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    <title>Pinboard (unison)</title>
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    <description>recent bookmarks from unison</description>
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	<rdf:li rdf:resource="http://changethis.com/manifesto/show/90.02.TheSynergist"/>
	<rdf:li rdf:resource="http://changethis.com/manifesto/show/90.01.Grow"/>
	<rdf:li rdf:resource="http://www.designedlearning.com/as-goes-the-follower-so-goes-the-leader-2/"/>
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	<rdf:li rdf:resource="http://changethis.com/manifesto/show/89.04.ZapposExperience"/>
	<rdf:li rdf:resource="http://changethis.com/manifesto/show/89.02.LeadingTransformation"/>
	<rdf:li rdf:resource="http://800ceoread.com/page/show/5_4_3?utm_source=MadMimi&amp;utm_medium=email&amp;utm_content=5-4-3&amp;utm_campaign=5-4-3&amp;utm_term=5-4-3"/>
	<rdf:li rdf:resource="http://www.nytimes.com/interactive/2009/01/22/technology/20090122_JOBS.html?ref=technology"/>
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	<rdf:li rdf:resource="http://www.cbsnews.com/8301-505125_162-57318394/handling-a-scandal-lessons-from-herman-cain/?"/>
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	<rdf:li rdf:resource="http://changethis.com/manifesto/show/85.06.RightFights"/>
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	<rdf:li rdf:resource="http://johnmaxwellonleadership.com/2011/06/06/leading-difficult-people-fearful-fred/?"/>
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	<rdf:li rdf:resource="http://www.leadershipisdead.com/"/>
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	<rdf:li rdf:resource="http://www.leadingwithlift.com/blog/2010/12/20/strategic-innovation-part-i/"/>
	<rdf:li rdf:resource="http://blogs.hbr.org/kanter/2011/01/five-lessons-from-2010-worth-r.html"/>
	<rdf:li rdf:resource="http://www.strategy-business.com/article/00048?gko=80774"/>
	<rdf:li rdf:resource="http://www.aliainstitute.org/little-book-of-practice/?utm_source=ALIA+Mailing+List&amp;utm_campaign=d46a4d66ab-Holiday+Little+Book+Offering&amp;utm_medium=email"/>
	<rdf:li rdf:resource="http://hbr.org/2010/05/managing-yourself-bringing-out-the-best-in-your-people/ar/1"/>
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  </channel><item rdf:about="http://www.strategy-business.com/blog/How-Well-Do-You-Know-the-Story-of-You">
    <title>How well do you know the story of you?</title>
    <dc:date>2016-09-27T20:00:01+00:00</dc:date>
    <link>http://www.strategy-business.com/blog/How-Well-Do-You-Know-the-Story-of-You</link>
    <dc:creator>unison</dc:creator><description><![CDATA[From Eric McNulty at strategy+business: Knowing your story — understanding what makes you you — is essential, and part of who you are is your setbacks and failures. Acknowledging your own missteps, struggles, and pain is necessary to acquire the emotional intelligence central to leadership effectiveness. In particular, empathy for others comes from admitting mistakes. Receiving a promotion may be testament to your talent and hard work, but getting laid off presents a test of your character, adaptive capacity, and resilience. When life stops being easy, you have to dig deep to find your true passion. Executive coach Eddie Erlandson calls this discovering your genius zone, the work you’re so passionate about you’d do it for free — but which you figure out how to get paid for.]]></description>
<dc:subject>personal-branding leadership emotional-intelligence</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:unison/b:4bbccc77e0ba/</dc:identifier>
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</item>
<item rdf:about="http://www.strategy-business.com/blog/Best-of-the-sb-blog-a-feast-of-management-ideas?gko=e75a7&amp;cid=20141223enews">
    <title>A feast of management ideas for the new year</title>
    <dc:date>2014-12-23T21:42:50+00:00</dc:date>
    <link>http://www.strategy-business.com/blog/Best-of-the-sb-blog-a-feast-of-management-ideas?gko=e75a7&amp;cid=20141223enews</link>
    <dc:creator>unison</dc:creator><description><![CDATA[From strategy+business: It wouldn’t be December without a “best of” list frenzy. From the best albums to the best apps to the best ads, the end of each year draws us to revisit the things (and people) that struck a chord. The sheer number of these lists but can be a bit overwhelming, but they make sense. Given what is thrown at us every minute of every day, we undoubtedly miss all too much of the good stuff. The highlight reel lets us experience some (short-term) nostalgia, yes, but it’s also an opportunity to play catch up—and maybe even get a head start on the new year.]]></description>
<dc:subject>leadership strategy brand-strategy</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:unison/b:1e8a2e23ddd3/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:unison/t:leadership"/>
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</item>
<item rdf:about="http://www.strategy-business.com/blog/How-Women-Leaders-Have-Transformed-Management?gko=9e1ad">
    <title>How women leaders have transformed management</title>
    <dc:date>2014-03-11T17:25:26+00:00</dc:date>
    <link>http://www.strategy-business.com/blog/How-Women-Leaders-Have-Transformed-Management?gko=9e1ad</link>
    <dc:creator>unison</dc:creator><description><![CDATA[From strategy+business: In a recent New York Times column, “How to Get a Job at Google,” Thomas Friedman interviews Laszlo Bock, the company’s senior vice president for people operations (which seems to be Google-speak for talent management). Bock notes that because constant innovation is increasingly a group endeavor, people who succeed in the company “tend to be those with a lot of soft skills: leadership, humility, collaboration, adaptability, and loving to learn and re-learn.”

]]></description>
<dc:subject>leadership collaboration</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:unison/b:7ee82d0092d1/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:unison/t:leadership"/>
	<rdf:li rdf:resource="https://pinboard.in/u:unison/t:collaboration"/>
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</item>
<item rdf:about="http://www.strategy-business.com/blog/Four-Tips-for-Walking-Your-Innovation-Talk?gko=94341">
    <title>Four tips for walking your innovation talk</title>
    <dc:date>2014-03-11T17:24:07+00:00</dc:date>
    <link>http://www.strategy-business.com/blog/Four-Tips-for-Walking-Your-Innovation-Talk?gko=94341</link>
    <dc:creator>unison</dc:creator><description><![CDATA[From strategy+business: If innovation could be achieved simply through vision statements, press releases, or rally cries, we’d all be successful at it. But developing a strategy and mind-set that enables creative thinking to percolate takes much more work than that. At the core of every truly innovative organization is a leadership team that invests and actively participates in the process of coming up with new ideas. Instead of paying mere lip service to the concept, these leaders are role models who reflect the behaviors they want to see from their staff.]]></description>
<dc:subject>leadership innovation creativity</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:unison/b:af0c8488fe72/</dc:identifier>
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</item>
<item rdf:about="http://blogs.hbr.org/cs/2013/08/what_stops_leaders_from_showin.html">
    <title>What stops leaders from showing compassion</title>
    <dc:date>2013-08-29T20:40:38+00:00</dc:date>
    <link>http://blogs.hbr.org/cs/2013/08/what_stops_leaders_from_showin.html</link>
    <dc:creator>unison</dc:creator><description><![CDATA[From Roger Schwarz: Most good people want to act compassionately at work. And recent research suggests that compassion also creates positive outcomes in organizations: People who experience compassion feel more committed to the organization and feel more positive emotions at work; when people receive bad news that is delivered with compassion, they remain more supportive of the organization; and acting with compassion can increase your own satisfaction and mitigate your own stress at work.

And yet even if you want to be compassionate with others at work, you may find it difficult. You may find yourself either judging others or making assumptions about what will happen if you are compassionate.

This can be especially challenging for leaders. As a leader, you get paid for your judgment. You are constantly evaluating situations and people. But that strength can become a liability when others need your compassion.]]></description>
<dc:subject>leadership positive-organizations positive-psychology compassion</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:unison/b:cbc6559aa47f/</dc:identifier>
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</item>
<item rdf:about="http://www.fastcompany.com/3015627/leadership-now/the-key-to-getting-meetings-with-insanely-busy-people?partner=newsletter">
    <title>The key to getting meetings with insanely busy people</title>
    <dc:date>2013-08-14T15:53:45+00:00</dc:date>
    <link>http://www.fastcompany.com/3015627/leadership-now/the-key-to-getting-meetings-with-insanely-busy-people?partner=newsletter</link>
    <dc:creator>unison</dc:creator><description><![CDATA[From FastCompany: Steve Blank is a popular dude: He came to Silicon Valley in 1978 and has been part of the entrepreneurial hustle since then, though he's now turned from running companies to teaching at Stanford and other techy schools. As you may imagine, he gets a lot of requests from young guns seeking sage wisdom, peppering the man with requests to "pick his brain" or "bounce an idea off" him.

His response to such canned what-can-you-do-for-me inquiries? Sigh.]]></description>
<dc:subject>meeting-design leadership job-interviews</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:unison/b:e99d58f4f827/</dc:identifier>
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</item>
<item rdf:about="http://www.strategy-business.com/article/00179?gko=6912e&amp;cid=20130625enews">
    <title>Culture and the chief executive</title>
    <dc:date>2013-06-26T06:10:23+00:00</dc:date>
    <link>http://www.strategy-business.com/article/00179?gko=6912e&amp;cid=20130625enews</link>
    <dc:creator>unison</dc:creator><description><![CDATA[From Jon Katzenbach and DeAnne Aguirre in strategy+business: CEOs are stepping up to a new role, as leaders of their company’s thinking and behavior.]]></description>
<dc:subject>leadership org-culture</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:unison/b:528044b7d024/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:unison/t:leadership"/>
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</item>
<item rdf:about="http://www.strategy-business.com/article/00186?gko=676bd&amp;cid=20130524enews">
    <title>Leading with intellectual integrity</title>
    <dc:date>2013-05-30T19:35:46+00:00</dc:date>
    <link>http://www.strategy-business.com/article/00186?gko=676bd&amp;cid=20130524enews</link>
    <dc:creator>unison</dc:creator><description><![CDATA[From strategy+business: A.G. Lafley returns to Procter & Gamble as CEO and Roger Martin, dean of the Rotman School of Management at the University of Toronto describe the one skill that distinguishes an effective CEO: the ability to make disciplined and integrated choices. And it describes how to cultivate that skill.]]></description>
<dc:subject>leadership leadership-styles</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:unison/b:515b3a089568/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:unison/t:leadership"/>
	<rdf:li rdf:resource="https://pinboard.in/u:unison/t:leadership-styles"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.strategy-business.com/article/ac00040?gko=8e8d0&amp;cid=BL20120927">
    <title>Four traits of collaborative leaders</title>
    <dc:date>2012-09-29T15:54:28+00:00</dc:date>
    <link>http://www.strategy-business.com/article/ac00040?gko=8e8d0&amp;cid=BL20120927</link>
    <dc:creator>unison</dc:creator><description><![CDATA[From strategy+business: Zachary Tumin and William Bratton, coauthors of "Collaborate or Perish!," introduce an excerpt about how managers can become collaboration catalysts from "The Collaboration Imperative," by Ron Ricci and Carl Wiese.]]></description>
<dc:subject>leadership collaboration</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:unison/b:834f84d020b2/</dc:identifier>
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</item>
<item rdf:about="http://knowledge.wharton.upenn.edu/article.cfm?articleid=3061">
    <title>What's in a title? Overcoming a 'crisis' of CEO credibility</title>
    <dc:date>2012-08-15T04:44:25+00:00</dc:date>
    <link>http://knowledge.wharton.upenn.edu/article.cfm?articleid=3061</link>
    <dc:creator>unison</dc:creator><description><![CDATA[From Knowledge@Wharton: What does the title of CEO mean these days, when the leaders of JPMorgan and Barclays Bank, among others, deny knowledge of scandals going on seemingly right under their noses? The issue is even being debated on the Presidential campaign trail, with some questioning Mitt Romney's responsibility for moves carried out at Bain Capital after he apparently no longer had a hand in day-to-day operations as the firm's chief executive. CEOs are mired in a "crisis of trust and credibility," according to one Wharton expert, and they have a lot of work to do in order to restore public and shareholder confidence. ]]></description>
<dc:subject>leadership accountability honesty authenticity</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:unison/b:db9264e0a82e/</dc:identifier>
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<item rdf:about="http://www.hesselbeininstitute.org/knowledgecenter/journal.aspx?ArticleID=887">
    <title>It's time for the heroes to go home</title>
    <dc:date>2012-08-05T20:58:35+00:00</dc:date>
    <link>http://www.hesselbeininstitute.org/knowledgecenter/journal.aspx?ArticleID=887</link>
    <dc:creator>unison</dc:creator><description><![CDATA[From Deborah Frieze and Margaret Wheatley in Leader to Leader Journal: America loves a hero. So does the rest of the world. Perhaps it’s our desire to be saved, to not have to do the hard work, to rely on someone else to figure things out. Constantly we are barraged by politicians presenting themselves as heroes, the ones who will fix everything and make our problems go away. It’s a seductive image, an enticing promise. Somewhere there’s someone who will make it all better. Somewhere, there’s someone who’s visionary, inspiring, brilliant, and we’ll all happily follow along. Somewhere.... Why do we continue to hope for heroes?]]></description>
<dc:subject>hero-journey change-global org-change leadership leadership-development vision inspiration</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:unison/b:e800ccb6488f/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:unison/t:hero-journey"/>
	<rdf:li rdf:resource="https://pinboard.in/u:unison/t:change-global"/>
	<rdf:li rdf:resource="https://pinboard.in/u:unison/t:org-change"/>
	<rdf:li rdf:resource="https://pinboard.in/u:unison/t:leadership"/>
	<rdf:li rdf:resource="https://pinboard.in/u:unison/t:leadership-development"/>
	<rdf:li rdf:resource="https://pinboard.in/u:unison/t:vision"/>
	<rdf:li rdf:resource="https://pinboard.in/u:unison/t:inspiration"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://knowledge.wharton.upenn.edu/article.cfm?articleid=3044">
    <title>The power of 'active followers' from Mission Control to mountain climbing</title>
    <dc:date>2012-07-04T03:31:49+00:00</dc:date>
    <link>http://knowledge.wharton.upenn.edu/article.cfm?articleid=3044</link>
    <dc:creator>unison</dc:creator><description><![CDATA[From Knowledge@Wharton: Leadership takes many forms, but those who are among its most successful practitioners all note the crucial value of teamwork and a strong focus on the immediate objective at hand. At the recent 16th Annual Wharton Leadership Conference, former NASA space shuttle commander Jeffrey Ashby, National Outdoor Leadership School director John Kanengieter and GM vice chairman Stephen Girsky described their own leadership experiences and what they think defines success versus failure. ]]></description>
<dc:subject>leadership</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:unison/b:fe6d1820b44c/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:unison/t:leadership"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://theamericanscholar.org/solitude-and-leadership/">
    <title>Solitude and leadership</title>
    <dc:date>2012-06-27T04:19:34+00:00</dc:date>
    <link>http://theamericanscholar.org/solitude-and-leadership/</link>
    <dc:creator>unison</dc:creator><description><![CDATA[From William Deresiewicz at The American Scholar: Leadership is what you are here to learn — the qualities of character and mind that will make you fit to command a platoon, and beyond that, perhaps, a company, a battalion, or, if you leave the military, a corporation, a foundation, a department of government. Solitude is what you have the least of here, especially as plebes. You don’t even have privacy, the opportunity simply to be physically alone, never mind solitude, the ability to be alone with your thoughts. And yet I submit to you that solitude is one of the most important necessities of true leadership. This article will be an attempt to explain why.]]></description>
<dc:subject>leadership solitude</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:unison/b:cf96f0c81737/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:unison/t:leadership"/>
	<rdf:li rdf:resource="https://pinboard.in/u:unison/t:solitude"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.wallacefoundation.org/knowledge-center/advancing-philanthropy/Documents/The-Wallace-Foundations-Education-Leadership-Professional-Learning-Communities-Case-Study.pdf">
    <title>How learning communities amplify the work of nonprofits and grantmakers</title>
    <dc:date>2012-04-21T04:09:52+00:00</dc:date>
    <link>http://www.wallacefoundation.org/knowledge-center/advancing-philanthropy/Documents/The-Wallace-Foundations-Education-Leadership-Professional-Learning-Communities-Case-Study.pdf</link>
    <dc:creator>unison</dc:creator><description><![CDATA[From Wallace Foundation: A case study of a "learning community" set up by The Wallace Foundation for its education leadership work offers insights into these groups and recommendations on how they can aid grantees and advance philanthropic efforts.
]]></description>
<dc:subject>leadership learning-organizations</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:unison/b:2e0a6d8829df/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:unison/t:leadership"/>
	<rdf:li rdf:resource="https://pinboard.in/u:unison/t:learning-organizations"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.fastcompany.com/magazine/165/steve-jobs-highlights">
    <title>Good management is like The Beatles: Steve Jobs on technology, Hollywood and how running a company is like running a marathon</title>
    <dc:date>2012-04-21T03:58:14+00:00</dc:date>
    <link>http://www.fastcompany.com/magazine/165/steve-jobs-highlights</link>
    <dc:creator>unison</dc:creator><description><![CDATA[From FastCompany: Some highlights from author Brent Schlender’s recently unearthed conversations with Steve Jobs.]]></description>
<dc:subject>apple leadership innovation</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:unison/b:3a1445928130/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:unison/t:apple"/>
	<rdf:li rdf:resource="https://pinboard.in/u:unison/t:leadership"/>
	<rdf:li rdf:resource="https://pinboard.in/u:unison/t:innovation"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://vimeo.com/36081277">
    <title>Leading in change and uncertainty</title>
    <dc:date>2012-04-21T03:27:36+00:00</dc:date>
    <link>http://vimeo.com/36081277</link>
    <dc:creator>unison</dc:creator><description><![CDATA[From Forum Corporation: Maggie Walsh, Practice Lead for Forum's Leadership Practice, explains the importance of adaptability in today's uncertain world. While some leaders are naturally adaptable, Maggie shares some adaptability tips and tactics for those who aren't.]]></description>
<dc:subject>leadership</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:unison/b:6519f83764a2/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:unison/t:leadership"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://changethis.com/manifesto/show/93.05.UnaskedQuestion">
    <title>The unasked question: How do you run a company?</title>
    <dc:date>2012-04-12T21:33:02+00:00</dc:date>
    <link>http://changethis.com/manifesto/show/93.05.UnaskedQuestion</link>
    <dc:creator>unison</dc:creator><description><![CDATA[From Dick Cross at ChangeThis: Just ask someone today this simple question: ‘How do you run a company?’ Invariably, you’ll be met with a blank stare. Because nobody ever asks that question. Because no one expects that there’s an answer. Yet it may be the most important question we need to answer if we want to grow our businesses and fix our economy.]]></description>
<dc:subject>leadership entrepreneurship</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:unison/b:39bf0c79a414/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:unison/t:leadership"/>
	<rdf:li rdf:resource="https://pinboard.in/u:unison/t:entrepreneurship"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.leadingwithlift.com/blog/2012/03/20/transcending-conflict-by-choosing-to-flourish/">
    <title>Transcending conflict by choosing to flourish</title>
    <dc:date>2012-03-24T19:01:43+00:00</dc:date>
    <link>http://www.leadingwithlift.com/blog/2012/03/20/transcending-conflict-by-choosing-to-flourish/</link>
    <dc:creator>unison</dc:creator><description><![CDATA[From Robert Quinn: A student in my current class on transformational leadership came to see me.  The class is about how to change the world by changing self.  If we choose to be more purpose-centered, internally directed, other-focused, and externally open, the change in us changes our conversations, the people in the conversations, and then the larger context or organization in which the conversations occur.

While this sounds simple, it defies normal assumptions.  Almost all of us are programmed to try to change others by telling then why they should change.  If that does not work, as it often does not, we try to change them by exercising some kind of leverage.  Since this concept is hard to understand and to teach I am always searching for examples.  When an example shows up, I am most grateful.]]></description>
<dc:subject>leadership emotional-intelligence positive-organizations positive-psychology</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:unison/b:6c5870745745/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:unison/t:leadership"/>
	<rdf:li rdf:resource="https://pinboard.in/u:unison/t:emotional-intelligence"/>
	<rdf:li rdf:resource="https://pinboard.in/u:unison/t:positive-organizations"/>
	<rdf:li rdf:resource="https://pinboard.in/u:unison/t:positive-psychology"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://changethis.com/manifesto/show/92.05.PresencePower">
    <title>Inspire and influence with the power of presence</title>
    <dc:date>2012-03-22T21:11:48+00:00</dc:date>
    <link>http://changethis.com/manifesto/show/92.05.PresencePower</link>
    <dc:creator>unison</dc:creator><description><![CDATA[From Kristi Hedges at ChangeThis: Lying inside you, untapped, is an inspirational force. Guided by passion and steered by your influence, you can build momentum for yourself, others or a greater cause. Hearts are full, and ideas are many.

You might want to start a business. Land a ‘change everything’ job. Get respect. Break the glass ceiling. Shatter your own ceiling. Own the room. Motivate a team to greatness. Change your entire career. Leave a legacy. Or fight for an issue you lose sleep over. You can do it, no question. But it takes more than heart. It requires the game changing power of leadership presence. And most people have no idea how to get it. ]]></description>
<dc:subject>personal-growth life-purpose leadership presencing</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:unison/b:9b7f2fb42841/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:unison/t:personal-growth"/>
	<rdf:li rdf:resource="https://pinboard.in/u:unison/t:life-purpose"/>
	<rdf:li rdf:resource="https://pinboard.in/u:unison/t:leadership"/>
	<rdf:li rdf:resource="https://pinboard.in/u:unison/t:presencing"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://changethis.com/manifesto/show/92.04.LeadDifferently">
    <title>Lead differently</title>
    <dc:date>2012-03-22T21:10:27+00:00</dc:date>
    <link>http://changethis.com/manifesto/show/92.04.LeadDifferently</link>
    <dc:creator>unison</dc:creator><description><![CDATA[From Mark Miller at ChangeThis: People want to be well led. We all seem to thrive when we are under great leadership. We know it when we see it because our talents are being leveraged, our purpose is clear, our contributions are appreciated, our ideas are welcomed and we’re making progress organizationally and personally.]]></description>
<dc:subject>leadership leadership-styles servant-leadership</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:unison/b:c11df642d759/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:unison/t:leadership"/>
	<rdf:li rdf:resource="https://pinboard.in/u:unison/t:leadership-styles"/>
	<rdf:li rdf:resource="https://pinboard.in/u:unison/t:servant-leadership"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://changethis.com/manifesto/show/86.02.ThreeCommitments">
    <title>The best leader in the world: It could be you</title>
    <dc:date>2012-03-21T02:54:00+00:00</dc:date>
    <link>http://changethis.com/manifesto/show/86.02.ThreeCommitments</link>
    <dc:creator>unison</dc:creator><description><![CDATA[From ChangeThis: Whether you have a formal leadership title or not, chances are you’re reading this because you’re a natural leader. You’re the kind of person who steps up and steps in when others need you most. Or, you want to. As daunting as leadership can be, what you need to do is straightforward. We’re about to teach you a model that will make you the kind of leader whose team people beg to join; and the kind of person who develops other leaders as a natural part of your every day work and life.]]></description>
<dc:subject>leadership leadership-development</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:unison/b:0f098698b816/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:unison/t:leadership"/>
	<rdf:li rdf:resource="https://pinboard.in/u:unison/t:leadership-development"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://changethis.com/manifesto/show/88.05.SuccessSuckcess">
    <title>Success or suckcess: It’s up to senior management to decide</title>
    <dc:date>2012-03-21T02:29:28+00:00</dc:date>
    <link>http://changethis.com/manifesto/show/88.05.SuccessSuckcess</link>
    <dc:creator>unison</dc:creator><description><![CDATA[From Dan Hill at ChangeThis: Ever since the Enlightenment, Western civilization has been on the wrong track. Eager to put the superstitions of the Dark Ages behind him, the French philosopher Rene Descartes famously declared, “I think, therefore I am.” But the truth is that over the past 25 years, the breakthroughs in brain science have systematically documented the greater reality that thought and emotion can’t be artificially separated and that, in fact, the capacity for emotion proceeded thought in evolutionary terms and continues to do so with every deliberation and act an employee makes. There is no such thing as objectivity. … Trust is a feeling. Hope is a feeling. Loyalty is a feeling. As companies struggle to emerge from the Great Recession, now is not the time for half-measures like polite (but empty) focus groups, or for the fear that executives may have regarding exposure to the honest feelings of their employees that serves as justification for not pursuing progress. Executives who exhort employees to accept change and sacrifice their own comfort zones must surely be ready to do so themselves.]]></description>
<dc:subject>leadership success neuroscience trust</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:unison/b:1a07cd4a9c82/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:unison/t:leadership"/>
	<rdf:li rdf:resource="https://pinboard.in/u:unison/t:success"/>
	<rdf:li rdf:resource="https://pinboard.in/u:unison/t:neuroscience"/>
	<rdf:li rdf:resource="https://pinboard.in/u:unison/t:trust"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://changethis.com/manifesto/show/88.04.CrimePunishment">
    <title>Crime and (the lack of) punishment</title>
    <dc:date>2012-03-21T02:28:18+00:00</dc:date>
    <link>http://changethis.com/manifesto/show/88.04.CrimePunishment</link>
    <dc:creator>unison</dc:creator><description><![CDATA[From Neil Senturia at ChangeThis: I am passionate about great crimes and the criminals who commit them. But, I often wonder if the long arm of our law, the finest justice system in the world, is at times deeply corrupt, especially with regard to the most recent financial meltdown of 2008.

[S]everal fistfuls of corrupt, devious, deceptive, crooked, manipulative titans of the financial industry have somehow completely avoided any liability, responsibility or accountability for the crimes they committed — as have their accomplices in Washington, D.C. It seems that bad behavior has become an acceptable business practice. If you get caught, you only pay a fine. If you get away with it, you win. What kind of system is that?]]></description>
<dc:subject>economic-recovery leadership</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:unison/b:40fbc183000f/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:unison/t:economic-recovery"/>
	<rdf:li rdf:resource="https://pinboard.in/u:unison/t:leadership"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://changethis.com/manifesto/show/88.02.Nanovation">
    <title>Innovate or perish! What’s your strategy?</title>
    <dc:date>2012-03-21T02:26:41+00:00</dc:date>
    <link>http://changethis.com/manifesto/show/88.02.Nanovation</link>
    <dc:creator>unison</dc:creator><description><![CDATA[From ChangeThis: It doesn’t matter what industry you are in, someone, somewhere right now is building a product, process or business model designed to kick your butt. If it’s you, then you define the rules by which others must play the game. If it’s NOT you, then you had better get comfortable playing by someone else’s rules. Someone is going to start a revolution that will change your world. How? By producing change that matters—change that disrupts the competition and amazes your customers.

Why can’t it be you? … In a world where everyone and everything around you is getting better, where technology waits for no one, and where smarter, more sophisticated customers who are “wired and dangerous” demand more, people are constantly in search of the next big thing. Want to find what’s next? Make these 10 rules part of your cultural DNA.]]></description>
<dc:subject>innovation creativity entrepreneurship leadership</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:unison/b:6e6a2df6259c/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:unison/t:innovation"/>
	<rdf:li rdf:resource="https://pinboard.in/u:unison/t:creativity"/>
	<rdf:li rdf:resource="https://pinboard.in/u:unison/t:entrepreneurship"/>
	<rdf:li rdf:resource="https://pinboard.in/u:unison/t:leadership"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://changethis.com/manifesto/show/86.03.EndMalaria">
    <title>At the speed of Seth: What I learned working with Seth Godin and the Domino Project</title>
    <dc:date>2012-03-15T22:56:10+00:00</dc:date>
    <link>http://changethis.com/manifesto/show/86.03.EndMalaria</link>
    <dc:creator>unison</dc:creator><description><![CDATA[From Michael Bungay Stainer at ChangeThis: Getting anything up and flying is a tricky business. I’m still learning how to catch the wind just right in most of the things I do. This story is about launching a new project, a book. But if it was a kite, right now we'd be seeing it crashed and broken on the ground.

18 months later, and it's all changed. End Malaria launches September 6th, published by Seth Godin's latest venture The Domino Project. 58 smart men and women share their best insights, strategies and tips to stop the overwhelm, focus on the work that matters and make a real impact in the work you do. And we’ve solved the money thing. $20 from every $25 book sold goes to Malaria No More, to further their mission of ending malaria in Africa by 2015.

Here’s why, second time around, my own Great Work Project got off the ground and what I learned (and you can learn to) from traveling at the speed of Seth.]]></description>
<dc:subject>entrepreneurship personal-growth leadership</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:unison/b:08a35c230d6e/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:unison/t:entrepreneurship"/>
	<rdf:li rdf:resource="https://pinboard.in/u:unison/t:personal-growth"/>
	<rdf:li rdf:resource="https://pinboard.in/u:unison/t:leadership"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://changethis.com/manifesto/show/86.01.Demand">
    <title>The art of hassle map thinking</title>
    <dc:date>2012-03-15T22:18:37+00:00</dc:date>
    <link>http://changethis.com/manifesto/show/86.01.Demand</link>
    <dc:creator>unison</dc:creator><description><![CDATA[From ChangeThis: Let’s face it -- All too often, life is a succession of hassles. There’s an endless array of frustrations, inconveniences, complications, disappointments, and potential disasters lurking in most of our daily experiences. Even very good products and services (we’ll call them simply “products” for simplicity’s sake) have their weaknesses and drawbacks. My new smartphone sometimes drops my calls; my favorite hotel chain sometimes loses my reservation; those new lightbulbs last longer but produce less light; my new hybrid car gets better mileage but the engine feels less peppy… Managers, marketers, designers, service suppliers, and salespeople for the companies that provide these products don’t focus on their weaknesses. That’s understandable. They devote their lives to making products that are as good as they can possibly be and then to promoting them as enthusiastically as they can. Who wants to concentrate on the negatives? Yet we’ve found that organizations that excel at demand creation do exactly that. They examine the lives of customers through the lens of what we call a Hassle Map -- a detailed study of the problems, large and small, that people experience whenever they use their products.]]></description>
<dc:subject>entrepreneurship leadership thinking customer-experience brand-strategy</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:unison/b:0abf0177fabe/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:unison/t:entrepreneurship"/>
	<rdf:li rdf:resource="https://pinboard.in/u:unison/t:leadership"/>
	<rdf:li rdf:resource="https://pinboard.in/u:unison/t:thinking"/>
	<rdf:li rdf:resource="https://pinboard.in/u:unison/t:customer-experience"/>
	<rdf:li rdf:resource="https://pinboard.in/u:unison/t:brand-strategy"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://changethis.com/manifesto/show/74.03.Clutch">
    <title>Being clutch, or how not to choke under pressure</title>
    <dc:date>2012-03-15T21:13:40+00:00</dc:date>
    <link>http://changethis.com/manifesto/show/74.03.Clutch</link>
    <dc:creator>unison</dc:creator><description><![CDATA[From Paul Sullivan at ChangeThis: Being great under pressure is hard work. This is part of the reason why we are so impressed by people who seem immune to choking. These people come through in the clutch when others don’t. If they’re business leaders, they become gurus other executives want to emulate. In politics, the person who runs the gauntlet wins the election, but if he can do so in a particularly cunning way, he becomes an example of strategic excellence. In combat, it is the leaders who come under fire and get their men to safety who are recognized as war heroes. If the people are sporting figures, their triumphs become legendary. We are so fascinated by these feats that we have created a nearly mythical aura around clutch performers.]]></description>
<dc:subject>pressure stress-management leadership</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:unison/b:55967facc569/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:unison/t:pressure"/>
	<rdf:li rdf:resource="https://pinboard.in/u:unison/t:stress-management"/>
	<rdf:li rdf:resource="https://pinboard.in/u:unison/t:leadership"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://smartblogs.com/leadership/2012/03/14/how-to-make-customer-service-easy-for-your-employees/">
    <title>How to make customer service easy for your employees</title>
    <dc:date>2012-03-15T03:58:35+00:00</dc:date>
    <link>http://smartblogs.com/leadership/2012/03/14/how-to-make-customer-service-easy-for-your-employees/</link>
    <dc:creator>unison</dc:creator><description><![CDATA[From SmartBlog: Barry Moltz helps small businesses get unstuck. Sometimes, they have hit the sales glass ceiling. Other times, they run out of cash or the business owner becomes utterly exhausted. Through decades of experience running his own companies and consulting hundreds of other, internationally acclaimed business expert and author Barry Moltz has identified the six major areas where almost every business gets stuck: Sales, Cash, People, Social Media, People and Personal Productivity. Get ready … your business is going to grow like never before!]]></description>
<dc:subject>leadership customer-service unstuck</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:unison/b:04b7284e20e1/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:unison/t:leadership"/>
	<rdf:li rdf:resource="https://pinboard.in/u:unison/t:customer-service"/>
	<rdf:li rdf:resource="https://pinboard.in/u:unison/t:unstuck"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://knowledge.wharton.upenn.edu/article.cfm?articleid=2953">
    <title>How Liz Claiborne, Inc., became one of the industry's biggest successes</title>
    <dc:date>2012-03-15T02:36:28+00:00</dc:date>
    <link>http://knowledge.wharton.upenn.edu/article.cfm?articleid=2953</link>
    <dc:creator>unison</dc:creator><description><![CDATA[From Knowledge@Wharton: Jerome Chazen, a founder and former chairman of Liz Claiborne, Inc., recently wrote a book titled, My Life at Liz Claiborne: How We Broke the Rules and Built the Largest Fashion Company in the World. Indeed, Liz Claiborne -- now known as Fifth & Pacific Cos. -- grew from revenues of $7 million in 1977 to more than $2 billion in the early 1990s. Knowledge@Wharton asked Chazen, who stepped down as CEO in 1996, to discuss the highs and lows of running a successful fashion business in a highly competitive industry. ]]></description>
<dc:subject>innovation brand-strategy leadership org-change</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:unison/b:9491961c2f4f/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:unison/t:innovation"/>
	<rdf:li rdf:resource="https://pinboard.in/u:unison/t:brand-strategy"/>
	<rdf:li rdf:resource="https://pinboard.in/u:unison/t:leadership"/>
	<rdf:li rdf:resource="https://pinboard.in/u:unison/t:org-change"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.criswildermuth.com/voices/meg-wheatley/">
    <title>Meg Wheatley: Update to &quot;Leadership and the New Science&quot;</title>
    <dc:date>2012-03-02T19:43:07+00:00</dc:date>
    <link>http://www.criswildermuth.com/voices/meg-wheatley/</link>
    <dc:creator>unison</dc:creator><description><![CDATA[From Cris Wildermuth: Listen as Meg Wheatley discusses what happened since she published Leadership and the New Science. The role of "walk outs walk ons" in creating change, the type of leader who is really needed in today's world, the dangers of "hope."
]]></description>
<dc:subject>leadership command-and-control complexity chaos org-learning self-organizing</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:unison/b:5ad4e230ed49/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:unison/t:leadership"/>
	<rdf:li rdf:resource="https://pinboard.in/u:unison/t:command-and-control"/>
	<rdf:li rdf:resource="https://pinboard.in/u:unison/t:complexity"/>
	<rdf:li rdf:resource="https://pinboard.in/u:unison/t:chaos"/>
	<rdf:li rdf:resource="https://pinboard.in/u:unison/t:org-learning"/>
	<rdf:li rdf:resource="https://pinboard.in/u:unison/t:self-organizing"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.strategy-business.com/article/ac00033?gko=6015d&amp;cid=BL20120223">
    <title>Leaders resolve contradiction</title>
    <dc:date>2012-03-02T18:56:07+00:00</dc:date>
    <link>http://www.strategy-business.com/article/ac00033?gko=6015d&amp;cid=BL20120223</link>
    <dc:creator>unison</dc:creator><description><![CDATA[From strategy+business: Ronald Heifetz, coauthor, with Marty Linsky and Alexander Grashow, of "The Practice of Adaptive Leadership: Tools and Tactics for Changing Your Organization and the World," introduces a lesson in leadership from "Inside Coca-Cola: A CEO's Life Story of Building the World's Most Popular Brand," by Neville Isdell with David Beasley.]]></description>
<dc:subject>leadership adaptive-leadership values</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:unison/b:dfb16aed62bd/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:unison/t:leadership"/>
	<rdf:li rdf:resource="https://pinboard.in/u:unison/t:adaptive-leadership"/>
	<rdf:li rdf:resource="https://pinboard.in/u:unison/t:values"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://changethis.com/manifesto/show/90.03.ShiftReset">
    <title>Shift &amp; reset</title>
    <dc:date>2012-02-23T06:18:01+00:00</dc:date>
    <link>http://changethis.com/manifesto/show/90.03.ShiftReset</link>
    <dc:creator>unison</dc:creator><description><![CDATA[From Brian Reich at ChangeThis: I am angry. There are real problems facing the world, and we, as a society, are not doing enough to address them in the right ways, not the ways we know are possible. The old way isn’t working, and we know it.

We continue to reward the same behaviors we have rewarded in the past while expecting different results. We profess interest in really doing things differently but settle into routines that are comfortable and safe, and we are fooling ourselves. There are lots of excuses for not making real, demonstrable changes in the way we live, work, and how we interact as individuals and engage in groups/communities. I have heard them all. I have used many of them myself. But they are bullshit. All excuses are. A person either truly, deeply, genuinely cares about changing things or he doesn’t. You can step up and do what it takes, in whatever way you can, or you need to acknowledge your limits and accept the results.

What might be possible if we were really committed, as individuals and as a society? I’ve thought a lot about this, and instead of remaining angry, I choose to embrace the question and figure out how I can use the anger to make things happen.]]></description>
<dc:subject>leadership innovation creativity</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:unison/b:ae5eeb465f05/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:unison/t:leadership"/>
	<rdf:li rdf:resource="https://pinboard.in/u:unison/t:innovation"/>
	<rdf:li rdf:resource="https://pinboard.in/u:unison/t:creativity"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://changethis.com/manifesto/show/90.02.TheSynergist">
    <title>Transcendent leadership: How to lead anyone, anywhere, anytime</title>
    <dc:date>2012-02-23T06:16:31+00:00</dc:date>
    <link>http://changethis.com/manifesto/show/90.02.TheSynergist</link>
    <dc:creator>unison</dc:creator><description><![CDATA[From Les McKeown at ChangeThis: What if your leadership role just felt, well... right: demanding, yes, but fun too; challenging but controllable; intense but invigorating? What if with every step on the ladder of leadership you felt more comfortable, more 'in the zone,' less stressed, less pressured? What if each successive leadership role brought out more of what makes you you, rather than asking you to compromise your core values, bury your deepest wishes, hold ransom your dreams?

Having coached and advised hundreds of leaders, I know this isn’t a pipe dream. From frequent observation, I know that it’s not only possible to be relaxed, fulfilled and energized by leadership, it is in fact precisely how the most consistently successful leaders operate. ]]></description>
<dc:subject>leadership leadership-styles values</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:unison/b:504c85b3e7d8/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:unison/t:leadership"/>
	<rdf:li rdf:resource="https://pinboard.in/u:unison/t:leadership-styles"/>
	<rdf:li rdf:resource="https://pinboard.in/u:unison/t:values"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://changethis.com/manifesto/show/90.01.Grow">
    <title>Grow: How to change the narrative of business</title>
    <dc:date>2012-02-23T06:12:17+00:00</dc:date>
    <link>http://changethis.com/manifesto/show/90.01.Grow</link>
    <dc:creator>unison</dc:creator><description><![CDATA[From Jim Stengel at ChangeThis: It’s time to change the narrative of business. From a winner-take-all tale, no-holds-barred, no matter what the cost to individual firms, investors, the economy, and society, to doing business on the basis of what I call brand ideals, shared ideals of improving people’s lives.

Wider adoption and leveraging of brand ideals would be the best medicine the economy could possibly get. Instead of inflating a bubble that would sooner or later burst with tragic consequences for everyone, it would trigger and sustain unprecedented growth in every sector it touched.

Make no mistake, however. The business case for brand ideals is not altruism. It’s self-interest and mutual interest. In addition to its wider positive impact, a devotion to brand ideals will do more for your own business and career than any other factor. Maximum business growth and high ideals are not incompatible. They’re inseparable.]]></description>
<dc:subject>brand-strategy leadership innovation creativity</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:unison/b:a0d9aab796f5/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:unison/t:brand-strategy"/>
	<rdf:li rdf:resource="https://pinboard.in/u:unison/t:leadership"/>
	<rdf:li rdf:resource="https://pinboard.in/u:unison/t:innovation"/>
	<rdf:li rdf:resource="https://pinboard.in/u:unison/t:creativity"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.designedlearning.com/as-goes-the-follower-so-goes-the-leader-2/">
    <title>As goes the follower, so goes the leader</title>
    <dc:date>2012-01-30T20:37:31+00:00</dc:date>
    <link>http://www.designedlearning.com/as-goes-the-follower-so-goes-the-leader-2/</link>
    <dc:creator>unison</dc:creator><description><![CDATA[From Peter Block: This culture holds firmly to the belief that our institutions and our citizens are driven and shaped by those who lead them. When we look at a workplace, we explain its culture by looking at the management style and vision of its leaders. We ignore the possibility that leaders are created, manufactured and molded by their followers. Employees hold important cards that determine what the organization will become. Leaders have their place and we would each rather have a great leader than a small one, but we consistently undervalue the extent to which the leadership we get is exactly the leadership we have created. Joel Henning is an author, consultant and friend of mine. I recently participated in a simulation he designed in which teams are asked to role-play three different styles of leadership.]]></description>
<dc:subject>leadership command-and-control employee-engagement</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:unison/b:210611030581/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:unison/t:leadership"/>
	<rdf:li rdf:resource="https://pinboard.in/u:unison/t:command-and-control"/>
	<rdf:li rdf:resource="https://pinboard.in/u:unison/t:employee-engagement"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.fastcodesign.com/1665852/another-lesson-from-steve-jobs-a-driving-vision-has-4-key-elements">
    <title>Another lesson from Steve Jobs: A driving vision has 4 key elements</title>
    <dc:date>2012-01-25T20:54:27+00:00</dc:date>
    <link>http://www.fastcodesign.com/1665852/another-lesson-from-steve-jobs-a-driving-vision-has-4-key-elements</link>
    <dc:creator>unison</dc:creator><description><![CDATA[From FastCompany: Steve Jobs often saw further than his competitors. His vision had four defining features that we can all learn from. A visionary has passion, but vision and passion aren’t the same thing. A passionate leader without a clear vision won’t succeed; likewise, neither will a visionary leader without passion.]]></description>
<dc:subject>vision leadership creativity innovation</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:unison/b:10156aefec74/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:unison/t:vision"/>
	<rdf:li rdf:resource="https://pinboard.in/u:unison/t:leadership"/>
	<rdf:li rdf:resource="https://pinboard.in/u:unison/t:creativity"/>
	<rdf:li rdf:resource="https://pinboard.in/u:unison/t:innovation"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://changethis.com/manifesto/show/89.04.ZapposExperience">
    <title>Does your customer really need you? Lessons from Zappos</title>
    <dc:date>2012-01-20T20:10:10+00:00</dc:date>
    <link>http://changethis.com/manifesto/show/89.04.ZapposExperience</link>
    <dc:creator>unison</dc:creator><description><![CDATA[From ChangeThis: For those of you not familiar with Zappos, the company is an online retailer who defied the odds and built an Internet empire, initially as a virtual shoe store and now expanding its inventory well beyond shoes alone. Zappos has always charged top dollar for its products and has succeeded primarily because the leadership innovated an experience that consistently exceeds the expectations of customers, vendors, and people who simply encounter the brand.

Unlike other failed online vendors from the "dot gone" bust, Zappos invested in both the delivery infrastructure and the corporate culture necessary to produce customer evangelists. To help you appreciate how Zappos might serve as a provocative benchmark for your customer experience, let me give you a few highlights from the 5 principles outlined in The Zappos Experience.]]></description>
<dc:subject>customer-experience customer-service leadership marketing-strategy brand-strategy</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:unison/b:11c88f5dbdcf/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:unison/t:customer-experience"/>
	<rdf:li rdf:resource="https://pinboard.in/u:unison/t:customer-service"/>
	<rdf:li rdf:resource="https://pinboard.in/u:unison/t:leadership"/>
	<rdf:li rdf:resource="https://pinboard.in/u:unison/t:marketing-strategy"/>
	<rdf:li rdf:resource="https://pinboard.in/u:unison/t:brand-strategy"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://changethis.com/manifesto/show/89.02.LeadingTransformation">
    <title>Leading transformation and captivating communities</title>
    <dc:date>2012-01-20T20:06:24+00:00</dc:date>
    <link>http://changethis.com/manifesto/show/89.02.LeadingTransformation</link>
    <dc:creator>unison</dc:creator><description><![CDATA[From Brian Solis at ChangeThis: Social media is not the catalyst for change, but merely one of its agents. We must remember that Facebook, Twitter, Youtube, and the like are the networks that facilitate an uprising. However, it is repression, angst, injustice, inequality, vision, aspiration and hope that serve as the true stimulus for insurrection and progress. Technology plays a part in transformation and it is up to you to learn how social, mobile, real-time, and all other emerging trends are affecting your industries, communities, or markets.

What we learn as a result however is that these new tools can bring people together and unite them under a common front or concerted mission. At the center of any revolution is the burning desire to bring about change. But it always comes down to people, shared experiences, and a common ambition. And it is people who need one another for leadership, support, and inspiration. What’s missing from the equation is your vision and leadership.]]></description>
<dc:subject>change leadership org-change</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:unison/b:dd558c171eec/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:unison/t:change"/>
	<rdf:li rdf:resource="https://pinboard.in/u:unison/t:leadership"/>
	<rdf:li rdf:resource="https://pinboard.in/u:unison/t:org-change"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://800ceoread.com/page/show/5_4_3?utm_source=MadMimi&amp;utm_medium=email&amp;utm_content=5-4-3&amp;utm_campaign=5-4-3&amp;utm_term=5-4-3">
    <title>Best business books of all time</title>
    <dc:date>2012-01-20T16:58:43+00:00</dc:date>
    <link>http://800ceoread.com/page/show/5_4_3?utm_source=MadMimi&amp;utm_medium=email&amp;utm_content=5-4-3&amp;utm_campaign=5-4-3&amp;utm_term=5-4-3</link>
    <dc:creator>unison</dc:creator><description><![CDATA[From 800 CEO Read: Five years ago, Jack Covert and Todd Sattersten chose The 100 Best Business Books of All Time, reviewing each of their selections and giving them context in both the business and publishing worlds. Since then, thousands of new business books have been published, so they've updated and expanded the book with new, informative sidebars, a fresh introduction, and a closing manifesto. It is available now in both paperback and digital editions.]]></description>
<dc:subject>business leadership books</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:unison/b:a527587d66a1/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:unison/t:business"/>
	<rdf:li rdf:resource="https://pinboard.in/u:unison/t:leadership"/>
	<rdf:li rdf:resource="https://pinboard.in/u:unison/t:books"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.nytimes.com/interactive/2009/01/22/technology/20090122_JOBS.html?ref=technology">
    <title>While you were out: Apple’s years with and without Steve Jobs</title>
    <dc:date>2011-12-16T18:16:26+00:00</dc:date>
    <link>http://www.nytimes.com/interactive/2009/01/22/technology/20090122_JOBS.html?ref=technology</link>
    <dc:creator>unison</dc:creator><description><![CDATA[From NY Times: Reviewing Steve Jobs's time at Apple, including his medical leaves, and the effect Mr. Jobs has had on the company. Sam Grobart, The Times's personal technology editor, provides audio commentary.]]></description>
<dc:subject>apple leadership innovation</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:unison/b:ba0dde18f2f9/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:unison/t:apple"/>
	<rdf:li rdf:resource="https://pinboard.in/u:unison/t:leadership"/>
	<rdf:li rdf:resource="https://pinboard.in/u:unison/t:innovation"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.strategy-business.com/article/11406?gko=15f1d&amp;cid=TL20111215">
    <title>The Thought Leader Interview: Meg Wheatley</title>
    <dc:date>2011-12-16T18:04:00+00:00</dc:date>
    <link>http://www.strategy-business.com/article/11406?gko=15f1d&amp;cid=TL20111215</link>
    <dc:creator>unison</dc:creator><description><![CDATA[From strategy+business: An expert on innovative leadership warns that too many companies are reverting to fear-driven management. Instead, executives should hold to their values and build healthy corporate communities.]]></description>
<dc:subject>leadership values</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:unison/b:f6a1d220e917/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:unison/t:leadership"/>
	<rdf:li rdf:resource="https://pinboard.in/u:unison/t:values"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.schwarzassociates.com/managing-performance/how-to-lead-with-compassion/">
    <title>How to lead with compassion</title>
    <dc:date>2011-12-08T18:54:09+00:00</dc:date>
    <link>http://www.schwarzassociates.com/managing-performance/how-to-lead-with-compassion/</link>
    <dc:creator>unison</dc:creator><description><![CDATA[From Roger Schwarz: Compassion involves noticing others’ suffering, connecting to them cognitively and emotionally, and responding to them with help. It doesn’t mean taking responsibility for solving other people’s problems or pitying them. Here are some steps to take.]]></description>
<dc:subject>compassion leadership empathy emotional-intelligence</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:unison/b:4833dc044c67/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:unison/t:compassion"/>
	<rdf:li rdf:resource="https://pinboard.in/u:unison/t:leadership"/>
	<rdf:li rdf:resource="https://pinboard.in/u:unison/t:empathy"/>
	<rdf:li rdf:resource="https://pinboard.in/u:unison/t:emotional-intelligence"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.cbsnews.com/8301-505125_162-57318394/handling-a-scandal-lessons-from-herman-cain/?">
    <title>Handling a scandal: Lessons from Herman Cain</title>
    <dc:date>2011-12-08T02:40:08+00:00</dc:date>
    <link>http://www.cbsnews.com/8301-505125_162-57318394/handling-a-scandal-lessons-from-herman-cain/?</link>
    <dc:creator>unison</dc:creator><description><![CDATA[From CBS News: Can Cain handle the spotlight? And is he ready to lead the nation? An exploration of these questions goes far beyond politics and gets to the heart of what it takes to lead an organization, especially a large one. So far, Cain is not doing what good leaders do when faced with a crisis.]]></description>
<dc:subject>crisis-communication leadership</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:unison/b:ed796f152bf9/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:unison/t:crisis-communication"/>
	<rdf:li rdf:resource="https://pinboard.in/u:unison/t:leadership"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.cbsnews.com/8301-505125_162-57322349/penn-state-scandal-you-cant-teach-leaders-morality/?">
    <title>Penn State scandal: You can't teach leaders morality</title>
    <dc:date>2011-11-22T22:16:40+00:00</dc:date>
    <link>http://www.cbsnews.com/8301-505125_162-57322349/penn-state-scandal-you-cant-teach-leaders-morality/?</link>
    <dc:creator>unison</dc:creator><description><![CDATA[From Steve Tobak at CBS News: I wracked my brain trying to come up with some lessons for leaders learn from the whole Joe Paterno Penn State scandal but, to be blunt, I couldn't come up with a damn thing. Not to say I couldn't come up with some trite nonsense to attract eyeballs. I just couldn't bring myself to do that because the truth is you can't teach morality to leaders. By the time you reach that point in your career, you either get personal responsibility or you don't.]]></description>
<dc:subject>scandal morality leadership personal-growth</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:unison/b:fa2651a180d5/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:unison/t:scandal"/>
	<rdf:li rdf:resource="https://pinboard.in/u:unison/t:morality"/>
	<rdf:li rdf:resource="https://pinboard.in/u:unison/t:leadership"/>
	<rdf:li rdf:resource="https://pinboard.in/u:unison/t:personal-growth"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.psfk.com/2011/10/understanding-john-maedas-6-principles-for-creative-leadership.html">
    <title>Understanding John Maeda’s 6 principles for creative leadership</title>
    <dc:date>2011-11-12T02:16:30+00:00</dc:date>
    <link>http://www.psfk.com/2011/10/understanding-john-maedas-6-principles-for-creative-leadership.html</link>
    <dc:creator>unison</dc:creator><description><![CDATA[Rhode Island School of Design president John Maeda has developed 6 principles to help grow artists to become competent business leaders and also assist business leaders in borrowing artistic strategies. ]]></description>
<dc:subject>leadership creativity</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:unison/b:5c4812e639c0/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:unison/t:leadership"/>
	<rdf:li rdf:resource="https://pinboard.in/u:unison/t:creativity"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.strategy-business.com/article/re00162">
    <title>The decision-making flaw in powerful people</title>
    <dc:date>2011-11-02T16:17:33+00:00</dc:date>
    <link>http://www.strategy-business.com/article/re00162</link>
    <dc:creator>unison</dc:creator><description><![CDATA[From strategy+business: The decisions made by powerful people in business and other fields have far-reaching effects on their organizations and employees. But this paper finds a link between having a sense of power and having a propensity to give short shrift to a crucial part of the decision-making process: listening to advice. Power increases confidence, the paper’s authors say, which can lead to an excessive belief in one’s own judgment and ultimately to flawed decisions.]]></description>
<dc:subject>decision-making confidence success leadership leadership-styles</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:unison/b:7c7e2edbda0f/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:unison/t:decision-making"/>
	<rdf:li rdf:resource="https://pinboard.in/u:unison/t:confidence"/>
	<rdf:li rdf:resource="https://pinboard.in/u:unison/t:success"/>
	<rdf:li rdf:resource="https://pinboard.in/u:unison/t:leadership"/>
	<rdf:li rdf:resource="https://pinboard.in/u:unison/t:leadership-styles"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.management-issues.com/2011/10/24/opinion/leading-a-team-is-about-them--not-you.asp">
    <title>Leading a team is about them, not you</title>
    <dc:date>2011-10-24T19:55:00+00:00</dc:date>
    <link>http://www.management-issues.com/2011/10/24/opinion/leading-a-team-is-about-them--not-you.asp</link>
    <dc:creator>unison</dc:creator><description><![CDATA[From Management Issues: Trying to get people to do what you want has never been easy. Trying to get them to pay attention to what you need when they are on the other side of the globe is even harder —- after all, they don't have to look you in the eye when they want to weasel out of an assignment. So what's a manager to do? One thing that helps is to remember that it's not about you.]]></description>
<dc:subject>leadership team-building</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:unison/b:255914715789/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:unison/t:leadership"/>
	<rdf:li rdf:resource="https://pinboard.in/u:unison/t:team-building"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://the99percent.com/videos/7079/Beth-Comstock-You-Have-To-Tell-A-Story-Before-You-Can-Sell-A-Story?">
    <title>Beth Comstock: Make heroes out of the failures</title>
    <dc:date>2011-10-15T00:15:39+00:00</dc:date>
    <link>http://the99percent.com/videos/7079/Beth-Comstock-You-Have-To-Tell-A-Story-Before-You-Can-Sell-A-Story?</link>
    <dc:creator>unison</dc:creator><description><![CDATA[From 99%: In a rare interview, GE's SVP and Chief Marketing Officer Beth Comstock talks to Behance's Scott Belsky about what it takes to keep great ideas alive in a big company. Offering essential insights for creative leaders, the conversation touches on the power of passion and storytelling in getting ideas off the ground, why we should make heroes out of failures, and the challenges of driving change amidst bureaucracy.]]></description>
<dc:subject>failure storytelling creativity leadership</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:unison/b:bfce16efcf47/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:unison/t:failure"/>
	<rdf:li rdf:resource="https://pinboard.in/u:unison/t:storytelling"/>
	<rdf:li rdf:resource="https://pinboard.in/u:unison/t:creativity"/>
	<rdf:li rdf:resource="https://pinboard.in/u:unison/t:leadership"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.strategy-business.com/article/re00160">
    <title>When employees talk and managers don’t listen</title>
    <dc:date>2011-10-13T18:03:32+00:00</dc:date>
    <link>http://www.strategy-business.com/article/re00160</link>
    <dc:creator>unison</dc:creator><description><![CDATA[From Strategy+Business: When faced with important decisions, managers can choose to rule in an autocratic (making unilateral choices) or democratic (inviting employees to have a say) way. Managers are often encouraged to take the democratic approach (generally called participative management) because research has shown that motivation, job performance, and morale increase when employees have the opportunity to contribute their concerns and ideas.

But this study finds that there’s a consequence to giving employees a voice: A company then has to listen. If employees conclude that a manager is just trying to win points by paying lip service to consulting them — and has no intention of acting on their advice — they are likely to stop offering input and, worse, act out their frustration by clashing with their colleagues.]]></description>
<dc:subject>employee-engagement leadership command-and-control</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:unison/b:f62283b2a0c8/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:unison/t:employee-engagement"/>
	<rdf:li rdf:resource="https://pinboard.in/u:unison/t:leadership"/>
	<rdf:li rdf:resource="https://pinboard.in/u:unison/t:command-and-control"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.strategy-business.com/article/re00162?gko=80729&amp;cid=20111013rr">
    <title>The decision-making flaw in powerful people</title>
    <dc:date>2011-10-13T18:01:53+00:00</dc:date>
    <link>http://www.strategy-business.com/article/re00162?gko=80729&amp;cid=20111013rr</link>
    <dc:creator>unison</dc:creator><description><![CDATA[From Strategy+Business: The decisions made by powerful people in business and other fields have far-reaching effects on their organizations and employees. But this paper finds a link between having a sense of power and having a propensity to give short shrift to a crucial part of the decision-making process: listening to advice. Power increases confidence, the paper’s authors say, which can lead to an excessive belief in one’s own judgment and ultimately to flawed decisions.]]></description>
<dc:subject>leadership leadership-styles decision-making</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:unison/b:29073685c498/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:unison/t:leadership"/>
	<rdf:li rdf:resource="https://pinboard.in/u:unison/t:leadership-styles"/>
	<rdf:li rdf:resource="https://pinboard.in/u:unison/t:decision-making"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://designmind.frogdesign.com/blog/steve-jobs-bold-leadership.html?">
    <title>Steve Jobs' bold leadership</title>
    <dc:date>2011-09-19T20:20:58+00:00</dc:date>
    <link>http://designmind.frogdesign.com/blog/steve-jobs-bold-leadership.html?</link>
    <dc:creator>unison</dc:creator><description><![CDATA[From FrogDesign: The following is an excerpt from A Fine Line: How Design Strategies Are Shaping the Future of Business, the book written by frog Founder Hartmut Esslinger in 2008. Hartmut and frog worked with Steve Jobs at Apple in the early 1980s to create the “Snow White” design language for the Apple IIc computer, and again in 1985 when Jobs briefly left Apple and started the computer company NeXT, where Hartmut and frog designed the NeXT Cube. In this passage from the book, Hartmut offers a glimpse into those tumultuous years for Apple and Jobs, and some insights into why the Apple CEO’s creative and strategic vision became so effective. ]]></description>
<dc:subject>apple jobs-steve creativity leadership design</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:unison/b:c8a66b3d7b45/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:unison/t:apple"/>
	<rdf:li rdf:resource="https://pinboard.in/u:unison/t:jobs-steve"/>
	<rdf:li rdf:resource="https://pinboard.in/u:unison/t:creativity"/>
	<rdf:li rdf:resource="https://pinboard.in/u:unison/t:leadership"/>
	<rdf:li rdf:resource="https://pinboard.in/u:unison/t:design"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.forum.com/blog/trends-in-learning-development/">
    <title>Trends in learning &amp; development</title>
    <dc:date>2011-09-02T20:14:18+00:00</dc:date>
    <link>http://www.forum.com/blog/trends-in-learning-development/</link>
    <dc:creator>unison</dc:creator><description><![CDATA[From Forum: “The future of organizations today is primarily related to their capacity to learn.” — George Siemens. Does L&D in your organization develop the “capacity to learn?” Organizations have always needed to learn, and Learning & Development has traditionally been the owner and provider of learning. But George Siemens is saying more than that: The capacity to learn, not the subjects of learning, will define organizations of the future. So what does this imply for L&D?]]></description>
<dc:subject>adult-learning leadership-development org-development leadership</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:unison/b:c088f3bf6554/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:unison/t:adult-learning"/>
	<rdf:li rdf:resource="https://pinboard.in/u:unison/t:leadership-development"/>
	<rdf:li rdf:resource="https://pinboard.in/u:unison/t:org-development"/>
	<rdf:li rdf:resource="https://pinboard.in/u:unison/t:leadership"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://changethis.com/manifesto/show/85.03.ArmyOfEntrepreneurs">
    <title>A general’s guide to deploying an army of entrepreneurs</title>
    <dc:date>2011-08-06T01:41:17+00:00</dc:date>
    <link>http://changethis.com/manifesto/show/85.03.ArmyOfEntrepreneurs</link>
    <dc:creator>unison</dc:creator><description><![CDATA[From ChangeThis: When you build a team, are you focused on joining links in a chain or weaving together a strong rope of intertwined employees? While I may have started out building a chain – mindful that a chain is only as strong as its weakest link — I came to see that interweaving the threads of a rope came much closer to meeting my goal of a cohesive, interactive team. That way, I eliminate the inevitable spaces between chain links, replacing them with a ‘rope’ team, where every thread is bound together. This is the model I used as I found, trained and deployed my staff — my Army — and I could not be more satisfied and proud of the results we’ve had and the achievements I see on a daily basis.]]></description>
<dc:subject>team-building leadership</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:unison/b:1521e19be6fa/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:unison/t:team-building"/>
	<rdf:li rdf:resource="https://pinboard.in/u:unison/t:leadership"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://changethis.com/manifesto/show/85.06.RightFights">
    <title>Right fights: Making conflict productive</title>
    <dc:date>2011-08-06T01:37:05+00:00</dc:date>
    <link>http://changethis.com/manifesto/show/85.06.RightFights</link>
    <dc:creator>unison</dc:creator><description><![CDATA[From ChangeThis: Your job as a leader isn’t to eliminate dissonance – your job is to make conflict productive. Right Fights enable you and your team to stop fighting about everything that doesn’t matter and start fighting, in a high-minded manner, about what really matters.]]></description>
<dc:subject>conflict-resolution leadership</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:unison/b:00118b622e71/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:unison/t:conflict-resolution"/>
	<rdf:li rdf:resource="https://pinboard.in/u:unison/t:leadership"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://blogs.hbr.org/kanter/2011/08/four-leadership-lessons-from-d.html">
    <title>Four leadership lessons from debt-ceiling brinkmanship (and baseball)</title>
    <dc:date>2011-08-04T10:12:45+00:00</dc:date>
    <link>http://blogs.hbr.org/kanter/2011/08/four-leadership-lessons-from-d.html</link>
    <dc:creator>unison</dc:creator><description><![CDATA[From Rosabeth Moss Kanter at Harvard Business Review: For many observers of the rancorous partisanship surrounding the budget crisis in Washington, leadership is hardly the first concept that comes to mind, although President Obama's efforts toward a workable framework exemplify CEO responsibility. But sometimes the worst of circumstances can teach the best lessons. After relieving anxiety over the American economy with a few Boston Red Sox games, I see four things leaders in any field can learn from the evolving conflicts and compromises:]]></description>
<dc:subject>leadership</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:unison/b:1cc878d1bd77/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:unison/t:leadership"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.leadershipnow.com/leadingblog/2011/08/first_look_leadership_books_fo_29.html">
    <title>Leadership books for August 2011</title>
    <dc:date>2011-08-04T10:08:42+00:00</dc:date>
    <link>http://www.leadershipnow.com/leadingblog/2011/08/first_look_leadership_books_fo_29.html</link>
    <dc:creator>unison</dc:creator><description><![CDATA[Here's a look at some of the best leadership books to be released in August. ]]></description>
<dc:subject>reading-lists leadership</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:unison/b:6cb7e753012a/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:unison/t:reading-lists"/>
	<rdf:li rdf:resource="https://pinboard.in/u:unison/t:leadership"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://community.icontact.com/p/roger_schwarz___associates/newsletters/website_archive/posts/mindset-behavior-results-leading-from-every-chair">
    <title>Leading from every chair</title>
    <dc:date>2011-07-25T01:37:52+00:00</dc:date>
    <link>http://community.icontact.com/p/roger_schwarz___associates/newsletters/website_archive/posts/mindset-behavior-results-leading-from-every-chair</link>
    <dc:creator>unison</dc:creator><description><![CDATA[From Roger Schwarz: Leaders are only beginning to entertain the idea that there can be leadership from every chair. This kind of team leadership involves shared control that is engaging, fluid, and flexible, and recognizes that any one sitting around the table can provide the insight and ability to move the team forward. At the same time, it provides the formal leader with responsibility for how decisions will ultimately be made.]]></description>
<dc:subject>leadership leadership-styles</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:unison/b:3c7f0e7c10f7/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:unison/t:leadership"/>
	<rdf:li rdf:resource="https://pinboard.in/u:unison/t:leadership-styles"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://johnmaxwellonleadership.com/2011/06/06/leading-difficult-people-fearful-fred/?">
    <title>Leading difficult people: Fearful Fred</title>
    <dc:date>2011-06-13T20:42:01+00:00</dc:date>
    <link>http://johnmaxwellonleadership.com/2011/06/06/leading-difficult-people-fearful-fred/?</link>
    <dc:creator>unison</dc:creator><description><![CDATA[From John Maxwell: Someone once said, “90% of the art of living consists in getting along with people you cannot understand.” Haven’t you found that to be true? I know that if everyone were just like me, then relationships would sure be a lot simpler. But people ARE different, in wonderfully complex ways. And there IS an art to living together. If you’re a leader, the differences are amplified, because you have to not only get along but also influence the other person. So it’s especially important for a leader to learn how to handle personalities and attitudes that are different from your own.]]></description>
<dc:subject>interpersonal-communication emotional-intelligence leadership</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:unison/b:4a8e7c6a500a/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:unison/t:interpersonal-communication"/>
	<rdf:li rdf:resource="https://pinboard.in/u:unison/t:emotional-intelligence"/>
	<rdf:li rdf:resource="https://pinboard.in/u:unison/t:leadership"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://changethis.com/manifesto/show/83.06.DeadLeadership">
    <title>Change in a leader can change the world</title>
    <dc:date>2011-06-13T15:53:02+00:00</dc:date>
    <link>http://changethis.com/manifesto/show/83.06.DeadLeadership</link>
    <dc:creator>unison</dc:creator><description><![CDATA[From ChangeThis: Our world is in trouble. We need leaders who lead for the benefit of others. Jeremie Kubicek believes we need to systematically transform the leadership culture from a dominating system to a liberating system. "I believe it starts one leader at a time. Each leader must play a part in this transformation by thinking differently about the way they lead if we are to ever see true ‘Change in the World.’”]]></description>
<dc:subject>leadership personal-transformation</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:unison/b:0496ceece125/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:unison/t:leadership"/>
	<rdf:li rdf:resource="https://pinboard.in/u:unison/t:personal-transformation"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.fastcompany.com/resources/leadership/goulston/lessons-in-transparency-2/070407.html">
    <title>Lessons in transparency: Part 2</title>
    <dc:date>2011-06-10T19:56:48+00:00</dc:date>
    <link>http://www.fastcompany.com/resources/leadership/goulston/lessons-in-transparency-2/070407.html</link>
    <dc:creator>unison</dc:creator><description><![CDATA[From FastCompany: Seeing is believing. And unless changes you commit to are observable to you and the stakeholders who have a stake in your improving as a leader, they are no more than good intentions ]]></description>
<dc:subject>transparency emotional-intelligence leadership-development leadership listening</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:unison/b:8ab1e894ca10/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:unison/t:transparency"/>
	<rdf:li rdf:resource="https://pinboard.in/u:unison/t:emotional-intelligence"/>
	<rdf:li rdf:resource="https://pinboard.in/u:unison/t:leadership-development"/>
	<rdf:li rdf:resource="https://pinboard.in/u:unison/t:leadership"/>
	<rdf:li rdf:resource="https://pinboard.in/u:unison/t:listening"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.bretlsimmons.com/2011-05/intimate-leadership/">
    <title>Intimate leadership</title>
    <dc:date>2011-06-02T19:26:00+00:00</dc:date>
    <link>http://www.bretlsimmons.com/2011-05/intimate-leadership/</link>
    <dc:creator>unison</dc:creator><description><![CDATA[From Bret Simmons: Max DePree, the founder of Herman Miller, wrote some amazing things in his 1989 book, “Leadership is an Art.” Smack-dab in the middle of the book is a powerful chapter entitled “Intimacy.” Here are a few things Max says in that chapter that I just love.]]></description>
<dc:subject>intimacy ambiguity leadership</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:unison/b:ed795c9438ac/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:unison/t:intimacy"/>
	<rdf:li rdf:resource="https://pinboard.in/u:unison/t:ambiguity"/>
	<rdf:li rdf:resource="https://pinboard.in/u:unison/t:leadership"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.bretlsimmons.com/2011-05/interdependent-covenant-relationship/">
    <title>Interdependent covenant relationship</title>
    <dc:date>2011-06-01T19:03:18+00:00</dc:date>
    <link>http://www.bretlsimmons.com/2011-05/interdependent-covenant-relationship/</link>
    <dc:creator>unison</dc:creator><description><![CDATA[From Bret Simmons: Covenant relationships are forged with purposeful promises. All parties in the covenant are motivated to keep their promises not only because they share passion for a cause, but also because they deeply value and appreciate the interdependent posture of the covenant. When promises are strained, covenant encourages restoration instead of recourse.]]></description>
<dc:subject>interpersonal-communication mindfulness values teams-high-impact leadership</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:unison/b:59bd720b92f2/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:unison/t:interpersonal-communication"/>
	<rdf:li rdf:resource="https://pinboard.in/u:unison/t:mindfulness"/>
	<rdf:li rdf:resource="https://pinboard.in/u:unison/t:values"/>
	<rdf:li rdf:resource="https://pinboard.in/u:unison/t:teams-high-impact"/>
	<rdf:li rdf:resource="https://pinboard.in/u:unison/t:leadership"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.leadingwithlift.com/blog/2011/05/06/embracing-failure-to-help-to-future-leaders-find-the-courage-to-succeed/">
    <title>Embracing failure to help future leaders find the courage to succeed</title>
    <dc:date>2011-05-10T22:29:37+00:00</dc:date>
    <link>http://www.leadingwithlift.com/blog/2011/05/06/embracing-failure-to-help-to-future-leaders-find-the-courage-to-succeed/</link>
    <dc:creator>unison</dc:creator><description><![CDATA[From Schon Beechler: We are drawn to the successful men and women in our field. We watch them. We ask them and others the secrets of their success. We analyze and emulate them in the hopes that we, too, can be as good (or better) than they are.  What we don’t usually get to see, however, are the failures that helped fuel the successful role models we so admire.]]></description>
<dc:subject>failure leadership</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:unison/b:3b0bf3a38ed1/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:unison/t:failure"/>
	<rdf:li rdf:resource="https://pinboard.in/u:unison/t:leadership"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.leadershipisdead.com/">
    <title>Leadership is dead: How influence is reviving it</title>
    <dc:date>2011-05-05T05:05:02+00:00</dc:date>
    <link>http://www.leadershipisdead.com/</link>
    <dc:creator>unison</dc:creator><description><![CDATA[By Jeremie Kubicek: Explains how to become truly influential by overcoming the desire for self-preservation, a tendency that sabotages many leaders today. It’s not that leadership itself is dead, it’s the way in which many choose to lead that is. It’s all about influence. The more you understand it, the better you’ll be able to utilize it and maximize it for success. That’s what this book is about. Teaching you how to expand your influence, be significant and make a greater impact.]]></description>
<dc:subject>leadership leadership-styles self-awareness self-preservation</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:unison/b:8e9b018aca8b/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:unison/t:leadership"/>
	<rdf:li rdf:resource="https://pinboard.in/u:unison/t:leadership-styles"/>
	<rdf:li rdf:resource="https://pinboard.in/u:unison/t:self-awareness"/>
	<rdf:li rdf:resource="https://pinboard.in/u:unison/t:self-preservation"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.presentationzen.com/presentationzen/2011/03/the-role-of-participation-compassion-community-in-the-classroom-.html?utm_source=feedburner&amp;utm_medium=feed&amp;utm_campaign=Feed%3A+PresentationZen+%28Presentation+Zen%29">
    <title>The need for participation, compassion, &amp; community in the classroom (and lecture hall)</title>
    <dc:date>2011-03-23T21:01:41+00:00</dc:date>
    <link>http://www.presentationzen.com/presentationzen/2011/03/the-role-of-participation-compassion-community-in-the-classroom-.html?utm_source=feedburner&amp;utm_medium=feed&amp;utm_campaign=Feed%3A+PresentationZen+%28Presentation+Zen%29</link>
    <dc:creator>unison</dc:creator><description><![CDATA[From Garr Reynolds at Presentation Zen: Good teachers are like sculptors. They subtract to reveal what is already there. Bruce Lee once said: "It's not the daily increase but daily decrease. Hack away at the unessential." This is one of the secrets to mastery, yet much of our work lives or school lives are spent on the unessential. Good teachers and good presenters — indeed, good leaders in general — work hard themselves to "hack away at the unessential" to create environments which foster natural engagement, encourage participation and exploration, and in the end lead to simplicity, clarity, and meaning.]]></description>
<dc:subject>leadership leadership-styles mentoring compassion simplicity presentations</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:unison/b:9b7db3b9bfd2/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:unison/t:leadership"/>
	<rdf:li rdf:resource="https://pinboard.in/u:unison/t:leadership-styles"/>
	<rdf:li rdf:resource="https://pinboard.in/u:unison/t:mentoring"/>
	<rdf:li rdf:resource="https://pinboard.in/u:unison/t:compassion"/>
	<rdf:li rdf:resource="https://pinboard.in/u:unison/t:simplicity"/>
	<rdf:li rdf:resource="https://pinboard.in/u:unison/t:presentations"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.leadingwithlift.com/blog/2010/12/20/strategic-innovation-part-i/">
    <title>Strategic innovation: A toolkit for leadership team conversations</title>
    <dc:date>2011-01-05T19:32:44+00:00</dc:date>
    <link>http://www.leadingwithlift.com/blog/2010/12/20/strategic-innovation-part-i/</link>
    <dc:creator>unison</dc:creator><description><![CDATA[The degree to which people explore, energize, and produce innovative outcomes in their conversations depends much on whether they adopt the role of reader or author.]]></description>
<dc:subject>innovation leadership teams-high-impact</dc:subject>
<dc:identifier>https://pinboard.in/u:unison/b:e40e06c1565a/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:unison/t:innovation"/>
	<rdf:li rdf:resource="https://pinboard.in/u:unison/t:leadership"/>
	<rdf:li rdf:resource="https://pinboard.in/u:unison/t:teams-high-impact"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://blogs.hbr.org/kanter/2011/01/five-lessons-from-2010-worth-r.html">
    <title>Five lessons from 2010 worth repeating, without repeating 2010</title>
    <dc:date>2011-01-05T19:26:17+00:00</dc:date>
    <link>http://blogs.hbr.org/kanter/2011/01/five-lessons-from-2010-worth-r.html</link>
    <dc:creator>unison</dc:creator><description><![CDATA[From Rosabeth Moss Kanter: Apple, Facebook, Twitter, IBM, PepsiCo, P&G, Stonyfield Farm, entrepreneurs, philanthropists, and former British politicians provided me with occasions for pointing to business strategy and leadership lessons, good and bad, that shouldn't be forgotten. Here are my top five lessons from last year's blogs that can be carried confidently into the new year.]]></description>
<dc:subject>trends leadership strategy</dc:subject>
<dc:identifier>https://pinboard.in/u:unison/b:042be6e441b5/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:unison/t:trends"/>
	<rdf:li rdf:resource="https://pinboard.in/u:unison/t:leadership"/>
	<rdf:li rdf:resource="https://pinboard.in/u:unison/t:strategy"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.strategy-business.com/article/00048?gko=80774">
    <title>What Washington needs to learn about teams</title>
    <dc:date>2010-12-03T14:11:19+00:00</dc:date>
    <link>http://www.strategy-business.com/article/00048?gko=80774</link>
    <dc:creator>unison</dc:creator><description><![CDATA[From Jon Katzenbach at strategy+business: Both big business and big government should shift their management cultures from compromise to integration.
]]></description>
<dc:subject>teams teams-high-impact leadership org-culture org-development</dc:subject>
<dc:identifier>https://pinboard.in/u:unison/b:8c38728af191/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:unison/t:teams"/>
	<rdf:li rdf:resource="https://pinboard.in/u:unison/t:teams-high-impact"/>
	<rdf:li rdf:resource="https://pinboard.in/u:unison/t:leadership"/>
	<rdf:li rdf:resource="https://pinboard.in/u:unison/t:org-culture"/>
	<rdf:li rdf:resource="https://pinboard.in/u:unison/t:org-development"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.aliainstitute.org/little-book-of-practice/?utm_source=ALIA+Mailing+List&amp;utm_campaign=d46a4d66ab-Holiday+Little+Book+Offering&amp;utm_medium=email">
    <title>Little Book of Practice for Authentic Leadership in Action</title>
    <dc:date>2010-12-03T13:55:38+00:00</dc:date>
    <link>http://www.aliainstitute.org/little-book-of-practice/?utm_source=ALIA+Mailing+List&amp;utm_campaign=d46a4d66ab-Holiday+Little+Book+Offering&amp;utm_medium=email</link>
    <dc:creator>unison</dc:creator><description><![CDATA[From ALIA Institute: chronicles the principles, people, and practices that have come together to create ALIA’s unique and powerful approach to actualizing authentic leadership and transformational change.
]]></description>
<dc:subject>leadership-development leadership authentic-leadership authenticity</dc:subject>
<dc:identifier>https://pinboard.in/u:unison/b:ec676001c606/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:unison/t:leadership-development"/>
	<rdf:li rdf:resource="https://pinboard.in/u:unison/t:leadership"/>
	<rdf:li rdf:resource="https://pinboard.in/u:unison/t:authentic-leadership"/>
	<rdf:li rdf:resource="https://pinboard.in/u:unison/t:authenticity"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://hbr.org/2010/05/managing-yourself-bringing-out-the-best-in-your-people/ar/1">
    <title>Managing yourself: Bringing out the best in your people</title>
    <dc:date>2010-09-08T21:47:44+00:00</dc:date>
    <link>http://hbr.org/2010/05/managing-yourself-bringing-out-the-best-in-your-people/ar/1</link>
    <dc:creator>unison</dc:creator><description><![CDATA[From Liz Wiseman and Greg McKeown in Harvard Business Review: Some leaders drain all the intelligence and capability out of their teams. Because they need to be the smartest, most capable person in the room, these managers often shut down the smarts of others, ultimately stifling the flow of ideas. You know these people, because you’ve worked for and with them.
]]></description>
<dc:subject>leadership command-and-control creativity</dc:subject>
<dc:identifier>https://pinboard.in/u:unison/b:10e28685df75/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:unison/t:leadership"/>
	<rdf:li rdf:resource="https://pinboard.in/u:unison/t:command-and-control"/>
	<rdf:li rdf:resource="https://pinboard.in/u:unison/t:creativity"/>
</rdf:Bag></taxo:topics>
</item>
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