How did Pixar make that and other good decisions? There seem to be several factors going on:

Its managers give its directors a lot of autonomy. The studio prides itself on being "director led" and gives them a high degree of autonomy. "Managers like to be in control," but Pixar fights it, according to an interview with Catmull at an event The Economist put on in March.

Even though directors have autonomy, they get feedback from others. "Dailies," or movies in progress, are shown for feedback to the entire animation crew. In The Economist interview, Catmull also describes a more extensive periodic peer review process:

We have a structure so they get their feedback from their peers. ... Every two or three months they present the film to the other filmmakers...and they will go through, and they will tear the film apart. Directors aren't forced to respond to the feedback, but they generally do — and the films are generally better for it.

Every start-up entrepreneur has an overwhelming amount to get done — the "to dos" are constantly outrunning the "dones." It is easy to get caught up in the day-to-day and endless hours, and you often forget that running really hard does not necessarily equate with running in the right direction. To paraphrase one of my partners, the good news is that you're making good time, and the bad news is that you're lost.

To stay focused, early stage CEOs need to remember that there are just three important things that need to get done in a business — 1) planning, 2) selling, and 3) executing — and that these tasks require three different mindsets. Some entrepreneurs can excel in all three roles, but the best ones are aware of their strengths and weaknesses and build their teams accordingly.

First, the same-old, same-old:

• Should we sell the customer something he doesn't really need? Answer: No; the best customers are often long-term customers, and this type of activity will eventually catch up with you.

• Should I buy stock in a company after hearing "inside" news? No; it's illegal.

• Should I expense "entertainment" costs that cross the line (dancing, anyone)? Ask what the company rules are and be transparent so the decision doesn't come back to bite you.

• Should I push that last sale to make the quarter, even if it's not yet a done deal? Don't preship to make a number. Wait it out. Long-term customer relationships are worth more than a short-term spiff.

• Should I use the competitor's customer list that I just lucked into? No; think long term, not short term — it's a small world and a smaller industry.

The three emerging trends:

• Social media. Should companies to restrict what employees say on Facebook, for example? This is becoming a bigger and bigger issue. I recently heard a colleague mention that an employee was deposed on behalf of their company as a result of a Facebook posting.

• Government business. Stimulus money is flowing freely in some sectors. How do businesses that are getting some of it, but are new to government work, make decisions with respect to campaign donations and lobbying?

• Global expansion. What policy should a company adopt on the subject of "gift giving" or "favors" as it enters a new market where such practices are commonplace?

In a startup, it’s all about the team. Even if you have a ground-breaking idea, it’s useless without the right team to develop and execute the vision. If you’ve been in business or entrepreneurship, these revelations shouldn’t surprise you.

Hiring the right people can be the most difficult part of building a company, but talent is hard to find, and bad apples can be even harder to let go. That’s why it’s essential to have a clear idea of how to look, where to look, and what tools you should be using to uncover the gems.

Here are ten must-know tips for finding and building a world-class small business team.

New research into what we call "distributed leadership" — incorporating what others have termed "shared", "collaborative", or "complexity" leadership — has shown that:

1) Leadership functions can be spread across multiple individuals and teams — even to those outside the firm

2) Leadership can be taken on by those not in formal leadership roles — in one organization almost 60% of employees self-identified as leaders

3) Change can be driven from the bottom up-at Southwest Airlines, for instance, front-line employees took the lead in devising new ways to reduce turnaround times and developing electronic ticketing.

Our own studies of companies well known for such distributed leadership (DL) have so far validated these arguments. But they've also produced some surprises.

This year, we’ve seen four major trends take center stage. If you’ve missed them, you’re missing huge opportunities to improve your organization. As a leader, you need every edge you can get so I encourage you to explore these trends and figure out how you can take advantage of them. So in no particular order, here are trends you can't miss as a leader:

Trend #1: Social Media and Expanded Use of teh

Interwebz

Trend #2: Innovation Caused by the “More With Less” Dynamic

Trend #3: People Are Our Most Valuable Resource (cough, cough)

Trend #4: Letting Your People Do Their Jobs

The Trend is Your Friend

Stock market investors are familiar with the phrase “the trend is your friend.” Hopefully you, as a leader, are at the forefront of the aforementioned four trends. If you’re not, there’s still time to jump on them and do what you do best: lead your organizations to a better place.

- Mike Figliuolo at thoughtLEADERS, LLC

Click the link to read the details.. It's well worth the time..

We all need leaders in our lives: mentors, people to look up to, people that simply get it. Leaders inspire us, help us accomplish our dreams, and teach by example. Leaders make us better people and give us an ideal to strive for.

The measure of leadership is always influence; leaders have an amazing ability to influence our lives. Leaders lead wherever they go; they lead at work, at home, or wherever they happen to be.

So after that intro, it's easy to conclude that being a leader is not an easy task; it requires a collection of very important skills that have to be ingrained into your daily practice - your soul.

Below are the 7 Signs of a Leader. How many of these do you believe you have? More importantly perhaps, do you look up to someone today that doesn't have many of these traits? Are they really the person to look up to? The choices you make today and the people you surround yourself with will determine much of your path in life; choose wisely.

Vision

 

“It’s a terrible thing to see, and have no vision.” – Helen Keller

Leaders are visionaries; they know where they’re going, and their committed to bringing others along. They have a clear vision of what they want to accomplish and their vision is so compelling that it inspires others to participate in the fulfillment of the vision.

Discipline

 

“Discipline is the bridge between goals and accomplishment.” – Jim Rohn

Leaders are disciplined individuals! They are the first partaker of what they preach and they exemplify unprecedented discipline, focus, and commitment in the achievement of their vision.

Emotional Strength

 

“He who is slow to anger is better than the mighty, and he who rules his spirit, than he who captures a city.” - Proverbs

Leaders are not easily shaken. Leaders anticipate challenges and are not derailed by obstacles. Leaders remain strong when things get tough; they don’t faint when adversity strikes.

Leaders have an amazing level of emotional strength.

 

Experience

 

"Good judgment comes from experience. Experience comes from bad judgment." – Jim Horning

Leaders have experience. In other words, they’ve been around the block a few times and they know where they’re going. Their experience has taught them how to get things done and they can differentiate between activity and accomplishment, between efficiency and effectiveness.

Leaders focus their efforts on the tasks that produce the greatest rewards.

Respect

“Respect is love in plain clothes.” – Frankie Byrne

Leaders are respected and trusted individuals. Leaders have earned the respect of their followers by becoming an “example.” They chart the course, follow their destiny, and inspire others in the process.

Leaders are respected because they earn respect. The second they demand respect is the second they are no longer a leader.

People Skills

 

Arguing with a fool proves there are two. - Doris M. Smith

Leaders have great people skills; they are friendly to the unfriendly, they know how to respond in every situation. Leaders do not engage in personal battles, they save their strength for the task at hand.

Leaders treat people with respect and dignity; they connect with others on a personal and emotional level.

Momentum and Timing

“If you're coasting, you're either losing momentum or else you're headed downhill.” – Joan Welsh

Finally, leaders know how to create momentum, and they know when to act. Nothing great is ever accomplished without momentum and timing.Leaders Develop Leaders

The test of a great leader is who they develop. A great leader will develop great followers; those followers will become great leaders.

It takes a leader to make a leader. A leader’s legacy is measured by succession. Are you a great leader?

Thank you for reading.

 

Written on 11/20/2009 by Mr. Self Development who is a motivational author that offers a practical guide to success and wealth; support him by visiting his blog at mrselfdevelopment.com. .

Photo Credit: I'll Never Grow Up