So, one of our interns (let’s call him Steve) has an ongoing list he carries around on his iPhone called the “million dollar ideas list”. It contains a variety of outside-the-box, mostly funny, ideas that are just reasonable enough to cause you to pause and think… “yeah, that just might work.” Ideas like the ravioli with the sauce INSIDE, the stretch-to-fit band-aids, and the (heated) bean bag toilet have all prompted lively discussions in our office. (By the way, by reading this you are virtually signing our NDA.)

In many ways, the simple thought that something “just might work” has been the angst that has kept progress afloat. It was the catalyst for the Wright Brother’s first flight. It was the precursor to Thomas Edison’s incandescent light bulb. And it was the basis for some of the most innovative means of productivity – everything from Ford’s assembly line to Wikipedia’s (volunteer) community of publishers.

But, here’s the problem.

Few of us consistently give space for ideas. We tend to go about the monotony of our daily routine and write-off any such “thought” as an ineffective use of our time. Even if we get to the “just might work” moment, it is often derailed by our realization that we simply do not have the time to research, to experiment, to wonder.

We would be wise to pause here and take a few cues from who very well might be the worldwide leader of idea development these days… Google. Sure, they currently have the resources to hold such a position; however, this was not always the case. In fact, a significant portion of Google’s growth in the early days was directly correlated to Google’s “laboratory” mentality. As most are now aware, Google has what has been deemed their “20% Time” program, where employees devote 20% of their time to something that is company related, but also is of personal interest or intrigue. In other words, if you have the thought that something “just might work”, they want you to try it (on company time and with company resources). Popular products such as Gmail, Adsense, Orkut, Google Talk, Google Earth, and Google News all emerged out of various engineer’s “20% Time.”

Throughout our week, we meet with numerous business owners and entrepreneurs that are looking for ways to improve (or begin) their business. It does not take much to notice the difference between those that will likely succeed and those that will likely fail. Sure, there are countless factors that go into the success of company, but all of those factors revolve around one thing: the idea. Is it good? Is it unique? Is it the focus? And can it be implemented?

Again, the problem is not necessarily whether something can happen or not, the problem is that we don’t give weight and attention to idea development in the first place.

Try something different this week. Schedule an hour for ideas. What are the primary problems in your industry that need addressing? What are the possible solutions? What do you care about? What matters to you? Before you (hopefully) embark upon many ventures in idea development, I leave you with a fair warning. If you’re committed, if you’re consistent, it’s very possibility that you’ll land upon something that… well, “just might work.”

These days being “green” is really a must in some way, shape or form. We are all trying our best to be responsible outside of just marketing that we are. However, like us, you may often find yourself lacking the time and energy to research the latest green opportunities and developments. So we’ve compiled a quick list of our favorite green tools to share:

• MEASURE UP: Steps to a greener studio
• CHOOSE WISELY: Find the greenest paper for your project
• VALUABLE SPACE: Make the most of that press sheet
• HOT OFF THE PRESS: Locate a green printer in your area
• CALCULATE: Discover the impact of your latest print project
• VOCAB TEST: Terms and green certifications/logos explained

Do you have any more resources to share? Let us know in the comments!

Let me get right to it. If you have been hanging around for a while, you understand that Designer Sobriety is ultimately preaching one thing: balance. There is a time to hit things at a fast pace; there is a time to slow it down. This post is suggesting nothing different; however, would love to spend some time on the latter this go around. As both creatives and leaders, we are often faced with the reality that life gets busy. Work has deadlines. Home has complexities. And soon enough, demands have collided with dreams in ways that render us oblivious to the very things lying in front of us. In other words, it’s easy to get stuck in the repetition of the mundane.

Unfortunately, the notion of “balance” is not implemented via some formula. In fact, balance is more about a posture than anything: Are you willing (or able) to shift when necessary? In the moment, are you willing to pause and see a little differently – even in the mundane?

In the 1995 film Smoke, Paul Auster (writer) and Wayne Wang (director) played with this idea. In particular, there is a poignant and memorable scene (below) in which cigar store owner Auggie (Harvey Keitel) invites writer-friend Paul Benjamin (William Hurt) to see his “corner of the world” project – a collection of photos taken at 8 a.m. every morning in front of his Brooklyn cigar store. Year after year, Auggie captures this particular moment from the exact same location – each snapshot directed at the same “corner of the world.” As Auggie pulls out album after album, Paul quickly blows through the pages commenting on the absurdity and monotony of the seemingly “same” moment in time.  Auggie interrupts Paul’s oblivion with a simple suggestion that seemingly shift’s Paul’s entire perspective on life:

“Slow down.  You’ll never get it if you don’t slow down my friend.”

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For roughly five years, once a month, I had lunch with the same guy on the same day of the month at the same restaurant and at the same booth. Although we never deemed it a “mentor/protege” relationship (Seinfeld, anyone?), it was very much this. I had recently awoken to the fact that I would be much better off surrounding myself by people smarter than me. And while many conversations are memorable, the following one greatly impacted the way I see the world.

We were discussing leadership and the role of a leader when he let me on to his basic leadership framework. Quoting leadership guru Max Dupree, he stated that he believed that the first responsibility of a leader is to “define reality.”

Ever since, I have been attempting to unpack this very statement.  What does this actually mean? What’s the point? What is the process?

I recall back in 2008 during the auto crisis,Bill Ford, Ford Motor Company’s CEO (at the time), addressing the public regarding Ford’s status and inevitable restructuring plan. As he discussed his reasoning for turning down the “bail out” offer, the current revenue situation, the inevitable job loss, and ensuing projections, it was undoubtedly a grim moment. But at the same time, it was a remarkable example of his willingness to “define reality.” In fact, it is arguably the “turn around” moment for the entire company, who this past year posted a 2 billion dollor plus net income.

Moments like these have seemed to surface more and more the last few years during the recession. I recently spoke to a CEO of a large construction corporation who felt like he was 2 years late to the “defining reality” conversation.  This often happens because we’re scared to look at things “as is.” We want to believe things to be better/different than they actually are.

And while defining reality moments are often triggered by hard circumstances as such, the process might be even more important when things are going well. What might it mean to do an analysis on “why” things are working well. Is it a particular process? Is it the people? A recent idea?

So, what does a “defining reality” process actually look like?

While there are no hard and fast rules, here are a few thoughts. Carve out an hour (or better yet, an entire day) sometime this month and ask yourself these questions (or some version of):

• What am I choosing to ignore?
• What is working well? For my company? For my life?
• Where is my greatest drain?
• What are all the factors contributing to my current situation?

Here’s the point. Any assessment is pointless unless it’s brutally honest. As leaders, creatives, and entrepreneurs, we must develop the habit of not only looking to what things “could be,” but how things actually are – for without the ability to actually see reality as is (good or bad), we’ll never know where to go (or at least, the best opportunities to go).

Lastly, just in case your curious, the second responsibility of a leader according to both my mentor (and Max DuPree) is this… “say thanks.”

So, “thanks” for engaging.