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	<title>Slow Leadership &#187; Leadership</title>
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	<link>http://www.slowleadership.org/blog</link>
	<description>Articles on returning humanity to working life.</description>
	<pubDate>Wed, 27 Aug 2008 12:21:53 +0000</pubDate>
	<generator>http://wordpress.org/?v=2.6</generator>
	<language>en</language>
			<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>An Interview with Carmine Coyote</title>
		<link>http://www.slowleadership.org/blog/2008/08/an-interview-with-carmine-coyote/</link>
		<comments>http://www.slowleadership.org/blog/2008/08/an-interview-with-carmine-coyote/#comments</comments>
		<pubDate>Wed, 06 Aug 2008 22:29:10 +0000</pubDate>
		<dc:creator>Carmine Coyote</dc:creator>
		
		<category><![CDATA[Authenticity]]></category>

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

		<guid isPermaLink="false">http://www.slowleadership.org/blog/?p=857</guid>
		<description><![CDATA[An interview with Carmine Coyote, founder of the Slow Leadership blog, covering the concept of Slow Leadership, the importance of making time to think, why you should always avoid multi-tasking, and why many of today's problems have a single cause — a pervasive lack of trust.]]></description>
		<wfw:commentRss>http://www.slowleadership.org/blog/2008/08/an-interview-with-carmine-coyote/feed/</wfw:commentRss>
		</item>
		<item>
		<title>What Every Leader Can Learn from — Britney Spears?</title>
		<link>http://www.slowleadership.org/blog/2008/08/what-every-leader-can-learn-from-%e2%80%94-britney-spears/</link>
		<comments>http://www.slowleadership.org/blog/2008/08/what-every-leader-can-learn-from-%e2%80%94-britney-spears/#comments</comments>
		<pubDate>Mon, 04 Aug 2008 12:26:17 +0000</pubDate>
		<dc:creator>Nina Simosko</dc:creator>
		
		<category><![CDATA[Leadership]]></category>

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

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

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

		<guid isPermaLink="false">http://www.slowleadership.org/blog/?p=803</guid>
		<description><![CDATA[We can learn important, real-life lessons from Britney Spears and her professional and personal downfall. What management techniques can be employed to manage a crisis such as Britney’s? How do you turn around a bad situation? Nina Simosko explains how crises can be handled more successfully by following what she calls the STOP approach — and why you need to over-communicate in a crisis.]]></description>
		<wfw:commentRss>http://www.slowleadership.org/blog/2008/08/what-every-leader-can-learn-from-%e2%80%94-britney-spears/feed/</wfw:commentRss>
		</item>
		<item>
		<title>How to deal with the unexpected</title>
		<link>http://www.slowleadership.org/blog/2008/07/how-to-deal-with-the-unexpected/</link>
		<comments>http://www.slowleadership.org/blog/2008/07/how-to-deal-with-the-unexpected/#comments</comments>
		<pubDate>Wed, 30 Jul 2008 13:03:06 +0000</pubDate>
		<dc:creator>John Fletcher</dc:creator>
		
		<category><![CDATA[Guest post]]></category>

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

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

		<guid isPermaLink="false">http://www.slowleadership.org/blog/?p=769</guid>
		<description><![CDATA[The Prussian general Von Moltke famously said that no plan survives contact with the enemy. There doesn't need to be a literal enemy for this to be true of other sectors also. The real challenge for an organization is how it deals with the unexpected, bearing in mind that the unexpected is the one thing that always happens.  These days, most organizations, with their cultures of central command and micro-management, don't deal with it very well. John Fletcher explains one reason why.]]></description>
		<wfw:commentRss>http://www.slowleadership.org/blog/2008/07/how-to-deal-with-the-unexpected/feed/</wfw:commentRss>
		</item>
		<item>
		<title>Nelson Mandela&#8217;s Eight Lessons in Leadership</title>
		<link>http://www.slowleadership.org/blog/2008/07/nelson-mandelas-eight-lessons-in-leadership/</link>
		<comments>http://www.slowleadership.org/blog/2008/07/nelson-mandelas-eight-lessons-in-leadership/#comments</comments>
		<pubDate>Mon, 28 Jul 2008 12:19:46 +0000</pubDate>
		<dc:creator>Nina Simosko</dc:creator>
		
		<category><![CDATA[Leadership]]></category>

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

		<guid isPermaLink="false">http://www.slowleadership.org/blog/?p=724</guid>
		<description><![CDATA[Each leader must chart her own course, but as we can see from Nelson Mandela's example, a determined focus on a clear outcome helps guide all decisions and tactics along the way. A recent interview with Nelson Mandela provides an open-minded and insightful view of leadership from someone who has both known great power and also been bereft of influence at different times in his 90 years. The interview provides eight leadership lessons we should all take to heart.]]></description>
		<wfw:commentRss>http://www.slowleadership.org/blog/2008/07/nelson-mandelas-eight-lessons-in-leadership/feed/</wfw:commentRss>
		</item>
		<item>
		<title>Ethics, Values and the Links Between Them</title>
		<link>http://www.slowleadership.org/blog/2008/06/ethics-values-and-the-links-between-them/</link>
		<comments>http://www.slowleadership.org/blog/2008/06/ethics-values-and-the-links-between-them/#comments</comments>
		<pubDate>Wed, 25 Jun 2008 12:30:09 +0000</pubDate>
		<dc:creator>Carmine Coyote</dc:creator>
		
		<category><![CDATA[Leadership]]></category>

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

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

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

		<guid isPermaLink="false">http://www.slowleadership.org/blog/?p=641</guid>
		<description><![CDATA[Do values count for anything, given the way marketers, spin doctors and leaders misunderstand and misuse them? Too many of today's self-proclaimed leaders have shown themselves to be authoritarian, deceitful, dishonest and manipulative, despite all their talk of values. Values are not there as tools to be used to lead people by the nose. They are who you are. Behavior is driven by values. Whenever you do something "because it's right" you're acting on your values. Ethics are values. That's why they matter.]]></description>
		<wfw:commentRss>http://www.slowleadership.org/blog/2008/06/ethics-values-and-the-links-between-them/feed/</wfw:commentRss>
		</item>
		<item>
		<title>Leaders who follow some heroic script miss what is really going on</title>
		<link>http://www.slowleadership.org/blog/2008/04/heroic-leaders-miss-what-is-going-on/</link>
		<comments>http://www.slowleadership.org/blog/2008/04/heroic-leaders-miss-what-is-going-on/#comments</comments>
		<pubDate>Thu, 17 Apr 2008 12:33:13 +0000</pubDate>
		<dc:creator>Carmine Coyote</dc:creator>
		
		<category><![CDATA[Leadership]]></category>

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

		<guid isPermaLink="false">http://www.slowleadership.org/blog/?p=525</guid>
		<description><![CDATA[We&#8217;re stuck with the myth of the leader as action hero. It&#8217;s time we put it aside in favor of a more thoughtful approach. Failure to do so will condemn us to repeat recent cycles of boom and bust.

Humankind has an innate need to make sense of events: to fit them into some known pattern [...]]]></description>
		<wfw:commentRss>http://www.slowleadership.org/blog/2008/04/heroic-leaders-miss-what-is-going-on/feed/</wfw:commentRss>
		</item>
		<item>
		<title>When managers cross the line</title>
		<link>http://www.slowleadership.org/blog/2008/03/when-managers-cross-the-line/</link>
		<comments>http://www.slowleadership.org/blog/2008/03/when-managers-cross-the-line/#comments</comments>
		<pubDate>Wed, 26 Mar 2008 13:36:48 +0000</pubDate>
		<dc:creator>Carmine Coyote</dc:creator>
		
		<category><![CDATA[Business Ethics]]></category>

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

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

		<guid isPermaLink="false">http://www.slowleadership.org/blog/?p=485</guid>
		<description><![CDATA[What happens when simple over-confidence leads to a nightmare of tension and lies?

There&#8217;s a reasonable belief that a healthy dose of self-esteem is necessary in a leader; that a person placed in charge of important activities needs to be courageous in facing problems and confident in his or her ability to overcome problems and obstacles. [...]]]></description>
		<wfw:commentRss>http://www.slowleadership.org/blog/2008/03/when-managers-cross-the-line/feed/</wfw:commentRss>
		</item>
		<item>
		<title>Plain talk about how to get others to do things</title>
		<link>http://www.slowleadership.org/blog/2008/03/plain-talk-about-motivation/</link>
		<comments>http://www.slowleadership.org/blog/2008/03/plain-talk-about-motivation/#comments</comments>
		<pubDate>Wed, 19 Mar 2008 13:12:54 +0000</pubDate>
		<dc:creator>Carmine Coyote</dc:creator>
		
		<category><![CDATA[Leadership]]></category>

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

		<guid isPermaLink="false">http://www.slowleadership.org/blog/?p=475</guid>
		<description><![CDATA[Let&#8217;s be clear. Motivation is nothing more than finding ways to get other people to do what you want; what, in many cases, they&#8217;re paid to do anyway. It isn&#8217;t mysterious. It&#8217;s not some obscure, magic art. People do what they feel they ought to do &#8212; just as long as they are clear about [...]]]></description>
		<wfw:commentRss>http://www.slowleadership.org/blog/2008/03/plain-talk-about-motivation/feed/</wfw:commentRss>
		</item>
		<item>
		<title>Irrational over-exuberance . . . of goal setting</title>
		<link>http://www.slowleadership.org/blog/2008/03/irrational-over-exuberance-of-goal-setting/</link>
		<comments>http://www.slowleadership.org/blog/2008/03/irrational-over-exuberance-of-goal-setting/#comments</comments>
		<pubDate>Thu, 13 Mar 2008 14:39:48 +0000</pubDate>
		<dc:creator>Carmine Coyote</dc:creator>
		
		<category><![CDATA[Leadership]]></category>

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

		<guid isPermaLink="false">http://www.slowleadership.org/blog/?p=464</guid>
		<description><![CDATA[Slowing down isn&#8217;t about giving things up. It&#8217;s making time first for the things in your life that matter most

Zen Habits has an excellent post on making time in your life for your personal needs and goals.
In our action-obsessed, &#8220;get it done&#8221; culture, it&#8217;s all too easy to become convinced that the more goals you [...]]]></description>
		<wfw:commentRss>http://www.slowleadership.org/blog/2008/03/irrational-over-exuberance-of-goal-setting/feed/</wfw:commentRss>
		</item>
		<item>
		<title>Do we have a neurotic attachment to growth?</title>
		<link>http://www.slowleadership.org/blog/2008/03/neurotic-attachment-to-growth/</link>
		<comments>http://www.slowleadership.org/blog/2008/03/neurotic-attachment-to-growth/#comments</comments>
		<pubDate>Thu, 06 Mar 2008 15:48:12 +0000</pubDate>
		<dc:creator>Carmine Coyote</dc:creator>
		
		<category><![CDATA[Leadership]]></category>

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

		<guid isPermaLink="false">http://www.slowleadership.org/blog/?p=454</guid>
		<description><![CDATA[Perhaps, by seeking endless youth, we&#8217;re missing the benefits of maturity

In the natural world, growth is never endless. Things begin, grow, mature, fade, and die. Why should we imagine that our human constructions like corporations and careers should be exempt from this  universal law?
Many people are attracted to the benefits of a more &#8220;natural&#8221; [...]]]></description>
		<wfw:commentRss>http://www.slowleadership.org/blog/2008/03/neurotic-attachment-to-growth/feed/</wfw:commentRss>
		</item>
		<item>
		<title>Beware of expansive (and expensive) egos (including your own)</title>
		<link>http://www.slowleadership.org/blog/2008/01/beware-of-expansive-and-expensive-egos-including-your-own/</link>
		<comments>http://www.slowleadership.org/blog/2008/01/beware-of-expansive-and-expensive-egos-including-your-own/#comments</comments>
		<pubDate>Wed, 30 Jan 2008 17:08:49 +0000</pubDate>
		<dc:creator>Carmine Coyote</dc:creator>
		
		<category><![CDATA[Featured post]]></category>

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

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

		<guid isPermaLink="false">http://www.slowleadership.org/blog/?p=387</guid>
		<description><![CDATA[
Why egotism is fatal to good leadership &#8212; and why it is so common today

&#8220;To have without possessing,
do without claiming,
lead without controlling;
this is mysterious power.&#8221;
Tao Te Ching, Lau Tzu (tr. Ursula K. Le Guin) 
Egotism causes blindness, selfishness, over-confidence, and arrogance. 
It inflates people into domineering monsters focused on petty personal victories. It wrecks relationships. [...]]]></description>
		<wfw:commentRss>http://www.slowleadership.org/blog/2008/01/beware-of-expansive-and-expensive-egos-including-your-own/feed/</wfw:commentRss>
		</item>
		<item>
		<title>Courage can build a leadership style to be proud of</title>
		<link>http://www.slowleadership.org/blog/2008/01/courage-can-build-a-leadership-style-to-be-proud-of/</link>
		<comments>http://www.slowleadership.org/blog/2008/01/courage-can-build-a-leadership-style-to-be-proud-of/#comments</comments>
		<pubDate>Thu, 24 Jan 2008 15:11:01 +0000</pubDate>
		<dc:creator>Carmine Coyote</dc:creator>
		
		<category><![CDATA[Better Management]]></category>

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

		<guid isPermaLink="false">http://www.slowleadership.org/blog/?p=379</guid>
		<description><![CDATA[When things get rough &#8212; as now &#8212; beware of cowards, mixed messages, and macho managers

Tough times sort out the true leaders from those who wear the clothes but have nothing beneath them. Leaders lead; mere administrators, whatever their job titles, panic. Worst of all, fair-weather bosses infected by Hamburger Management send people mixed messages. [...]]]></description>
		<wfw:commentRss>http://www.slowleadership.org/blog/2008/01/courage-can-build-a-leadership-style-to-be-proud-of/feed/</wfw:commentRss>
		</item>
		<item>
		<title>What every manager ought to know about communication</title>
		<link>http://www.slowleadership.org/blog/2008/01/what-every-manager-ought-to-know-about-communication/</link>
		<comments>http://www.slowleadership.org/blog/2008/01/what-every-manager-ought-to-know-about-communication/#comments</comments>
		<pubDate>Wed, 16 Jan 2008 16:00:18 +0000</pubDate>
		<dc:creator>Carmine Coyote</dc:creator>
		
		<category><![CDATA[Better Management]]></category>

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

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

		<guid isPermaLink="false">http://www.slowleadership.org/blog/?p=367</guid>
		<description><![CDATA[Opening your mind and closing your mouth will pay big dividends

There&#8217;s a common saying that human beings were given two ears (and two eyes), but only one mouth to show that they should listen (and look) at least twice as much as they speak. To be successful as a manager and leader that ratio is [...]]]></description>
		<wfw:commentRss>http://www.slowleadership.org/blog/2008/01/what-every-manager-ought-to-know-about-communication/feed/</wfw:commentRss>
		</item>
		<item>
		<title>Stop pushing the river</title>
		<link>http://www.slowleadership.org/blog/2008/01/stop-pushing-the-river/</link>
		<comments>http://www.slowleadership.org/blog/2008/01/stop-pushing-the-river/#comments</comments>
		<pubDate>Mon, 14 Jan 2008 15:58:52 +0000</pubDate>
		<dc:creator>Carmine Coyote</dc:creator>
		
		<category><![CDATA[Leadership]]></category>

		<category><![CDATA[Managing time]]></category>

		<guid isPermaLink="false">http://www.slowleadership.org/blog/?p=363</guid>
		<description><![CDATA[Impatience merely wears people out and induces yet more stress

Events in our lives and our businesses are much like rivers. They flow at their own pace, depending on the geography of the circumstances. Sometimes they sweep us along in a torrent and we feel close to drowning;  at other times, their progress is agonizingly [...]]]></description>
		<wfw:commentRss>http://www.slowleadership.org/blog/2008/01/stop-pushing-the-river/feed/</wfw:commentRss>
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