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	<title>Slow Leadership &#187; Featured post</title>
	<atom:link href="http://www.slowleadership.org/blog/category/featured-post/feed/" rel="self" type="application/rss+xml" />
	<link>http://www.slowleadership.org/blog</link>
	<description>Articles on returning humanity to working life.</description>
	<pubDate>Fri, 05 Sep 2008 17:06:24 +0000</pubDate>
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	<language>en</language>
			<item>
		<title>I Think, Therefore I Am . . . or Maybe Not</title>
		<link>http://www.slowleadership.org/blog/2008/09/i-think-therefore-i-am-or-maybe-not/</link>
		<comments>http://www.slowleadership.org/blog/2008/09/i-think-therefore-i-am-or-maybe-not/#comments</comments>
		<pubDate>Fri, 05 Sep 2008 12:38:25 +0000</pubDate>
		<dc:creator>Peter Vajda</dc:creator>
		
		<category><![CDATA[Authenticity]]></category>

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

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

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

		<guid isPermaLink="false">http://www.slowleadership.org/blog/?p=1164</guid>
		<description><![CDATA[Peter Vajda takes you on a journey inside your own head in search of the sources of the mental programming that controls what you say and do. On what basis are you who and what you think you are? Is it even true? Who is really pulling your strings? Find out in this article.]]></description>
		<wfw:commentRss>http://www.slowleadership.org/blog/2008/09/i-think-therefore-i-am-or-maybe-not/feed/</wfw:commentRss>
		</item>
		<item>
		<title>Time to Start Working on Trust</title>
		<link>http://www.slowleadership.org/blog/2008/09/time-to-start-working-on-trust/</link>
		<comments>http://www.slowleadership.org/blog/2008/09/time-to-start-working-on-trust/#comments</comments>
		<pubDate>Thu, 04 Sep 2008 12:41:43 +0000</pubDate>
		<dc:creator>Carmine Coyote</dc:creator>
		
		<category><![CDATA[Featured post]]></category>

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

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

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

		<guid isPermaLink="false">http://www.slowleadership.org/blog/?p=1202</guid>
		<description><![CDATA[Many leaders don't trust those who work for them to do what they're paid to do and do it properly. The continual primacy of command-and-control methods of leadership in the real world proves this. Yet the downsides of a workplace where trust is non-existent far outweigh any benefits from 'being on top of things'. Leaders need to learn how to trust more. If they don't (or won't) they're making themselves even more vulnerable than their subordinates.]]></description>
		<wfw:commentRss>http://www.slowleadership.org/blog/2008/09/time-to-start-working-on-trust/feed/</wfw:commentRss>
		</item>
		<item>
		<title>Cutting Coffee Corners</title>
		<link>http://www.slowleadership.org/blog/2008/09/cutting-coffee-corners/</link>
		<comments>http://www.slowleadership.org/blog/2008/09/cutting-coffee-corners/#comments</comments>
		<pubDate>Wed, 03 Sep 2008 12:40:12 +0000</pubDate>
		<dc:creator>Katherine Lockett</dc:creator>
		
		<category><![CDATA[Balance]]></category>

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

		<category><![CDATA[Enjoying work]]></category>

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

		<guid isPermaLink="false">http://www.slowleadership.org/blog/?p=1140</guid>
		<description><![CDATA[Kath Lockett muses on the lure of a cup of good coffee, and the way some bosses view the time it takes to purchase some of the good stuff as an unwarranted intrusion on the drones' working days.]]></description>
		<wfw:commentRss>http://www.slowleadership.org/blog/2008/09/cutting-coffee-corners/feed/</wfw:commentRss>
		</item>
		<item>
		<title>What Leaders Can Learn from Madonna</title>
		<link>http://www.slowleadership.org/blog/2008/09/what-leaders-can-learn-from-madonna/</link>
		<comments>http://www.slowleadership.org/blog/2008/09/what-leaders-can-learn-from-madonna/#comments</comments>
		<pubDate>Tue, 02 Sep 2008 12:16:05 +0000</pubDate>
		<dc:creator>Nina Simosko</dc:creator>
		
		<category><![CDATA[Featured post]]></category>

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

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

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

		<guid isPermaLink="false">http://www.slowleadership.org/blog/?p=1149</guid>
		<description><![CDATA[We all reach points in our lives where we hit a wall of sorts. It is at these critical junctures that we must think, innovate and overcome. “Don’t let naysayers dictate your outlook,” writes Nina Simosko. “Reinvent and recast yourself.” By having a solid team and sticking with them through thick and thin, success is yours to lose. How have you used innovation, reinvention and a trusty team to overcome obstacles?]]></description>
		<wfw:commentRss>http://www.slowleadership.org/blog/2008/09/what-leaders-can-learn-from-madonna/feed/</wfw:commentRss>
		</item>
		<item>
		<title>Two Styles of Leadership and Their Consequences</title>
		<link>http://www.slowleadership.org/blog/2008/09/two-styles-of-leadership-and-their-consequences/</link>
		<comments>http://www.slowleadership.org/blog/2008/09/two-styles-of-leadership-and-their-consequences/#comments</comments>
		<pubDate>Mon, 01 Sep 2008 12:49:39 +0000</pubDate>
		<dc:creator>Carmine Coyote</dc:creator>
		
		<category><![CDATA[Featured post]]></category>

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

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

		<category><![CDATA[Slowing down]]></category>

		<guid isPermaLink="false">http://www.slowleadership.org/blog/?p=1134</guid>
		<description><![CDATA[A 'pictures-only' post pointing up the differences between Slow Leadership and macho management — and the consequences of following each as a way of managing yourself and others.]]></description>
		<wfw:commentRss>http://www.slowleadership.org/blog/2008/09/two-styles-of-leadership-and-their-consequences/feed/</wfw:commentRss>
		</item>
		<item>
		<title>Ego, Work and Relationships</title>
		<link>http://www.slowleadership.org/blog/2008/08/ego-work-and-relationships/</link>
		<comments>http://www.slowleadership.org/blog/2008/08/ego-work-and-relationships/#comments</comments>
		<pubDate>Fri, 29 Aug 2008 12:07:32 +0000</pubDate>
		<dc:creator>Peter Vajda</dc:creator>
		
		<category><![CDATA[Authenticity]]></category>

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

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

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

		<guid isPermaLink="false">http://www.slowleadership.org/blog/?p=1090</guid>
		<description><![CDATA[Peter Vajda notes that there seems to be an ever-increasing number of people who use their social skills to create workplace relationships purely to climb the rank-related workplace ladder. They possess all the aplomb and niceties that go along with creating and maintaining relationships, but use them almost solely in the workplace. Only later do they discover they don't know who they are and recognize what they have lost. But it's never too late.]]></description>
		<wfw:commentRss>http://www.slowleadership.org/blog/2008/08/ego-work-and-relationships/feed/</wfw:commentRss>
		</item>
		<item>
		<title>Bullying Bosses and Macho Cultures</title>
		<link>http://www.slowleadership.org/blog/2008/08/bullying-bosses-and-macho-cultures/</link>
		<comments>http://www.slowleadership.org/blog/2008/08/bullying-bosses-and-macho-cultures/#comments</comments>
		<pubDate>Thu, 28 Aug 2008 12:35:10 +0000</pubDate>
		<dc:creator>Carmine Coyote</dc:creator>
		
		<category><![CDATA[Business Ethics]]></category>

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

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

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

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

		<guid isPermaLink="false">http://www.slowleadership.org/blog/?p=1117</guid>
		<description><![CDATA['Management by Making the Numbers' — today's fashionable choice amongst the macho and the greedy — produces a debased kind of leadership. We can only keep a working environment worthy of a civilized nation by valuing some things more highly than making the numbers. That means accepting 'the numbers' won't be achieved — should not be achieved — if the price paid is the loss of honesty, dignity, integrity and humanity as guiding principles of corporate life.]]></description>
		<wfw:commentRss>http://www.slowleadership.org/blog/2008/08/bullying-bosses-and-macho-cultures/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>
		</item>
		<item>
		<title>How To Give Up Suffering The Workplace Blues</title>
		<link>http://www.slowleadership.org/blog/2008/08/how-to-give-up-suffering-the-workplace-blues/</link>
		<comments>http://www.slowleadership.org/blog/2008/08/how-to-give-up-suffering-the-workplace-blues/#comments</comments>
		<pubDate>Tue, 26 Aug 2008 12:53:21 +0000</pubDate>
		<dc:creator>Carmine Coyote</dc:creator>
		
		<category><![CDATA[Featured post]]></category>

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

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

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

		<guid isPermaLink="false">http://www.slowleadership.org/blog/?p=1105</guid>
		<description><![CDATA[If, like many people, you focus mostly on what you haven't got, what you haven't done, and how your life doesn't match your hopes and dreams, those negatives can easily come to dominate your thinking.  Not only will this depress you, it will block your way towards all the things you do want to achieve. Don’t waste energy looking for gaps and deficiencies. Sure, you have some. Everyone does. Try using that energy to celebrate and build on what you do well. It’ll give you a far better payback.]]></description>
		<wfw:commentRss>http://www.slowleadership.org/blog/2008/08/how-to-give-up-suffering-the-workplace-blues/feed/</wfw:commentRss>
		</item>
		<item>
		<title>Coyote and The Big Idea</title>
		<link>http://www.slowleadership.org/blog/2008/08/coyote-and-the-big-idea/</link>
		<comments>http://www.slowleadership.org/blog/2008/08/coyote-and-the-big-idea/#comments</comments>
		<pubDate>Thu, 21 Aug 2008 12:28:13 +0000</pubDate>
		<dc:creator>Carmine Coyote</dc:creator>
		
		<category><![CDATA[Featured post]]></category>

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

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

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

		<guid isPermaLink="false">http://www.slowleadership.org/blog/?p=982</guid>
		<description><![CDATA[In another podcast, Coyote deals with an unfortunate outbreak of BS that threatens the smooth running of his part of the world. When Badger gets confused and Owl suffers from toxic contamination, it takes someone like Coyote to sort it all out — and have some fun at the same time.]]></description>
		<wfw:commentRss>http://www.slowleadership.org/blog/2008/08/coyote-and-the-big-idea/feed/</wfw:commentRss>
		</item>
		<item>
		<title>How to Renew Yourself as a Leader (Part 1)</title>
		<link>http://www.slowleadership.org/blog/2008/08/how-to-renew-yourself-as-a-leader-part-1/</link>
		<comments>http://www.slowleadership.org/blog/2008/08/how-to-renew-yourself-as-a-leader-part-1/#comments</comments>
		<pubDate>Mon, 18 Aug 2008 12:22:26 +0000</pubDate>
		<dc:creator>Carmine Coyote</dc:creator>
		
		<category><![CDATA[Featured post]]></category>

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

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

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

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

		<guid isPermaLink="false">http://www.slowleadership.org/blog/?p=945</guid>
		<description><![CDATA[There are times when it's extremely tempting to believe that the world is composed of two kinds of leaders: stiff-necked, puritanical and rigid conservatives; and free-flowing, wishy-washy, politically-correct liberals. Tempting, but wrong. The best approach to leadership combines elements from both right and left — and it has been around since at least 1805.]]></description>
		<wfw:commentRss>http://www.slowleadership.org/blog/2008/08/how-to-renew-yourself-as-a-leader-part-1/feed/</wfw:commentRss>
		</item>
		<item>
		<title>Myths, Motivation and Pseudo-Psychology</title>
		<link>http://www.slowleadership.org/blog/2008/08/myths-motivation-and-pseudo-psychology/</link>
		<comments>http://www.slowleadership.org/blog/2008/08/myths-motivation-and-pseudo-psychology/#comments</comments>
		<pubDate>Thu, 14 Aug 2008 12:38:49 +0000</pubDate>
		<dc:creator>Carmine Coyote</dc:creator>
		
		<category><![CDATA[Featured post]]></category>

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

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

		<guid isPermaLink="false">http://www.slowleadership.org/blog/?p=887</guid>
		<description><![CDATA[There is a dangerous belief that you, the observer, may know better than the person does him or herself why they do what they do, much of it based on popular myth and pseudo-psychology. It claims to 'explain' the links between what may be observed and the supposed underlying or unconscious motivations behind those actions. As a result, people act on presumed knowledge of others' intentions and motivations without seeing the need to slow down and inquire into what facts might be proven first. As a result, many a relationship is ruined that might readily have been rescued, and stereotypes replace thought and understanding as the basis of dealing with those around us.]]></description>
		<wfw:commentRss>http://www.slowleadership.org/blog/2008/08/myths-motivation-and-pseudo-psychology/feed/</wfw:commentRss>
		</item>
		<item>
		<title>How to be Bored and Constructive  — Simultaneously</title>
		<link>http://www.slowleadership.org/blog/2008/08/how-to-be-bored-and-constructive-%e2%80%94-simultaneously/</link>
		<comments>http://www.slowleadership.org/blog/2008/08/how-to-be-bored-and-constructive-%e2%80%94-simultaneously/#comments</comments>
		<pubDate>Tue, 12 Aug 2008 12:30:31 +0000</pubDate>
		<dc:creator>Carmine Coyote</dc:creator>
		
		<category><![CDATA[Featured post]]></category>

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

		<guid isPermaLink="false">http://www.slowleadership.org/blog/?p=878</guid>
		<description><![CDATA[One of our society's besetting sins is filling every waking moment with activity. Yet research shows that being bored is often useful — even essential for provoking you into more innovative and creative ways of thinking. Research is suggesting a very different value for those times when our brains are apparently idling. Falling into a quasi-trance allows the brain to recast the outside world in ways that can be both productive and creative, at least as often as they're disruptive. Carmine Coyote suggests at least four constructive ways to use that time when boredom sets in for useful purposes.]]></description>
		<wfw:commentRss>http://www.slowleadership.org/blog/2008/08/how-to-be-bored-and-constructive-%e2%80%94-simultaneously/feed/</wfw:commentRss>
		</item>
		<item>
		<title>Coyote&#8217;s Workplace Tales</title>
		<link>http://www.slowleadership.org/blog/2008/08/coyotes-workplace-tales/</link>
		<comments>http://www.slowleadership.org/blog/2008/08/coyotes-workplace-tales/#comments</comments>
		<pubDate>Thu, 07 Aug 2008 12:55:12 +0000</pubDate>
		<dc:creator>Carmine Coyote</dc:creator>
		
		<category><![CDATA[Featured post]]></category>

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

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

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

		<guid isPermaLink="false">http://www.slowleadership.org/blog/?p=816</guid>
		<description><![CDATA[In the first of our Coyote Tales, Coyote explains how to avoid overwork and exhaustion, while still getting things done — and why time management is rarely, if ever, the answer. [Podcast]]]></description>
		<wfw:commentRss>http://www.slowleadership.org/blog/2008/08/coyotes-workplace-tales/feed/</wfw:commentRss>
		</item>
		<item>
		<title>Five Questions That Can Save You From Messing Up</title>
		<link>http://www.slowleadership.org/blog/2008/08/five-questions-that-can-save-you-from-messing-up/</link>
		<comments>http://www.slowleadership.org/blog/2008/08/five-questions-that-can-save-you-from-messing-up/#comments</comments>
		<pubDate>Tue, 05 Aug 2008 12:33:04 +0000</pubDate>
		<dc:creator>Carmine Coyote</dc:creator>
		
		<category><![CDATA[Featured post]]></category>

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

		<category><![CDATA[Slowing down]]></category>

		<guid isPermaLink="false">http://www.slowleadership.org/blog/?p=809</guid>
		<description><![CDATA[Many of our problems we bring on ourselves, usually by failing to think carefully at some critical point. We go so fast that we don't see the looming pothole until we hit it. We dig the hole before falling into it. Success generally hinges on avoiding such unforced errors. Next time, before jumping in to anything, slow down and ask yourself these five questions. They'll save your credibility — and your ass — nearly every time. ]]></description>
		<wfw:commentRss>http://www.slowleadership.org/blog/2008/08/five-questions-that-can-save-you-from-messing-up/feed/</wfw:commentRss>
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