About a month ago, I read an article in the New York Times about a new hi-tech pedometer called Fitbit Ultra. The reporter, Stephanie Rosenbloom, gave a first-hand account of her Fitbit and credited the little memory stick-size device for motivating her to walk and take stairs like never before.

Now I’ve tried a few pedometers in the past, but after a couple of days, the novelty wears off and the pedometer always finds its way into a drawer. But given the rave review of Rosenbloom, I thought I would give Fitbit a try and I went online to buy one from fitbit.com.

Priced at $99, the Fitbit Ultra isn’t cheap. Yet, I convinced myself I had to have it. And before I clicked “purchase,” I asked my husband if he wanted to buy one too and he scoffed at the suggestion, saying: “I’m already a walker and don’t need this expensive toy to motivate me.”

Within a couple of days, it showed up in the mail, and I installed it on my computer. It comes with a small USB charging station that also serves as a wireless connector for the device. Within minutes my account was set up online. It took about two hours to fully charge, and I proceeded to clip it on my waistband. A full charge lasts about three days.

On the unit I can push a button and get an update on my number of steps that day, my mileage covered, my estimated calories burned, and the number of sets of stairs I’ve climbed. In the morning, it even welcomes me with my name and a random motivational greeting such as “Hold me,” “Burn it,” or “Game On.”

With the online dashboard, you get all this information and plenty more, including charts showing your progress against your own daily or weekly goals or goals provided as a default based on your age and weight. It even comes with a wrist-band if you want to measure your sleep patterns at night, i.e., less movement means a more restful sleep.

By wearing the Fitbit, I immediately found myself taking more walks throughout the day, taking the stairs when possible, parking further away from the store, and even walking around the house before I went to bed if I needed a few more steps to get to my 10,000-step daily goal.

Within days, my husband had witnessed my unprecedented enthusiasm for walking, and he decided he had to have one too – and as soon as possible – so he bought one that day at the new Microsoft Store in Tysons Corner Mall in McLean, VA.

Now he and I compete against each other with our steps, stairs, and mileage covered each day and week. We gladly volunteer to go to the mailbox or put out the trash at night just so we can accumulate more steps. What other little device can do that?!

I don’t expect this obsession to last forever, but while it does, we’ll both be healthier for it and will lose a few pounds in the process. The Fitbit Ultra is not the only new electronic step or activity tracker out there, but it’s clearly one of the most popular and easy to use.

Fitbit took a healthy and low tech idea like a pedometer and used innovative present day technology to make it a very compelling product that might just extend one’s life.

That’s well worth $99 in my book.

The Concrete Reinforcing Steel Institute (CRSI) announced its 2012 design award winners last week based on aesthetics, innovation, engineering achievement, functional excellence and economy of construction.

CRSI has been recognizing excellence in reinforced concrete structure design through its award program for almost 40 years. This year’s winners were chosen across three categories: multi-family residential, commercial, and education facility. Winners in each category, respectively, included Cary Kopczynski & Company of Bellevue, WA; DeSimone Consulting Engineers of New York, NY; and Atlantic Engineering Services of Pittsburgh, Pittsburgh, PA.

Robert Risser, CEO and President of CRSI, noted that “the winning projects showcase the innovative design possibilities and qualities of using reinforced concrete and the exceptional collaborative management required during the construction of these outstanding structures.”

According to CRSI’s website, its Design Awards program is open to architects, engineers, contractors and fabricators. The entrants may be individuals or teams, and eligible structures must be located in the United States, Canada or Mexico.

The CRSI awards help reinforce the point that beauty is, in fact, more than skin deep. Many times, it’s what you don’t see that distinguishes an ordinary structure – or an ordinary company — from an extraordinary one.

It pays to take the time to regularly recognize and honor those responsible for extraordinary performance, no matter what the field and no matter how obvious or non-obvious their contributions.

Henry Ford, the founder of Ford Motor Company, died on this day 65 years ago in Dearborn, Michigan.

Ford is credited for revolutionizing factory production with his assembly-line methods. Most importantly, he helped change how people lived and where they lived by developing the Model T, the world’s first affordable, mass-produced car.

Ford first produced the Model T in 1908, which sold for $850, according to History.com. And by the time the last Model T came off the assembly line in 1927, over 15 million had been sold. However, like many corporate trailblazers, Ford’s market dominance began to wane in the 1920s when it fell behind General Motors, which was responding more quickly to consumer demand with newer models.

To this day, Ford still trails GM in automobiles sold annually, but only by a narrow margin. Ford’s star has risen particularly in recent years under the leadership of former Boeing executive, Alan Mulally, who has helped make Ford profitable despite the country’s near economic meltdown. In late 2008 and early 2009, GM took bailout money from the U.S. Government; Ford notably did not.

The Ford and GM 100-year rivalry is longer than any in U.S. corporate history and will surely continue. There is no better fuel for innovation than competition, and no industry better illustrates this cause and effect than the automotive industry.

Thanks to GM’s and Ford’s long-term rivalry – and the competitive threats from Japanese and German car brands over the last three decades – consumers have a lot to be thankful for.

One wonders what Henry Ford would think today if he were behind the wheel of one of Ford’s latest models, such as a Ford Fusion Hybrid (gas and electric), in which he could control much of the dashboard with voice commands.

I bet he’d like the company that still bears his name.

Frankly, your creative place may not be a physical location. It could be a particular state of mind. It could be a certain mood, time of day, or the type of music that you are listening to at the time. It could be something you do such as driving or walking. Or it could be any combination of the above.

Every employee has at least one place that focuses the mind and puts them in a more inspired state. Not a state that will necessarily lead to a nuclear fusion breakthrough, or the next generation of computer chip. But it could be a state that helps them think through a more creative presentation, design a more environmentally-friendly container, improve the profitability of a company service offering, or find a more efficient way to process expense reports.

A company’s challenge is to help find those places for employees where they can be more innovative. Most companies insist that employees produce results in sterile environments under rigid conditions. Ask yourself this question: if you were using your own money to fund a composer to come up with a great score for your next blockbuster movie, would you insist that he or she do it between 9 to 5 on a Tuesday in the small conference room down the hall? I don’t think so.

I realize that organizations may not have the flexibility or the resources to put their employees into their most creative physical spaces. But with a little bit of ingenuity, leadership, and guts to try something different, they could clearly get employees to a better place or frame of mind.

Let New Lantern help your company find its creative place. It could be the beginning of a more beautiful and productive relationship between you and your employees.

(Back by popular demand, the above posting appeared originally in April 2009.)

Pop star Katy Perry showed up for opening day of Paris Fashion Week this past Saturday dressed in blue from head to toe – literally.

Singer-songwriter Katy Perry is clearly a force of nature in the music industry, and is known for turning heads with some of her unique fashion statements. At 27, Perry is strikingly attractive and curvacious, and seems quite comfortable in the public eye. And those eyes apparently love her.

Perry’s recently-released single “Part of Me” shot to the top of Billboard’s Hot 100, the 7th such song of Perry’s to hold this rarified distinction. Although she’s been performing for almost a dozen years, it was her 2008 release of “I Kissed a Girl,” that catapulted Perry to the top of the charts where she has remained ever since.

Katy Perry wasn’t always the sexy bad girl she portrays in her performances. In fact, her name is really Katy Hudson, which was the title of her first gospel album in 2001 that was released in Nashville on the Christian music label Red Hill. Soon after, the transformation to rock and pop music began at which time Katy Hudson started using the stage name, Katy Perry, so not to be confused with the actress Kate Hudson.

As if her public life wasn’t outrageous enough, in 2010 Perry married the wildly eccentric comedic actor Russell Brand. That same year, she was to appear on Sesame Street in a music video, but the segment was never broadcast as planned. The video was first released on YouTube, and sparked a firestorm as many parents were outraged by Perry’s choice of wardrobe for the video – or lack thereof – in which she showed off ample amounts of cleavage.

By the way, her marriage to Russell Brand ended earlier this year.

Although Perry’s fashion and matrimonial sense will not win her any awards, her ticket as a songwriter and entertainer has never been hotter.

So I offer the same advice to corporate America as I do to Katy Perry. Maintain a keen focus on those pursuits that set you apart and contribute to your success. And don’t fall prey to new and shiny objects that may divert your attention.

In the end, success will be your best fashion statement.

Parker asserts that Romney’s concession speech that evening was the best speech to date of his candidacy, saying it “was touching and sweet and true.” She goes on to compare other major concession speeches by Presidential candidates, like Al Gore in 2000 and John Kerry in 2004, as their best speeches of their respective campaigns.

Of course, Romney’s February 7 loss was but one step along the way, and not an ultimate concession for the final prize like that of Gore and Kerry. And that’s the point. Romney still has a chance to leverage that night’s loss.

Parker goes on to say, “The moral of the story isn’t that one must lose to win, but that one try to harness the spoils of loss for the road to victory.”

Clearly, we can apply this same “power of losing” concept to the business world. Whether for an individual senior executive at a company, or the company at large, there is nothing like losing to a competitor or suffering your company’s first quarterly loss to get the juices flowing.

But success will turn on how that executive or how that company chooses to react to that loss, and whether they are successful in summoning a renewed winning spirit to take the next hill.

Loss is inevitable at some point for anybody and any company. Prepare yourself to respond to it accordingly, and turn the power of losing to your ultimate advantage.

And, seek to harness the spoils of loss for your road to victory. It might just lead to a bit of “Hail to the Chief” for you and your company.

Earlier this week, a four-year old Pekingnese named “Malachy” was awarded this year’s “Best in Show” at the 2012 Westminster Kennel Club Dog Show held in Madison Square Garden in New York.

As much as I like animals, including dogs, I must say that it’s hard for me to get that excited about the beauty-challenged Pekingnese as the top winner of the prestigious dog show. With all due respect to Malachy, he has the face of a vampire bat, with Linda Evans hair.

Others questioned this week whether the Pekingnese is worthy of the famed dog award, since Malachy beat out more seemingly popular dog breeds such as the Irish setter, the Dalmation, the German shepherd, and the Doberman pinscher.

This is not the first time that the mighty Pekingnese has taken home the top award. In fact, Malachy is the fourth such Pekingnese to win “Best in Show” since 1960.

Pekingnese and other canine enthusiasts are quick to point out that the long-lasting breed is worthy indeed, and has been associated with royalty for centuries. The origins of the breed date back to the 8th Century in China. Pekingnese are commonly referred to as the “Lion Dog” due to its long, fluffy mane of hair. Sounds like the work of a good publicist, if you ask me.

With that said, I respect Malachy and his accomplishment. Malachy may not “look” like a winner, but he’s proven that he has what it takes to compete against those perceived to be better apt to succeed.

And isn’t this an important lesson for all of us?

“Don’t judge a book by its cover” is an oft-used axiom, which many of us seldom take to heart – but maybe we should. How many times do we assume that the colleague who looks the part will be the first to succeed?

The role of a good manager – and the organization broadly — is to provide for a work environment where everyone feels they have a shot at succeeding, not just the popular “show dogs.” This type of inclusive, nurturing culture will result in greater teamwork, higher productivity, and more sustained success for the company and the shareholder, every time.

So find ways to excite and draw out every employee to do his or her best. And you’ll soon find that your next “best in show” just might surprise you.

“Seasons of Love” starts with the monotonous recitation of a long number string: “Five hundred twenty-five thousand six hundred minutes,” which typically is not the makings for a Tony Award-winning song. Yet, this number has meaning as the song goes on to ask, “How do we measure, measure a year?”

That’s an important question posed in the RENT musical; and, it’s an important question for every business.

Today’s businesses spend most of their time thinking about time. They live quarter to quarter, particularly the publicly traded companies which have to expose their financial laundry four times a year. And they obsess over metrics, which are driven by varying time increments, e.g., monthly, quarterly, semi-annually, and annually.

However, companies generally don’t obsess enough over how their employees actually use their time.

Most companies pay their employees for 40 hours-a-week of work, 52 weeks a year. If you set aside the two weeks for vacation, that comes to a nice round 2,000 hours a year that the average employee is paid to be “on the clock.” If you take it a step further and put it in RENT terms, it translates into 120,000 minutes a year for the average employee.

That’s a lot of minutes. Of course, the actual number of minutes a year that an employee works is much smaller. If you consider the average eight-hour day for an employee, you would need to back out the minutes for unproductive time, such as going to the restroom, chatting in the hallway, and taking numerous breaks throughout the day.

Then there’s the time an employee might be sitting at the computer checking their Facebook or Twitter accounts, or browsing on Amazon.com or Ebay.

So when it’s all said and done, the actual amount of available time each day – and each year – that remains for the average employee to contribute to the company’s bottom line is relatively small. As a result, it’s important that the employer do everything it can to ensure that each employee is making the most out of those few remaining minutes.

In sum, incent your employees in smart ways, cultivate and grow their talents, applaud their successes, and create a culture that makes every minute count. If so, I predict you’ll love the seasons that will follow.

In her upcoming book, QUIET: The Power of Introverts in a World That Can’t Stop Talking, Cain builds on this assertion by citing numerous cases where introversion is responsible for creativity and innovation. For example, she points to well-known introvert and Apple co-founder Steve Wozniak, who as she puts it, “toiled alone on a beloved invention, the personal computer.”

Cain does not totally dismiss teamwork. She notes its important place in the overall corporate process of exchanging ideas, managing information and building trust. Yet, she’s less sympathetic towards so-called “brainstorming sessions,” which she describes as “one of the worst possible ways to stimulate creativity.”

I agree with Cain on many levels. As I have written here in numerous blog postings over the last three years, creativity should be nurtured in the individual, and that each person’s trigger or button for creativity is different and should be highly valued.

For example, in my blog post, “Find Your Creative Place,” from April 26, 2009, I note the importance of finding that place and state of mind where you feel you are at your most creative and productive. “It may be a bench in your favorite park, a special nook or room in your house or spot in your yard, a quiet desk at a library, a small bistro table in a busy Starbucks, or a spot at work where no one can interrupt you.”

And I called on businesses to provide for a culture that encourages employees to take advantage of their most creative places to do their work, of course, within the boundaries of practicality.

I’ve also written numerous times on this blog about the powers of teleworking, and allowing certain employees, where possible, to work from home or from some other location where they could be more creative and productive.

Like Cain, I agree that a focus on greater private time and individualization is not a call for employee isolation. There still can be plenty of opportunity during the work day or during the week for team members to assemble in face-to-face groups, teleconference and video conference.

In the end, corporations have the power to spur increased creativity within their ranks by focusing attention and programs not just on the extroverts, but also those introverts who may very well be the source of your company’s next best product or service.

Better yet, I suggest that you carry the Thanksgiving spirit with you throughout the remainder of the year and into 2012. No company or organization ever succeeds alone. It is always a group effort.

By demonstrating a little humility and thankfulness, you’ll greatly increase the chances that your company will be around next Thanksgiving and many Thanksgivings to come.