Is art work? Or, is work art?

At times, I think it’s one and at other times, the other.

I came across SEED Media Group’s logo and the description of its creation:

Designed by Stefan Sagmeister, our logo reflects society through the lens of science. The logo takes its inspiration from nature’s phyllotaxis structure, a Fibonacci-derived algorithm present in a multitude of settings, from the face of a sunflower to the alternating leaves on a plant to the architecture of highways. Depending on its context, the logo adapts and changes color to reflect its cultural surroundings. Our logo brings “Science is Culture” to life.

This logo, and the inspiration behind it, represent to me several things (1) art in the form of logo design (2) a corporate identity that is infused with meaning (3) the consideration of work as art by intertwining corporate purpose with artful expression.

May we all consider our work, whether in a business, philanthropic, or political context, as art.

Lewis Pugh shares his experience of swimming Lake Imja at 5,300 meters in the Himalayas, under the watchful gaze of Mt. Everest.

Lewis has a radical mind shift, realizing that to complete this swim, he must change his mind-set. At that altitude, his aggressive approach of swimming as fast as he can across the water does not work. Instead, he must swim with great humility.

A mature man can “shift his mind-set.” I find older men, through life experience, have learned that aggression can cause pain and loss. Approaching with compassion, respect, humility — can create positive outcome, success, loving relationships and engender commitment. Consider the Dalai Lama’s approach.

Try approaching any task moderated with respect and humility — in business, life and love!

The backers of Singularity University, some of the most influential technologists on the planet seem to think that yes, technology is a logical answer to solving the world’s problems.

Check out this recent exposition from the New York Times.

I argue that advances in technology + moral fortitude are the appropriate combination.

Ultimately, we are humans behind any technology. And, as humans we are  the beneficiaries, or not, of any technology.

I recently read this article too from the New York Times — over fifty years ago, the executives at Bell Telephone were concerned that their rising management who were mainly trained as engineers, didn’t have a broader world view to effectively manage people and steer the company. So, they partnered up with the University of Pennsylvania and started the Institute of Humanistic Studies for Executives. They felt: “A well-trained man knows how to answer questions, they reasoned; an educated man knows what questions are worth asking.”

The moral compass available to the human being is what makes us unique as a species — along with our ability to reason and our emotions.

Let’s make sure we continue to go after the right questions — in our quest for technological prowess.

Do we really need to live hundreds of years? Can we more adequately focus our attention and money on applying technology to support comprehensive moral programs that benefit broader humanity in the now?

Anyone who’s started a business (or even thought about it) goes through a wave of emotions throughout the process. With little sense of stability until solid cash flow from ongoing sales or secured funding, there are times when you can really feel like a surfer with a broken board at Waimea.

Here’s a great post by Cameron Herold via Tim Ferris discussing the entrepreneurial roller coaster from Cameron’s Backpocket COO Series. He suggests certain actions to take given the emotional state of the CEO and the organization’s position within the business cycle.

Harnessing emotion for strategic action is the most efficient methodology for aligning organizational growth with human-centered leadership. Sometimes strategic planning is the most productive action while at other times it’s talking to the media, and at other times taking a few deep breaths and applying Feng Shui principles.

Action with emotion behind it is very powerful.  As human animals, we feel emotions all the time. So, being strategic with the actions we take given the emotions we’re feeling is a very prudent use of time!

This article was recently published on Social Edge, “It doesn’t take an MBA – or does it?“.

In the budding industry of social enterprise, I find an MBA immensely helpful. The combination of passion, commitment, and desire with strong management technique is essential. One without the other is inadequate, while together very powerful. In any MBA program, managing people, resources, and partners is openly discussed and studied. Every social enterprise must consider these topics.

Now you certainly don’t learn everything in an MBA program. Can leadership be taught? And I certainly did not learn much about sales, but I find myself selling/pitching everyday.

I find the skills for being a successful entrepreneur are akin to that of administering social change — innovation, leadership, risk-taking, the ability to “sell” — your vision to potential partners, funders, and employees.