Dean Niebuhr: You've emphasized a lot of the relationship aspects of leadership as compared to the results oriented kind of relationship. How do you see those two meshing together in your experiences.

Tom Herman: I think it's very important to have a very methodical and in fact quantitative system for measuring performance and results. I do that with my employees at least on a semi-annual basis. That's a very important part of being a leader; offering an opportunity to sit with your employees and review what it is they're doing in a time and place where nobody is rushed and you can really talk about the challenges they've faced and the things they've done well and the things they need to work on as well as giving them an opportunity for them to provide you, as a manager and as a leader, with feedback on yourself, your style and the organization as a whole. So I think there's certainly a time and place for that. And if that's done in an appropriate fashion, you can help your employees set goals. Some of those goals should be business related: definitely; achieving targets of sales, achieving targets of product releases. But some of them should be personal development goals as well: learning a new skill, improving on your potential workaholic tendencies, which I have, maybe improving your work-life balance. Or maybe your goal as an individual is to take a class. So, looking at both sides of the equation and making sure as a leader that you're living what it is you want your employees to live as well and trying to be supportive of their growth and development because at the end of the day, your success depends on their success. And your life will be more in balance if they're better at what it is that they do even than you are because then you can leave and let them do everything that needs to be done.