Blogging (even video blogging) comes and goes for me these days. I rarely share links of interest here, instead doing it via Twitter.

But, I don't find myself at a loss for creative output or for sharing my takes on things. That's mainly because I get a lot of email from people asking me questions. I'm happy to reply as it allows for intimate idea sharing, as well as a natural back-and-forth that I enjoy.

Nonetheless, after a recent exchange with a friend who has some big ideas, I kept telling him to share his vision with as many people as possible. He's never short on ambition or big dreams – he just has trouble when it comes to implementing these dreams, mainly because he's not quite sure what the first step is.

So, whenever you have big dream and are left to wonder what the first step is, it's this:

Tell as many people as possible.

Big dreams require lots of things to become a reality. They require other people on board, a big social network, some financing, lots of time, a stroke or two of luck and an entire list of things that I'm too lazy to come up with right now.

The only way you can begin to get the things you need to turn your dream into reality is to bring more people to the table. So, that's the first thing to do when you have a big dream. Tell as many people as possible.

Here's why:

• You'll know if your idea is stupid. If you start sharing your idea with people and a lot of them think your idea won't work, that it's worthless or they don't want to be involved, then you'll know that you need to scrap it or drastically change it. This will end up saving you time, heartache and even money.
• You'll know how quickly your idea will happen. When you tell people, maybe half of them will want in, maybe most of them will want some kind of involvement, or maybe all of them will call you a genius. By gauging the level of excitement about what you're trying to do, you'll have a rough idea of the difficulty of your idea, as well as the time commitment needed to make it happen.
• You'll be able to move on to step two. When something (a new nonprofit, a business idea, a community initiative) is just beginning, there are countless ways you could go, innumerable next steps and it all can get confusing. Sharing your idea with others will help you determine what the next step is. If you want to build a building and you tell your idea to an architect and she loves it, then maybe it's time to draw up some plans.

Of course, someone could steal your idea. If you're worried about that, then don't tell the kind of people who steal ideas. If you know those kinds of people, you should stop being friends with them.

I've got a blogging gig over at Corporate Idealist where I write about Work/Life Balance on Fridays.

Here are my first three posts:

• How Important to You is 40 Hours?
• Do Vacations Add Balance?
• Work/Life Balance is All About Ability

Corporate Idealist provides hope for hardworking heroes and was begun by Kate O'Neill, who cranks out posts during the rest of the week. You can learn more about the site here, and I'd highly encourage you to subscribe.

I pack a lot into my week. I have to in order to get everything done.

One way I make that happen is to find three good hours. I use this time to either work on things that aren't glamorous, or to spend time focusing on things that are super fun. Either way, I find three interrupted hours and milk them for all they're worth.

For me, that's early on a Monday. By arriving at the office by 6 AM, I can complete everything before most people have opened their inbox.


Three Good Hours from Sam Davidson on Vimeo.

Watch this on YouTube.

For today's video installment, I take you inside a weekly staff meeting at Cool People Care.

A few weeks ago, I discussed the idea of a suggestion room. For us, we always have good ideas flying around the room. So, we need a way to recognize the great ones and then act.

How do we do that? Click play to find out.


Recognizing a Good Idea from Sam Davidson on Vimeo.

And, here's the YouTube version.

I'd like to thank my mom for providing the buttons. She always has good ideas.

This weekend, I spent most of the time at the Green Business and Living Summit and Expo.

Cool People Care had a booth at the event. We also coordinated a scavenger hunt, brought a Nerf basketball hoop for some prize-winning fun and tried our best to have fun while working on the weekend.

Not every job out there is a roller coaster ride of excitement. But, adding a little bit of fun in our daily routine can make us a bit happier at work. And of course, when we enjoy our work, we'll love our life even more.

So, think about what elements of fun you can add to your workday in order to feel more balanced in life.

Also in this video: a glimpse at what our interns get to do - and how they get to dress.


Having Fun with Cool People Care from Sam Davidson on Vimeo.

Here's the YouTube version.

Here's a quick thought about getting through the middle part of what you're doing. The 'middle' is difficult, because we never know how long it will last. We usually have a good idea what starting something looks like, and we usually know when we've succeeded or when it's over.

And everything else falls in the middle somewhere. And that's why you need someone to journey with you.


Getting Through the Middle Part from Sam Davidson on Vimeo.

So here's the deal: count on a new video post each Monday and Thursday. I'll talk about saving the world, social media, nonprofit management, big ideas, personal development, dreaming big dreams - you get the picture.

And, I'll upload them on both Vimeo (a better, slicker interface) and YouTube (so you can watch me on your iPhone).

Today, from the road, I'm talking about work and life. Enjoy:

One Thought on Work/Life Balance from Sam Davidson on Vimeo.

Click here to watch it on YouTube.

Here's my second crack at this video blogging thing. The question is simple:

Do you have a space at your home or office (or home office) where dreams can run wild?

If not, you'll be surprised at what dreams and ideas will flourish once you designate a space just for them.


The Suggestion Room from Sam Davidson on Vimeo.

Short review: 80 words
Peter Shankman's book does for events and publicity what Seth Godin's books do for brands and companies. At the end of the day, no matter what you're working on, it better be remarkable to get people talking. And, you'll never have a shot at remarkable if you don't dream big, boldly try new things, and put it all on the line. Shankman's personal tales make you think that maybe you can pull off the extraordinary and generate some serious buzz.

How to read it:

• Whenever you need creativity to strike
• When it's time to launch something new
• When you're planning the next event
• Immediately

Longer analysis: 286 words
I've been subscribing for a while now to Shankman's Help a Reporter Out emails, which has helped me (and CoolPeopleCare) land a little bit of publicity. So, I figured – before even cracking the cover – that he book would be filled with good ideas by way of Shankman's own examples.

I was right.

The tone is conversational, motivational, challenging and insightful. The book is easy to read and is very good about not repeating the same thing again and again. So, you'll want to keep reading just to see what Shankman's firm, The Geek Factory, might pull off next and what kind of buzz they might create.

The stories range widely in terms of scope and budget, time and tools. There's the story about building a giant yarn bus for a small knitting store, the one about having his own birthday party sponsored, and how it is that Peter became a serious skydiver. And don't forget about the time they nearly shut down the Internet.

But best of all are Peter's reminders that you don't need a big team, a big budget or a big client to really get things done in the PR world. You just need something worth talking about. And you need to be creative. And you need to be on your toes. Do that, and be ready to be excited with the outcome.

The book is helpful, particularly because Peter calls attention to his 'rules' – his time-tested mantras for creating ideas that matter in this world. And, each chapter summarizes the major points contained therein so that you can easily reference them later.

Bottom line: the book is good, whether you run your own big-time firm, or you're a laid-back customer service rep.

A word from our sponsor:

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My biggest goal for the Mercedes Half-Marathon in Birmingham was to beat my January time. Okay – my biggest goal was to finish, but I took that for granted. I really wanted to improve at each marathon I run this year, hopefully running in the low 1:50's come December.

That would not happen in Birmingham.

At the start line, I found myself near a pace group. These runners are supposed to run the race in the time advertised on the sign they're carrying. For example, the guys near me holding the 2:00 hour sign are supposed to trot along at a pace so that they (and those who wish to run in stride with them) cross the finish line at or under two hours.

I'd never followed a pacer before. I think that I thought I could always pace myself just fine. But this time, I thought I'd give it a go.

When the gun sounded and we began, I kept in step with them for about a quarter mile. Then, I decided that they were going out a bit too leisurely, and that as long as I knew they were behind me, I'd be fine. I also decided that if/when I began to slow and they caught up with me, I'd keep up with them until the finish. After all, sometimes we can be equally motivated by what's behind us as we can by what's in front of us.

I ran a great time through the first half of the race. I posted a 10k time of 54:17, which means I was on pace to finish at around 1:55. I think you know what happened next.

I crashed at mile 9. The hills and my pace got to me, and just as I wondered where those pace guys were, they came blowing by me at the end of mile 9. It was like a kick in the face. I was gassed and couldn't keep up.

I stopped and stretched, hoping a quick rest would loosen me up and get me back and running. I walked through the next water stop, wanting the carbo gel and water to give me enough energy to pick up the pace again.

At mile 11, I saw the clock: 1:42. Could I cover the next 2.1 miles in under nine minutes each? Maybe, if I busted it. If I gave it my all. If I wanted to be super sore the next month.

As I weighed my options for the next 30 seconds, I decided not to try to beat the clock, or even the time I posted in January. Here's why:

• You only use Hail Marys when you need them. You'll rarely (never) see a jump ball in the end zone on a Hail Mary pass unless it's at the end of the game (or half) in football. That's because there's no reason to use a play that's rarely successful when you don't need to. Your success rate is much higher when you calculate your game plan and execute well. And while I was definitely in a Hail Mary situation in terms of besting my time, doing so wasn't 'worth it' in terms of what I stood to gain.
• I know where I failed and learned from it. I started out too fast. Had the race only been nine miles, I would have posted a great time and done the same at the next 9-miler. But it was 13.1 miles. And I didn't run the first nine miles with the last 4.1 in mind. I won't do that next weekend, when it's time for half-marathon #3 of 2009.
• I realized I had 10 more races to go. At mile 11, I only had 2.1 miles left in the race. But I had 133.1 to go for the year. And if pace is about anything, it's about pacing yourself not just for one race, but for all the races.

It's important, when starting and growing a business, that you run quickly when you have to, and at a manageable pace the rest of the time. Businesses that sprint out of the gate, with no view for the long-term success of their venture will burn through energy and resources very quickly. Those businesses that realize that growth happens through deliberate and dedicated action, which often takes time, will be poised to succeed well into the future.

This morning, I spoke at Belmont University about turning your passion into your profession and why, for me, that happened when I became a social entrepreneur.

At the beginning of the presentation, I passed out my business card to everyone in attendance. I do this because at each of my talks, I'm looking to start a conversation, not just 'give a speech.' I openly encourage attendees to call or write me, promising to answer their questions and help them do what I talk about.

Anyway, when I got back to the office and checked my email, someone emailed during my talk. As in, like four minutes after they got my card, asking me to send them the slide deck.

That's what productivity and efficiency look like. And I love it.

Much has been made about Gen Y's insistence on a balance between their work and their life. The understanding of that balance, however, is different than previous generations, mainly because technology can be invasive, blurring the lines between when one is at work and when one is 'at' life.

Boomers didn't need to worry about this as much, since cell phones and Blackberries weren't ubiquitous. As such, doing work away from work was unheard of, mainly because it was difficult.

The lines began to blur with Gen X, who soon didn't want any of it, mainly because it was yet another thing that the big institutions couldn't be trusted with.

But Gen Y can handle it. They’re happy to fire off emails from the beach, or work from the comfort of their couch. Yesterday, one of my interns left the office (which is spacious, cool and comfy) to go work at Starbucks, where she could enjoy the unseasonably warm February weather while sipping a latte outside. She was still working since she was on deadline – she could just be portable with it.

But what about when the analog version of feature creep happens? How is a work/life balance maintained for the entrepreneur who's thinking about business all the time, even if he's not 'doing' it? What about the ambitious ladder climber who wants to get ahead and stand out? And what about the social media strategist who works for the startup who puts in long hours in hopes that the new company will make it big and she'll be set one day? Where does work end and life begin?

There should be a distinction, but not to maintain some straw-man of an argument. It should exist because it might just be the very thing that keeps you sane. Or alive.

If you're a "Lost" fan, you now know that if you want to make it on the island, you need a constant, that very thing that keeps you connected while your 'when' changes (but not your 'where'). It's the same in life. And with work. You need that thing that relieves stress, or can always take your mind off of work or helps you to remember that it's about more than the paycheck, the ladder or the resume.

The happened for Holly Hoffman. A recent health scare made her realize that life away from work is important. As such, she's learned to focus on that area of her being, to much praise and benefit.

Or take Rebecca Thorman, who recently wrote about her long hours and need to do it all, much to the chagrin of her boyfriend. I agree with her that work/life is a myth for most people, but not because it doesn't exist. Rather, I think it's an incorrect distinction.

I recently listened to a Harvard Business Review podcast during a long run. While the subject of the podcast was about the current recession, the guest noted that research suggest that the size of one's house has little to no bearing on personal happiness. In fact, the length of one's commute is a much higher factor. The lesson? Buy a smaller house closer to your job and you'll be much happier.

And here's why I agree with Rebecca that work/life balance is a mythical creation of earlier generations: we get the life part wrong.

We complain because we don't have time to watch all our TV shows. In reality, watching all those shows don't make us happier or have a better life. Or, we complain that we don't have time to play golf, go to the movies or go shopping. I really wonder if those things add up to a better life for anyone.

For me, knowing that I was rapidly running ragged while putting in long hours with CoolPeopleCare, I needed a new routine – one that allowed me maximum work hours while still allowing for those parts of my non-work life that I love. Here's how I did it:

Step One: Make it about life.
For me, I first had to find those parts of my life that I really enjoyed – those parts that I couldn't do without. As I examined how I spent my time, I realized that it was important to do things that relived my stress, instead of added to it. And for me, these were things I could do that kept my mind from wandering back to the company all the time. My list:

• Cooking for and eating dinner with my wife
• Meeting my family for Sunday brunch
• Running
• Reading

What's not on the list? Catching up on CSI. Buying a new shirt. Making sure my car is clean. I'd suggest that everyone find four things they love about life and commit to them each day or week. Find two to do alone and two that involve other people. Schedule them, and don't cancel. You'll be happier if these are a part of your routine.

Step Two: Figure out the work piece.
The life of an entrepreneur is unpredictable at best and a freakin' perfect storm at worst. But, in all of that, I had to find a routine in order to make sure I did the things that needed doing each week while allowing enough time to work on new projects and dream new dreams. So, I scheduled as best I could. I don't always stick to the schedule, but having it as a framework for each day and week helps me get more things done.

• The hours between 5:30 and 7:30 AM are for emailing, reading feeds and writing blog posts. As are the hours between 4:00 and 6:00 PM.
• Organizing your email GTD-style works, if you commit to it.
• Mondays are for writing all the content for the next week.
• Wednesdays are for meetings that generate new business.
• Fridays are for meetings that generate new ideas or contacts.
• Everything else stays flexible.

So yes, you can balance work and life. But chances are, if you're an entrepreneur or a Gen Y-er, you blurred those lines so long ago that they're nearly impossible to separate – like Kool-Aid. So, instead of trying to figure out how to juggle priorities, just make sure you stay sane.

On our way to speak to a group of teenagers about the environment last week, Stephen and I stopped for dinner at Dreamland. He'd never been and I'd skipped lunch, so it seemed like the perfect time to order some slabs of the best ribs on the planet.

Dreamland serves the kind of ribs that require a commitment. If you're going to get some, get the full slab, get ready for your hands and face to be covered in sauce, and sit there until every last bit of meat has been removed from every last bone. If you're not going to commit, then don't bother. Just go to some other (mediocre) rib joint and have a few there.

Sometimes, your work ethic, marketing strategy, social media use or game plan can lack serious commitment. My question to you is: then why do it?

Now, when rolling out a new shirt, when exhibiting at a conference or expo, when booking a speaking engagement or when coming up with a new marketing initiative, we at CoolPeopleCare ask, are we willing to Dreamland it?

Because if we're not willing to make the commitment to see it through to the end - success or failure - then let's not do it. If we're not excited enough, if we don't think it will work, if we don't think people will care to look at it, then hold off. Don't do it. Wait until we have an idea or strategy good enough to commit to. Then, carry it all the way to the finish line.

A friend of mine, upon graduating college, had a sweet deal to a top-tier law school, which could have amounted to a lucrative and promising business law career. But, weeks before he needed to be at class, he pulled the plug. He'd never traveled. He decided to backpack Europe and see some of the world. Everyone thought he was crazy except for one mentor/professor of ours who told him, "If you're trading this in for a vacation, don't. But, if you're exchanging it for a unique experience that will help you for the rest of your life, go all in. And don't come back until you've had the experience you need to have."

In other words, commit to something. Find something (or someone) worth committing to. You can play poker for hours by just anteing up and paying the blinds, but it's not fun. Going all in with your Ace-high straight, praying the other guy didn't hit the flush on the river - that's commitment.

You only go to Dreamland if you're willing to be elbow deep in ribs and sauce. You should only tell your customers about a product or service that's awesome or remarkable. This will also make your work more exciting because you'll have something ambitious or passionate to develop. Work that is neither can be outsourced, contracted, or doesn't need doing in the first place.

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Related posts:

• There's a Rumbling
• It's Like Milking a Fish
• How to Stay Creative
• How to Set Up a Brain Trust

When your business or nonprofit or church thinks about trying something new, is there an excitement? Or is there a nervousness?

After all, it could fail. You could think about bringing seven interns on board, and they could all screw up, do terrible work, and completely waste your time. So, maybe you shouldn't try it.

Or, you could get people so talented and gifted that one of them just got accepted into Teach for America for this fall.

Congrats, Lauren. I can't wait to see what you'll be able to do with us the rest of the semester before going off to change more worlds in August.

I ran a PR in my first half-marathon in 2009 (hold your applause, please). I'd been pounding the pavement for the better part of eight months to get ready for it, and it paid off (thanks, Adrian, for the recognition). And, I've got 11 more of these bad boys this year.

Running a half-marathon is trying. It's hard. You exert a lot of effort only to end up (most of the time) right back where you started. But, it's also fun. Really fun.

If you have the right resources.

I hate going for long runs when training for a half. But it's not because I hate long runs. It's because when I run 9, 10, or 11 miles on my own, I never have the same resources that I do on an actual course. There are no water stations at miles 2, 4, 5, 7, 8 or 10. There is no one to stop traffic. No one is cheering me on. And there's definitely no one to give me a medal when I cross the finish line.

This is part of the reason I enjoy signing up for 5ks and running to and from the race. Depending upon the location, I can run to the race start, where they'll have refreshments. Then, I can run the 3.1-mile race, where there will be more water. And then I can run home, where I have all the comforts I need.

And it can be the same with running a business, particularly a social venture. Ideas and optimism will only get you so far. Resources make the difference.

So, since I had two hours to think, here are some half-marathon reflections related to starting and growing your own business as it relates to resources:

Know what you need from the beginning.
It's easy to say you need money when starting a business, but what will you spend it on - literally? People? Advertising? Technology? Thinking about the resources you need will make sure you've got them lined up in order to get where you're going. Yes, needs change, but your need for them doesn't.

Find a good cheerleader.
Disney's course had high school cheerleaders, marching bands and DJs all along the route. While they didn't quite give me a runner's high that propelled me to the finish line, they were helpful and reminded me of my desire to finish the race, especially at mile 9, when I wanted to stop. Find a good cheerleader for yourself. Who believes in what you're doing? Who knows you're talented and capable of succeeding? Your mom? Your husband? Roommates or best friends? Sometimes, valuable resources can't be bought.

When the resources run out, make a decision.
If there were no more water stations, fruit or music along the rest of the course after mile 9, I would have stopped and called a taxi. It would have been miserable and stagnant to try to cover the last 4.1 miles without any replenishment or resources. But, I continued because I knew they'd be there. When your business is out of money, out of time, or out of whack, you need to make a decision - either get the resources to get you to the finish line, or call it quits. You can stall forever. Don't. It won't make you successful and is really just a waste of time. Get what you need or go home.

See you in Birmingham on February 15!

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More posts about starting or growing a business:

• The Courage to Start
• There's a Rumbling
• What I Am Supposed to Do With All of These Daredevils?
• Hire a Gaggle of Interns to Help Your Company Take Flight
• It Matters Who You Do It With

When you start a company, creativity comes easily. There's never been a shortage of ideas at CoolPeopleCare. But, there have been more than a few roadblocks to pulling off these creative endeavors, mainly money, time and people.

We're solving that this spring by bringing on six quality interns.

We had an intern a few summers ago. We weren't looking for one. She contacted us. I appreciated the initiative and agreed to interview her. After coffee and a chat, she came on board and handled various tasks and we couldn't have been happier.

So, we decided to try it again, albeit a bit differently. We decided to go after an intern or two, instead of waiting and hoping they'd find their way to our doorstep. We thought we'd maybe have one or two college kids show an interest, have one take us up on the offer, and put in about five hours a week taking care of various, routine details.

Instead, we were blown away. And now, we've got a half dozen interns, all taking on new initiatives, all highly qualified, providing the equivalent work of three extra, talented people. Here's how we found them:

It Begins With a Network
We didn't use Craig's List or post flyers around campuses. We went straight to professors and directors of career centers and asked them to send students our way. Because I'd spoken to several college classes over the last few months, I already had a network in place. And, I mentioned the internship each time I spoke. Because I mainly speak in business and entrepreneurship classes, I knew I had a good chance of finding a motivated and creative student. If you want talented students, then ask your professor contacts to send you talented students. If you don't have professor contacts, then you need to get some, starting now.

Don't Give Them a Job Description
Click here and you can see the one-pager (PDF) that we sent out. We technically call the position a Social Media Intern, because that's what we thought we were looking for. As you can see, the description is vague. That's because we were flexible and open to anyone showing an interest. There is no way that you can make up for initiative and hunger. I'll turn down an unmotivated, super-qualified person for one that's energetic and untested.

Do Give Them Money
As you can see, we pay our interns. That's because all interns should be paid. And that's because they're doing work that is worth something. If you have interns that aren't doing worthwhile work, then why do you have them? Better yet, why does this work even need doing in the first place? Offering to pay interns means you'll get more and better applicants to choose from.

Let Them Work on What They Love
Each of our interns is focusing on a task or area that excites them and is in a direction they hope to go for their career. They don't expect a job offer from us come May. But they do expect a hell of a resume line when it's time to apply elsewhere. So, we have one intern working in product development, one in media relations, one in social networking, one in content development, one in marketing, and so on. Some of these interns should be working at PR firms or larger companies in town. But we snatched them up because the work here is more exciting. And no one gets anyone coffee. Coffee here is free and is only about 8 steps from the farthest chair.

Currently, the CPC staff numbers 3 people. We're tripling it in one week (when everyone starts). And, we expect to more than quadruple our reach and effectiveness. It's bound to happen when you've got an entire team of curious, unique and dedicated people.

Next week should be a slow week in most places. Because Christmas is on a Thursday, and lots of people will get the day after that off, expect to see people using vacation days to get a nice week off. I'll be in Texas for eight days if you need me.

Because it will be a slow week (with everyone at Grandma's) you can expect a lot of out-of-office auto replies. And this means a lot of business won't get done (unless you're in retail). So, use the downtime to improve your career. Each day, spend an hour doing one of these five things and you'll be ahead of the game when the ball drops in two weeks. And, best of all, none of these require Internet access, so you can do them even if you're at Aunt Irene's (who's not quite Web 2.0 yet).

Work on your resume

I hate resumes. I really do. But a lot of the rest of the world doesn't, so you need one. Now is your time to make it shine, even if you're not looking for a job. So don't just update it – enhance it. Add a line about the marathon you completed this past year. Think about the most interesting aspect of your current position and play it up. Change the font and the layout. Lead with your passions, instead of your objectives. Use it to simply get the interview. Make it more about you than about your work. As my friend Bier says:

What matters more than the "most important" stuff at the top are the more interesting bits at the bottom. They tell more about the person. That stuff is important when you're applying for a job where your personality and outlook matters. If one is going to invest time in a cubicle, stick to the job section. If not, minimize the job section and put more in the fringe. Where have you been? You did what? How did you get into that? If your resume highlights those things, then an interview can revolve around you, and it will set you completely apart.

Get your personal elevator pitch down cold

Describe yourself in 30 seconds. Go. If you can't do it perfectly (and I do mean perfectly, not just well), then keep at it. Write it down. Edit it. Memorize it. Be able to articulate your past and your future concisely and creatively. If you want to stand out at networking events or cocktail parties, you need to be able to cut to the chase and tell someone who you are. "I'm Sam and I run a company," is not as good as, "I'm Sam. What do I do? Well, my schedule is never consistent, but almost always flexible. That's because I write in 99-word bursts each weekday about how people can save the world in less than five minutes." Guess which answer gets more follow up questions and allows for deeper networking? You don't have to start your own company to have a pitch like this. It will also work for teachers, attorneys, designers and accountants. Lead with who you are.

Describe your dream job in less than a minute

Lots of people tell me that their dream job would be to work at a nonprofit. I them ask them what they'd like to do at a nonprofit. I rarely get an answer to that question because people rarely actually sit and think about their dream job. Most people know it would be somewhere they're currently not. Spending the time it takes to accurately articulate your dream employment situation might just make it happen. After all, once you meet someone at the party and tell them who you are, they could become the connection (or the boss) you've been looking for. So, think about it. What would the hours be? The day-to-day work? The rewards? The location? Is it something you need to invent, or are you just waiting for an opening?

Set a routine

There's never a great time to enact a little discipline on your personal or professional life, but it always pays off. Use a slow week to set a schedule and then start sticking to it, no matter what. Following Tim Ferris' advice, I now only email three times a week. And it's a relief. I will sneak in and fire out an important, time-sensitive one (since a lot of my work can be), but if it can wait until Monday, Wednesday or Friday, between 9 and noon, then it will. This allows me to spend more focused time writing and reading, which allows me to spend time doing things I love with people I love. My wife and I are using the time away next week to downgrade our cable, which will also give us more quality time together (and save a few bucks). What will you schedule? Commit to reading for 30 minutes a day. Promise to write a letter once a week. Only read RSS feeds once a day. Work on your business plan each Sunday. Set a schedule. Write it down. See it through.

Find one, big, impossible goal for 2009

I didn't set out to do it, but 2008 was the year I lost 25 pounds. And now I'm pondering what my big, impossible goal for 2009 should be. I've got a list to pick one from:

• Find my own 30 Days projects to implement, all about living a simpler, more meaningful life
• Fund and double the size of CoolPeopleCare
  
• Run a half marathon each month
• Get my backyard properly manicured and maintained for less than $100
• Publish book #3

All big goals, and most of them will seem impossible (or nearly). Big goals are totally worth setting, even if they never happen. Lots of things happen en route to achieving those goals, and many of those might not have if you established them as their own benchmarks. For example, my own weight loss quest enabled me to eat healthier and develop an exercise regimen much better than if each has been its own end, instead of a means to one. So, find that one outrageous goal that needs to happen for you. Cut your monthly budget by 75%. Meet one new person a day for a year. Learn Spanish. Become a gourmet chef. Get promoted twice. Think it, set it, write it down, and commit to it.

Next week, in between YouTube clips, feasts, stockings and football bowl games, spend 60 minutes each day getting serious about your career. Five hours next week could come back to you 500-fold.

Q: What's the best weather for running 9 miles?
A: There is no best weather for running 9 miles. It's 9 miles for crying out loud.

Yesterday, I delivered 30 cheesecakes all over Nashville. My friend runs a booming business peddling these calorie-rich wares, and since the holiday season is his busiest, I was happy to lend a hand (and the back of my car) during a free morning. And, I'd make a little Christmas cash, which everyone loves.

One problem: when I showed up to grab my allotment for the day, it was raining. Hard. And getting cold. Can I pick a great day to deliver cheesecakes, or what?

As I drove, parked, delivered and repeated (getting wet and cold at every stop), I could only think that the next time I did this, it might not be so bad. Even if it were 20 degrees and dry, that would be an improvement. Or twice as wet and twice and warm. You get the picture. And even though there would be no next time (yes, I retired from the cheesecake delivery business the same day I started), it hit me: If you start doing something when it's the hardest, you'll have a competitive advantage over everyone else.

That's why I ran nine miles this past Saturday. It was barely 20 degrees in Nashville when I set out, bundled up. For the first half mile, I wanted to quit. I nearly did. But I kept going, covering all six miles to the start of a 5k, and then running the race. So now, when I cover 13.1 miles in less than a month in Orlando, it'll be a breeze. Sure, it'll be four more miles than I did this past week, but it will be a lot warmer than it was (hopefully).

How many of these have you heard?

• The worst time to start a company is during a recession.
• The worst time to ask for donations is after a presidential election (and during a recession).
• The worst time to lose weight is during the holidays.
• The worst time to go back to school is after you start a family.
• The worst time to look for a job is when you actually need one.

Or is it the best time? If you can succeed in the worst time, then you'll be on track to be the best in the best time. And being the best in the best time is way better than being the best in the worst time. I'll take either, mind you, but the best way to be the best during the best time is to be the best during the worst time, instead of simply sitting it out, hoping you'll succeed when the best time eventually rolls around.

Yes, success is easier in the best time. But it's still possible (and much better) in the worst time.

Do hard things. They make for better stories (or blog posts).

I flew through the advanced copy of Creating Magic: 10 Common Sense Leadership Strategies from a Life at Disney, which is a practical leadership guide for anyone looking to make his or her mark in the world of business. In fact, after reading it, I nearly wanted to get off my entrepreneurship ride and find myself inside of some large multinational corporation, just so I could have a chance to implement some of Lee Cockerell's suggestions. They're that good.

But the best part is that you don't have to be in middle or upper management to try out some of Lee's lessons. You can be your own boss, working an entry-level gig or climbing any and every ladder and still have a chance to better your own leadership skills.

The book is thick – well over 250 pages – and doesn't have slick graphics, charts or pull quotes that you're used to in most business books. Thus, the book itself is a commitment, which sort of mirrors leadership, if you think about it. But, it's worth getting through, even if a few suggestions seem redundant.

What makes the book a compelling read is when Lee draws on his own experience. He used to work at Marriott (as did I) and he shares tales of success and failure in his early years. And while I could picture myself in lobbies, kitchens and on guest floors whenever he described an instance of learning and leadership, you don't have to be a hospitality vet to be engaged by his story. After all, he spent the better part of his career with Disney, and most of us have been to the Magic Kingdom, or have at least seen "Aladdin" or "The Little Mermaid."

You'll understand why places like Disney are case studies in remarkability when you read Creating Magic. For a company that big to be that good for that long, great leaders have to be at the helm of every aspect of the operation. And, no matter which helm of which operation you may find yourself, Lee has some advice for you.

So, whether you’re running a nonprofit or a bank, a classroom or a marketing agency, Lee's reminders – while not ultimately revolutionary at every turn – are important keys for every leader to have in his or her pocket. (These are called 'common sense' strategies, after all.) And that's why the book was so enduring for me – I can always use the reminder that the best practice is often the most obvious or even the easiest.

Because if leadership is about anything, it's about consistent excellence.

You've heard of so-called networking events. You go, maybe you dress up, you might take some business cards, you grab a drink, and then you find someone to talk to without embarrassing yourself. And perhaps even sometimes, you just end up talking to the people you came with, or someone you already know.

What was the point of that, then?

I often find the best networking happens at conferences, and not at local bars for young professional night. After all, everyone there (at the conference, that is) theoretically has similar interests, professions, or – at the bare minimum – swag.

And so I found myself once again networking at a conference. I traveled to Charleston, SC for the Blackbaud Annual Conference for Nonprofits. I'll be presenting tomorrow on how nonprofits can communicate with the next generation, but tonight was all about grabbing some sushi and a few business cards.

Above all, conferences nearly force you to network. After all, there's nothing to do but retreat to my hotel for the evening and watch Entourage. And the next two days will have me attending workshops, grabbing lunch, visiting booths – all in the same spot. In other words, I'm already here, so I might as well max it out.

If you don't go to at least one conference a year, you should – just for the networking. And when you book that trip, here are some ways to network at a conference, especially if you find yourself awash in a sea of people, one hand on your house merlot and the other nervously thumbing your business cards in your pocket:

• Get a good opening line. "Where are you from?" or "Did you come last year?" are lame. And you don't want people to think you're lame. Since I was wearing jeans and not a lot of people were, I went up to those rocking denim and announced I was glad to see someone else in jeans. I also found young people and told them I was glad to see I wasn't the youngest person there. Both lines/openers can't be said without at least half a smile, so you can at least count on a pleasant facial expression. And if someone thinks you're lame, who cares? You'll be gone in two days.
• Hand out your business card immediately. Don't wait for them to give you theirs. Hand yours over right after you say your name and who you're with. If your business card sucks, you need to get new business cards. When you get theirs, hold it in your hand until someone else in the circle gives you theirs or the conversation is over.
• Pick a compliment. Comment on the font on their business card or tell them you like the color of their jacket. You don't have to be over the top and you don't have to be a liar. But offering a meaningful and unique compliment will go a lot further than, "You’re from Milwaukee? I had a layover there once." Yeah – you and millions of others. But only a few people said they liked my cufflinks.
• Stay put – at least for a few minutes. If you're constantly in motion, walking around the room and darting your eyes looking for people looking for a conversation, you won't be able to be found. Mosey around, but pause out the open somewhere and take a sip or two. You'll be surprised at who approaches you.
• Set a goal. Try to meet 25 people. Gather 50 business cards. Meet people from 10 other states. Internal goals and benchmarks like this will make sure you stay long enough to make it worth your while.
• Leave at the right time. This is hard to determine, but if I've had 20 minutes of inactivity, I'm like a hard drive and I shut down. If you stay too long, you'll just be wasting your time, but if you leave too early, you missed some key opportunities. Decide before you go in how long you're staying so that it's worth your while and you can still rest up, especially if it's just the first night and you've got a presentation the next day.

Above all, when at a conference, network everywhere - at lunch, in the exhibit area, during breaks. Most of what you learn can probably be found in books or on blogs. But all of who you meet can only be found on site.