The head of a record label sets up structures, but he also defines the sound of the label, which is to describe what is desirable, what fits and what is quality for that label and then to create an environment where that sound can thrive.

Rather than managing by clarifying events, the creative process may require raising the level of uncertainty. Sometimes this can be done by issuing a creative challenge that has resonance in that it inspires the team to activity.

Ultimately, the impresario must know when to simply get out of the way.

The management of creativity is more intimate. By that I mean that it deals with an individual's personal, psychological landscape. It deals with the way you create relationships. It deals with creating an atmosphere and environment that support the creative process. As a result, it is a management skill set that is inherently psychological and that encourages desired outcomes rather than demands those outcomes.

A large part of the impresario's job has to do with maintaining and communicating standards of performance. Knowing how to set those standards - which are often more subjective than analytical - means knowing how to communicate the difference between something that is great and something that is just O.K.

The larger the price tag, the more you have to adopt what I call the postmodern management approach. What I mean by that is that you have to use everything when you make a decision.

If you are at Coca-Cola, the creative challenge is one of maintaining - rather than creating - a tremendous level of consumption for your products.