A favorite app on my new iPhone is iSamJackson. This helpful and informative app features wit and wisdom from the king of cool. Quips and quotes with the unmistakable delivery that can only be the one and only Samuel L. Jackson. When prompted Sam even let’s me know what’s cool—AM radio, cab drivers, Ninjas, BBQ chefs, sushi and flip flops just to name a few.

I recently read an article about creating “cool” workplaces in order to retain Gen Y (millennial) employees. The article spotlights a company that has even instituted “fun squads” to oversee fun, enjoyment and creative communication.

We don’t have a fun squad here at The Strategy Group but we do have an Olhausen pool table, an LG high-def TV (playing great concert films and golf when available) and of course the best coffee in the world (Old San Francisco from Spice Merchant). That’s cool, huh?

No.

Know what’s cool? When an organization’s board of directors comes together over a shared and well-articulated vision. When a client says it’s re-energized and its publics are really connecting with its re-brand. When a retail client says they planted a flag over the weekend. When a national organization boasts their event program is THE BEST EVER! That’s what’s cool!

What’s cool in the office, in my mind, should be the result of being focused on what’s cool outside the office. So don’t try so hard to be cool. Do, however, try harder to help those you serve experience what’s cool.

Cheers! And don’t forget to observe Talk Like a Pirate Day at your office next year (Sept. 19).

“Know what’s cool? Pirates. Pirates are coooool!” Samuel L. Jackson

iSamJackson app available at iTunes store.

I’m reading the story of a three generations-old Italian shoe company. Our shoes are the finest made in the world, says the book’s main character in a meeting at Bergdorf Goodman. These are my people, the working class, the young cobbler apprentice later observes in Capri as she watches the locals.

Who are we? Who are we not? What is the custom of this business? What is the quality of what we offer? Who are our people?

Our custom, the signature of our brand, is teaching, coaching and commensurate strategic—levelheaded—thinking. It is our absolute intent to deliver finest quality in everything we do. National quality. Our people, like the cobbler, are working people—leaders of companies and organizations.

We’re a team of people who work hard to help working people work it out. To that end, Minding the Gap is now available. We’re busy developing new delivery systems for The Creel Model—creative ways you can engage the process of vision, specification, equipping and accountability to improve organizational life.

Who are you? Who are you not? What is your custom? What is the quality of what you offer? Who are your people?

Work it out.

Minding the Gap is available at your favorite bookstore’s order desk or at these online bookstores: Amazon.com, Barnesandnoble.com, Xlibris.com, or by phone at 1.888.795.4274, ext. 7879.

This past summer, I was allowed the privilege to join the Summer Institute at the Strategy Group LLC. As I joined mid-summer, the group of four other college students ranging from sophomores to seniors had already begun the interactive training focused on strategic marketing and branding. As with any new job or major life change, it was an adjustment to learn the processes and expectations of my new role. I quickly learned the most beneficial contribution an individual could make to the group was an idea.

Each individual’s thoughts and ideas brought greater collaboration to the group and allowed the five of us, called “The Summer Institute team,” to progress toward creatively and efficiently completing projects. Through the Summer Institute, I was able to grasp the full power of collaboration. Through my sophomore year in college, I was the quiet student in classroom discussions, either waiting for what I deemed the perfect moment to add my comment—which I rehearsed ad nauseam in my head—or simply sitting and soaking up the comments made by my peers.

During my first few meetings at the Institute, I took the approach of the “quiet student” while my four peers pitched ideas and vocalized their thoughts. I saw the group progress and move forward through one idea given by an individual that was built upon and used as the foundation for a complex idea. I found that vocalizing thoughts was the most efficient way to collaborate and progress towards a finished product.

Successful collaboration of a group hinges upon both active participation of individuals involved and an encouraging environment. At the Summer Institute, each individual brought a different skill set and personality to the group, which was appreciated by each member through encouragement and willingness to listen to each other’s ideas. Had we not encouraged each other to voice our own ideas and personality, I believe the unique perspectives and potential ideas would not have been expressed in the final draft of our projects.

The positive environment provided by the entire group allowed me to break the mold of the “quiet student.” I began to voice the ideas I had previously kept to myself and felt a catharsis as each of my peers added their own comments and we saw all of our thoughts take the shape of a complex and well-thought idea. Vocalized comments from each of us brought a new perspective on ideas and allowed the group to look at tasks from many different angles.

The challenge I give to myself moving forward is to continue collaborating in all aspects of my life, including this fall semester of school. Now that I have seen and participated in successful collaboration, I want to keep my profile as a quiet student in the past. I also know that, moving forward, the lessons and tasks we were exposed to over the summer will give me a deeper understanding for the real-world use of the skills I will learn in my remaining college courses.

I would like to add a “thank you” to all of the members of the group, including the Strategy Group employees and owners for letting me share in an experience that has certainly furthered my personal growth and helped me realize the potential of my own skill set.

—Kelly Gebert, junior, DePauw

Effective advertising doesn’t have to be expensive, but it does need to be consistent to build brand awareness. Explore ways to keep your message in front of your audience. Break through the clutter and tell your story in a way that is unique. Nearly everyone’s marketing budget is holding level or even decreasing to combat these financial times, so spend smart! Think outside the box and search for co-op dollar opportunities as we did for one of our clients.

Wichita Roofing & Remodeling is taking its new customer service program to the streets, literally. We designed a vehicle wrap for the marketing director’s car that would represent three different market areas—and more importantly strategically and effectively use their resources.

Today, the company name is reaching thousands of people daily as the director travels to meet one on one with insurance agents across the state. It’s not often you see a “Nascar” traveling down the Kansas turnpike. Is wrapping a vehicle original? No. But choosing an image of the number one spectator sport in America to carry your message across unexpected terrain is. It’s a conversation starter and it creates a memorable impression. And the best part is some of the client’s vendors are “car sponsors.” Their sponsorship dollars are helping pay for the vehicle wrap while our client’s message speeds across the state.

Get in the driver’s seat. The race is on! What are you doing to reach the checkered flag before your competition?

The second value lesson came from Simon Cowell, who spoke directly to Lee Dewyze, a contestant with huge potential for commercial success who gave a banner performance. This young man apparently struggles with small confidence. Cowell called it (the confidence issue) out again, spoke to his difficulty making eye contact, suggested his lack of self assurance is perhaps due to something that happened in his past, and then affirmed him. He said Lee Dewyze would realize in watching back the tape that his world had just changed. Like Usher, he was an agent unafraid to challenge the barriers to potential and give a reason for hope (success).

So here’s the value lesson: those of us in positions of leadership have an opportunity to unleash the best in those around us. But we can’t do that effectively if we can’t get past or outside ourselves. How’s your confidence factor? Are you doing the right things to quell your own insecurities or bring down personal barriers so you can actively press yourself into the lives around you? Are you an Usher who’s over instead of all about yourself? Are you bold enough to mentor a friend, family member or client, calling out the barriers to potential and authentically investing in and cheering success? Are you ushering talent?

From the inception of The Strategy Group, we have said we would be teachable. We would display a servant’s heart toward our clients. We would go above and beyond through work ethic and creative stretch to move the needle for them. We would give our best work to every client, regardless of budget. Do those values show up outside the agency/client relationship?

High school students have a lot of highway to travel. Their career decisions aren’t imminent. Jo and Scott have a lot of work to do. We’re in the middle of a very busy first quarter. But they poured their hearts and time into giving their best thinking and sharing their best experiences with these students (pictured here/ Jo is on the left and Scott is far right). They didn’t marginalize the opportunity by making a quick decision to not cut into too much billable time. They didn’t decide they could easily wing it with a bunch of uniformed kids. These kids got two hours of solid content, full-out enthusiasm from Jo and Scott, a sign at the entry and take-home promotional items from a printer because Jo stopped and asked for them on her way in to work.

Watching two art directors and six kids, everyone here got a value lesson. Here’s what I’ve asked myself: How often do I wing it?

In a pep talk this morning Jeffrey reminded me to fight. Our clients are fighting hard for their businesses. We are required, as their partners, to fight hard—now harder—for them. Their trust in us mandates that we be 1) better students of the environment to bring them the best thinking, 2) quicker to cut through the clutter to distinguish them in the minds of their consumers and 3) smarter about what initiatives to keep, toss or place on hold.

I love a good fight, but I can’t fight for myself or anyone else without passion. Today, I had to stop to remember what I’m really passionate about. It’s potential. I love finding and championing the best in those I love and the clients I serve.

It’s funny, the track the mind takes when someone admonishes you. Mine went to a Keith Emerson (Emerson Lake & Palmer) piano solo. It came up on Jeffrey’s ipod several weeks ago as we headed to a K-State football game. It’s intense. When I asked Jeffrey about it he said that Emerson pushed his genius so hard that he ended up with severe nerve damage in his hands and wrists. He was passionate about playing the keyboards to a high standard.

Entry #1—passion. Do you remember yours?

If business success was as simple as getting our personal leadership act together, we’d all be running powerhouses. But the truth is, our businesses get reckless too. Why? Because you and I don’t always lead from our organizational core. We take our eyes off what our business uniquely is, where we’re uniquely going and the best, right tactics for getting there. We read too much, talk too much, gather too much intelligence on some other company’s DNA and lose our strategic center.

Successful companies find and leverage their core. They understand that the building blocks of strategic, directed, effective leadership are core essentials:

• Core vision
• Core values
• Core politics
• Core decisionmaking body
• Core competencies
• Core strengths → core opportunities
• Core identity platform
• Core constituencies (primary/secondary/tertiary targets)
• Core messages
• Core (unique) selling points
• Core team
• Core partners
• Core collateral
• Core-directed planning and execution

There are lots of reasons we quit leading from our core. We grow tired. Economic pressure, the principal assassin of core energy, increases. Competitive pressures rail. The team we count on changes or becomes ineffective, moving us from gatekeeper role to the trenches. A new genre of industry thinking causes us to rethink how we do business.

The truth is, if we lead companies we will remain in constant flux. People and processes and trajectories change. A lot about our company’s core, however, is fixed. And when we lead from that core and make decisions from that core, we create core differentiation in the marketplace we serve. Core differentiation—or core separation—wins the attention of our publics. Core differentiation is the principle ingredient for success.

When I was young and in a new leadership position that was likely over my head at the time, another agency principal said this to me: the speed of the gang is the speed of the lead. Those sharp words were an admonition to get my act together and lead from a controlled core.

How are you leading?