Jason Seiken is the Executive Director of Channel Programming for America Online, the world's leader in branded interactive services and content. AOL operates two worldwide Internet online services, America Online with 12 million subscribers and Compuserve with 2 million subscribers. AOL went public in 1992. It currently has 19 content channels that help users navigate the system to locate the information they seek. Jason oversees about 80 employees in the channel programming department.

Monster.com: What are your responsibilities as Executive Director of Channel Programming?

Jason Seiken: My team is responsible for the programming of AOL channels with the exception of the shopping and games channels. We work on everything from news and sports to personal finance and entertainment. I oversee several dozen people. A lot of what I do is lead the teams and point them in the right direction so that what they do matches the company's strategic goals. My job is sort of a hybrid between strategy and implementation.

Mc: How did you get to where you are today?

JS: I came from the newspaper business. I was a reporter and editor for 14 years and I got into the online Internet world in 1994. I was the founding editor of WashingtonPost.com. Coming from a background of being a reporter and editor has been helpful in two ways. One important skill set is the ability to organize content for people in a way that makes sense and is easily accessible. My newspaper life also trained me to work in a fast-paced environment. For the print people who might be contemplating the switch to New Media, it's not as easy as turning in your press pass and sitting down behind a computer. You have to set aside the things that made you a good reporter in the print world and open up your mind to new way of doing things.

Mc: How has the online industry changed since you've worked in it?

JS: When I got into this industry in 1994 at the Post we were a little R&D operation tucked into offices in the basement of the Washington Post building. In some cases we were the object of ridicule and scorn because some people didn't understand why we'd spend money on this crazy service called 'online', when the money could go to hire more reporters. That was the world's view back in '94 when the Web was in its embryonic stage. Now the online world is an integral part of people's lives. I felt like was on a desolate iceball a million miles away from sun that no one paid attention to - now the online world is pretty close to center of universe.

Mc: How important is leadership in a job like yours, and what skills or qualities are important for someone at your level in the online industry?

JS: I think leadership is particularly important in the environment of the online Internet world. Things change so quickly. If you're a manager instead of a leader you won't survive. Managers manage what is; leaders lead their team to what will be. You need to really love the fast pace where you have to make rapid decisions. You have to be willing to take chances even if they result in mistakes and be able to learn from them, adjust and try it again. You should learn from what happened in the past, but don't be slowed down by it.

Mc: How do fluctuations in the stock market and developments in technology affect decisions you make?

JS: They don't really affect us at all. We're focused 100% on the consumer - we're not a tech company. I don't get caught up in ebb and flow of technology or IPOs. That's nothing but a distraction. Our formula at AOL has been pretty standard and we haven't deviated from it: we want to bring the best online experience and tools to the member. "Convenience in a box" is one of our mottos. If you start worrying about the latest technology, the danger is that you can lose focus on the member.

Mc: Where do you see AOL going in the future?

JS: Our company's mission is to be as easy to use as a telephone and television, and be just as important as those mediums to people's lives.

Mc: What advice would you give to someone who'd aspire to your position?