While the global warming theory appears to have lost some of its steam of late, if June 2010 in DC is any indication, then the planet is in for a heap of trouble. Where’s Al Gore when you need him? (Answer: He’s preoccupied with his divorce and other tabloid rumors.)

Maybe there’s a silver lining with all this heat.

As long as it’s this hot, many of us will choose to stay indoors – in the cool of our office buildings — and not on the golf course, the tennis court, or at the baseball game. And as long as we’re in our offices, we might as well spend part of that time thinking about how our respective businesses can be more productive and innovative during the second half of the year.

So use this time wisely. Pull together your management team, challenge them to take a fresh look at the next six months, and come up with a game plan that could move the dial in each business and function across your organization.

Better yet, treat your team to an inspiring offsite meeting or innovation workshop, in a nice air-conditioned space, where thought-provoking speakers and thought-enhancing surroundings might spur more creative thinking.

That sounds like a pretty cool idea to me.

Seven of the country’s most respected business leaders have formed the American Energy Innovation Council, including luminaries such as General Electric CEO, Jeff Immelt, and Microsoft Chairman, Bill Gates. Their message: the U.S. Government needs to “triple investments in clean-energy technologies to boost the nation’s economic competitiveness and protect the environment.”

We’ve heard similar calls for action on clean-energy investment in recent years from a variety of voices from business and academia. What makes last week’s announcement unique, however, is the coming together of major corporate leaders from disparate sectors around a common “business plan.” And the fact that it was announced against the backdrop of our nation’s worst oil spill in history adds further to the uniqueness of the moment.

The plan calls for a tripling in clean-tech funding in nuclear fission, solar, wind and fossil fuels. It also proposes the formation of an independent energy strategy board, which would develop an energy plan and oversee large-scale demonstration projects as part of the “New Energy Challenge Program.”

The Council recommends a $20 billion commitment over 10 years for the Challenge Program, which would “unleash significant private sector resources as projects are developed.” Additionally, it suggests that the Federal Government create Centers of Excellence to “foster multidisciplinary collaboration amongst scientists, universities, federal laboratories, and other public and private institutions.”

In addition to Immelt and Gates, the Council also includes: Chad Holliday, Chairman of Bank of America (and former CEO of DuPont); Ursula Burns, Chairman and CEO of Xerox; Norm Augustine, Chairman of Lockheed Martin; Tim Solso, Chairman and CEO of Cummins Inc.; and John Doerr, a leading energy venture capitalist and partner at Kleiner Perkins Caufield and Byers.

The group clearly faces some stout headwinds in making the case to Congress and the Obama Administration to spend more federal money on energy research at a time of unprecedented budget deficits. Yet, we know that the barking dog is usually the one who gets fed first. And when you have seven notable best-in-breed barkers, it’s hard not to at least give the group and their plan a serious look.

At a time when the public is less inclined to believe our corporate leaders, I am ready to take these leaders at their word. They know the path to energy security will be long, and as Jeff Immelt puts it, “the world is not going to wait for the United States to lead. This is about innovation; this is about competition; this is about energy security.”

I hope someone listens and heeds the call.

Memorial Day comes only once a year, but the freedoms we enjoy as a result of the ultimate sacrifice of others are with us every day.

Our country was founded on the principles of freedom as affirmed in the First Amendment to the United States Constitution, which provides for five freedoms: religion, speech, press, to peaceably assemble, and to petition the government.

America is also home to the world’s best free enterprise system, which continues to serve as a beacon to those who want to take an idea and a dream and start a business. Our history books are replete with stories of individuals from every walk of life, from every corner of this country and the globe, who started businesses in the U.S. and took them to soaring heights and sometimes back again.

It is our freedom to both succeed and to fail in business that has long been the hallmark of our country’s strength and its economic might. And as long as we are able to preserve these important principles, we will continue to be a great and prosperous nation.

So a tip of the hat to those who made all this possible — our fallen soldiers, and to the families and friends they left behind.

The Corcoran College of Art + Design is Washington’s only four-year accredited institution for education in the arts.

Situated only a block away from The White House in its renowned turn-of-the-century Beaux-Arts building, the Corcoran Gallery of Art has long been an integral part of our nation’s capital. When it was founded in 1869, the 18th President of the United States, Ulysses S. Grant, occupied the White House.

When the Gallery first opened its doors in 1874, “art students immediately flocked to the museum to observe, sketch, and paint copies of the collections famous works,” according to the Corcoran’s website.

The Gallery’s founder, William Wilson Corcoran, made sure that art education was central to the work of Gallery and donated additional funding that was ultimately used to open the Corcoran School of Art in 1890, two years after his death. The school has been known by its current name since 1999.

Today, more than 600 students at the Corcoran College of Art + Design pursue a wide range of Associate, Bachelor, and Master degree programs in the visual arts. The College also offers part-time credit and non-credit classes for adults and teens through its Continuing Education department. I know this first-hand. I’ve taken several drawing classes at the Corcoran in the past, and am currently enrolled in a ceramic tile-making class.

My class meets once a week for a three-hour session on Wednesday nights. Sure, it makes for a long day, but it is worth it. I’m learning a new craft. I’m using new mental and creative muscles. And I’m getting a hands-on appreciation for the timeless art of tile-making, which has changed little over the last several hundred years.

Most important, with each tedious step of the tile-making process, I am re-affirming what I already knew: there are no short-cuts to success in the creative arts. You learn by doing and do by learning.

The same can be said for success in business. Executives and managers must constantly challenge their employees through creative training programs that excite new thinking. In turn, employees must be willing to use new muscles, and put them to work through practice and application.

Marrying business and education — like marrying art and education – will make for a beautiful relationship and lead to many happy returns.

If this is the case, chances are also high that you’re not getting as much from these meetings or events as you could be. You probably continue to use the same meeting template year after year, and put it in the category, “if it ain’t broke, don’t fix it.”

It may not be “broke,” but ask yourself this question: Are your investments in these activities costing you more than they are giving back?

It’s time for some fresh thinking and a new template when it comes to your important corporate events and meetings. Attendees and participants should be provoked, engaged, challenged, and inspired. They should be exposed to leaders in their fields, as well as other high-value leaders and innovators. And, they should be put into environments and frames of mind that truly promote development and innovation.

For example, how about a quarterly “innovation” or “strategy” off-site meeting for 40 of your most promising mid-level managers from across the company? Host it in an offbeat and creative setting. Build the agenda around a relevant topic for your business. Bring in one or two inspiring thought leaders. Create some break-out group competition to drive meaningful meeting takeaways. Spotlight the best ideas. Top it off with an imaginative social component.

Create buzz around these events within your company so that other employees will want to attend future off-sites. This alone will give rise to higher personal performance, not to mention the idea generation that comes from the events themselves.

This is only one example. There’s many more where this came from. Let New Lantern help you get the most out of your corporate meetings and events in 2010.

Hewlett points out that flex time is a win-win in today’s economy since many workers will be happy to take less pay if their managers give them a more flexible work schedule. So not only could employers save money by embracing a flex time program, they could also get more out of their employees.

Flex time can come in a number of forms. For example, it may mean working four days a week for a total of 32 hours, and receiving 80% of the pay. Women are particularly attracted to flex time as Hewlett notes, since they are increasingly out-earning their husbands, while still facing domestic duties at home (e.g., as a mother).

A successful female employee and mother typically faces the dilemma of either quitting her job or living with the guilt of not spending more time with her kids at home while they are young. If the mother decides to leave her job, then the company loses out on the talent and investment in that employee. Flex time can potentially keep her at work, contributing to the company’s success, while possibly helping the company save money at the same time.

Ms. Hewlett is the founding president of the Center for Work-Life Policy, author of nine non-fiction books on business, and winner of the Robert F. Kennedy Book Prize. She has taught at Cambridge, Columbia, and Princeton.

Her latest book, Top Talent: Keeping Performance Up When Business is Down,” was released in October. Jeffrey Kindler, Chairman and CEO of Pfizer: “The right book at the right time. With skill and conviction, Hewlett provides new insight into motivating your top performers during tough times and preparing your organization for renewed innovation and growth.”

As we have discussed here in numerous blog posts over the last year, tough times are exactly when your company should invest in its best performers and mine all the talent your employees have to offer. This investment can come in the form of enhanced incentive rewards programs, imaginative leadership training, and other innovative programs to spur creative thinking and performance.

It will require a management team who is willing to embrace change, e.g., how and when employees work — in short, a team willing to flex different muscles. I’m guessing you’ll like how the results will look on you and your company.

With its cover entitled, “Your Next Big Idea: Spotlight on Innovation,” the entire edition of December’s Harvard Business Review magazine is dedicated to business innovation. A number of the articles go right to the heart of New Lantern’s founding principle: employees, if properly motivated and stimulated, are a company’s single most important innovation source.

As HBR’s editor-in-chief Adi Ignatius puts it, “Genius CEOs can’t do all the work of innovation – and in truth, people and culture both matter a lot.”

In one of the lead articles, “The Innovator’s DNA,” authors Jeffrey Dyer, Hal Gregersen, and Clayton Christensen, highlight the five “discovery skills” that “separate true innovators from the rest of us.” These skills include: Associating, Questioning, Observing, Experimenting, and Networking.

The authors interviewed 25 innovative entrepreneurs, and surveyed over 3,000 executives and 500 individuals, who had started innovative companies or invented new products. They charted these individuals against the five discovery skills and found a high correlation among leading innovators.

For example, under the “Associating” skill, entrepreneur Frans Johansson cited the importance of the “Medici effect” when it comes to innovation. He was referring to the Medici family of Florence during the 15th through 17th centuries, who helped usher in a “creative explosion” by bringing together successful people from wide ranging disciplines such as: sculptors, scientists, poets, philosophers, painters, and architects.

According to the article, “as these individuals connected, new ideas blossomed at the intersections of their respective fields, thereby spawning the Renaissance, one of the most inventive eras in history.”

Likewise, many leading innovators seek to spend time around a network of thought leaders and individuals from a variety of different perspectives in an effort to “extend their own knowledge domains.” For example, they attend conferences such as TED, Davos, and the Aspen Ideas Festival, which brings together artists, entrepreneurs, academics, politicians, adventurers, scientists, and thinkers from all over the globe.

Kent Bowen, who founded the innovative ceramic composite company, CPS, cites this credo which he asks his employees to follow: “The insights required to solve many of our most challenging problems come from outside our industry and scientific field.”

Finally, the authors make the point – as we have made in numerous blog posts on this site – that whereas innovative thinking may seem innate to some, “it can also be developed and strengthened through practice.” They note that corporate executives should “put aside time for you and your team to actively cultivate more creative ideas.”

Let New Lantern design an innovation program for your company that would make the Medici family proud – and in doing so, put you in the best position to make your next big idea a reality.

The simple gesture of showing your appreciation sends an important message about your company and its culture. It shows you value those who contribute to the success of the enterprise. It also says you realize that achievement in business is a team effort, and does not reside only in the C-level suites.

So find a good opportunity to use the two short words that could be just the salve that’s needed to put you on the road to a better place in 2010. And mean it when you say it. Thank you.

As business executives across the globe seek to chart an improved course in the wake of this past year’s economic meltdown, I call your attention to a new book on leadership that may serve as a helpful guidepost — Love Leadership: The New Way to Lead in a Fear-Based World (Jossey-Bass).

Love Leadership is written by John Hope Bryant, Founder, Chairman and CEO of Operation HOPE, America’s first nonprofit social investment banking organization. The book debuted at #8 on the “CEO Reads Top 10 Best Seller List,” and has been featured in Business Week and the Washington Post.

At the age of 26 in 1992, Bryant started Operation HOPE in Los Angeles in response to the LA riots based on the premise that his community needed a “hand-up not a hand-out.” Operation HOPE seeks to “eradicate poverty in our lifetime” through financial literacy education of inner-city and under-served children and adults.

Bryant himself grew up in Compton and South Central Los Angeles, CA and was homeless for six months at the age of 18. It is this humble background that Bryant has drawn upon to make him one of the most charismatic and successful philanthropic-business leaders of our time.

Bryant has advised the last three Presidents on the importance of financial literacy as one of the most effective tools to address poverty. Bryant is a Young Global Leader for the World Economic Forum, where he spoke at WEF’s closing session in Davos, Switzerland in February 2009. Operation HOPE’s major partners include a Who’s Who of global corporations, such as: Wells Fargo, Toyota, Microsoft, E-Trade, ING, and Citigroup.

David Gergen, former senior White House advisor to four Presidents and now Director of Harvard Kennedy School’s Center for Public Leadership, describes Bryant this way: “I have watched John Hope Bryant dazzle audiences from Harvard to the World Economic Forum. Now he pours his compassion and charisma into the pages of this book, delivering a powerful message about rediscovering our humanity.”

According to Don McGrath, Chairman of Bancwest Corporation: “In this book, he (Bryant) gives us a recipe for personal success driven by a simple notion: treating others with respect and dignity creates true long-term success. This message and his strategies for living it couldn’t be more timely as we address the failures of leadership that created today’s financial crisis.”

In Love Leadership, Bryant lays out his “Five Laws of Love-Based Leadership” — Loss Creates Leaders, Fear Fails, Love Makes Money, Vulnerability is Power, and Giving is Getting. As he puts it, “Leaders give, followers take. Giving inspires loyalty, attracts good people, confers peace of mind, and lies at the core of true wealth.”

Business leaders who understand and deploy these principles are most likely to succeed. Leadership based on fear is a short-term tactic that produces unreliable results, and can serve to damage the organization over time. Conversely, employees who are appreciated and respected will perform at a higher level under all conditions over the near- and long-terms.

Leaders who embrace the principles of caring and respect, will indeed love the results.

John Hope Bryant

Harlem’s Alex Adam Gallery opens its “Artists and Monitors” art show on Thursday, October 15. The show uniquely features the works of “three of New York’s most extraordinary contemporary figurative artists, and the painters who are and have been privileged to be their assistants.”

One of the “Teacher’s Monitors” whose works will be featured is Beñat Iglesias, a very talented portrait artist who was born in Pamplona, Spain in 1979 on October 12 – thirty years ago today. And yes, Pamplona is home of the world-famous “Running of the Bulls,” the high-risk, high-adrenaline running of 1,200-pound bulls (i.e., with horns) through the cobbled streets of this picturesque city in northern Spain.

This hometown image is in sharp contrast to how Iglesias describes his approach to art: “My work is devoted to the mundane, to depict humble and ordinary people I aim to show in their natural state, to reveal their way of communicating to the world.”

I first saw Iglesias’s talent showcased five years ago, when I attended an art show at New York’s Art Student’s League. Iglesias’s education in fine arts has spanned more than a decade, including a fine arts degree from the Universidad Del Pais Vasco (UPV) in Bilboa, Spain; then further study at the Edinburgh College of Art in the UK, the University of Fine Arts in Barcelona, and New York’s National Academy School of Fine Arts, the Art Students League, and the Andrew Reiss Studio.

Iglesias has exhibited his work in numerous shows in New York and throughout Europe. In 2007, he was a semi-finalist in the 70th Annual American Artists Drawing competition.

I find myself immediately drawn into his work, and how he is able to capture remarkably true-to-life expressions of unremarkable people. I have bought several pieces from Iglesias’s collection over the last several years, and intend on buying more as he continues to grow and develop.

Iglesias’s bright future has been built on a foundation of years of hard work, high quality training, learning by doing, and a bull-headed dedication to his vocation. All are key ingredients for success in any field of work or business. Identify the talent, grow and nurture it, and put yourself in environments where creativity can thrive.

Happy 30th birthday to a promising artist, Beñat Iglesias, or better yet –
¡Feliz cumpleaños!

The show at Alex Adam Gallery in Harlem (78 West 120th Street) runs from October 15th-25th. The exact schedule can be found on the gallery’s website.