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	<title>Slow Leadership &#187; Better Management</title>
	<atom:link href="http://www.slowleadership.org/blog/category/better-management/feed/" rel="self" type="application/rss+xml" />
	<link>http://www.slowleadership.org/blog</link>
	<description>Articles on returning humanity to working life.</description>
	<pubDate>Thu, 20 Nov 2008 12:09:36 +0000</pubDate>
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	<language>en</language>
			<item>
		<title>Some Important Lessons in Loyalty</title>
		<link>http://www.slowleadership.org/blog/2008/11/some-important-lessons-in-loyalty/</link>
		<comments>http://www.slowleadership.org/blog/2008/11/some-important-lessons-in-loyalty/#comments</comments>
		<pubDate>Tue, 18 Nov 2008 12:53:50 +0000</pubDate>
		<dc:creator>Nina Simosko</dc:creator>
		
		<category><![CDATA[Better Management]]></category>

		<category><![CDATA[Featured post]]></category>

		<category><![CDATA[Career]]></category>

		<category><![CDATA[Leadership]]></category>

		<category><![CDATA[Seeing clearly]]></category>

		<guid isPermaLink="false">http://www.slowleadership.org/blog/?p=1789</guid>
		<description><![CDATA[Nina Simosko looks at loyalty and how leadership effectiveness either creates or destroys this fragile and essential part of corporate success. Inspiring loyalty isn’t difficult, she writes, though it does require awareness and commitment.]]></description>
		<wfw:commentRss>http://www.slowleadership.org/blog/2008/11/some-important-lessons-in-loyalty/feed/</wfw:commentRss>
		</item>
		<item>
		<title>The Crucial Importance of Benign Neglect</title>
		<link>http://www.slowleadership.org/blog/2008/11/the-crucial-importance-of-benign-neglect/</link>
		<comments>http://www.slowleadership.org/blog/2008/11/the-crucial-importance-of-benign-neglect/#comments</comments>
		<pubDate>Wed, 12 Nov 2008 12:09:14 +0000</pubDate>
		<dc:creator>Carmine Coyote</dc:creator>
		
		<category><![CDATA[Better Management]]></category>

		<category><![CDATA[Featured post]]></category>

		<category><![CDATA[Leadership]]></category>

		<category><![CDATA[Success]]></category>

		<category><![CDATA[Trust]]></category>

		<guid isPermaLink="false">http://www.slowleadership.org/blog/?p=1743</guid>
		<description><![CDATA[Carmine Coyote argues that one of the best ways to help people find success is to neglect them a little and let them get on their jobs without constantly micro-managing. If they’re busy, you don’t need to be.  You could call this ‘benign neglect’.]]></description>
		<wfw:commentRss>http://www.slowleadership.org/blog/2008/11/the-crucial-importance-of-benign-neglect/feed/</wfw:commentRss>
		</item>
		<item>
		<title>Choosing Integrity Over Manipulation</title>
		<link>http://www.slowleadership.org/blog/2008/11/choosing-integrity-over-manipulation/</link>
		<comments>http://www.slowleadership.org/blog/2008/11/choosing-integrity-over-manipulation/#comments</comments>
		<pubDate>Thu, 06 Nov 2008 12:52:29 +0000</pubDate>
		<dc:creator>Carmine Coyote</dc:creator>
		
		<category><![CDATA[Better Management]]></category>

		<category><![CDATA[Featured post]]></category>

		<category><![CDATA[Authenticity]]></category>

		<category><![CDATA[Business Ethics]]></category>

		<category><![CDATA[Management]]></category>

		<category><![CDATA[Trust]]></category>

		<guid isPermaLink="false">http://www.slowleadership.org/blog/?p=1688</guid>
		<description><![CDATA[Doing things from the wrong motives generally renders them useless. People judge motives as well as actions. If they suspect a hidden agenda, they’re immediately on their guard. You will not be trusted if people suspect your words or actions stem from the wish to pull the wool over their eyes. Integrity produces meaning we can believe in. Manipulation destroys it.]]></description>
		<wfw:commentRss>http://www.slowleadership.org/blog/2008/11/choosing-integrity-over-manipulation/feed/</wfw:commentRss>
		</item>
		<item>
		<title>Another Irrational Myth of Management?</title>
		<link>http://www.slowleadership.org/blog/2008/11/another-irrational-myth-of-management/</link>
		<comments>http://www.slowleadership.org/blog/2008/11/another-irrational-myth-of-management/#comments</comments>
		<pubDate>Wed, 05 Nov 2008 12:38:44 +0000</pubDate>
		<dc:creator>John Fletcher</dc:creator>
		
		<category><![CDATA[Better Management]]></category>

		<category><![CDATA[Featured post]]></category>

		<category><![CDATA[Business]]></category>

		<category><![CDATA[Corporate culture]]></category>

		<category><![CDATA[Management]]></category>

		<category><![CDATA[Organization]]></category>

		<guid isPermaLink="false">http://www.slowleadership.org/blog/?p=1709</guid>
		<description><![CDATA[John Fletcher wonders why hierarchy is in such disfavor. For an idea that seems so natural, and has been independently discovered so often, it’s surprising how quickly it’s dismissed by management gurus. Is that another case of a fashionable management mythology that flies in the face of actual experience?]]></description>
		<wfw:commentRss>http://www.slowleadership.org/blog/2008/11/another-irrational-myth-of-management/feed/</wfw:commentRss>
		</item>
		<item>
		<title>Five Tips for When the Going Gets Tough</title>
		<link>http://www.slowleadership.org/blog/2008/10/five-tips-for-when-the-going-gets-tough/</link>
		<comments>http://www.slowleadership.org/blog/2008/10/five-tips-for-when-the-going-gets-tough/#comments</comments>
		<pubDate>Tue, 28 Oct 2008 14:41:00 +0000</pubDate>
		<dc:creator>Nina Simosko</dc:creator>
		
		<category><![CDATA[Better Management]]></category>

		<category><![CDATA[Featured post]]></category>

		<category><![CDATA[Guest post]]></category>

		<category><![CDATA[Leadership]]></category>

		<category><![CDATA[Success]]></category>

		<guid isPermaLink="false">http://www.slowleadership.org/blog/?p=1624</guid>
		<description><![CDATA[Nina Simosko point out that there is no one, single, perfect way to get a difficult job done—quite the contrary. Eliciting the best performance possible demands an environment that rewards innovation and cooperation as a means to results. ]]></description>
		<wfw:commentRss>http://www.slowleadership.org/blog/2008/10/five-tips-for-when-the-going-gets-tough/feed/</wfw:commentRss>
		</item>
		<item>
		<title>We Did This Ourselves</title>
		<link>http://www.slowleadership.org/blog/2008/10/we-did-this-ourselves/</link>
		<comments>http://www.slowleadership.org/blog/2008/10/we-did-this-ourselves/#comments</comments>
		<pubDate>Wed, 22 Oct 2008 12:02:17 +0000</pubDate>
		<dc:creator>Nina Simosko</dc:creator>
		
		<category><![CDATA[Better Management]]></category>

		<category><![CDATA[Leadership]]></category>

		<category><![CDATA[Management]]></category>

		<category><![CDATA[Self-preservation]]></category>

		<category><![CDATA[Stress]]></category>

		<category><![CDATA[Success]]></category>

		<guid isPermaLink="false">http://www.slowleadership.org/blog/?p=1555</guid>
		<description><![CDATA[The personal power of leaders only extends so far. But as the Chinese philosopher, Lao Tzu reminds us, great leaders empower their people. Remember this in the the crises of today. Those who nurture their team’s abilities to cope with stress and negativity will be rewarded with people with enhanced confidence who can deliver stronger performance and success.]]></description>
		<wfw:commentRss>http://www.slowleadership.org/blog/2008/10/we-did-this-ourselves/feed/</wfw:commentRss>
		</item>
		<item>
		<title>I’ll Have the Gain. Please Hold the Pain</title>
		<link>http://www.slowleadership.org/blog/2008/10/i%e2%80%99ll-have-the-gain-please-hold-the-pain/</link>
		<comments>http://www.slowleadership.org/blog/2008/10/i%e2%80%99ll-have-the-gain-please-hold-the-pain/#comments</comments>
		<pubDate>Tue, 14 Oct 2008 12:14:11 +0000</pubDate>
		<dc:creator>Nina Simosko</dc:creator>
		
		<category><![CDATA[Better Management]]></category>

		<category><![CDATA[Featured post]]></category>

		<category><![CDATA[Leadership]]></category>

		<category><![CDATA[Seeing clearly]]></category>

		<category><![CDATA[Stress]]></category>

		<guid isPermaLink="false">http://www.slowleadership.org/blog/?p=1495</guid>
		<description><![CDATA[Nina Simosko says we can all use these turbulent times to determine acceptable risk tolerance for ourselves and our organizations. Performance under pressure is a true leadership prerequisite. Anyone who cannot cope with tough times has no claim to being a leader at all.]]></description>
		<wfw:commentRss>http://www.slowleadership.org/blog/2008/10/i%e2%80%99ll-have-the-gain-please-hold-the-pain/feed/</wfw:commentRss>
		</item>
		<item>
		<title>Time to Get Off the Bandwagon</title>
		<link>http://www.slowleadership.org/blog/2008/10/time-to-get-off-the-bandwagon/</link>
		<comments>http://www.slowleadership.org/blog/2008/10/time-to-get-off-the-bandwagon/#comments</comments>
		<pubDate>Thu, 09 Oct 2008 12:58:24 +0000</pubDate>
		<dc:creator>Carmine Coyote</dc:creator>
		
		<category><![CDATA[Better Management]]></category>

		<category><![CDATA[Featured post]]></category>

		<category><![CDATA[Management myths]]></category>

		<category><![CDATA[Seeing clearly]]></category>

		<category><![CDATA[Success]]></category>

		<guid isPermaLink="false">http://www.slowleadership.org/blog/?p=1432</guid>
		<description><![CDATA[The last few decades have seen endless parade of new management fads and panaceas. The evidence seems to be that none of them actually make things better, even though they may give the business that use them a higher publicity profile. I suspect that's because they are either applied mechanistically, used as a substitute for thought, or given only lip-service by employees already wearied from past exposure to management faddism. ]]></description>
		<wfw:commentRss>http://www.slowleadership.org/blog/2008/10/time-to-get-off-the-bandwagon/feed/</wfw:commentRss>
		</item>
		<item>
		<title>What makes a pearl?</title>
		<link>http://www.slowleadership.org/blog/2008/09/what-makes-a-pearl/</link>
		<comments>http://www.slowleadership.org/blog/2008/09/what-makes-a-pearl/#comments</comments>
		<pubDate>Wed, 24 Sep 2008 12:16:55 +0000</pubDate>
		<dc:creator>Martin Hodges</dc:creator>
		
		<category><![CDATA[Better Management]]></category>

		<category><![CDATA[Featured post]]></category>

		<category><![CDATA[Attitudes]]></category>

		<category><![CDATA[Guest post]]></category>

		<category><![CDATA[Purpose]]></category>

		<guid isPermaLink="false">http://www.slowleadership.org/blog/?p=1348</guid>
		<description><![CDATA[In the workplace, writes new author Martin Hodges, raising your head above the parapet in the interest of your team, or the corporation as a whole, takes nerve. People in power don’t like to be questioned or put on the spot. But being ‘the grit in the oyster’ is still the only way to produce a pearl.]]></description>
		<wfw:commentRss>http://www.slowleadership.org/blog/2008/09/what-makes-a-pearl/feed/</wfw:commentRss>
		</item>
		<item>
		<title>A State of Denial</title>
		<link>http://www.slowleadership.org/blog/2008/09/a-state-of-denial/</link>
		<comments>http://www.slowleadership.org/blog/2008/09/a-state-of-denial/#comments</comments>
		<pubDate>Tue, 23 Sep 2008 12:20:26 +0000</pubDate>
		<dc:creator>Carmine Coyote</dc:creator>
		
		<category><![CDATA[Better Management]]></category>

		<category><![CDATA[Featured post]]></category>

		<category><![CDATA[Corporate culture]]></category>

		<category><![CDATA[Hamburger Management]]></category>

		<category><![CDATA[Management myths]]></category>

		<guid isPermaLink="false">http://www.slowleadership.org/blog/?p=1339</guid>
		<description><![CDATA[Like the Wall Street giants forced into bankruptcy or fire-sales, all too many bosses act on the basis that “everything will turnout alright . . . somehow” and so fail to take the necessary action to deal with looming problems in time. They refuse to face up to reality, preferring their personal fantasies and comfortable evasions to the harsh truth about themselves and their business models. The first and most essential step towards wisdom is acknowledging reality, however painful or embarrassing that may be.]]></description>
		<wfw:commentRss>http://www.slowleadership.org/blog/2008/09/a-state-of-denial/feed/</wfw:commentRss>
		</item>
		<item>
		<title>It Takes a Village</title>
		<link>http://www.slowleadership.org/blog/2008/09/it-takes-a-village/</link>
		<comments>http://www.slowleadership.org/blog/2008/09/it-takes-a-village/#comments</comments>
		<pubDate>Wed, 10 Sep 2008 12:58:08 +0000</pubDate>
		<dc:creator>Nina Simosko</dc:creator>
		
		<category><![CDATA[Better Management]]></category>

		<category><![CDATA[Featured post]]></category>

		<category><![CDATA[Attitudes]]></category>

		<category><![CDATA[Guest post]]></category>

		<category><![CDATA[Success]]></category>

		<guid isPermaLink="false">http://www.slowleadership.org/blog/?p=1247</guid>
		<description><![CDATA[Nina Simosko reminds us never to discount the value of seeking input from others. Career progression is often based on the impact of others. Without the input of other people in her 'village', she believes she wouldn't be where she is today. Leaders, no matter how good they may be, are always representatives of a larger group.]]></description>
		<wfw:commentRss>http://www.slowleadership.org/blog/2008/09/it-takes-a-village/feed/</wfw:commentRss>
		</item>
		<item>
		<title>Being Authentic (on a Small Scale)</title>
		<link>http://www.slowleadership.org/blog/2008/09/being-authentic-on-a-small-scale/</link>
		<comments>http://www.slowleadership.org/blog/2008/09/being-authentic-on-a-small-scale/#comments</comments>
		<pubDate>Mon, 08 Sep 2008 12:06:35 +0000</pubDate>
		<dc:creator>Carmine Coyote</dc:creator>
		
		<category><![CDATA[Authenticity]]></category>

		<category><![CDATA[Better Management]]></category>

		<category><![CDATA[Featured post]]></category>

		<category><![CDATA[Haiku]]></category>

		<category><![CDATA[Seeing clearly]]></category>

		<guid isPermaLink="false">http://www.slowleadership.org/blog/?p=1222</guid>
		<description><![CDATA[A Monday-morning haiku on the subject of being yourself.]]></description>
		<wfw:commentRss>http://www.slowleadership.org/blog/2008/09/being-authentic-on-a-small-scale/feed/</wfw:commentRss>
		</item>
		<item>
		<title>Better Structure Means Better Organizations</title>
		<link>http://www.slowleadership.org/blog/2008/08/better-structure-means-better-organizations/</link>
		<comments>http://www.slowleadership.org/blog/2008/08/better-structure-means-better-organizations/#comments</comments>
		<pubDate>Wed, 27 Aug 2008 12:21:53 +0000</pubDate>
		<dc:creator>John Fletcher</dc:creator>
		
		<category><![CDATA[Better Management]]></category>

		<category><![CDATA[Featured post]]></category>

		<category><![CDATA[Guest post]]></category>

		<category><![CDATA[Leadership]]></category>

		<guid isPermaLink="false">http://www.slowleadership.org/blog/?p=1083</guid>
		<description><![CDATA[One of the differences between a happy and an unhappy organization is how well its structures and processes match its objectives. John Fletcher calls this 'coherence' &#8212; a coherent organization is one which is organized and managed in a way that embraces its objectives, rather than just not getting in the way. Fitting the structure to the organization's purpose is essential to create a civilized workplace again.]]></description>
		<wfw:commentRss>http://www.slowleadership.org/blog/2008/08/better-structure-means-better-organizations/feed/</wfw:commentRss>
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		<title>How Do You Manage Your Time?</title>
		<link>http://www.slowleadership.org/blog/2008/08/how-do-you-manage-your-time/</link>
		<comments>http://www.slowleadership.org/blog/2008/08/how-do-you-manage-your-time/#comments</comments>
		<pubDate>Fri, 22 Aug 2008 02:23:32 +0000</pubDate>
		<dc:creator>Carmine Coyote</dc:creator>
		
		<category><![CDATA[Better Management]]></category>

		<category><![CDATA[Survey]]></category>

		<guid isPermaLink="false">http://www.slowleadership.org/blog/?p=991</guid>
		<description><![CDATA[We want to find an acceptable way to help us make sure that we&#8217;re truly tackling topics important to you, our valued readers, so we&#8217;re trialling a method for producing and presenting on-line surveys. If you have a moment, please complete our short survey into how people manage their time at work. It will take [...]]]></description>
		<wfw:commentRss>http://www.slowleadership.org/blog/2008/08/how-do-you-manage-your-time/feed/</wfw:commentRss>
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		<title>Whose Job Is It To Stop Bullies At Work?</title>
		<link>http://www.slowleadership.org/blog/2008/08/whose-job-is-it-to-stop-bullies-at-work/</link>
		<comments>http://www.slowleadership.org/blog/2008/08/whose-job-is-it-to-stop-bullies-at-work/#comments</comments>
		<pubDate>Wed, 20 Aug 2008 12:51:48 +0000</pubDate>
		<dc:creator>Helen Major</dc:creator>
		
		<category><![CDATA[Better Management]]></category>

		<category><![CDATA[Corporate culture]]></category>

		<category><![CDATA[Guest post]]></category>

		<category><![CDATA[Workplace bullying]]></category>

		<guid isPermaLink="false">http://www.slowleadership.org/blog/?p=965</guid>
		<description><![CDATA[Helen Major has some dispiriting news for anone trying to curb a bully: don't expect either the HR department or your union to be of much help. Current interventions do not produce positive outcomes, either for the individuals or the organizations. Good intentions abound, but they aren't enough. It will take leadership and commitment by the whole organization to do the job of stopping work place bullying. ]]></description>
		<wfw:commentRss>http://www.slowleadership.org/blog/2008/08/whose-job-is-it-to-stop-bullies-at-work/feed/</wfw:commentRss>
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