearest peer sector – Higher Education with 1,591 LinkedIn members.</p>
<p><strong>Moving on to the house social networking world, we round out our Top Ten results from the 2011 nonprofit social networking survey.</strong></p>
<p><strong>8. Average Community Size is Up (Again) for HSN&#8217;s</strong><br />
Just like commercial social networks, the community size of nonprofit house social networks (HSNs) is on the rise with an average of 5,967 members in 2011 compared to 3,520 in 2010, a 70% increase year-over-year. Organization size looks to have a direct bearing on community size for house networks with Small ($0 to $5MM annual budget) organizations claiming an average base of 4,473 members, while Large ($51MM to $250MM) and Very Large ($250MM+) report average community sizes of 15,717 and 18,528 members respectively.</p>
<p><strong>9. Program &amp; Service Delivery Creeps into #1 Spot</strong><br />
Over half (55%) of nonprofits who have a house social network report that the role of their community is for Program and Service delivery, eclipsing Marketing (49%) for the first time as the primary purpose for charity house networks. This mirrors our anecdotal experience over the last year as we talked with increasing numbers of nonprofits looking to use their house networks for delivery of health (e.g. stop smoking), education (e.g. electronic delivery of business education curricula), advocacy (e.g. stop climate change) or best practice innovation (e.g. animal welfare shelter improvements). Layering on or weaving mission into socially-enabled online communities helps to differentiate them from Facebook; finally answering the question, “Why would my supporters register and use my house network if they are already on Facebook?</p>
<p><strong>10. Business-focused Departments Still Running the Social Networking Show</strong><br />
Unlike many of the recent technology waves (e.g. web sites, email, mobile) social networking projects (and communities) are typically managed by the business-oriented departments instead of IT. Even the more technologically intensive house social networks are owned by Communications (17%), Marketing (13%), Fundraising (13%), Programs (12%), Executive Management (10%) and cross-departmental (owned by multiple departments equally) (11%). IT owns house social networking projects for 9% of organizations. It seems that the department that most directly benefits from the social networking program owns the effort, and IT mostly assists.</p>
<p>&nbsp;</p>
<p>Click the link to download the entire <strong><a href="../etablog/wp-content/uploads/2011/10/2011-NPO-SN-Benchmark-Report-Final.pdf">2011 NPO Social Networking Benchmark Report<br />
</a></strong></p>
<p>&nbsp;</p>
<p><strong>About NTEN, Common Knowledge and Blackbaud</strong><strong><br />
</strong><a href="http://www.nten.org/">NTEN</a> is the membership organization of nonprofit professionals who put technology to use for their causes.</p>
<p><a href="http://commonknow.com/html/index.php">Common Knowledge</a>, an Internet consulting agency, founded in 2002, provides online fundraising and marketing services to nonprofits and higher education.</p>
<p><a href="http://www.blackbaud.com/">Blackbaud</a> is the leading global provider of software and services designed specifically for nonprofit organizations, enabling them to improve operational efficiency, build strong relationships, and raise more money to support their missions.</p>
<p>&nbsp;</p>
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		<title>Fixing the holes in the whole</title>
		<link>http://blog.entrepreneurthearts.com/2011/10/31/fixing-the-holes-in-the-whole/</link>
		<comments>http://blog.entrepreneurthearts.com/2011/10/31/fixing-the-holes-in-the-whole/#comments</comments>
		<pubDate>Mon, 31 Oct 2011 13:45:53 +0000</pubDate>
		<dc:creator>Guest Blogger</dc:creator>
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		<guid isPermaLink="false">http://blog.entrepreneurthearts.com/?p=18367</guid>
		<description><![CDATA[Written by Lance Hall, actor, director, creator of Launch Pad Casting Workshop and a participant in The IAE&#8216;s inaugural class. Since sessions at The Institute for Arts Entrepreneurship started, we’ve been working with a lot of introspective discovery and self-reflection. In the past few weeks, we’ve begun to tie it all together. The layers and&#8230;<br /><span class="more-link-wrapper"><a href="http://blog.entrepreneurthearts.com/2011/10/31/fixing-the-holes-in-the-whole/" class="more-link">Read More</a></span>]]></description>
			<content:encoded><![CDATA[
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<!-- Start Shareaholic LikeButtonSetTop Automatic --><div style="clear: both; min-height: 1px; height: 3px; width: 100%;"></div><div class='shareaholic-like-buttonset' style='float:none;height:30px;'><a class='shareaholic-fblike' data-shr_layout='button_count' data-shr_showfaces='false' data-shr_href='http%3A%2F%2Fblog.entrepreneurthearts.com%2F2011%2F10%2F31%2Ffixing-the-holes-in-the-whole%2F' data-shr_title='Fixing+the+holes+in+the+whole'></a><a class='shareaholic-fbsend' data-shr_href='http%3A%2F%2Fblog.entrepreneurthearts.com%2F2011%2F10%2F31%2Ffixing-the-holes-in-the-whole%2F'></a><a class='shareaholic-googleplusone' data-shr_size='medium' data-shr_count='true' data-shr_href='http%3A%2F%2Fblog.entrepreneurthearts.com%2F2011%2F10%2F31%2Ffixing-the-holes-in-the-whole%2F' data-shr_title='Fixing+the+holes+in+the+whole'></a></div><div style="clear: both; min-height: 1px; height: 3px; width: 100%;"></div><!-- End Shareaholic LikeButtonSetTop Automatic --><p><em>Written by Lance Hall, actor, director, creator of <strong><a href="http://www.launchpadcastingworkshop.com/content/moderator.php">Launch Pad Casting Workshop</a></strong> and a participant in The <strong><a href="http://www.theiae.com">IAE</a>&#8216;</strong>s inaugural class.</em></p>
<p>Since sessions at The Institute for Arts Entrepreneurship started, we’ve been working with a lot of introspective discovery and self-reflection. In the past few weeks, we’ve begun to tie it all together. The layers and layers of light bulbs keep switching on. Here are a few things that stand out in my memory:</p>
<h3><strong>A part of the brainstorming activity.</strong></h3>
<p><a href="http://blog.entrepreneurthearts.com/etablog/wp-content/uploads/2011/10/26891145.jpg"><img class="alignright size-medium wp-image-18370" title="26891145" src="http://blog.entrepreneurthearts.com/etablog/wp-content/uploads/2011/10/26891145-300x263.jpg" alt="" width="371" height="325" /></a>If you’re like me, you’ve been a part of plenty of brainstorming sessions. This past month, though, we did a brainstorming exercise in which we actually made use of our personal characteristics. I&#8217;ve never done anything like this. Things like my <strong><a href="http://en.wikipedia.org/wiki/INFJ">Myers-Briggs</a></strong> Type Indicator, personal preferences, shortcomings and strengths all made it into the mix. It was really amazing to see how my personal identity could sharpen different ideas, create new fronts for personal growth, and reveal where my difficulties are going to lie.</p>
<p>We talked about money. It might seem painfully obvious in a school for entrepreneurship, but we didn’t talk about bookkeeping, budgeting, or anything like it. We worked with our own personal history with money. There were definitely some tears among us. I think all of us were surprised how deeply our financial heritage has affected who we are and how we act.</p>
<p>When we started at The IAE, we were told one of the biggest goals is to cultivate <strong><a href="http://blog.entrepreneurthearts.com/2011/09/13/imagination-creativity-and-productivity/">whole-brain thinking</a></strong>. The reason for this really hit me when we started talking about money in emotional terms. An entrepreneur has to balance analytical (left brain) activities with creative (right brain) processes. A big part of that is learning to navigate the numerical (left brain) aspects of capital, and master our emotional (right brain) connection to money.</p>
<h3><a href="http://blog.entrepreneurthearts.com/etablog/wp-content/uploads/2011/10/IAE-Artists-Event.jpg"><img class="alignleft size-medium wp-image-18368" title="IAE Artists Event" src="http://blog.entrepreneurthearts.com/etablog/wp-content/uploads/2011/10/IAE-Artists-Event-269x300.jpg" alt="" width="313" height="350" /></a><strong><a href="http://www.facebook.com/event.php?eid=149583735137626">Meet the artists of the IAE</a>.</strong></h3>
<p>If you&#8217;re interested in careers in the arts, finding out more about the IAE, or just discovering one of the most innovative and essential ways we can get our economy back on track (come on, one of these has to concern you), come meet the IAE:</p>
<div class="shr-publisher-18367"></div><!-- Start Shareaholic LikeButtonSetBottom Automatic --><div style="clear: both; min-height: 1px; height: 3px; width: 100%;"></div><div class='shareaholic-like-buttonset' style='float:none;height:30px;'><a class='shareaholic-fblike' data-shr_layout='button_count' data-shr_showfaces='false' data-shr_href='http%3A%2F%2Fblog.entrepreneurthearts.com%2F2011%2F10%2F31%2Ffixing-the-holes-in-the-whole%2F' data-shr_title='Fixing+the+holes+in+the+whole'></a><a class='shareaholic-fbsend' data-shr_href='http%3A%2F%2Fblog.entrepreneurthearts.com%2F2011%2F10%2F31%2Ffixing-the-holes-in-the-whole%2F'></a><a class='shareaholic-googleplusone' data-shr_size='medium' data-shr_count='true' data-shr_href='http%3A%2F%2Fblog.entrepreneurthearts.com%2F2011%2F10%2F31%2Ffixing-the-holes-in-the-whole%2F' data-shr_title='Fixing+the+holes+in+the+whole'></a></div><div style="clear: both; min-height: 1px; height: 3px; width: 100%;"></div><!-- End Shareaholic LikeButtonSetBottom Automatic -->
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		<title>How Great Companies Think Differently</title>
		<link>http://blog.entrepreneurthearts.com/2011/10/28/how-great-companies-think-differently/</link>
		<comments>http://blog.entrepreneurthearts.com/2011/10/28/how-great-companies-think-differently/#comments</comments>
		<pubDate>Fri, 28 Oct 2011 12:00:09 +0000</pubDate>
		<dc:creator>Guest Blogger</dc:creator>
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		<description><![CDATA[Written by Rosabeth Moss Kanter Rosabeth is Chair and Director of the Advanced Leadership Initiative of Harvard University, a collaboration across the professional schools to help successful leaders at the top of their professions apply their skills to addressing challenging national and global problems in their next stages of life. Idea in Brief Traditional theories&#8230;<br /><span class="more-link-wrapper"><a href="http://blog.entrepreneurthearts.com/2011/10/28/how-great-companies-think-differently/" class="more-link">Read More</a></span>]]></description>
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<p><strong>Written by <a href="http://drfd.hbs.edu/fit/public/facultyInfo.do?facInfo=bio&amp;facEmId=rkanter">Rosabeth Moss Kanter</a></strong></p>
<p>Rosabeth is Chair and Director of the Advanced Leadership Initiative of Harvard University, a collaboration across the professional schools to help successful leaders at the top of their professions apply their skills to addressing challenging national and global problems in their next stages of life.</p>
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<p><strong>Idea in Brief</strong></p>
<p>Traditional theories of the firm are dominated by the notion of opposition between capital and labor, disconnecting business from society and posing conflicts between them. According to this view, companies are nothing more than money-generating machines.</p>
<p>By contrast, great companies use a different operating logic. They believe that business is an intrinsic part of society, and like the family, government, and religion, has been one of its pillars for centuries.</p>
<p>Great companies work to make money, but in their choices of how to do so, they consider whether they are building enduring institutions. As a result, they invest in the future while being aware of the needs of people and society.</p>
<p>There are six facets of institutional logic, which radically alters leadership and corporate behavior: a common purpose; a long-term view; emotional engagement; community building; innovation; and self-organization.</p>
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<p><img src="http://hbr.org/hbrg-main/resources/images/article_assets/hbr/1111/R1111C_MORRIS.jpg" alt="" /></p>
<p>Artwork: Sarah Morris, Midtown—HBO/Grace, 1999, Gloss household paint on canvas, 213.4 × 213.4 cm</p>
<p>It’s time that beliefs and theories about business catch up with the way great companies operate and how they see their role in the world today. Traditionally, economists and financiers have argued that the sole purpose of business is to make money—the more the better. That conveniently narrow image, deeply embedded in the American capitalist system, molds the actions of most corporations, constraining them to focus on maximizing short-term profits and delivering returns to shareholders. Their decisions are expressed in financial terms.</p>
<p>I say convenient because this lopsided logic forces companies to blank out the fact that they command enormous resources that influence the world for better or worse and that their strategies shape the lives of the employees, partners, and consumers on whom they depend. Above all, the traditional view of business doesn’t capture the way great companies think their way to success. Those firms believe that business is an intrinsic part of society, and they acknowledge that, like family, government, and religion, it has been one of society’s pillars since the dawn of the industrial era. Great companies work to make money, of course, but in their choices of how to do so, they think about building enduring institutions. They invest in the future while being aware of the need to build people and society.</p>
<p>In this article, I turn the spotlight on this very different logic—a social or institutional logic—which lies behind the practices of many widely admired, high-performing, and enduring companies. In those firms, society and people are not afterthoughts or inputs to be used and discarded but are core to their purpose. <a href="http://www.amazon.com/SuperCorp-Vanguard-Companies-Innovation-Profits/dp/0307382354/ref=sr_1_1?ie=UTF8&amp;qid=1314906846&amp;sr=8-1">My continuing field research on admired and financially successful companies</a> in more than 20 countries on four continents is the basis for my thinking about the role of institutional logic in business.</p>
<p>Institutional logic holds that companies are more than instruments for generating money; they are also vehicles for accomplishing societal purposes and for providing meaningful livelihoods for those who work in them. According to this school of thought, the value that a company creates should be measured not just in terms of short-term profits or paychecks but also in terms of how it sustains the conditions that allow it to flourish over time. These corporate leaders deliver more than just financial returns; they also build enduring institutions.</p>
<p>Rather than viewing organizational processes as ways of extracting more economic value, great companies create frameworks that use societal value and human values as decision-making criteria. They believe that corporations have a purpose and meet stakeholders’ needs in many ways: by producing goods and services that improve the lives of users; by providing jobs and enhancing workers’ quality of life; by developing a strong network of suppliers and business partners; and by ensuring financial viability, which provides resources for improvements, innovations, and returns to investors.</p>
<p>In developing an institutional perspective, corporate leaders internalize what economists have usually regarded as externalities and define a firm around its purpose and values. They undertake actions that produce societal value—whether or not those actions are tied to the core functions of making and selling goods and services. Whereas the aim of financial logic is to maximize the returns on capital, be it shareholder or owner value, the thrust of institutional logic is to balance public interest with financial returns.</p>
<p>Institutional logic should be aligned with economic logic but need not be subordinate to it. For example, all companies require capital to carry out business activities and sustain themselves. However, at great companies profit is not the sole end; rather, it is a way of ensuring that returns will continue. The institutional view of the firm is thus no more idealized than is the profit-maximizing view. Well-­established practices, such as R&amp;D and marketing, cannot be tied to profits in the short or long runs, yet analysts applaud them. If companies are to serve a purpose beyond their business portfolios, CEOs must expand their investments to include employee empowerment, emotional engagement, values-based leadership, and related societal contributions.</p>
<p>Business history provides numerous examples of industrialists who developed enduring corporations that also created social institutions. The Houghton family established Corning Glass and the town of Corning, New York, for instance. The Tata family established one of India’s leading conglomerates and the steel city of Jamshedpur, Jharkhand. That style of corporate responsibility for society fell out of fashion as economic logic and shareholder capitalism came to dominate assumptions about business and corporations became detached from particular places. In today’s global world, however, companies must think differently.</p>
<p>Globalization increases the speed of change; more competitors from more places produce surprises and shocks. An intensely competitive global economy places a high premium on innovation, which depends on human imagination, motivation, and collaboration. Global mergers and acquisitions add further complexity, with their success resting on how effectively the organizations are integrated. Moreover, seeking legitimacy or public approval by aligning corporate objectives with social values has become a business imperative. Corporations that cross borders face questions of cultural fit and local appropriateness; they must gain approval from governmental authorities, opinion leaders, and members of the public wherever they operate. Their employees are both internal actors and the company’s representatives in the external community.</p>
<p>Only if leaders think of themselves as builders of social institutions can they master today’s changes and challenges. I believe that institutional logic should take its place alongside economic or financial logic as a guiding principle in research, analysis, education, policy, and managerial decision making. In the following pages, I will describe six ways in which great companies use institutional logic, how it gives them an advantage, and how the perspective can radically change leadership and corporate behavior.</p>
<p><strong>A Common Purpose</strong></p>
<p>Conceiving of the firm as a social institution serves as a buffer against uncertainty and change by providing corporations with a coherent identity.</p>
<p>As companies grow, acquire, and divest, the business mix changes frequently and job roles often vary across countries. So what exactly gives a company a coherent identity? Where are the sources of certainty that permit people to take action in an uncertain world? Purpose and values—not the widgets made—are at the core of an organization’s identity, and they can guide people in their efforts to find new widgets that serve society.</p>
<p>Consider the Mahindra Group, an $11 billion multi­business company based in Mumbai that employs 117,000 people in 100 countries. Like many emerging-market enterprises, the Mahindra Group operates in many industries, including automobiles, finance, IT, and several dozen others. And like the great companies, it invests in creating a culture based on a common purpose to provide coherence amidst diversity, proclaiming that it is “many companies united by a common purpose—to enable people to rise.”</p>
<p>Globalization detaches organizations from one specific society but at the same time requires that companies internalize the needs of many societies. Establishing clear institutional values can help resolve this complex issue. For example, PepsiCo has made health a big part of its aspiration to achieve Performance with Purpose. Nutrition, environmental responsibility, and talent retention are pillars supporting the slogan. Performance with Purpose provides strategic direction and motivation for diverse lines of business in many countries. It requires a gradual shift of resources from “fun for you” to “better for you” to “good for you,” in PepsiCo parlance. It provides a rationale for acquisitions and investments. It is the logic behind the creation of a new organizational unit, the Global Nutrition Group, and new corporate roles, such as chief global health officer. It guides a quest to reduce or eliminate sugar and sodium in foods and beverages. Above all, it provides an identity for the people who work for PepsiCo all over the world.</p>
<p>Leaders can compensate for business uncertainty through institutional grounding. Great companies identify something larger than transactions or business portfolios to provide purpose and meaning. Meaning making is a central function of leaders, and purpose gives coherence to the organization. Institutional grounding involves efforts to build and reinforce organizational culture, but it is more than that. Culture is often a by-product of past actions, a passively generated outgrowth of history. Institutional grounding is an investment in activities and relationships that may not immediately create a direct road to business results but that reflect the values the institution stands for and how it will endure.</p>
<p>Institutional grounding can separate the survivors from those subsumed by global change. A sense of purpose infuses meaning into an organization, “institutionalizing” the company as a fixture in society and providing continuity between the past and the future. The name can change, but the identity and purpose will live on. In 2007, Spain’s Grupo Santander acquired Brazil’s Banco Real and folded it into its Brazilian assets. But Banco Real’s spirit involved much more than its financial assets. Its then-CEO Fabio Barbosa was put in charge of creating the combined entity, Santander Brazil. Although the new organization faced pressure to increase branch profitability, under Barbosa’s leadership Banco Real’s focus on social and environmental responsibility, along with its private banking model, were infused throughout Santander Brazil and the parent.</p>
<p>Successful mergers are noteworthy for their emphasis on values and culture. When the merger of two Swiss pharmaceutical companies formed Novartis in 1996, CEO Daniel Vasella wanted the new company’s mission to be globally meaningful and central to the integration and growth strategy. The question was how to provide employees with a tangible experience that reflected those values. When I floated the idea of a global day of community service—unheard of in Europe at that time—Novartis agreed. The company allowed each country organization to determine how it wanted to serve local communities, based on its interpretation of what the two histories and one future would suggest. The day of service has become an annual Novartis event, held on the merger’s anniversary.</p>
<p>Affirming purpose and values through service is a regular part of how great companies express their identities. In June 2011, IBM celebrated its 100th anniversary by offering service to the world. Over 300,000 IBMers signed up to perform 2.6 million hours of service on a global service day. They contributed training and access to software tools, many of them developed specially for the occasion, to schools, governmental agencies, and NGOs. Projects included training on privacy and antibullying in 100 schools in Germany; a new website developed in India for the visually impaired, with a launch at 50 locations; and access to small-business resources for women entrepreneurs in the United States. The company gave the tools away, even in cases where the software could form the basis for commercial products, to demonstrate IBM’s commitment to being a contributor to society.</p>
<p><strong>A Long-Term Focus</strong></p>
<p>Thinking of the firm as a social institution generates a long-term perspective that can justify any short-term financial sacrifices required to achieve the corporate purpose and to endure over time.</p>
<p>Keeping a company alive requires resources, so financial logic demands attention to the numbers. However, great companies are willing to sacrifice short-term financial opportunities if they are incompatible with institutional values. Those values guide matters central to the company’s identity and reputation such as product quality, the nature of the customers served, and by-products of the manufacturing process. Banco Real, for instance, created a screening process to assess potential customers’ societal standards as well as their financial standing. The bank was willing to walk away from those that did not meet its tests of environmental and social responsibility. This short-term sacrifice was prudent risk management for the longer term.</p>
<p>Companies using institutional logic are often willing to invest in the human side of the organization—investments that cannot be justified by immediate financial returns but that help create sustainable institutions. In South Korea, after the Asian financial crisis of the late 1990s, Shinhan Bank set out to acquire Chohung Bank, a larger and older bank that the government had bailed out. The moment the acquisition was announced, 3,500 male employees of a Chohung Bank union, whose ranks extended to management levels, shaved their heads in protest and piled the hair in front of Shinhan’s headquarters in downtown Seoul. The acquirer then had to decide whether to go ahead with the acquisition and, if it did so, what it ought to do about Chohung’s employees.</p>
<p>Shinhan’s leaders applied institutional logic. They negotiated an agreement with the Chohung union, deferring formal integration for three years, giving equal representation to both Shinhan and Chohung managers on a new management committee, and increasing the salary of Chohung employees to match the higher wages of Shinhan employees. The acquirer also handed out 3,500 caps to cover the heads of the protestors. Shinhan invested heavily in what it called “emotional integration,” holding a series of retreats and conferences intended not only to spread strategic and operational information but also to foster social bonding and a feeling of being “one bank.” According to financial logic, the acquirer was wasting money. In terms of Shinhan’s institutional logic, the investments were an essential part of securing the future.</p>
<p>The result: Within 18 months, Shinhan had grown both banks’ customer bases, and the Chohung union was having a hard time fomenting discontent against the benign acquirer. Although a formal merger wouldn’t occur for another year and a half, Shinhan and Chohung employees were working together on task forces and discussing best practices, and ideas were spreading that began to make the branches look more similar. Employees were, in essence, self-organizing. By the third year, when formal integration took place, Shinhan was outperforming not only the banking industry but also the South Korean stock market.</p>
<p><strong>Emotional Engagement</strong></p>
<p>The transmission of institutional values can evoke positive emotions, stimulate motivation, and propel self-regulation or peer regulation.</p>
<p>Utilitarian rationality is not the only force governing corporate performance and behavior inside organizations; emotions play a major role, too. Moods are contagious, and they can affect such issues as absenteeism, health, and levels of effort and energy. People influence one another, and in doing so they either increase or decrease others’ performance levels, as my study of teams and organizations on winning and losing streaks reveals (<a href="http://www.amazon.com/Confidence-Winning-Streaks-Losing-Begin/dp/1400052912/ref=sr_1_1?ie=UTF8&amp;qid=1315322040&amp;sr=8-1">see my book Confidence,</a> Crown, 2004). Well-understood values and principles can be a source of emotional appeal, which can increase employee engagement. Having a statement of values has become common, so the issue is not whether a set of words called “values” exists somewhere in the company. Adhering to institutional logic makes the regular articulation of values core to the company’s work. The CEOs of companies I studied, whether headquartered in the U.S., Mexico, the UK, India, or Japan, allocated considerable resources and their own time to breathing new life into long-standing values statements, engaging managers at many levels in the institutional task of communicating values. The point was not the words themselves but the process of nurturing a dialogue that would keep social purpose at the forefront of everyone’s mind and ensure that employees use the organizational values as a guide for business decisions.</p>
<p>As a Procter &amp; Gamble executive, Robert McDonald had long believed that the company’s Purpose, Values, and Principles was a cornerstone of its culture, evoking strong emotions in employees and giving meaning to the company’s brands. Within a month of becoming CEO in 2010, he elevated the purpose—improving the lives of the world’s consumers—into a business strategy: improving more lives in more places more completely.</p>
<p>In P&amp;G West Africa, for instance, every employee has a quantitatively measurable purpose-driven goal: How have I touched this year? So P&amp;G West Africa’s Baby Care Group set up Pampers mobile clinics to reduce high rates of infant mortality and help babies thrive. A physician and two nurses travel the region in a van, teaching postnatal care, examining babies, and referring mothers to hospitals for follow-ups or immunization shots. They also register mothers for mVillage, a text-­message service (many of the poor in West Africa have cell phones) that offers health tips and the chance to ask questions of health care professionals. At the end of each mobile clinic visit, everyone gets two Pampers diapers. The emotional tugs for P&amp;G employees are strong; they feel inspired by the fact that their product is at the center of a mission to save lives. They also feel proud that Pampers’ sales have soared and that West Africa is among P&amp;G’s fastest-growing markets.</p>
<p>In companies that think of themselves as social institutions, work is emotionally compelling and meaning resides in the organization as a whole rather than in a less sustainable cult of personality. Top leaders exemplify and communicate the company’s purpose and values, but everyone owns them, and the values become embedded in tasks, goals, and performance standards. Rather than depending on charismatic figures, great companies “routinize” charisma so that it spreads throughout the organization.</p>
<p><strong>Partnering with the Public</strong></p>
<p>The need to cross borders and sectors to tap new business opportunities must be accompanied by concern for public issues beyond the boundaries of the firm, requiring the formation of public-private partnerships in which executives consider societal interests along with their business interests.</p>
<p>One paradox of globalization is that it can increase the need for local connections. To thrive in diverse geographies and political jurisdictions, companies must build a base of relationships in each country with government officials and public intermediaries as well as suppliers and customers. Only by doing so can companies ensure that agendas are aligned even as circumstances—and public officials—keep changing. Those external stakeholders are interested as much in the corporations’ contributions to the local community as they are in their transactional capabilities. At the same time, great companies want both an extended family of enduring relationships and a seat at the table on policy matters affecting their business.</p>
<p>Public-private partnerships to address societal needs are growing in number and importance, and are especially prevalent among enterprises that think institutionally. Partnerships can take many forms: International activities, conducted in collaboration with the United Nations and other global organizations (such as <a href="http://www.pg.com/en_US/sustainability/social_responsibility/childrens_safe_water.shtml">Procter &amp; Gamble’s Children’s Safe Drinking Water program</a> with UNICEF and several NGOs); large domestic projects, undertaken in collaboration with government ministries and development agencies (<a href="http://www.pepsico.com/PressRelease/PepsiCo-and-Inter-American-Development-Bank-Sign-Agreement-to-Spur-Development-i02222011.html">PepsiCo’s agricultural projects</a> in Mexico with the Inter-American Development Bank, for example); product or service development to address unmet societal needs (for instance, P&amp;G’s linkages with public hospitals in West Africa); or short-term volunteer efforts (<a href="http://www.ibm.com/ibm100/us/en/icons/relief/">IBM’s work</a> following the Asian tsunami, Hurricane Katrina, and earthquakes in China and Japan to provide software to track relief supplies and reunite families).</p>
<div><strong>The Benefits of Institutional Logic</strong></p>
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<p>Companies that operate using institutional logic reap substantive benefits.</p>
<p>Institutional logic is built on a foundation of purpose and values, which serve as a buffer against uncertainty and change.</p>
<p>Conceiving of the firm as a social institution generates a long-term perspective. Short-term financial sacrifice becomes permissible in the interest of positioning the firm for sustainable success.</p>
<p>Strong institutional values can evoke positive emotions, stimulate intrinsic motivation, and propel self- or peer regulation.</p>
<p>Great companies see business as a primary pillar of society. This focus facilitates the kind of cross-border and cross-sector engagement needed to tap global opportunities. Through the formation of public-private partnerships, firms consider the public interest along with business priorities.</p>
<p>The attention placed on social conditions often generates experiences and ideas that lead to learning for innovation in products, services, and business models.</p>
<p>In a firm steered by institutional logic, employees can be treated as self-determining professionals, coordinating and integrating activities and producing innovation through self-organization in addition to formal assignments.</p>
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<p>In companies that adhere to an institutional logic, executives cultivate relationships with public officials neither as a quid pro quo nor to push through particular deals. Rather, they seek to understand and contribute to the public agenda even as they influence it. For example, PepsiCo’s chief global health officer, who came from the World Health Organization, is planning a cross-sector project to reduce childhood obesity. IBM’s CEO, Samuel Palmisano, circumnavigates the globe six or seven times a year to meet with national and regional officials, discussing how IBM can help their countries achieve their goals. This is not sales or marketing; it’s a high-level conversation to demonstrate the company’s commitment to furthering the development of the countries it operates in. Such engagement at the top helps other IBM leaders get a seat at the table when discussions about the country’s future take place.</p>
<p>Institution building requires the efforts of many people. The more interested that top leaders are in external relations, the more likely they are to involve others and to reward them for building relationships with the nation and community. Although relatively few people might hold formal responsibility for these external interfaces, a great many might perform institutional work by volunteering, attending public meetings, and participating in community service. Such activity projects a sense of authentic motivation. Community building is not a hard sell for people native to an area or for long-term residents; there is an emotional pull of place that makes such work desirable. For others whose careers take them across geographies, this work is a way to connect their organizational roles with the places they now live, making them feel more rooted.</p>
<p>When leaders come to see themselves as having societal purpose, they can choose to get involved at local, national, and even global levels. A few years ago, the head of IBM Greater China organized a personal diplomatic mission to Washington, meeting with White House officials and U.S. politicians to discuss the impact of China’s emergence as an economic superpower. He had a desire to see both nations thrive and believed that his role in a global company afforded him a unique perspective. After retiring in 2009, he remained an IBM “super alum,” in company parlance, and was supported by IBM in attending a major U.S. university for a year, with the company’s support, to learn about health care. At the end of 2010, he returned to China and launched an initiative with a Chinese government institute to develop an IT-enabled evidence base for traditional Chinese medicine that will build on IBM ties.</p>
<p><strong>Innovation</strong></p>
<p>Articulating a purpose broader than making money can guide strategies and actions, open new sources for innovation, and help people express corporate and personal values in their everyday work.</p>
<p>Companies’ claims that they serve society become credible when leaders allocate time, talent, and resources to national or community projects without seeking immediate returns and when they encourage people from one country to serve another. IBM’s Corporate Service Corp, for instance, develops future leaders by sending diverse teams of the company’s best talent on monthlong projects around the world. The attention placed on social needs often generates ideas that lead to innovations. For Cemex, operating by institutional logic and considering unmet societal needs produced innovations such as antibacterial concrete, which is particularly important for hospitals and farms; water-resistant concrete, useful in flood-prone areas; and road surface material derived from old tires, desirable in countries that are building roads rapidly. An idea from Egypt for saltwater-resistant concrete, helpful for harbor and marine applications, became a product launched in the Philippines.</p>
<p>Institution building helps connect partners across an ecosystem, producing business model innovation. Cemex started Construrama, a distribution program for small hardware stores, in 2001 as a response to competition from Home Depot and Lowe’s, which were then entering Latin America. Construrama offers the small stores training, support, a strong brand, and easy access to products. In accordance with its values, Cemex sought dealers who were trusted in their communities, rejecting candidates whose business tactics didn’t meet the company’s ethics standards. Cemex owns the Construrama brand and handles promotions but doesn’t charge distributors, operate stores, or have decision-making authority. It requires, however, that stores meet its service standards. Among those is participation in community-building philanthropic endeavors—expanding an orphanage or improving a school, for instance. By the mid-2000s, Construrama had opened enough stores to qualify as a large retail chain in Latin America and was expanding into other developing countries.</p>
<p>Creating opportunities for individuals to use company resources to serve society furthers institution-­building goals. Novartis employees serve in hospitals, where they see firsthand the challenges of disease and how their drugs are used. In 2011, P&amp;G employees set out in <a href="http://www.tide.com/en-US/loads-of-hope/index.jspx">Tide Loads of Hope</a> vans to visit communities in the southern U.S. ravaged by floods. In the mobile Laundromats, managers and other professionals washed and folded clothes for local people, getting to know them and their circumstances. These kinds of interactions express corporate values and produce valuable learning, too.</p>
<p><strong>Self-Organization</strong></p>
<p>Great companies assume they can trust people and can rely on relationships, not just rules and structures. They are more likely to treat employees as self-­determining professionals who coordinate and integrate activities by self-organizing and generating new ideas.</p>
<p>Institutional logic holds that people are not paycheck-­hungry shirkers who want to do the bare minimum, nor are they robots that can be ordered to produce high performance. Instead, employees make their own choices about which ideas to surface, how much effort to put into them, and where they might contribute beyond their day jobs. Resource allocation is thus determined not only by formal strategies and budgetary processes but also by the informal relationships, spontaneous actions, and preferences of people at all levels.</p>
<p>Fully understanding a company requires knowledge of its social structure and informal networks, and optimizing performance requires social investments. At Shinhan Bank, the two banks self-­integrated through social bonds and relationships well in advance of the three-year mark when official integration was to take place. The new connections manifested in such actions as each bank’s voluntarily hanging the other’s banner in its headquarters. At Procter &amp; Gamble, managers in Brazil turned strategic and organizational traditions on their head to develop low-cost, high-quality alternatives to premium products. They undertook this risky initiative on their own and self-organized to ensure closer cross-functional teamwork and partnerships with customers. They felt that they had an obligation to improve the lives of consumers who could not afford premium products. Similar institutional logic led the P&amp;G Himalaya team, a global cross-functional group, to find ways to make Gillette razors affordable and desirable to men often bloodied by barbers using rusty or worn-out blades.</p>
<p>Managers in great companies understand that formal structures can be too general or too rigid to accommodate multidirectional pathways for resource and idea flows. Rigidity stifles innovation. Informal, self-organizing, shape-changing, and temporary networks are more flexible and can make connections between people or connect bundles of resources more quickly. Employees’ formal roles come to resemble the home base from which they are continuously mobile as they carry out daily tasks and projects, develop work relationships, and participate in team or group activities. Matrix organizations—in which individuals report to two or more bosses depending on the different dimensions of their tasks—become what I dub a matrix on steroids. People are accountable along many dimensions simultaneously, attending to multiple projects and using their networks to assemble resources for all those projects, often without going through a decision-­making hierarchy.</p>
<p>Although there is a drudgery and confinement component to many jobs—plenty of Cemex employees work in factories, Shinhan’s banks have tellers stuck behind counters, and every company has stay-at-desk support staff—trusting people to make choices about where, when, and with whom they should work makes jobs more engaging. For example, on any given day about 40% of IBMers in the U.S. do not go to an IBM office. They work at home or at customer sites, moving between locations and taking vacations at times of their choosing. IBM’s work-at-home programs, such as the one started in Japan in 2001, have caught the attention of governments interested in keeping women with technical degrees in the workforce. In some cases, IBM offers allowances to support infrastructure in the home, which has enabled a Harvard graduate working in India to combine project work with child-rearing, for instance, and a software manager from Egypt to move with her husband to Dubai.</p>
<p>Institutional logic assumes that people can be trusted to care about the fate of the whole enterprise—not just about their own jobs or promotions—and to catalyze improvements and innovations without waiting for instructions or sticking to the letter of a job description. Job descriptions nowadays document only part of what people do; performance reviews and salary bands capture only some of the activities through which people might add the most value for the company.</p>
<p>When people self-organize to create networks to share information, new initiatives or innovations are often the result. Organizations must encourage the creation of such networks, of course, and facilitate them through communication platforms or meeting spaces, but the networks usually flourish best if they spring from volunteers who do things that bosses might not have anticipated. What’s more, these self-organized networks often keep good ideas alive long after an organization would have abandoned them.</p>
<p>For example, three PepsiCo managers in Latin America had shared a dream for around a decade of developing new kinds of potatoes that were suitable for southern climates, less starchy, and environmentally sustainable. They felt that the initiative should be based in Peru, the potato’s birthplace. The troika remained in contact despite their moving to different locations, and even after years of ho-hum response, they presented their ideas wherever they could. They eventually received a boost when a new Peruvian potato chip whose creation they championed became a sensation. The chips, which used multicolored potatoes from small farmers in remote villages in the Andes, combined nutrition, tastiness, and social contribution. Proof of concept turned the dream into reality: In August 2010, CEO Indra Nooyi announced the establishment of a global potato development center in Peru, headed by one of the three champions.</p>
<p>Self-organizing communities can be a potent force for change, propelling companies in directions they might not have taken otherwise. People with no formal orders serve as explorers and entrepreneurs. For example, had it not been for self-forming networks, IBM might have lagged behind or even missed out on two big business ideas: virtualization and green computing. These emerged as among IBM’s top strategic priorities after an Innovation Jam in July 2006, a web chat spanning several days to which over 140,000 employees contributed ideas.</p>
<p>The virtualization initiative came together outside of formal structures and, initially, as a voluntary activity. Some 200 early adopters of virtual platforms—such as Linden Labs’ Second Life and similar platforms—found each other through the company’s chat rooms and created an ad hoc group of people who shared ideas in their free time through avatars and weekly phone calls, with conference lines sometimes open in the virtual world, too. After a year of informal self-organization, the network found an IBM executive sponsor. IBM then designated virtualization an emerging business opportunity and provided funding for it.</p>
<p>My argument has come full circle. A logic that justifies treating employees as self-determining volunteers—in essence, as true professionals who care about high performance because they believe in the company as institution—makes it important to have a motivating purpose and values to provide coherence and common identity. The first enables the last. The six principles I describe in this article are interrelated and share many characteristics. Especially for great global companies, institution building is not the result of carrying out specific activities but a coherent, holistic pursuit in which elements reinforce one another, are inextricably intertwined, and reflect a logic and leadership style that permeate the corporation.Skeptics abound, of course. Firms that present themselves as institutions concerned with serving society often come under more scrutiny than others do, and they must withstand criticism about the gap between stated aspirations and performance, financially and socially. If they make money while doing good, they will be criticized for manipulation; if they do some good but not enough to solve complex problems, they will be criticized for lack of courage or commitment. Despite a growing number of advocates for a new kind of capitalism that finds win-win opportunities by creating value for both business and society, there is still controversy over the obligations of business.</p>
<p>The great global enterprises are not waiting for grand new theories or perfect answers. Their leaders already use an institutional or social logic to supplement economic or financial logic in guiding and growing their enterprises. Institutional logic cannot be captured by cost-benefit equations or reduced to the language of economics, and yet it turns out to be a powerful driver of financial performance.</p>
<p>Leaders in the great companies can tell a different story about the basis for their decisions. In so doing, they are able to produce new models for action that can restore confidence in business and will change the world in which we live.</p>
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<p><strong><a href="http://blog.entrepreneurthearts.com/etablog/wp-content/uploads/2011/10/Ent6486.jpg"><img class="alignleft size-full wp-image-18206" title="Ent6486" src="http://blog.entrepreneurthearts.com/etablog/wp-content/uploads/2011/10/Ent6486.jpg" alt="" width="140" height="148" /></a>About Rosabeth Moss Kanter</strong></p>
<p>Rosabeth Moss Kanter is the Ernest L. Arbuckle Professor of Business Administration at Harvard Business School and the chair and director of Harvard University’s Advanced Leadership Initiative. Her most recent book is SuperCorp: How Vanguard Companies Create Innovation, Profits, Growth, and Social Good (Crown, 2009).</p>
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		<title>3 Reasons Why Business Books Are Bad for You</title>
		<link>http://blog.entrepreneurthearts.com/2011/09/22/3-reasons-why-business-books-are-bad-for-you/</link>
		<comments>http://blog.entrepreneurthearts.com/2011/09/22/3-reasons-why-business-books-are-bad-for-you/#comments</comments>
		<pubDate>Thu, 22 Sep 2011 12:32:07 +0000</pubDate>
		<dc:creator>Guest Blogger</dc:creator>
				<category><![CDATA[Books]]></category>
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		<description><![CDATA[Written by By Dave Logan I read more business books than anyone I know, which is ironic because I can’t stand most of them.  That’s not to say I hate all business books — after all, I’ve written one — but 95% go on one of two lists: “if you don’t know this already, you&#8230;<br /><span class="more-link-wrapper"><a href="http://blog.entrepreneurthearts.com/2011/09/22/3-reasons-why-business-books-are-bad-for-you/" class="more-link">Read More</a></span>]]></description>
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<div>Written by By <a href="http://www.bnet.com/search?q=dave+logan" rel="author">Dave Logan</a></div>
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<p><a href="http://i.bnet.com/blogs/bad-business-books.jpg"><img class="alignleft" title="business books are bad for you" src="http://i.bnet.com/blogs/bad-business-books.jpg" alt="" width="257" height="171" /></a>I read more business books than anyone I know, which is ironic because I can’t stand most of them.  That’s not to say I hate all business books — after all, I’ve written one — but 95% go on one of two lists: “if you don’t know this already, you should be working at the DMV” and “if you do these things, your company will become the DMV.”</p>
<p>A cynical view? I don’t think so.  Here’s why.</p>
<p>First, most business books use stories to cover over their complete lack of insight. This week, I read a galley of a book that I hope will never come out.  After some catchy anecdotes about hero CEOs, it advised, among other things, that leaders figure out what’s really important, then do those things. It went way out on a limb by saying that great leaders are remarkable at forming relationships.  And (are you sitting down?) the best leaders are honest when a strategy isn’t working.</p>
<p>Are you kidding me? How about we add that true leaders can dress themselves, use full sentences, and bathe before work.</p>
<p>Second, the stories themselves often highlight the wrong message. Here’s an example. <a href="http://www.ted.com/talks/lang/eng/david_logan_on_tribal_leadership.html">I mentioned Zappos in a talk I gave</a>, and Tony Hsieh, the CEO, was kind enough to <a href="http://www.culturesync.net/tribal-leadership-audio-book">endorse my work</a>. Now I get lots of emails asking for an introduction to him. I almost never pass them on. Why? Because Tony, like me, is tired of repeating what no one ever hears: the Zappos story isn’t about Tony. It’s about a group of people that aligned on the same vision of what that company could become and pulled it off by sacrificing, working hard, and participating. If people copy only Tony’s actions, they won’t end up with a Zappos; they’ll end up bankrupt.</p>
<p>Business success isn’t a checklist, and that’s the implied message from many business books: do these things and you’ll be the hero. Business success is a dance: with the market, employees, investors, customers, landlords, and creditors — not to mention spouses and kids.</p>
<p>Third, most business books are air sandwiches: empty in the middle.  One of my mentors told me to read the first and last chapters of a book, because everything in the middle is either stories or takeaways so simple that watching Mr. Rogers is a better use of your time.  I’m too obsessive-compulsive to follow this advice, but in 95% of cases, it would be better if I had.</p>
<p>Business leaders need a reboot on the ideas that make organizations run. Is your time best spent reading business books, or talking with people with radically different ideas? Put down the business book and go interact with ideas that challenge you, frighten you, or piss you off.</p>
<p>People often ask me what the best business books I’ve ever read are.  Here’s my list: <em>The Odyssey</em>, <em><a href="http://www.amazon.com/Atlas-Shrugged-Ayn-Rand/dp/0452011876/ref=sr_1_1?s=books&amp;ie=UTF8&amp;qid=1282537336&amp;sr=1-1">Atlas Shrugged</a></em>, and <em><a href="http://www.amazon.com/Enders-Game-Ender-Book-1/dp/0812550706/ref=sr_1_1?ie=UTF8&amp;s=books&amp;qid=1282537270&amp;sr=8-1">Ender’s Game</a></em>.  None are about commerce or strategy. Read <em>The Odyssey</em> to understand character, purpose, and discovery.  Read <em>Atlas Shrugged</em> to clarify your own position on how the political economy should run.  And read <em>Ender’s Game</em> for how genius and leadership pull people in opposite directions. (Two of the three are well written — you can figure out which is the outlier.)</p>
<p>None of these books have takeaways, or to-do lists. None preach. They will make you think.</p>
<p>Anyone brave enough to venture into these waters with me?  What are your favorite non-business books that teach you a lot about business?</p>
<p>&nbsp;</p>
<p><strong>About Dave Logan</strong><br />
<a href="http://www.bnet.com/blog/tribal"> <img class="alignleft" src="http://i.zdnet.com/gallery/452405-140-100.jpg" alt="Dave Logan" width="140" height="100" /></a>Dave Logan is a USC faculty member, management consultant, and the best-selling author of four books including <em>Tribal Leadership</em> and <em>The Three Laws of Performance</em>. He is also Senior Partner of CultureSync, a management consulting firm, which he co-founded in 1997.</p>
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		<title>9 New Skills You Need To be a 21st Century Educator</title>
		<link>http://blog.entrepreneurthearts.com/2011/09/07/9-new-skills-you-need-to-be-a-21st-century-educator/</link>
		<comments>http://blog.entrepreneurthearts.com/2011/09/07/9-new-skills-you-need-to-be-a-21st-century-educator/#comments</comments>
		<pubDate>Wed, 07 Sep 2011 12:30:43 +0000</pubDate>
		<dc:creator>Guest Blogger</dc:creator>
				<category><![CDATA[Creativity + Education]]></category>
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		<description><![CDATA[This post appeared on August 30th on OnlineUniversities.com  Thanks Kaitlyn Cole for passing it along for all our educators! These kids today with their wired lives and unique learning styles! Back in the 20th century, by god, schools were lucky to have just one computer — in fact, the personal computer wasn’t even INVENTED during&#8230;<br /><span class="more-link-wrapper"><a href="http://blog.entrepreneurthearts.com/2011/09/07/9-new-skills-you-need-to-be-a-21st-century-educator/" class="more-link">Read More</a></span>]]></description>
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<div>This post appeared on August 30th on <a href="http://www.onlineuniversities.com">OnlineUniversities.com</a>  Thanks Kaitlyn Cole for passing it along for all our educators!</p>
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<p><img src="http://www.onlineuniversities.com/wp-content/uploads/2011/09/21-century-educator/21-century-educator.jpg" alt="" /></p>
<p>These kids today with their wired lives and unique learning styles! Back in the 20th century, by god, schools were lucky to have just one computer — in fact, the personal computer wasn’t even INVENTED during a significant chunk of the era. And nowadays, <a href="http://www.onlineuniversities.com/">college kids are even earning their entire degrees on the Internet</a>. Some of ‘em don’t even <em>see</em> their teachers in person! Sigh. It’s getting to the point now that teachers have to actually learn something new to reach and engage these young whippersnappers. No more reading, writing and ‘rithmatic with nothing but pencils, paper and a shoe with one hole in it. Now little Muffin and Junior have their own laptops and might even collaborate with kids in different countries if they feel like it.</p>
<p>Some of these skills, of course, are holdovers from the 20th century which have grown more refined or essential as the calendar clicked. But education professionals still tout them as desirable — if not outright necessary — components of contemporary classrooms. Probably more so than any other era of academic history. So they’re &#8220;new&#8221; when it comes to importance, if not concept.</p>
<ol>
<li><strong><a href="http://www.det.wa.edu.au/education/cmis/eval/curriculum/ict/weblogs/" target="_blank">Blogging</a></strong> <img class="alignright" src="http://www.onlineuniversities.com/wp-content/uploads/2011/09/21-century-educator/blogging.jpg" alt="" width="180" height="180" align="right " />Teachers competent in WordPress, Blogger, Tumblr and other free, popular blogging platforms have an excellent (and paperless!) tool at their disposal. But even the simplest user interface requires a few different skills to properly maneuver; such literacy is absolutely essential when creating viable, engaging assignments. Probably the easiest way to incorporate blogging into a classroom setting involves daily (or weekly) journal postings. Students can answer specific prompts, comment on one another’s postings, promote their own works and even virtually meet with other educators and industry professionals. Similarly, blogs also provide a nice space for workshopping creative writing pieces. The applications stretch further beyond that, of course, but it takes an educator skilled in blogging’s tenets to discover them. With so many schools and businesses greening themselves up these days, this route saves a few trees and trips to the recycling center.</li>
<li><strong><a href="http://mashable.com/2010/05/11/social-media-school/" target="_blank">Social media</a>:</strong> <img src="http://www.onlineuniversities.com/wp-content/uploads/2011/09/21-century-educator/social-media.jpg" alt="" align="right" />Social media doesn’t have to worm its way into assignments to prove itself educationally valuable. Sites such as Facebook, Twitter and LinkedIn burst with teachers and other academic professionals chattering about ideas, strategies, resources and tools. While not exactly a requirement for the 21st century classroom, as social media continues expanding in popularity and usefulness, many &#8220;old guard&#8221; educators may find themselves left out of the loop. Love it or hate it, the Internet serves as an essential staging ground for professional exchange. Individuals who struggle with making sense of the admittedly overwhelming social media milieu should reach out to their savvier peers. Get some advice on which feeds to follow and groups to join. Open up to the potential for professional (if not personal) growth such global exchange opportunities allow — even if it intimidates or annoys, as even the most curmudgeonly user will walk away having learned at least one thing.</li>
<li><strong><a href="http://education.skype.com/" target="_blank">Interclassroom communication</a>:</strong> <img src="http://www.onlineuniversities.com/wp-content/uploads/2011/09/21-century-educator/interclassroom-communication.jpg" alt="" align="right" />More and more, teachers turn to Skype, Cisco and other communication tools to connect with other schools worldwide. Why set up international pen pals when technology allows kids to interact almost literally face to face? Video conferencing tools aren’t anything new, of course, though as of late they’ve moved out of the boardroom and into the classroom. Not every employer will necessarily desire Skype savvy — especially in districts with minimal resources — but knowing and understanding different classroom connectivity conduits is certainly impressive on a resume. Teachers with access to the relevant tools use them for a wide variety of activities, such as collaborative assignments or cultural exchanges. And speaking of…</li>
<li><strong><a href="http://www.doe.mass.edu/news/news.aspx?id=4099" target="_blank">Cultural literacy</a>:</strong> <img src="http://www.onlineuniversities.com/wp-content/uploads/2011/09/21-century-educator/cultural-literacy.jpg" alt="" align="right" /> Cultural literacy has always been a desired skill in teachers abroad and living in multiethnic domestic regions. But with the world growing even smaller, a wider number of educators are going to need international savvy, even if they’ve never once set foot in a foreign country. American colleges and universities <a href="http://www.iie.org/en/Who-We-Are/News-and-Events/Press-Center/Press-Releases/2010/2010-11-15-Open-Doors-International-Students-In-The-US" target="_blank">saw a 3% increase in foreign students</a> during the 2009 through 2010 school year. And that was during a not-insignificant economic downturn! Students and their instructors alike must both learn how to navigate an increasingly multicultural society, so education professionals should jump on any opportunities presenting themselves. This involves far more than just noshing on international cuisine and calling it a day. Take classes, attend lectures, festivals and other events, read, talk to people and (if possible) travel. All of these broaden an individual’s cultural knowledge, which they can then impart to their impressionable students.</li>
<li><strong><a href="http://www.siprep.org/prodev/documents/21stCenturySkills.pdf" target="_blank">Socratic seminar</a>:</strong> <img src="http://www.onlineuniversities.com/wp-content/uploads/2011/09/21-century-educator/socratic-seminar.jpg" alt="" align="right" />With a label like &#8220;Socratic,&#8221; this teaching style certainly didn’t recently explode into existence like so many wisdom goddesses out of fatherly skulls. Nancy Walser’s 2008 article in the <em>Harvard Education Letter</em> suggested its triumphant return to American classrooms. Rather than the traditional lecture structure, Socratic seminars and dialogues place a right fair amount of stress on student participation, insight and exchange. They walk away from the experience with a broader understanding of the subject matter rather than just their instructor’s interpretations. Because of this, Walser praises the method’s emphasis on &#8220;critical thinking, oral communication, flexibility, self-direction, and teamwork.&#8221; Rolling Socratic opens students up to a wide range of perspectives in a way more standard strategies can’t. With the world becoming more and more heterogeneous, kids are going to those need multiple angles if they hope to make it in college and career alike.</li>
<li><strong><a href="http://www.siprep.org/prodev/documents/21stCenturySkills.pdf" target="_blank">Community engagement</a>:</strong> <img src="http://www.onlineuniversities.com/wp-content/uploads/2011/09/21-century-educator/community-engagement.jpg" alt="" align="right" />In addition, Walser’s article also considers initiating neighborhood and community service projects another landmark in 21st century education. Teachers requiring their students to nurture the world outside themselves aren’t particularly new or unique, of course. But, as with the Socratic seminar, such assignments have taken on a higher degree of importance now that the 21st century’s hit. A sluggish economy especially presents many opportunities (not to mention some degree of urgency, depending on the region) for community service, beautification and development. It opens up participants’ eyes to the world’s real struggles, but empowers them to find effective solutions, which are lessons largely impossible in a classroom setting. In addition, they also learn to think creatively and spontaneously and soak up a diverse range of perspectives and insights.</li>
<li><strong><a href="http://www.p21.org/documents/P21_arts_map_final.pdf" target="_blank">Information literacy</a>:</strong> <img src="http://www.onlineuniversities.com/wp-content/uploads/2011/09/21-century-educator/information-literacy.jpg" alt="" align="right" />Seeing as how information literacy is considered integral to student success, schools have little use for teachers without the relevant skills. Again, while the concept has never really <em>not</em> been a part of education, its very shape certainly changed sharply in the past decade. Knowing how to properly research and process information via books, periodicals and libraries hasn’t passed into obsolescence just yet, but even avowed Luddites know technology holds more value these days. With so many unique issues such as fair use, creative commons and open editing saddled onto the internet alone, teachers need to stay on top of…well…pretty much every information conduit out there. A daunting task, to be certain, but an essential one. Otherwise, their students might display far more adroitness than their own teachers, a disparity that won’t really help when it comes to building up their skills!</li>
<li><strong><a href="http://networkedteacher.wetpaint.com/" target="_blank">Networking</a>:</strong> <img src="http://www.onlineuniversities.com/wp-content/uploads/2011/09/21-century-educator/networking.jpg" alt="" align="right" />A networking teacher is, ostensibly, an open teacher. Conferences, seminars and other professional development opportunities have been a part of education since before the 21st century, but once again everyone’s old pal evolution comes into play. Considering how much importance most industries place on staying connected with fellow professionals worldwide, it makes sense that instructors possessing mad networking skills command more positive attention. After all, their flair for all things connective connotes a willingness to sop up ideas and strategies from contemporaries near and far. Rather than merely following trends, they adapt earlier than others and mold them into new and exciting forms while others begin catching onto the concepts. This skill set obviously ties inextricably with social media, although the latter only comprises one facet of networking. A significant facet, of course, but a facet nonetheless.</li>
<li><strong><a href="http://www.accessexcellence.org/LC/TE/teenergene.php" target="_blank">Computers</a>:</strong> <img src="http://www.onlineuniversities.com/wp-content/uploads/2011/09/21-century-educator/computers.jpg" alt="" align="right" />Surprise! Because the previous eight entries weren’t already building up to this or anything. Seeing as how technology is becoming the standard — assuming it isn’t to some extent already — in global classrooms, <a href="http://www.youtube.com/watch?v=YDNmyyrEZho" target="_blank">cluelessness</a> just won’t do. Today’s students are the first to grow up without ever knowing those dark, dreary pre-internet-and-difficult-PC-access days, and their learning styles reflect in kind. Where once computer literacy was a class all on its own, offered in districts able to afford a desktop or two, contemporary times see many, many more wired classrooms. From grammar to mathematics, tech-savvy teachers find creative ways to use computers as effective lesson enhancements. So if the &#8220;skills&#8221; section of that resume droops wearily, fire up a laptop. Public libraries and community colleges offer free or low-cost classes teaching a wide range of computer topics of interest to the academic community. Pick a few and start from there. Students will greatly benefit from an engaged, dedicated teacher who knows his or her way around a digitally-defined syllabus.</li>
</ol>
</div>
</div>
<hr />
</article>
<p>&nbsp;</p>
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		<title>Surprise Sector for Job Growth: The Arts</title>
		<link>http://blog.entrepreneurthearts.com/2011/07/08/surprise-sector-for-job-growth-the-arts/</link>
		<comments>http://blog.entrepreneurthearts.com/2011/07/08/surprise-sector-for-job-growth-the-arts/#comments</comments>
		<pubDate>Fri, 08 Jul 2011 12:45:55 +0000</pubDate>
		<dc:creator>Guest Blogger</dc:creator>
				<category><![CDATA[Business]]></category>
		<category><![CDATA[Creativity + Innovation]]></category>
		<category><![CDATA[Guest Bloggers]]></category>
		<category><![CDATA[Money]]></category>

		<guid isPermaLink="false">http://blog.entrepreneurthearts.com/?p=16721</guid>
		<description><![CDATA[A new National Endowment for the Arts analysis projects a healthy rate of growth in arts jobs through the year 2018. By Tom Jacobs photo by Comstock An NEA analysis finds a healthy rate of job growth in arts-related fields through 2018, museum curating being among the top jobs with the highest potential. Is your&#8230;<br /><span class="more-link-wrapper"><a href="http://blog.entrepreneurthearts.com/2011/07/08/surprise-sector-for-job-growth-the-arts/" class="more-link">Read More</a></span>]]></description>
			<content:encoded><![CDATA[
<div class="topsy_widget_data topsy_theme_brick-red" style="float: right;margin-left: 0.75em; background: url(data:,%7B%20%22url%22%3A%20%22http%253A%252F%252Fblog.entrepreneurthearts.com%252F2011%252F07%252F08%252Fsurprise-sector-for-job-growth-the-arts%252F%22%2C%20%22style%22%3A%20%22big%22%2C%20%22title%22%3A%20%22Surprise%20Sector%20for%20Job%20Growth%3A%20The%20Arts%22%20%7D);"></div>
<!-- Start Shareaholic LikeButtonSetTop Automatic --><div style="clear: both; min-height: 1px; height: 3px; width: 100%;"></div><div class='shareaholic-like-buttonset' style='float:none;height:30px;'><a class='shareaholic-fblike' data-shr_layout='button_count' data-shr_showfaces='false' data-shr_href='http%3A%2F%2Fblog.entrepreneurthearts.com%2F2011%2F07%2F08%2Fsurprise-sector-for-job-growth-the-arts%2F' data-shr_title='Surprise+Sector+for+Job+Growth%3A+The+Arts'></a><a class='shareaholic-fbsend' data-shr_href='http%3A%2F%2Fblog.entrepreneurthearts.com%2F2011%2F07%2F08%2Fsurprise-sector-for-job-growth-the-arts%2F'></a><a class='shareaholic-googleplusone' data-shr_size='medium' data-shr_count='true' data-shr_href='http%3A%2F%2Fblog.entrepreneurthearts.com%2F2011%2F07%2F08%2Fsurprise-sector-for-job-growth-the-arts%2F' data-shr_title='Surprise+Sector+for+Job+Growth%3A+The+Arts'></a></div><div style="clear: both; min-height: 1px; height: 3px; width: 100%;"></div><!-- End Shareaholic LikeButtonSetTop Automatic --><h1><span style="font-size: 20px;">A new National Endowment for the Arts analysis projects a healthy rate of growth in arts jobs through the year 2018.</span></h1>
<p>By <a title="Posts by Tom Jacobs" href="http://www.miller-mccune.com/author/tomjacobs/">Tom Jacobs</a></p>
<p>photo by Comstock</p>
<div id="image_n_related_posts_container">
<div><img class="alignleft" src="http://www.miller-mccune.com/wp-content/uploads/2011/06/mmw-arts-jobs.jpg" alt="Museum Jobs Top Growth In Arts-Related Employment" width="226" height="157" /> An NEA analysis finds a healthy rate of job growth in arts-related  fields through 2018, museum curating being among the top jobs with the  highest potential.</div>
</div>
<div id="the_content">
<p>Is your heart set on a career in the arts while your head points you in a more practical direction? If so, a newly published <a href="http://www.arts.gov/research/Notes/103.pdf" target="_blank">research report</a> by the National Endowment for the Arts should help get those warring organs in synch.</p>
<p>Using  data from the Bureau of Labor Statistics, the NEA projects a growth  rate of 11 percent for arts-related occupations over the next seven  years. Perhaps surprisingly, that’s a bit higher than the projected  increase of 10 percent for the overall labor force.</p>
<p>Granted, the  figure is lower than many other fields in the “professional and related  occupations” category, such as the 72 percent projected increase in jobs  for biomedical engineers. Nevertheless, the need for qualified  professionals in many arts-related occupations is expected to grow as  fast, or faster, than the job market as a whole through the year 2018.</p>
<p>Museum  professionals will be particularly in demand. Projected growth rates  are highest for museum technicians and conservators, as 26 percent;  curators, at 23 percent; landscape architects, at 20 percent; interior  designers, at 19 percent; and architects, at 16 percent.</p>
<p>Immediately  behind are writers and authors, with an expected growth rate of 15  percent; multimedia artists and animators, at 14 percent; graphic  designers and actors, at 13 percent; and art directors, photographers,  and film and video editors, at 12 percent.</p>
<p>In contrast, jobs for  painters, sculptors and illustrators are expected to grow at only a 9  percent rate, and fashion designer jobs will grow at a miniscule 1  percent rate.</p>
<p>The report doesn’t specify why the growth rate among  curators and museum technicians and conservators — a relatively small  category made up of highly educated professionals — is expected to be so  high; it simply cites “continued public interest in arts, science and  history.” Perhaps it has something to do with the fact some longtime  collectors are establishing their own major museums, including <a href="http://articles.latimes.com/2011/jan/06/entertainment/la-et-broad-museum-news-20110106" target="_blank">Eli Broad</a> in Los Angeles and <a href="http://www.nytimes.com/2011/06/17/arts/design/alice-walton-on-her-crystal-bridges-museum-of-american-art.html" target="_blank">Alice Walton</a> in Arkansas.</p>
<p>The  projected growth rate for other arts-related occupations is driven by  demographics. The report points out that architects — both of the  building and landscape varieties — “are essential in building health  care facilities, nursing homes and retirement communities.”</p>
<p>“Employment  of interior designers is expected to grow faster than average,  primarily due to the health care industry,” the report states. “With a  rapidly aging U.S. population, there is growing demand for health care  facilities, and interior designers will be needed to ensure pleasant  surroundings for patients.”</p>
<p>The report looks at “long-term  structural changes” in the economy, rather than the temporary effects of  recessions or periods of economic expansion. In a less-than-comforting  aside, the authors note: “The projections assume that the U.S. economy  and labor force will have fully recovered from the effects of the  2007-09 recession by 2018.”</p>
<p>Let us hope.</p>
</div>
<p>&nbsp;</p>
<div class="shr-publisher-16721"></div><!-- Start Shareaholic LikeButtonSetBottom Automatic --><div style="clear: both; min-height: 1px; height: 3px; width: 100%;"></div><div class='shareaholic-like-buttonset' style='float:none;height:30px;'><a class='shareaholic-fblike' data-shr_layout='button_count' data-shr_showfaces='false' data-shr_href='http%3A%2F%2Fblog.entrepreneurthearts.com%2F2011%2F07%2F08%2Fsurprise-sector-for-job-growth-the-arts%2F' data-shr_title='Surprise+Sector+for+Job+Growth%3A+The+Arts'></a><a class='shareaholic-fbsend' data-shr_href='http%3A%2F%2Fblog.entrepreneurthearts.com%2F2011%2F07%2F08%2Fsurprise-sector-for-job-growth-the-arts%2F'></a><a class='shareaholic-googleplusone' data-shr_size='medium' data-shr_count='true' data-shr_href='http%3A%2F%2Fblog.entrepreneurthearts.com%2F2011%2F07%2F08%2Fsurprise-sector-for-job-growth-the-arts%2F' data-shr_title='Surprise+Sector+for+Job+Growth%3A+The+Arts'></a></div><div style="clear: both; min-height: 1px; height: 3px; width: 100%;"></div><!-- End Shareaholic LikeButtonSetBottom Automatic -->
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		<title>I&#8217;ve Been Branded</title>
		<link>http://blog.entrepreneurthearts.com/2011/06/13/ive-been-branded/</link>
		<comments>http://blog.entrepreneurthearts.com/2011/06/13/ive-been-branded/#comments</comments>
		<pubDate>Mon, 13 Jun 2011 17:16:10 +0000</pubDate>
		<dc:creator>Angeles Jonske</dc:creator>
				<category><![CDATA[Guest Bloggers]]></category>
		<category><![CDATA[Art]]></category>
		<category><![CDATA[Branding]]></category>

		<guid isPermaLink="false">http://blog.entrepreneurthearts.com/?p=16519</guid>
		<description><![CDATA[In our society, people tend to judge or put a label on you before they even know you or your product.  Because of this, it is very important that we, as artists, come up with our own brand and promote this.  If you don&#8217;t, the public will.  And will their brand represent you correctly?  Will&#8230;<br /><span class="more-link-wrapper"><a href="http://blog.entrepreneurthearts.com/2011/06/13/ive-been-branded/" class="more-link">Read More</a></span>]]></description>
			<content:encoded><![CDATA[
<div class="topsy_widget_data topsy_theme_brick-red" style="float: right;margin-left: 0.75em; background: url(data:,%7B%20%22url%22%3A%20%22http%253A%252F%252Fblog.entrepreneurthearts.com%252F2011%252F06%252F13%252Five-been-branded%252F%22%2C%20%22shorturl%22%3A%20%22http%3A%2F%2Fbit.ly%2FiS390b%22%2C%20%22style%22%3A%20%22big%22%2C%20%22title%22%3A%20%22I%27ve%20Been%20Branded%22%20%7D);"></div>
<!-- Start Shareaholic LikeButtonSetTop Automatic --><div style="clear: both; min-height: 1px; height: 3px; width: 100%;"></div><div class='shareaholic-like-buttonset' style='float:none;height:30px;'><a class='shareaholic-fblike' data-shr_layout='button_count' data-shr_showfaces='false' data-shr_href='http%3A%2F%2Fblog.entrepreneurthearts.com%2F2011%2F06%2F13%2Five-been-branded%2F' data-shr_title='I%27ve+Been+Branded'></a><a class='shareaholic-fbsend' data-shr_href='http%3A%2F%2Fblog.entrepreneurthearts.com%2F2011%2F06%2F13%2Five-been-branded%2F'></a><a class='shareaholic-googleplusone' data-shr_size='medium' data-shr_count='true' data-shr_href='http%3A%2F%2Fblog.entrepreneurthearts.com%2F2011%2F06%2F13%2Five-been-branded%2F' data-shr_title='I%27ve+Been+Branded'></a></div><div style="clear: both; min-height: 1px; height: 3px; width: 100%;"></div><!-- End Shareaholic LikeButtonSetTop Automatic --><p>In our society, people tend to judge or put a label on you before they even know you or your product.  Because of this, it is very important that we, as artists, come up with our own brand and promote this.  If you don&#8217;t, the public will.  And will their brand represent you correctly?  Will it help you or harm you?  Once you have been branded, it&#8217;s hard to change what people think.  Yes, it can be done but you will have to work 10 times harder than you would have if you would have just taken care of this from the beginning.</p>
<p>&nbsp;</p>
<p><strong>So, how do you do this?</strong></p>
<p>-        First off, your brand should say something unique about you or your art.  Yes, maybe you are a great sculptor but what sets your work apart from others?  What do you bring to the table?</p>
<p>-        Who is your market audience?</p>
<p>-        What is the best thing that you do?  Define what that unique element is within you.</p>
<p>-        Now you can create a catch phrase that encompasses this element.  Write your ideas down and think on them often.  The one that keeps resonating or coming back to you is probably the right one.  Take your time.</p>
<p>-        It is highly recommended that a logo is created.  For businesses, I believe this is a must.  For an art entrepreneur, I believe it could go either way, depending on who your market is and what it is you are marketing.  For graphic artists, I think it&#8217;s necessary and very helpful because this becomes a part of their portfolio, showcasing what they can do.  As a fine artist, I do not have a logo and feel that it would not benefit my business and I have done just fine without it.</p>
<p>&nbsp;</p>
<p>&nbsp;</p>
<p>Now, go out there a promote your brand!!</p>
<p>If you don&#8217;t have a <a href="http://facebook.com/">Facebook</a> page yet for your business, then I strongly suggest working on that first.  It&#8217;s easy, free and there is an endless market just waiting for you to make yourself known.  Sign up for social media websites such as <a href="http://www.linkedin.com/">LinkedIn</a> and <a href="http://www.twitter.com/">Twitter</a>.  Follow people.  Invite people with similar interests to be your friend.  Grow your market.  Log in every day at least a couple of times and leave comments, status&#8217;, messages, pictures of your art, upcoming shows and exhibits, website and blog information.  The important thing is to get your brand started and get it in the face of people.  Now, go out and have some fun!!  And create more art!</p>
<p>&nbsp;</p>
<p>Written by, Angeles Jonske</p>
<p>&nbsp;</p>
<div class="shr-publisher-16519"></div><!-- Start Shareaholic LikeButtonSetBottom Automatic --><div style="clear: both; min-height: 1px; height: 3px; width: 100%;"></div><div class='shareaholic-like-buttonset' style='float:none;height:30px;'><a class='shareaholic-fblike' data-shr_layout='button_count' data-shr_showfaces='false' data-shr_href='http%3A%2F%2Fblog.entrepreneurthearts.com%2F2011%2F06%2F13%2Five-been-branded%2F' data-shr_title='I%27ve+Been+Branded'></a><a class='shareaholic-fbsend' data-shr_href='http%3A%2F%2Fblog.entrepreneurthearts.com%2F2011%2F06%2F13%2Five-been-branded%2F'></a><a class='shareaholic-googleplusone' data-shr_size='medium' data-shr_count='true' data-shr_href='http%3A%2F%2Fblog.entrepreneurthearts.com%2F2011%2F06%2F13%2Five-been-branded%2F' data-shr_title='I%27ve+Been+Branded'></a></div><div style="clear: both; min-height: 1px; height: 3px; width: 100%;"></div><!-- End Shareaholic LikeButtonSetBottom Automatic -->
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		<title>Andy Warhol And The Art Of Business</title>
		<link>http://blog.entrepreneurthearts.com/2011/06/10/andy-warhol-and-the-art-of-business/</link>
		<comments>http://blog.entrepreneurthearts.com/2011/06/10/andy-warhol-and-the-art-of-business/#comments</comments>
		<pubDate>Fri, 10 Jun 2011 15:13:55 +0000</pubDate>
		<dc:creator>Angeles Jonske</dc:creator>
				<category><![CDATA[Entrepreneurial Tool Box]]></category>
		<category><![CDATA[Guest Bloggers]]></category>

		<guid isPermaLink="false">http://blog.entrepreneurthearts.com/?p=16516</guid>
		<description><![CDATA[&#8220;Being good in business is the most fascinating kind of art,&#8221;  Andy Warhol famously said. &#8220;Making money is art and working is art and good business is the best art.&#8221; &#160; I have always been fascinated not only by Andy Warhol, the artist, but Andy Warhol, the person.  And now, Andy Warhol the business man&#8230;<br /><span class="more-link-wrapper"><a href="http://blog.entrepreneurthearts.com/2011/06/10/andy-warhol-and-the-art-of-business/" class="more-link">Read More</a></span>]]></description>
			<content:encoded><![CDATA[
<div class="topsy_widget_data topsy_theme_brick-red" style="float: right;margin-left: 0.75em; background: url(data:,%7B%20%22url%22%3A%20%22http%253A%252F%252Fblog.entrepreneurthearts.com%252F2011%252F06%252F10%252Fandy-warhol-and-the-art-of-business%252F%22%2C%20%22shorturl%22%3A%20%22http%3A%2F%2Fbit.ly%2FjEPWn2%22%2C%20%22style%22%3A%20%22big%22%2C%20%22title%22%3A%20%22Andy%20Warhol%20And%20The%20Art%20Of%20Business%20%22%20%7D);"></div>
<!-- Start Shareaholic LikeButtonSetTop Automatic --><div style="clear: both; min-height: 1px; height: 3px; width: 100%;"></div><div class='shareaholic-like-buttonset' style='float:none;height:30px;'><a class='shareaholic-fblike' data-shr_layout='button_count' data-shr_showfaces='false' data-shr_href='http%3A%2F%2Fblog.entrepreneurthearts.com%2F2011%2F06%2F10%2Fandy-warhol-and-the-art-of-business%2F' data-shr_title='Andy+Warhol+And+The+Art+Of+Business+'></a><a class='shareaholic-fbsend' data-shr_href='http%3A%2F%2Fblog.entrepreneurthearts.com%2F2011%2F06%2F10%2Fandy-warhol-and-the-art-of-business%2F'></a><a class='shareaholic-googleplusone' data-shr_size='medium' data-shr_count='true' data-shr_href='http%3A%2F%2Fblog.entrepreneurthearts.com%2F2011%2F06%2F10%2Fandy-warhol-and-the-art-of-business%2F' data-shr_title='Andy+Warhol+And+The+Art+Of+Business+'></a></div><div style="clear: both; min-height: 1px; height: 3px; width: 100%;"></div><!-- End Shareaholic LikeButtonSetTop Automatic --><p>&#8220;Being good in business is the most fascinating kind of art,&#8221;  <a href="http://www.arthistoryarchive.com/arthistory/popart/Andy-Warhol.html">Andy Warhol</a> famously said. &#8220;Making money is art and working is art and good business is the best art.&#8221;</p>
<p>&nbsp;</p>
<p>I have always been fascinated not only by Andy Warhol, the artist, but Andy Warhol, the person.  And now, Andy Warhol the business man as I have been reading about this side of him lately.  His life was intriguing and I&#8217;m sure most of you would agree with me, at times, bizarre.  But no matter what, he was a genius during his time. Ahead of his time in a lot of ways.  His art&#8230;some of the most influential of our time.  His work ethic, unmeasurable.  And his knowledge and use of business skills in the art world, the top in our field.</p>
<p>&nbsp;</p>
<p>So, what sets him apart from the rest of the pack of artists that have come and gone, some making their mark in success, others, not so much?</p>
<p>&nbsp;</p>
<p>Well, Warhol first started out after moving to New York, as an illustrator, with clients such as <a href="http://www.glamour.com/">Glamour Magazine</a>, <a href="http://www.tiffany.com/?origref=http://www.google.com/search?client=safari&amp;rls=en&amp;q=tiffany+and+co&amp;ie=UTF-8&amp;oe=UTF-8&amp;siteid=1">Tiffancy &amp; Co.</a>, and <a href="http://www.vogue.com/">Vogue</a>.  Pretty good start if you ask me.  It was in the 50&#8242;s that he began to devote more time to painting and in the early 60&#8242;s, his first Pop paintings were birthed started a sensation and launching Warhol into the world known artist as we know him.  His art was relevant at the time he made it and what amazes me is how largely relevant it is today, some 50 years after he began in this style.</p>
<p>&nbsp;</p>
<p>Warhol was criticized often for pulling ideas from other people.  Although I think this is a part of what made him a great artist and business person.  We all have heard the saying before, “Nothing is new under the sun”, well it is true.  Everything starts from something.  It&#8217;s a spawn of another product, idea, the universe, something else that might have failed in the past, a person&#8217;s thoughts, and so on.  We can either fight against this fact or we can embrace it and use it for our good and the good of others who will have the opportunity to buy into what we have to sell.  And it&#8217;s not just a matter of taking other ideas and using them.  That would just be too easy, wouldn&#8217;t it.  It&#8217;s about identifying the good ideas from the bad or taking an idea that might not be so good and turning it into a good idea.  Anyone can take an idea or a thought, but it&#8217;s a skilled person that can take that idea and turn it into a great product, process, technique, business plan and make it a success and something others will want.</p>
<p>&nbsp;</p>
<p>There&#8217;s another thing about Warhol that is impressive to me as an artist entrepreneur.  A lot of times, in fact I will even go as far as saying MOST of the time, when people find out I&#8217;m an artist, they ask me what type of art I do and they try to get me cornered into a small box with only one room in it.  I don&#8217;t really know how to answer this question a lot of times because even though there are a few techniques that I am pulled towards by nothing but my own love and fascination, I do not limit myself to just that style or process.  Warhol was extremely diverse.  Not everyone loved his earlier drawings or his pop art or his darker subject matter of “death and disaster” paintings, or his &#8216;sketchy&#8217; movies but if you take a look at this list, you can see he was all over the place in subject, processes, and concepts.  If you don&#8217;t like one, chances are you will probably like, or at least appreciate another.  I think one of the keys to success is to educate ourselves in other processes and techniques and to diversify in all of the above.  Not that we have to be all over the place like a crazed lunatic running from one end of the room to another, but having our hands in a few different places can only help us to be in higher demand and more marketable.  People will still be able to identify our work, see our signature markings or our autograph at the bottom of the piece and we will reach a larger audience.</p>
<p>&nbsp;</p>
<p>Just some things to think about.</p>
<p>&nbsp;</p>
<p>Sincerely,</p>
<p>Angeles</p>
<p>&nbsp;</p>
<div class="shr-publisher-16516"></div><!-- Start Shareaholic LikeButtonSetBottom Automatic --><div style="clear: both; min-height: 1px; height: 3px; width: 100%;"></div><div class='shareaholic-like-buttonset' style='float:none;height:30px;'><a class='shareaholic-fblike' data-shr_layout='button_count' data-shr_showfaces='false' data-shr_href='http%3A%2F%2Fblog.entrepreneurthearts.com%2F2011%2F06%2F10%2Fandy-warhol-and-the-art-of-business%2F' data-shr_title='Andy+Warhol+And+The+Art+Of+Business+'></a><a class='shareaholic-fbsend' data-shr_href='http%3A%2F%2Fblog.entrepreneurthearts.com%2F2011%2F06%2F10%2Fandy-warhol-and-the-art-of-business%2F'></a><a class='shareaholic-googleplusone' data-shr_size='medium' data-shr_count='true' data-shr_href='http%3A%2F%2Fblog.entrepreneurthearts.com%2F2011%2F06%2F10%2Fandy-warhol-and-the-art-of-business%2F' data-shr_title='Andy+Warhol+And+The+Art+Of+Business+'></a></div><div style="clear: both; min-height: 1px; height: 3px; width: 100%;"></div><!-- End Shareaholic LikeButtonSetBottom Automatic -->
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		<title>20 Biographies Every Serious Entrepreneur Should Read</title>
		<link>http://blog.entrepreneurthearts.com/2011/06/08/20-biographies-every-serious-entrepreneur-should-read/</link>
		<comments>http://blog.entrepreneurthearts.com/2011/06/08/20-biographies-every-serious-entrepreneur-should-read/#comments</comments>
		<pubDate>Wed, 08 Jun 2011 15:26:39 +0000</pubDate>
		<dc:creator>Guest Blogger</dc:creator>
				<category><![CDATA[Entrepreneurial Tool Box]]></category>
		<category><![CDATA[Guest Bloggers]]></category>
		<category><![CDATA[Arts Entrepreneurship Training]]></category>

		<guid isPermaLink="false">http://blog.entrepreneurthearts.com/?p=16499</guid>
		<description><![CDATA[Written By, Kaitlyn Cole Entrepreneurs are often interesting, inspiring people that anyone can learn from, but other innovators can benefit from examining the lives of ambitious businessmen and women. Whether they’re rising from poverty, picking up the pieces and trucking on after multiple failures or ditching the familiar 9-5, these entrepreneurs have not only stories, but lessons&#8230;<br /><span class="more-link-wrapper"><a href="http://blog.entrepreneurthearts.com/2011/06/08/20-biographies-every-serious-entrepreneur-should-read/" class="more-link">Read More</a></span>]]></description>
			<content:encoded><![CDATA[
<div class="topsy_widget_data topsy_theme_brick-red" style="float: right;margin-left: 0.75em; background: url(data:,%7B%20%22url%22%3A%20%22http%253A%252F%252Fblog.entrepreneurthearts.com%252F2011%252F06%252F08%252F20-biographies-every-serious-entrepreneur-should-read%252F%22%2C%20%22shorturl%22%3A%20%22http%3A%2F%2Fbit.ly%2FlE18fs%22%2C%20%22style%22%3A%20%22big%22%2C%20%22title%22%3A%20%2220%20Biographies%20Every%20Serious%20Entrepreneur%20Should%20Read%22%20%7D);"></div>
<!-- Start Shareaholic LikeButtonSetTop Automatic --><div style="clear: both; min-height: 1px; height: 3px; width: 100%;"></div><div class='shareaholic-like-buttonset' style='float:none;height:30px;'><a class='shareaholic-fblike' data-shr_layout='button_count' data-shr_showfaces='false' data-shr_href='http%3A%2F%2Fblog.entrepreneurthearts.com%2F2011%2F06%2F08%2F20-biographies-every-serious-entrepreneur-should-read%2F' data-shr_title='20+Biographies+Every+Serious+Entrepreneur+Should+Read'></a><a class='shareaholic-fbsend' data-shr_href='http%3A%2F%2Fblog.entrepreneurthearts.com%2F2011%2F06%2F08%2F20-biographies-every-serious-entrepreneur-should-read%2F'></a><a class='shareaholic-googleplusone' data-shr_size='medium' data-shr_count='true' data-shr_href='http%3A%2F%2Fblog.entrepreneurthearts.com%2F2011%2F06%2F08%2F20-biographies-every-serious-entrepreneur-should-read%2F' data-shr_title='20+Biographies+Every+Serious+Entrepreneur+Should+Read'></a></div><div style="clear: both; min-height: 1px; height: 3px; width: 100%;"></div><!-- End Shareaholic LikeButtonSetTop Automatic --><p><em>Written By, Kaitlyn Cole</em></p>
<p>Entrepreneurs are often interesting, inspiring people that anyone can learn from, but other innovators can benefit from examining the lives of ambitious businessmen and women. Whether they’re rising from poverty, picking up the pieces and trucking on after multiple failures or ditching the familiar 9-5, these entrepreneurs have not only stories, but <a href="http://www.onlineuniversities.com/">lessons</a> to share.</p>
<p style="padding-left: 30px;">1. <strong><a href="http://www.amazon.com/Raising-Eyebrows-Failed-Entrepreneur-Finally/dp/0470874376/ref=sr_1_2?ie=UTF8&amp;qid=1306195288&amp;sr=8-2">Raising Eyebrows</a></strong>: Not every entrepreneur gets it right the first time, or even the fifth, but persistence pays. After years of failures and $150,000 of debt, Dal LaMagna finally made it, founding Tweezerman. Read his inspirational story for success in the face of collapse.</p>
<p style="padding-left: 30px;"><strong>2. <a href="http://www.amazon.com/Launch-Fever-entrepreneurs-launching-business/dp/0595266274/ref=sr_1_21?s=books&amp;ie=UTF8&amp;qid=1306196367&amp;sr=1-21">Launch Fever</a></strong>: Timothy Taylor started his career at NASA, but made a decision familiar to many entrepreneurs: leaving behind the 9-5 to pursue his entrepreneurial dream. Read about his struggles and difficult decisions on the path to his success.</p>
<p style="padding-left: 30px;"><strong>3. <a href="http://www.amazon.com/Nothing-Lose-Everything-Gain-Multimillionaire/dp/1591844037/ref=sr_1_4?ie=UTF8&amp;qid=1306195288&amp;sr=8-4">Nothing to Lose, Everything to Gain</a></strong>: Ryan Blair was once a gang member in juvenile detention. He started his business career with no formal training, but with the help of a mentor, started his first company at 21, growing to become a multimillionaire entrepreneur.</p>
<p style="padding-left: 30px;"><strong>4. <a href="http://www.amazon.com/You-Can-Do-Inspiration-Entrepreneur/dp/0982927509/ref=sr_1_8?s=books&amp;ie=UTF8&amp;qid=1306196316&amp;sr=1-8">You Can Do It</a></strong>: Stanley A. Dashew is a man who knows how to rise to a challenge – he found a job in the middle of the Great Depression. His book offers inspiration and lessons for creating your own success.</p>
<p style="padding-left: 30px;">5. <strong><a href="http://www.amazon.com/Ben-Franklin-Americas-Original-Entrepreneur/dp/1599181959/ref=sr_1_1?ie=UTF8&amp;qid=1306195857&amp;sr=8-1">Ben Franklin: America’s Original Entrepreneur</a></strong>: Learn about Benjamin Franklin’s breakthrough work as an entrepreneur in this modern translation of his autobiography. This book serves as an inspiration to today’s innovators who feel they can learn from creators in our American past.</p>
<p style="padding-left: 30px;">6. <strong><a href="http://www.amazon.com/Chicken-Lips-Wheeler-Dealer-Beady-Eyed-M-B/dp/0470828668/ref=sr_1_7?s=books&amp;ie=UTF8&amp;qid=1306196316&amp;sr=1-7">Chicken Lips, Wheeler-Dealer and the Beady-Eyed MBA</a></strong>: Frank Farwell shares his story as a man crazy enough to leave a well-paying job for self-employment during a recession. In this book, you’ll learn about pitfalls and successes on his way to a three-time Inc. 500 company.</p>
<p style="padding-left: 30px;">7. <strong><a href="http://www.amazon.com/Sam-Walton-Made-America/dp/0553562835/ref=pd_sim_b_7">Sam Walton: Made in America</a></strong>: Whether you love or hate WalMart, the late Sam Walton’s wisdom for entrepreneurs is undeniable. Learn about risk, hard work and entrepreneurship from the man who created the empire known.</p>
<p style="padding-left: 30px;">8. <strong><a href="http://www.amazon.com/How-Get-Rich-Greatest-Entrepreneurs/dp/B001R23FN4/ref=sr_1_6?s=books&amp;ie=UTF8&amp;qid=1306196316&amp;sr=1-6">How to Get Rich</a></strong>: Felix Dennis shares his secrets as one of the world’s greatest entrepreneurs. In this book, he offers advice including common startup errors in an entertaining, practical style.</p>
<p style="padding-left: 30px;">9. <strong><a href="http://www.amazon.com/Dreaming-Impossible-Dreams-Reflections-Entrepreneur/dp/0925417432/ref=sr_1_31?s=books&amp;ie=UTF8&amp;qid=1306196408&amp;sr=1-31">Dreaming Impossible Dreams</a></strong>: Multimillionaire philanthropist EJ Ourso shares how he acquired 56 businesses in 48 years, many without any money down. You’ll see his early start as a salesman and wisdom for wealth acquisition.</p>
<p style="padding-left: 30px;">10. <strong><a href="http://www.amazon.com/Autobiography-Andrew-Carnegie-Gospel-Classics/dp/0451530381/ref=pd_sim_b_1">The Autobiography of Andrew Carnegie and the Gospel of Wealth</a></strong>: Andrew Carnegie’s autobiography offers excellent lessons for budding entrepreneurs. Read this book to gain wisdom from his life and choices as a businessman.</p>
<p style="padding-left: 30px;">11. <strong><a href="http://www.amazon.com/Who-Says-Can-Cancer-Surviving-Entrepreneur/dp/193545613X/ref=sr_1_36?s=books&amp;ie=UTF8&amp;qid=1306196408&amp;sr=1-36">Who Says I Can’t?</a></strong>: Jothy Rosenberg embodies the spirit of the persistent and triumphant entrepreneur. He overcame a cancer diagnosis to a career in athletics, overcoming obstacles and taking on entrepreneurship.</p>
<p style="padding-left: 30px;">12. <strong><a href="http://www.amazon.com/Business-Stripped-Bare-Adventures-Entrepreneur/dp/1905264437/ref=sr_1_20?ie=UTF8&amp;qid=1306195384&amp;sr=8-20">Business Stripped Bare</a></strong>: Those who are awed by Richard Branson will appreciate his autobiography, in which he shares his life and business. Find advice, stories and more in this guide to success in business as well as life.</p>
<p style="padding-left: 30px;">13. <strong><a href="http://www.amazon.com/000-Dollars-Idea-Entrepreneur-Billionaire/dp/1557048487/ref=sr_1_9?s=books&amp;ie=UTF8&amp;qid=1306196316&amp;sr=1-9">1,000 Dollars and an Idea</a></strong>: Sam Wyly went from country boy entrepreneur to millionaire involved in many successful business ventures. In this autobiography, he shares his experiences and universal lessons that are wise for any reader.</p>
<p style="padding-left: 30px;">14. <strong><a href="http://www.amazon.com/Hard-Drive-Making-Microsoft-Empire/dp/0887306292/ref=sr_1_4?s=books&amp;ie=UTF8&amp;qid=1306197335&amp;sr=1-4">Hard Drive</a></strong>: Many are familiar with Bill Gates and his business, Microsoft. A Harvard dropout, Gates formed his own company at 19 with his friends. In this book, you’ll learn about his ambition and drive that made Microsoft what it is today.</p>
<p style="padding-left: 30px;">15. <strong><a href="http://www.amazon.com/Confessions-Serial-Entrepreneur-Cant-Starting/dp/0787987328/ref=sr_1_22?ie=UTF8&amp;qid=1306195384&amp;sr=8-22">Confessions of a Serial Entrepreneur</a></strong>: If you appreciate the modern Renaissance man or woman, this book offers an excellent inspiration. A man who worked every kind of job, entrepreneur Stuart Skorman explains why he can’t stop starting over with a new business, and how he made it work.</p>
<p style="padding-left: 30px;">16. <strong><a href="http://www.amazon.com/Dream-Learned-Rewards-Entrepreneurship-Millions/dp/0230618952/ref=pd_sim_b_10">The Dream</a></strong>: From the outside, it may seem that some millionaire entrepreneurs stumbled upon success by chance, but from the inside, it’s clear that successful stories like Gurbaksh Chahal come from hard work, persistence and hope. Find out how he put his heart into his work and created success from sacrifice.</p>
<p style="padding-left: 30px;">17. <strong><a href="http://www.amazon.com/Peoples-Tycoon-Henry-American-Century/dp/0375707255/ref=sr_1_1?ie=UTF8&amp;qid=1306196530&amp;sr=8-1">The People’s Tycoon</a></strong>: Henry Ford is an American business legend. Although his first auto production attempts failed, Ford turned to publicity students that made him a hero to ordinary Americans. Learn about his life and work in this book.</p>
<p style="padding-left: 30px;">18. <strong><a href="http://www.amazon.com/Delivering-Happiness-Profits-Passion-Purpose/dp/0446563048/ref=pd_sim_b_5">Delivering Happiness</a></strong>: Tony Hsieh built a business devoted to customer happiness. His company, Zappos.com, does over $1 billion in gross merchandise sales every year. In this book, Hsieh explains the entrepreneurial spirit of creativity and optimism.</p>
<p style="padding-left: 30px;">19. <strong><a href="http://www.amazon.com/Wizard-Menlo-Park-Thomas-Invented/dp/1400047633/ref=pd_sim_b_3">The Wizard of Menlo Park</a></strong>: No matter the industry, all entrepreneurs are at least in a small part inventors. Thomas Alva Edison’s life offers inspiration for those who seek innovation and invention.</p>
<p style="padding-left: 30px;">20. <strong><a href="http://www.amazon.com/Ignorance-Confidence-Filthy-Rich-Friends/dp/0471933376/ref=sr_1_27?s=books&amp;ie=UTF8&amp;qid=1306196408&amp;sr=1-27">Ignorance, Confidence, and Filthy Rich Friends</a></strong>: Mark Twain is best known for his work as a writer, but he was a chronic speculator and entrepreneur. He spent most of his life in pursuit of wealth, and this book offers an adaptation of Twain’s life story and wit into a how-to format for budding entrepreneurs.</p>
<p><em>Article by, Kaitlyn Cole (Originally posted on:</em> <a href="http://www.onlineuniversities.com/blog/2011/06/20-biographies-every-serious-entrepreneur-should-read/">http://www.onlineuniversities.com/blog/2011/06/20-biographies-every-serious-entrepreneur-should-read/</a> )</p>
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		<title>Tillie The Artist</title>
		<link>http://blog.entrepreneurthearts.com/2011/06/06/tillie-the-artist/</link>
		<comments>http://blog.entrepreneurthearts.com/2011/06/06/tillie-the-artist/#comments</comments>
		<pubDate>Mon, 06 Jun 2011 15:52:31 +0000</pubDate>
		<dc:creator>Angeles Jonske</dc:creator>
				<category><![CDATA[Guest Bloggers]]></category>
		<category><![CDATA[Art]]></category>
		<category><![CDATA[Creativity + Innovation]]></category>

		<guid isPermaLink="false">http://blog.entrepreneurthearts.com/?p=16475</guid>
		<description><![CDATA[I would like to go back to visit a very popular question, and often times debate, among the public and art community of “What Is Art” for a few moments.  So about now you might ask, “What brought this on?”  Well thanks, I&#8217;m glad you asked that question. I am a part of a large&#8230;<br /><span class="more-link-wrapper"><a href="http://blog.entrepreneurthearts.com/2011/06/06/tillie-the-artist/" class="more-link">Read More</a></span>]]></description>
			<content:encoded><![CDATA[
<div class="topsy_widget_data topsy_theme_brick-red" style="float: right;margin-left: 0.75em; background: url(data:,%7B%20%22url%22%3A%20%22http%253A%252F%252Fblog.entrepreneurthearts.com%252F2011%252F06%252F06%252Ftillie-the-artist%252F%22%2C%20%22style%22%3A%20%22big%22%2C%20%22title%22%3A%20%22Tillie%20The%20Artist%22%20%7D);"></div>
<!-- Start Shareaholic LikeButtonSetTop Automatic --><div style="clear: both; min-height: 1px; height: 3px; width: 100%;"></div><div class='shareaholic-like-buttonset' style='float:none;height:30px;'><a class='shareaholic-fblike' data-shr_layout='button_count' data-shr_showfaces='false' data-shr_href='http%3A%2F%2Fblog.entrepreneurthearts.com%2F2011%2F06%2F06%2Ftillie-the-artist%2F' data-shr_title='Tillie+The+Artist'></a><a class='shareaholic-fbsend' data-shr_href='http%3A%2F%2Fblog.entrepreneurthearts.com%2F2011%2F06%2F06%2Ftillie-the-artist%2F'></a><a class='shareaholic-googleplusone' data-shr_size='medium' data-shr_count='true' data-shr_href='http%3A%2F%2Fblog.entrepreneurthearts.com%2F2011%2F06%2F06%2Ftillie-the-artist%2F' data-shr_title='Tillie+The+Artist'></a></div><div style="clear: both; min-height: 1px; height: 3px; width: 100%;"></div><!-- End Shareaholic LikeButtonSetTop Automatic --><p>I would like to go back to visit a very popular question, and often times debate, among the public and art community of “What Is Art” for a few moments.  So about now you might ask, “What brought this on?”  Well thanks, I&#8217;m glad you asked that question.</p>
<p>I am a part of a large email database of artists, gallery owners, art teachers, and art lovers and anything in between, most of us promoting our shows, our art, new projects, events, needs, benefits, jobs and anything else you might think of that artists can bring to this type of arena.  And at times there will be rants and discussions, griping and complaining.  Today just happened to be one of those times.  A fellow artist was a bit offended at the recent article on CBS News she read about someone&#8217;s beloved dog, Tillie,  painting.  Not only was man&#8217;s best friend painting, but they were being sought after and sold for as much as $2,200&#8230;that&#8217;s in dollars, not Scooby Doo snacks as well as being shown in galleries and museums such as Milan, something any artist would drool over whether they walked with two legs or or apparently four.  To put the icing on this messy cake, the writer of the article was comparing Tillie&#8217;s work to that of Cy Twombly and Jackson Pollock.</p>
<p>As I saw this conversation escalate and grow over the next few hours, I started thinking more about what was actually happening.  Although I can understand the frustrations of seeing a dog be compared to some of the greatest artists this world has been introduced to, I began seeing the whole picture of what could possibly be happening and as I thought, I realized that this is just one more example of someone taking art and thinking outside of the box.  It&#8217;s not so much about a dog&#8217;s expressive paintings or brushstrokes and marks as it is about an artist entrepreneur (meaning the owner just to make sure you are keeping things straight) taking Tillie and seeing possibilities where others might just have looked away.  Seeing opportunities to do something different and unique that hasn&#8217;t been marketed to the public.  I see this as just one more performance art piece being orchestrated by an artist and marketing by an artist entrepreneur.  I see this as another success story that we can either become jealous, discouraged and frustrated over, or I can see it as a way to re-evaluate the box we are in, become inspired and learn from.</p>
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		<title>Demanding Demand</title>
		<link>http://blog.entrepreneurthearts.com/2011/05/26/demanding-demand/</link>
		<comments>http://blog.entrepreneurthearts.com/2011/05/26/demanding-demand/#comments</comments>
		<pubDate>Thu, 26 May 2011 15:13:56 +0000</pubDate>
		<dc:creator>Guest Blogger</dc:creator>
				<category><![CDATA[Creativity + Democracy]]></category>
		<category><![CDATA[Guest Bloggers]]></category>
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		<description><![CDATA[This post appeared on ArtsAppeal on Tue May 17th, 2011 and was written by David Zoltan. If you have any interest whatsoever in seeing employed professional artists, arts administrators, and technicians, you must be interested in demand for the arts. There is no grant, no large gift, no government subsidy that can replace it. Art&#8230;<br /><span class="more-link-wrapper"><a href="http://blog.entrepreneurthearts.com/2011/05/26/demanding-demand/" class="more-link">Read More</a></span>]]></description>
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<p>This post appeared on <a href="http://artsappeal.org">ArtsAppeal</a> on Tue May 17th, 2011 and was written by David Zoltan.</p>
<p>If you have any interest whatsoever in seeing employed professional  artists, arts administrators, and technicians, you must be interested in  demand for the arts. There is no grant, no large gift, no government  subsidy that can replace it. Art for art&#8217;s sake will always happen, and  much of it will end up on YouTube, in attics or basements, or performed  for intimate groups. But people that are employed to create art for the  sake of our mutual entertainment, as our cultural medium, and/or posing  the human questions of our time cannot survive without demand.</p>
<p>I was reminded of this essential property from a <a href="http://www.ourfuture.org/blog-entry/2011051913/do-we-depend-rich-create-jobs">progressive article</a> talking about taxes on the wealthy. The author relates:</p>
<blockquote><p>I used to own a business and have been in senior positions  at other businesses, and I know many others who have started and  operated businesses of all sizes. I can tell you from direct experience  that I tried very hard to employ the right number of people. What I mean  by this is that when there were lots of customers I would add people to  meet the demand. And when demand slacked off I had to let people go.</p>
<p>If I had extra money I wouldn&#8217;t just hire people to sit around and read  the paper. And if I had more customers than I could handle that &#8212; the  revenue generated by meeting the additional demand from the extra  customers &#8212; is what would pay for employing more people to meet the  demand. It is a pretty simple equation: you employ the right number of  people to meet the demand your business has.</p>
<p>If you ask around you will find that every business tries to employ the  right number of people to meet the demand. Any business owner or manager  will tell you that they hire based on need, not on how much they have  in the bank.</p></blockquote>
<p>This is something that I could relate to as an entrepreneur, and though  the push of the article in question is about taxes, it applies as much  to arts organizations in general. There&#8217;s no magic solution, no savior  business model, no technological wizard that substitutes for butts in  seats.</p>
<p>And so if we&#8217;re to turn to dredging up demand that doesn&#8217;t presently exist, we need to think outside the box.</p>
<p><strong>1. Diversity</strong>: <a href="http://theatreideas.blogspot.com/">Scott Walters</a> spoke eloquently at TEDxMichiganAve of the need to direct money towards  underserved communities. While Walters was primarily speaking of rural  communities that absolutely can and should have arts organizations to  serve them, I look at the tremendous number of predominantly white,  young, male, upper-middle class, urban theatre companies around Chicago  and around the country and despair just a little. If another company  wants to get funding, our government and foundation sources really need  to say &#8220;You&#8217;re on your own.&#8221;</p>
<p>By the same token, Walters equated organizations like Steppenwolf or  Arena Stage that have been around for decades and still find themselves  dependent on foundation and government funds to being like a 60-year-old  living in their mom&#8217;s basement. While I can see the argument for  foundations and government supporting <em>specific</em> programs that  align with objectives that that group wishes to invest in (and then only  for a limited time to get the program off the ground), I fully support  the idea of encouraging the NEA, state arts agencies, and foundations to  move to a &#8220;venture capital&#8221; system that concentrated on expanding the  groups that meet specific needs of under-served markets, geographically,  demographically, and so forth. This has tremendous potential to expand  the number of people attending the arts, as I continue to fully believe  in the statement I put forth that the best way to tell someone you don&#8217;t  care about them as an audience member is to never put someone they can  relate to onstage (and/or writing the piece, designing sets that feel  familiar to them, etc.).</p>
<p><strong>2. Dynamic Pricing</strong>. I feel strongly that this is a positive tool  for reaching out to new audiences without sacrificing (and likely even  increasing) revenues. It requires sophisticated box office/CRM systems,  but the ability to better target price elastic groups is critical. Being  able to better offer solid strategies for filling the seats is only  strengthened with flexibility in prices. When paired with strong  experience management techniques that develop relationships beyond the  transaction, dynamic pricing can open doorways wide open that are  currently closed.</p>
<p><strong>3. Participation</strong>. Another theme at TEDxMichiganAve brought up by several speakers (<a href="http://www.suilebhan.com/">Gwydion Suilebhan</a>, <a href="http://www.technologyinthearts.org/">David Dombrosky</a>, and <a href="http://www.2amtheatre.com/">David Loehr</a> most prominently but put out there in various forms by many) was  participation of audiences in the artistic process. Arts education  participation has long been understood to <a href="http://mirushto.blogspot.com/2011/03/arts-education-in-america.html">strongly influence</a> participation later in life, but now we&#8217;re seeing that current participation also <a href="http://www.washingtonpost.com/wp-dyn/content/article/2011/02/24/AR2011022406788.html">increases</a> the likelihood of participation as an audience member. Certainly, we  can&#8217;t stop the floodgates opened by YouTube, Flickr, and other social  media venues, nor would we want to as these are our primary target  markets of people that clearly enjoy the arts, even if they don&#8217;t yet  make the connection between what they do and what we do!</p>
<p>This needs to go beyond social media however. Finding ways of involving  audiences in the artistic process needs to be a live and continuous  objective if we expect new audiences to value live and continuous  involvement in the arts. Advisory councils, auxiliary boards, and so  forth can fill part of this need. Opening up invitations for patrons to  get involved in season selection or inviting them into workshops and  rehearsals to hear what they think or inviting them to make suggestions  wholesale or inviting them to reinterpret things they&#8217;ve seen on stage  for a small group or anything else that your artistic staff is  comfortable with can create intimate connections with your arts  organization that simply aren&#8217;t possible via social media.</p>
<p>And it will be that connection that increases loyalty to your  organization. With loyalty will come additional value to capture which  the non-profit model allows you to capture via individual donations,  something not possible in any other model. It will drive demand to your  door and turn customers into patrons into donors into advocates which  will in turn drive even more demand.</p>
<p>And that&#8217;s exactly what we need right now.</p>
<p>&nbsp;</p>
<p><strong>About David Zoltan</strong><br />
David Zoltan is the founder of ArtsAppeal, a consultancy specializing in developing fundraising practices in the arts industry through a holistic loyalty-based approach. As a recognized thought leader in the arts management field, he was granted a TED license to curate an independently organized TED conference, TEDxMichiganAve, examining the future of the arts industry featuring 13 speakers from across the United States. David is a graduate of the Masters program in Arts Management from the Heinz College at Carnegie Mellon University. He&#8217;s a successful entrepreneur, having started, ran, and sold a retail game store and tournament center before even celebrating his 30th birthday, as well as working directly with top entrepreneurs from around the world as a consultant and coach. His writings can typically be found on the ArtsAppeal blog at <a href="http://artsappeal.org/">http://artsappeal.org</a>, as well as featured on several other websites around the blogosphere.</p>
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		<title>It Makes Me Think</title>
		<link>http://blog.entrepreneurthearts.com/2011/05/16/it-makes-me-think/</link>
		<comments>http://blog.entrepreneurthearts.com/2011/05/16/it-makes-me-think/#comments</comments>
		<pubDate>Mon, 16 May 2011 13:51:50 +0000</pubDate>
		<dc:creator>Angeles Jonske</dc:creator>
				<category><![CDATA[Guest Bloggers]]></category>
		<category><![CDATA[community engagement]]></category>
		<category><![CDATA[Hip Hop Poetry Project]]></category>

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		<description><![CDATA[It Makes Me Think&#8230; &#160; This past March, I had the honor of being a part of an amazing project that happens a couple of times a year in St. Louis – ‘The Hip Hop Poetry Project’.  This is a week long event that ends with a performance.  The Prison Performing Arts in St. Louis,&#8230;<br /><span class="more-link-wrapper"><a href="http://blog.entrepreneurthearts.com/2011/05/16/it-makes-me-think/" class="more-link">Read More</a></span>]]></description>
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<!-- Start Shareaholic LikeButtonSetTop Automatic --><div style="clear: both; min-height: 1px; height: 3px; width: 100%;"></div><div class='shareaholic-like-buttonset' style='float:none;height:30px;'><a class='shareaholic-fblike' data-shr_layout='button_count' data-shr_showfaces='false' data-shr_href='http%3A%2F%2Fblog.entrepreneurthearts.com%2F2011%2F05%2F16%2Fit-makes-me-think%2F' data-shr_title='It+Makes+Me+Think'></a><a class='shareaholic-fbsend' data-shr_href='http%3A%2F%2Fblog.entrepreneurthearts.com%2F2011%2F05%2F16%2Fit-makes-me-think%2F'></a><a class='shareaholic-googleplusone' data-shr_size='medium' data-shr_count='true' data-shr_href='http%3A%2F%2Fblog.entrepreneurthearts.com%2F2011%2F05%2F16%2Fit-makes-me-think%2F' data-shr_title='It+Makes+Me+Think'></a></div><div style="clear: both; min-height: 1px; height: 3px; width: 100%;"></div><!-- End Shareaholic LikeButtonSetTop Automatic --><p>It Makes Me Think&#8230;</p>
<p>&nbsp;</p>
<p>This past March, I had the honor of being a part of an amazing project that happens a couple of times a year in St. Louis – ‘The Hip Hop Poetry Project’.  This is a week long event that ends with a performance.  The <a href="http://www.prisonartsstl.org/">Prison Performing Arts</a> in St. Louis, MO comes together with the Juvenile Detention Center, St. Louis during the teens spring break, bringing in an Art Instructor/Stage Set and Costume Designer (Me), Hip Hop Dance Instructor, Poetry/Writing Instructor, Graphic Arts Instructor, Performance Instructor and a team of support to (hopefully) inspire, encourage, and help bring out gifts and talents in teens that are staying at JDC while waiting on their hearing before the judge.  Every time I do this week, I go into it a bit nervous, hoping that I make some kind of impact on at least a few of the kids lives and then I leave the week inspired, encouraged and motivated that just maybe I can make a small difference in the world and help people through art in a way that it has helped me as well.</p>
<p><a href="http://ajonskestudio.files.wordpress.com/2011/04/jdc6.jpg"><br />
</a>This year, the group of kids were amazing.  Approximately 33 young men and 4 ladies were a part of this week, giving their heart in such vulnerable ways that I cannot imagine I would have done the same at their age.  Yet wearing their hearts on their sleeves is the beginning of change and is the beginning of ending the week with a most powerful, heart filled, thought provoking, their world changing night of performance as approximately 200+ guests come that are supporters, parents, friends of PPA and JDC, and community members.  It definitely is not a night shy of impact to some degree.  I just wish that everyone could get a glimpse and experience the statement that such a week leaves on the lives of teens that are crying out for help, in desperate need of a voice and an ear as well as a shoulder to cry on and someone to believe in them…the same things that each of us crave in our own way, amidst our own little world in a big world that can at times seem crazy and lonely.</p>
<p>As we become the art entrepreneurs we were created and are driven to be, let&#8217;s not forget that we need to continue to give back to our communities in some way.  We each have a gift given to us.  As we grow and nurture our gift, let&#8217;s use it in a way to bring hope, encouragement, skills, time, an ear, whatever it is to help others along that way.   Every time I stop to help someone else that has a greater need than me, I seem to reap  and receive more than I give.</p>
<p>&nbsp;</p>
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		<title>Excel To Excellence</title>
		<link>http://blog.entrepreneurthearts.com/2011/04/25/excel-to-excellence/</link>
		<comments>http://blog.entrepreneurthearts.com/2011/04/25/excel-to-excellence/#comments</comments>
		<pubDate>Mon, 25 Apr 2011 14:05:04 +0000</pubDate>
		<dc:creator>Angeles Jonske</dc:creator>
				<category><![CDATA[Guest Bloggers]]></category>

		<guid isPermaLink="false">http://blog.entrepreneurthearts.com/?p=15969</guid>
		<description><![CDATA[The Free Dictionary defines excellence as: -        the quality of excelling; possessing good qualities in high degree -        an essential and distinguishing attribute of something or someone. -         admirable excellence -        impressiveness, magnificence, grandness, richness &#8211; splendid or imposing in size or appearance &#160; Excellence is extraordinary. &#160; It is an attitude. an aspiration. a&#8230;<br /><span class="more-link-wrapper"><a href="http://blog.entrepreneurthearts.com/2011/04/25/excel-to-excellence/" class="more-link">Read More</a></span>]]></description>
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<!-- Start Shareaholic LikeButtonSetTop Automatic --><div style="clear: both; min-height: 1px; height: 3px; width: 100%;"></div><div class='shareaholic-like-buttonset' style='float:none;height:30px;'><a class='shareaholic-fblike' data-shr_layout='button_count' data-shr_showfaces='false' data-shr_href='http%3A%2F%2Fblog.entrepreneurthearts.com%2F2011%2F04%2F25%2Fexcel-to-excellence%2F' data-shr_title='Excel+To+Excellence'></a><a class='shareaholic-fbsend' data-shr_href='http%3A%2F%2Fblog.entrepreneurthearts.com%2F2011%2F04%2F25%2Fexcel-to-excellence%2F'></a><a class='shareaholic-googleplusone' data-shr_size='medium' data-shr_count='true' data-shr_href='http%3A%2F%2Fblog.entrepreneurthearts.com%2F2011%2F04%2F25%2Fexcel-to-excellence%2F' data-shr_title='Excel+To+Excellence'></a></div><div style="clear: both; min-height: 1px; height: 3px; width: 100%;"></div><!-- End Shareaholic LikeButtonSetTop Automatic --><p><a href="http://www.thefreedictionary.com/excellence">The Free Dictionary</a><strong> defines excellence as:</strong></p>
<p>-        the quality of excelling; possessing good qualities in high degree</p>
<p>-        an essential and distinguishing attribute of something or someone.</p>
<p>-         admirable excellence</p>
<p>-        impressiveness, magnificence, grandness, richness &#8211; splendid or imposing in size or appearance</p>
<p>&nbsp;</p>
<p>Excellence is extraordinary.</p>
<p>&nbsp;</p>
<p>It is an attitude.</p>
<p>an aspiration.</p>
<p>a way of life.</p>
<p>aspiring to the fullness of your potential.</p>
<p>always in pursuit of a higher standard.<a href="file:///E:/Dropbox/Dropbox/LaunchPad%20Access/Clients/Lisa%20Canning/Articles/Angela/excel%20to%20excellence.doc#_edn1">[i]</a></p>
<p>&nbsp;</p>
<p>I love what Aristotle had to say about excellence.  “Excellence is an art won by training and habituation.  We do not act rightly because we have virtue or excellence but  rather have those because we have acted rightly.  We are what we repeatedly do.  Excellence then, is not an act, but a habit.”<a href="file:///E:/Dropbox/Dropbox/LaunchPad%20Access/Clients/Lisa%20Canning/Articles/Angela/excel%20to%20excellence.doc#_edn2">[ii]</a></p>
<p>&nbsp;</p>
<p>If you are not doing your craft with excellence, then you are not only depriving yourself in all that you can be, but you are also depriving the world of what you have to offer.  If you do not care about your work, and in becoming excellent in what you do in every aspect as an artist, then how can you expect others to be interested in what you have to offer?</p>
<p>&nbsp;</p>
<p>Before we can become successful, we need to strive for excellence in all things.  Value and respect what you have to offer.  Learn all that you can and strive to master your art.  When I say this, I am not talking about becoming a perfectionist.  There is a difference between being perfection and excellence.  Some people strive for perfection, but we will never be perfect and will always fall short which can lead (and very often leads) to discouragement and frustration.  I am talking about reaching for the highest potential that you have to offer.  Don&#8217;t do anything with just half of your heart.  Be just as passionate about the small details as you were for that large brush stroke you just laid down.  There is no greater feeling for me than laying down that last brush stroke or oil stick, knowing that I gave every part of it my best.  My excellence.</p>
<p>&nbsp;</p>
<p>Think it.</p>
<p>Breathe it.</p>
<p>Live it.</p>
<p>Do it.</p>
<p>&nbsp;</p>
<p>Then you will achieve it.</p>
<div>
<hr size="1" />
<div>
<p><a href="file:///E:/Dropbox/Dropbox/LaunchPad%20Access/Clients/Lisa%20Canning/Articles/Angela/excel%20to%20excellence.doc#_ednref1">[i]</a> http://coachwacker.com/default.aspx</p>
</div>
<div>
<p><a href="file:///E:/Dropbox/Dropbox/LaunchPad%20Access/Clients/Lisa%20Canning/Articles/Angela/excel%20to%20excellence.doc#_ednref2">[ii]</a> http://quotationsbook.com/quote/12996/#axzz1IXPZmwqE</p>
</div>
</div>
<p>&nbsp;</p>
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		<title>Brand Impact: What&#8217;s Your Material Landscape Doing for You?</title>
		<link>http://blog.entrepreneurthearts.com/2011/03/29/brand-impact-whats-your-material-landscape-doing-for-you/</link>
		<comments>http://blog.entrepreneurthearts.com/2011/03/29/brand-impact-whats-your-material-landscape-doing-for-you/#comments</comments>
		<pubDate>Tue, 29 Mar 2011 13:00:20 +0000</pubDate>
		<dc:creator>Guest Blogger</dc:creator>
				<category><![CDATA[Art]]></category>
		<category><![CDATA[Business]]></category>
		<category><![CDATA[Creativity + Innovation]]></category>
		<category><![CDATA[Entrepreneurial Tool Box]]></category>
		<category><![CDATA[Guest Bloggers]]></category>
		<category><![CDATA[Health & Wellness]]></category>
		<category><![CDATA[Leadership]]></category>
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		<description><![CDATA[&#160; About Deana McDonagh Deana McDonagh is an Associate Professor of Industrial Design in the School of Art + Design at the University of Illinois (Urbana-Champaign) and faculty at the Beckman Institute of Advanced Science and Technology. Prior to joining the University of Illinois she was a Reader in User-Centred Design at Loughborough University in&#8230;<br /><span class="more-link-wrapper"><a href="http://blog.entrepreneurthearts.com/2011/03/29/brand-impact-whats-your-material-landscape-doing-for-you/" class="more-link">Read More</a></span>]]></description>
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<p><strong>About Deana McDonagh</strong><br />
Deana McDonagh is an Associate Professor of Industrial Design in the  School of Art + Design at the University of Illinois (Urbana-Champaign)  and faculty at the Beckman Institute of Advanced Science and Technology.  Prior to joining the University of Illinois she was a Reader in  User-Centred Design at Loughborough University in the UK. She is an  Empathic Design Research Strategist who focuses on enhancing quality of  life for all through more intuitive and meaningful products, leading to  emotional sustainability. Her research concentrates on emotional  user-product relationships and how empathy can bring the designer closer  to users&#8217; authentic needs.<br />
<a title="http://www.beckman.illinois.edu/directory/mcdonagh" dir="ltr" rel="nofollow" href="http://www.beckman.illinois.edu/directory/mcdonagh" target="_blank">http://www.beckman.illinois.edu/directory/mcdonagh</a></p>
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		<title>Taking Our Art Seriously</title>
		<link>http://blog.entrepreneurthearts.com/2011/03/26/taking-our-art-seriously/</link>
		<comments>http://blog.entrepreneurthearts.com/2011/03/26/taking-our-art-seriously/#comments</comments>
		<pubDate>Sat, 26 Mar 2011 13:00:57 +0000</pubDate>
		<dc:creator>Guest Blogger</dc:creator>
				<category><![CDATA[Art]]></category>
		<category><![CDATA[Cooking & Food]]></category>
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		<guid isPermaLink="false">http://blog.entrepreneurthearts.com/?p=15546</guid>
		<description><![CDATA[Written by Jess Kaswiner, External Programs Manager  for The IAE The notion that artists take their art seriously is not a new phenomenon, but it seems now more than ever the topic of ‘artist as professional’ is a hot button topic on everyone’s mind.  With conversations happening at To Art and Profit, books like 20UNDER40,&#8230;<br /><span class="more-link-wrapper"><a href="http://blog.entrepreneurthearts.com/2011/03/26/taking-our-art-seriously/" class="more-link">Read More</a></span>]]></description>
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<li><a href="http://blog.entrepreneurthearts.com/etablog/wp-content/uploads/2011/03/jessica.jpg"><img class="alignright size-full wp-image-15548" title="jessica" src="http://blog.entrepreneurthearts.com/etablog/wp-content/uploads/2011/03/jessica.jpg" alt="" width="178" height="269" /></a>Written by <a href="http://www.instituteforartsentrepreneurship.com/workshops_and_programs.html">Jess Kaswiner</a>, External Programs Manager  for The IAE</li>
</ul>
<ul>
<li>The notion that artists take their art seriously is not a new phenomenon, but it seems now more than ever the topic of ‘artist as professional’ is a hot button topic on everyone’s mind.  With conversations happening at <a href="http://toartandprofit.wordpress.com/">To Art and Profit</a>, books like <a href="http://20under40.org/">20UNDER40</a>, and podcasts like <a href="http://jesskaswiner.podomatic.com/">Artists Mean Business</a>, the discussion is rampant, and shows no signs of letting up.</li>
</ul>
<p>In fact, new to Chicago this February, is <a href="http://www.rawartists.org/chicago/artcade">RAW Artists</a>, a national organization who’s aim is to provide emerging artists of all creative realms with the tools, resources, and exposure needed to inspire and cultivate creativity.</p>
<p><a href="http://blog.entrepreneurthearts.com/etablog/wp-content/uploads/2011/03/raw1.jpg"><img class="alignleft size-thumbnail wp-image-15550" title="raw1" src="http://blog.entrepreneurthearts.com/etablog/wp-content/uploads/2011/03/raw1-150x150.jpg" alt="" width="150" height="150" /></a>Working with local hand-picked talent, this multifaceted monthly event features artists across disciplines and experience levels.  However, this is not your typical ‘arts’ event, Each RAW ARTcade features a film screening, musical performance, fashion show, art gallery, performance art and a featured hairstylist and makeup artist. Unlike many events I’ve attended, where the featured artist is left to their own devices, and the art itself is merely an afterthought, RAW places a focus on the importance of creative career building.</p>
<p><a href="http://blog.entrepreneurthearts.com/etablog/wp-content/uploads/2011/03/raw2.jpg"><img class="alignright size-medium wp-image-15549" title="raw2" src="http://blog.entrepreneurthearts.com/etablog/wp-content/uploads/2011/03/raw2-300x199.jpg" alt="" width="300" height="199" /></a>Here the artist and their work are celebrated, and given an opportunity to grow. “Organizations like RAW: natural born artists and <a href="http://www.theiae.com/">The Institute for Arts Entrepreneurship</a> have the same goals and ambitions for the art&#8217;s industry. In this economy, it helps to work with organizations that have your back. It&#8217;s great to work for one goal, rather than compete, to get to the top.” Says <a href="http://www.rawartists.org/chicago">April Bocchieri</a>, Event Director for the Chicago RAW affiliate.</p>
<p>As we gear up to partner with RAW for their next event March 31<sup>st </sup>, being held at Vertigo Sky Lounge (8pm @ 660 N. State St.) we hope you all will consider <a href="http://www.rawartists.org/chicago/featured/684-are-you-raw">submitting</a> your work for the next ARTcade, and we look forward to seeing you there!</p>
<p>&nbsp;</p>
<p><strong>About Jess Kaswiner</strong><br />
<span style="color: #1f1a17; font-family: verdana,Geneva,sans-serif;"><span> <span>As The External Programs Manager, Jessica is in charge of all of The IAE&#8217;s public programs series. Outside of her role as Programs Manager for The IAE, Jessica assists with curriculum development for Chicago Danztheater Ensemble.  Currently Jessica serves on the Urban Gateways Junior Board, New Arts Forum, and is also on the Planning Committee for Chicago&#8217;s Emerging Leaders Network. </span></span></span><span><br />
</span></p>
<p><span style="color: #1f1a17; font-family: verdana,Geneva,sans-serif;"><span> </span></span></p>
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		<title>An Interviewing Blind Spot</title>
		<link>http://blog.entrepreneurthearts.com/2011/03/17/an-interviewing-blind-spot/</link>
		<comments>http://blog.entrepreneurthearts.com/2011/03/17/an-interviewing-blind-spot/#comments</comments>
		<pubDate>Thu, 17 Mar 2011 15:52:11 +0000</pubDate>
		<dc:creator>Guest Blogger</dc:creator>
				<category><![CDATA[Guest Bloggers]]></category>
		<category><![CDATA[Peter Spellman]]></category>

		<guid isPermaLink="false">http://blog.entrepreneurthearts.com/?p=15460</guid>
		<description><![CDATA[Written by Peter Spellman, Berklee College of Music “The worst assumption you can make is that your interviewer already knows everything about your major. In fact, it’s possible that not only is your interviewer not familiar with your major, but he or she may even harbor some negative or inaccurate views of it. So you&#8230;<br /><span class="more-link-wrapper"><a href="http://blog.entrepreneurthearts.com/2011/03/17/an-interviewing-blind-spot/" class="more-link">Read More</a></span>]]></description>
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<p>Written by <a href="mcareerjuice.com">Peter Spellman</a>, Berklee College of Music</p>
<p><strong><em>“</em></strong><em>The worst assumption you can make is that your interviewer already knows everything about your major. In fact, it’s possible that not only is your interviewer not familiar with your major, but he or she may even harbor some negative or inaccurate views of it. So you need to become a star salesperson for your major and college degree.” </em>(<em><a href="http://www.amazon.com/dp/0452296005/?tag=musicbusinesssol">You Majored in What?</a></em> By Katharine Brooks<strong>)</strong></p>
<p>&nbsp;</p>
<p>This is something I often encounter as both a career adviser and hiring manager at Berklee College of Music Those who major in music, in particular, don’t always understand their value <em>as music majors</em>.</p>
<p>This is an interviewing blind spot and can sell a student short.</p>
<p>So much of what makes up a literate musician is ‘first nature’ stuff, like the air they breathe,  and is often under the radar of conscious thought. In my humble opinion, I believe musicians leave school with a set of skills both unique and highly relevant to employment in today’s mercurial economy.</p>
<p>For example…</p>
<p>Besides general skills like <strong>analytical thinking</strong>, <strong>written and oral communication</strong>, and<strong> problem-solving</strong>, and music-specific skills like notation, instrumental performance, harmonic technique, transcribing, and arranging, musicians develop additional specialized skills unique to those steeped and trained in music.</p>
<p>These include:</p>
<p>• <strong>technological fluency</strong> (stemming from curricular requirements involving digital             communications and production technologies);</p>
<p>• the <strong>mental</strong> <strong>ability to synthesize disparate pieces into a “whole”</strong> (flowing from the nature of musical literacy which encompasses both formal analytic and creative intuitive aspects of thinking. This has been termed ‘Symphonic Thinking” and is explored more fully in Daniel Pink’s book, <em>A Whole New Mind</em>);</p>
<p>• an <strong>internal</strong> <strong>flexibility </strong>(due to the nature of musical work activities which are often characterized by improvisation and a network of flexible alliances.  This has been dubbed the “Hollywood model” and is considered by many in business to be <em>the </em>emerging model for the New Economy);</p>
<p>• <strong>highly developed listening skills</strong> (stemming from music’s demand for strong ear training);</p>
<p>• a <strong>familiarity and comfort level with “multi-tasking”</strong> (evolving from the nature of musical work which often involves listening, writing, organizing, creating, and expressing simultaneously);</p>
<p>• the <strong>ability to build coalitions </strong>(related to the collaborative nature of so much musical work that involves heightened interpersonal skills with the ability to strike compromises among a diverse group of people);</p>
<p>• an <strong>appreciation for and interaction with diverse cultures</strong> (derived from the collaborative nature of musical work and the fact that most music colleges have a large percentage of international students).</p>
<p>All these specialized skills are highly valued in the contemporary business world, from micro-businesses to multinational corporations.  Sometimes I feel like I am introducing the student to herself because this knowledge often lies hidden. But once a student becomes fully aware of each skill, then learns to articulate the skill in words, she then can apply it to the real and potential needs of companies she is interviewing for.</p>
<p>I hope you find this list helpful in your own music career advising and would love to hear other music-specific skills you have noted that can be applied to career development and employment success.</p>
<p>&nbsp;</p>
<p><strong>About Peter Spellman</strong><br />
Peter Spellman found his way into music as a guitarist in various New York bands and then switched to drums after seeing the Police perform in the late 1970s. Since then he’s performed and recorded with reggae outfit, The Mighty Charge, world music ensemble Friend Planet, and now with the<br />
Underwater Airport crew. He’s scored films for the National Science Foundation, composed video games for Massachusetts General Hospital, and coaches music entrepreneurs at Berklee College of Music. He is author of &#8220;The Self Promoting Musician&#8221; and &#8220;Indie Business Power: A Step by Step Guide for 21st Century Music Entrepreneurs&#8221;. Find him at <a href="http://mcareerjuice.com">mcareerjuice.com</a></p>
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		<title>Creativity and The State of The Union</title>
		<link>http://blog.entrepreneurthearts.com/2011/01/26/creativity-and-the-state-of-the-union/</link>
		<comments>http://blog.entrepreneurthearts.com/2011/01/26/creativity-and-the-state-of-the-union/#comments</comments>
		<pubDate>Thu, 27 Jan 2011 01:41:19 +0000</pubDate>
		<dc:creator>Tom Tresser</dc:creator>
				<category><![CDATA[Creativity]]></category>
		<category><![CDATA[Creativity + Democracy]]></category>
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		<category><![CDATA[Creativity and The State of The Union]]></category>
		<category><![CDATA[Tom Treser]]></category>

		<guid isPermaLink="false">http://blog.entrepreneurthearts.com/?p=14800</guid>
		<description><![CDATA[Written by Tom Tresser http://www.tresser.com President Obama delivered his 2011 State of The Union address on January 25. It was 69 minutes long and contained 7,445 words. Three of those words were “innovation.” “Science” was mentioned three times. “Education” was mentioned five times. Here are the relevant passages: “China is not waiting to revamp its&#8230;<br /><span class="more-link-wrapper"><a href="http://blog.entrepreneurthearts.com/2011/01/26/creativity-and-the-state-of-the-union/" class="more-link">Read More</a></span>]]></description>
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<p><strong><a href="http://blog.entrepreneurthearts.com/etablog/wp-content/uploads/2011/01/Tom-Tresser1.jpg"><img class="size-thumbnail wp-image-14683 alignright" title="Tom Tresser" src="http://blog.entrepreneurthearts.com/etablog/wp-content/uploads/2011/01/Tom-Tresser1-116x150.jpg" alt="" width="116" height="150" /></a>Written by Tom Tresser</strong> <a href="http://www.tresser.com/">http://www.tresser.com</a></p>
<p>President Obama delivered his 2011 State of The Union address on January 25. It was 69 minutes long and <a href="http://www.whitehouse.gov/the-press-office/remarks-president-state-union-address">contained 7,445 words</a>.</p>
<p>Three of those words were “innovation.” “Science” was mentioned three times. “Education” was mentioned five times.</p>
<p>Here are the relevant passages:</p>
<p>“China is not waiting to revamp its economy.  Germany is not waiting.  India is not waiting.  These nations &#8212; they&#8217;re not standing still.  These nations aren&#8217;t playing for second place.  They&#8217;re putting more emphasis on math and science.  They&#8217;re rebuilding their infrastructure.  They&#8217;re making serious investments in clean energy because they want those jobs.  Well, I do not accept second place for the United States of America.”</p>
<p>“We need to encourage American innovation.  Last year, we made the largest investment in basic research funding in history &#8212; an investment that could lead to the world&#8217;s cheapest solar cells or treatment that kills cancer cells but leaves healthy ones untouched.  And no area is more ripe for such innovation than energy.  You can see the results of last year&#8217;s investments in clean energy -– in the North Carolina company that will create 1,200 jobs nationwide helping to make advanced batteries; or in the California business that will put a thousand people to work making solar panels.”</p>
<p>“We need to invest in the skills and education of our people. Now, this year, we&#8217;ve broken through the stalemate between left and right by launching a national competition to improve our schools.  And the idea here is simple:  Instead of rewarding failure, we only reward success.  Instead of funding the status quo, we only invest in reform &#8212; reform that raises student achievement; inspires students to excel in math and science; and turns around failing schools that steal the future of too many young Americans, from rural communities to the inner city.  In the 21st century, the best anti-poverty program around is a world-class education. And in this country, the success of our children cannot depend more on where they live than on their potential.</p>
<p>When we renew the Elementary and Secondary Education Act, we will work with Congress to expand these reforms to all 50 states.  Still, in this economy, a high school diploma no longer guarantees a good job.  That&#8217;s why I urge the Senate to follow the House and pass a bill that will revitalize our community colleges, which are a career pathway to the children of so many working families.”</p>
<p>“That&#8217;s the leadership that we are providing –- engagement that advances the common security and prosperity of all people. We&#8217;re working through the G20 to sustain a lasting global recovery.  We&#8217;re working with Muslim communities around the world to promote science and education and innovation.  We have gone from a bystander to a leader in the fight against climate change. We&#8217;re helping developing countries to feed themselves, and continuing the fight against HIV/AIDS.  And we are launching a new initiative that will give us the capacity to respond faster and more effectively to bioterrorism or an infectious disease -– a plan that will counter threats at home and strengthen public health abroad.”</p>
<p>I’m not too inspired.</p>
<p>Presidents have been throwing the word <a href="http://www.salon.com/news/politics/war_room/2011/01/25/state_of_the_union_innovation">“innovation”</a> into their State of the Union addresses for decades.  But we really don’t have a coherent or powerful innovation policy, program or mindset.</p>
<p><a href="http://www.kuczmarski.com">Thomas Kuczmarski</a>,  a Chicago-based innovation consultant, wrote an op-ed for <a href="http://www.businessweek.com/innovate/content/mar2009/id2009039_554797.htm">Business week in March of 2009</a>, “An Innovation Action Plan for Obama” where he called for, among other things, Innovation Booster Grants, Innovation Awards, special tax credits, innovation training, a special innovation fund and a cabinet level Secretary of Innovation.</p>
<p><a href="http://www.athenaalliance.org">The Athena Alliance</a>,  a nonprofit organization dedicated to public education and research on the global information economy, based in Washington, DC, published a white paper in December 2008, “Crafting an Obama Innovation Policy” with a long list of significant short-term and long term investments.</p>
<p>We’re still waiting on most of these suggestions to take place.</p>
<p>Business leaders have been calling on America to get more creative and to boost its innovation chops for years.</p>
<p><a href="http://blog.entrepreneurthearts.com/etablog/wp-content/uploads/2011/01/Global_student_achievement.jpg"><img class="alignleft size-large wp-image-14801" title="Global_student_achievement" src="http://blog.entrepreneurthearts.com/etablog/wp-content/uploads/2011/01/Global_student_achievement-1024x675.jpg" alt="" width="1024" height="675" /></a></p>
<p>Charts like this showing that the United States is no where near the top of any global educational achievement measures are becoming depressingly familiar.</p>
<p>I have a different path to innovation and keeping America competitive and prosperous.</p>
<p>I would argue that the arts are the pathway to broadening  and deepening America’s creative muscles.</p>
<p>I would argue that teaching the arts at every level of education would be an excellent way to build our collective creative capacities.</p>
<p>I would argue that having America’s children proficient in the arts – be it music, theater, design, computer coding, architecture, singing or painting would build skills needed for a robust economy and would also strengthen our communities.</p>
<p>So as the President and his team put together the federal budget for 2011 and beyond. I would say that one way to achieve this goal of getting to a creative America would be to fund the National Endowment for the Arts and the National Endowment for the Humanities at one billion dollars each. Let the Department of Education be funded to enable states to pass funds to local school districts to hire artists to teach the arts full-time. Let’s make sure every community has a place where people can go to learn about and make art.</p>
<p>Remember the mysterious figure of “Deep Throat” from <em>All The President’s Men</em>? He was coaching the young reporter trying to unravel the Watergate Break-in cover-up. “Follow the money.” He said. I agree.</p>
<p>If you want a creative, more innovative America we’re going to need citizens who are literate, inquisitive, open-minded and creative. That’s going to cost. Let’s follow the money and see if the President puts our money where his mouth is.</p>
<p><a href="http://www.tresser.com/">Tom Tresser</a> is an organizer, educator and strategic planning consultant. He was the  Green Party candidate for Cook County Board President in the November  2010 election.</p>
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