Chances are your company will host a number of off-site or on-site meetings in 2010 aimed at driving corporate strategy development and execution; employee, manager, or executive training and development; or engagement with customers, partners or other individuals important to your business.

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.

It’s going to be a long night tonight. That’s because at 12:47 pm (EST) today, the Winter Solstice occurred for those of us in the Northern Hemisphere. Conversely, the Winter Solstice means it’s the shortest day of the year when the sun appears at the lowest point in the sky.

According to Infoplease.com, “solstice” comes from the Latin word “solstitium,” which combines “sol” for the sun and “stitium” for stoppage. This means that during either the winter or summer solstice, the sun at midday appears to be in the same position for several days prior and after the solstice.

For centuries, cultures all over the globe have celebrated the Winter Solstice in a wide variety of ways. Yet, a common thread in many of these cultures is that the marking of the longest night brings with it the optimism of increasing amounts of daylight to come.

This year seems particularly fitting to note the passing of the Winter Solstice and what at times felt to be a very long night.

Here’s wishing all of you a safe and healthy holidays, and the hope of brighter days ahead in 2010.

In today’s New York Times, economist and author Sylvia Ann Hewlett discusses the merits of flex time for both corporations and employees in the article, “Making Flex Time a Win-Win.” Much like my two-part blog post earlier this year that touted the benefits to your business of implementing a telework program, flex time too can be a powerful catalyst for increasing employee morale and productivity.

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.

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

When I stopped into my local Starbucks this morning to get my usual tall cup of Joe, I found a store buzzing with a new entrant in its coffee line-up – instant coffee.

I must admit I was skeptical. Instant coffee? After all these years of treating my taste buds to the full-throated flavor of my Starbucks favorite blends such as Verona, Estima, and Sumatra, how can I take instant coffee seriously? The last innovation I witnessed in instant coffee was the “freeze-dried” branding of Taster’s Choice in the 1970s, which was a must-have for every college dorm room. Today, that same freeze-dried brew tastes a little too freezer-burned to me, with all due respect to Nescafe.

Yet, my coffee snobbery this morning quickly gave way to curiosity (and the notion of something free), and so I tried Starbucks’ new “VIA Ready Brew” (aka, instant coffee), which they were handing out in Dixie-like cups. And to my surprise, I liked it. Now, I will admit that it’s not quite in the league of my favorite fresh-ground brew I’m accustomed to, but it’s remarkably good considering it is, well, instant.

Give Starbucks CEO Howard Schultz credit, it’s a pretty gutsy move. This is the same guy who swam against the tide years ago, and proceeded to build a corporate empire one cup at a time — when most everyone else at the time was saying, “you can’t get rich selling coffee.”

Today Starbucks has more than 5,000 stores in over 40 countries. Sure, it had to close a few stores over the last year and dial back some prices in light of the bad economic times. But its stock is up 75% in the last 6 months. I like that math.

So stay tuned. Will Starbucks’ gamble on instant coffee pay off? Wall Street didn’t seem too impressed given SBUX closed down over one percent today, despite its big instant coffee roll-out.

But I don’t count Starbucks out, and for this reason. Its success to date is not simply the result of great coffee and market savvy. It also has something to do with how management runs the company and how they treat their employees (or “partners” as they are called). Starbucks routinely gets some of the highest marks in corporate America in terms of employee satisfaction, and “best places to work.”

As Howard Schultz puts it, “We realize our people are the cornerstone of our success, and we know that their ideas, commitment and connection to our customers are truly the essential elements in the Starbucks Experience.”

Happy and satisfied employees lead to greater productivity and greater innovations. And companies that get this important point, and live by it, will generally prosper.

In fact, prosperity has been known to have a very distinctive aroma. It smells like a great cup of instant coffee.

One of my favorite art finds in recent years is the “Dummy Cat” by David Weidman, which hangs in my Manhattan apartment. It is a signed serigraph print, which I bought at an outdoor flea market in Chelsea several years ago for $40. You can buy one today from Weidman’s own website for $250.

It wasn’t so much the bargain that attracted me to the Weidman piece, but the fanciful cat itself. As an admitted cat lover (I have four), I of course liked the subject. But as an art enthusiast, I also liked the way you feel when you look at Weidman’s cat – it makes you smile.

Dummy Cat is a signature piece of Weidman’s, who today at age 87 has left quite a mark on the art, graphic design, and animation worlds over the last six decades. He began his career in the 1950s as an animator for the famed Hanna-Barbera studio in Los Angeles. He soon began working for himself, and in the decades that followed, created a unique and iconic style.

In December 2008, Gingko Press published The Whimsical Work of David Weidman – and Also Some Serious Ones. According to the publisher’s press release, Weidman’s “staggering body of work is as modern and visually stunning as it was forty years ago,” and added, “he never stopped experimenting as an artist.”

There is a lesson here for all of us, particularly those who are managing today’s businesses during trying economic times. Managers should resist the urge to hunker down, withdraw, and play it safe. Now is exactly the time to take a page from Weidman’s animated book – to re-double efforts, and challenge employees to create and to “experiment.”

You should also add “whimsy” to your corporate vocabulary. Nurture and celebrate those within your organization who turn dreams and fancy into innovative products and services – and in doing so, enable your business to grow and thrive.