With what is sure to be millions of posts about the death and legacy of Steve Jobs (1955-2011), I contemplated whether I should even write on the topic. But, when I awoke this morning, it was clear to me what I felt I should share.

In recent memory, there is no single individual I can think of who has impacted “our way of life” the way Jobs has. His innovation and leadership at Apple have changed the way we listen to and buy music, the way we communicate. The technology and devices he invented are woven into the fabric of our culture.

No doubt, countless articles will be written about his technological contributions - Macintosh computers & GUI design, iPod, iPhone, iPad, iTunes, etc. More still will point to his inspirational life story - a child of adoption, turned college drop-out, turned inventor, innovator and entrepreneur, turned CEO, turned unemployed, turned entrepreneur, turned resurgent leader, turned business juggernaut…

But, to me, the part of Jobs legacy that doesn’t seem to get much attention is the ripple effect he has had OUTSIDE of Apple.

No one questions the direct impact that Jobs’/Apple’s innovations have had. What often gets overlooked is the amount of innovation that has occurred as a direct result of other companies attempting to keep pace, to compete with what was coming out of Apple.

Jobs’ ability to think outside the box was second to none, and what that did was provide others the inspiration - and permission - to do the same; it’s akin to the story of Roger Bannister, the first person to run the mile in under 4 minutes.

Bannister eclipsed the 4-minute mark (3 min 59.4 sec.) on May 6, 1954. It took only 46 days for Australian John Landy to break his record (3 min 57.9 sec.). Bannister simply demonstrated what was possible, opening the door for others to share in that vision of possibility. That is exactly what Steve Jobs has done for technological innovation.

Additionally, his mere presence on the scene made competition inevitable. He was the Michael Jordan of the tech world - most considered him “the best,” which motivated everyone else to “improve their game” in an attempt to compete with and potentially score a victory over him. The competition he inspired has driven innovation across the board.

What’s more, Jobs understood the importance of people in every aspect of the innovative process. People are the source of inspiration and ideas, the target of the end-product, the key resource needed to turn dreams into reality. He was all about culture - in design, in execution, in daily interactions. Ultimately, that focus - I believe - is what made Jobs truly great.

Don’t believe me? Then explain why there is a segment of the population who readily identify themselves as “Mac people.” That’s not an accident - it’s a cultural phenomenon. It demonstrates Jobs’ success in bringing culture into the “core” (pun intended) of everything he ever did.

In his commencement address to Stanford graduates in 2005, Jobs offered these sage words:

“Your time is limited, so don’t waste it living someone else’s life. Don’t be trapped by dogma — which is living with the results of other people’s thinking. Don’t let the noise of others’ opinions drown out your own inner voice. And most important, have the courage to follow your heart and intuition. They somehow already know what you truly want to become. Everything else is secondary.”

Jobs was an amazing individual who has left a legacy far greater than any product, any company. He inspired others. He inspired innovation. He inspired greatness. He inspired people.

Rest in peace, Steve Jobs. And, thank you for your contributions to making the world a better place.

Most people want a big title. It signifies their arrival on the business scene. It boosts their ego. It changes how others “see” them.

I was reminded through an experience yesterday, how much a title can actually be more of an obstacle than an asset.

And that is the problem.

The trouble with a title is that it immediately throws up boundaries and limitations. Instead of being fully present and focused on the individual and what he or she has to offer, your brain is busy adjusting expectations based on the person’s title (label).

One CEO requested branding & positioning documentation from the Marketing Department in preparation for an important meeting with an outside consulting group who was brought in to advise on an important project. One of the employees presented the information (which the CEO conceded was right on the mark), but because the individual carried a title that didn’t specifically (or implicitly) indicate expertise in “branding”, the CEO responded with a request for someone “better suited” to present the information.

You see, in the CEOs mind, the employee’s title disqualified him from being able to provide excellent information, or to add value. Discounting ideas, information, or feedback simply based on a person’s title significantly limits the potential of any organization. This is an especially important reality for leaders to pay attention to.

When titles become earplugs, the casualties include creativity, innovation, efficiency and growth.

How do you prevent yourself from falling prey to the tendency to let someone’s title influence your ability or willingness to listen openly, honestly, diligently and authentically to the person across from you?