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	<title>Tom on Leadership</title>
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	<link>http://tomonleadership.com</link>
	<description>Modern Applications of Timeless Wisdom for Busy CEOs</description>
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	<itunes:summary>Weekly program interviewing CEOs and subject matter experts on topics of interest to CEOs, business owners and senior executives.</itunes:summary>
	<itunes:author>Tom Cox</itunes:author>
	<itunes:explicit>clean</itunes:explicit>
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		<itunes:name>Tom Cox</itunes:name>
		<itunes:email>jerrydefoe@gmail.com</itunes:email>
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	<managingEditor>jerrydefoe@gmail.com (Tom Cox)</managingEditor>
	<itunes:subtitle>Tom on Leadership Podcast</itunes:subtitle>
	<itunes:keywords>Leadership, Management, CEO, Newly Promoted, Promotion, Coaching, Team Building, Goals, Goal Setting, Organization</itunes:keywords>
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		<title>Tom on Leadership</title>
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		<item>
		<title>Why the Boss is Always Wrong</title>
		<link>http://tomonleadership.com/2013/05/07/why-the-boss-is-always-wrong/?utm_source=rss&#038;utm_medium=rss&#038;utm_campaign=why-the-boss-is-always-wrong</link>
		<comments>http://tomonleadership.com/2013/05/07/why-the-boss-is-always-wrong/#comments</comments>
		<pubDate>Tue, 07 May 2013 09:23:04 +0000</pubDate>
		<dc:creator>Tom Cox</dc:creator>
				<category><![CDATA[Articles]]></category>
		<category><![CDATA[CEO]]></category>
		<category><![CDATA[conflict]]></category>
		<category><![CDATA[feedback]]></category>
		<category><![CDATA[SELF IMPROVEMENT]]></category>

		<guid isPermaLink="false">http://tomonleadership.com/?p=3608</guid>
		<description><![CDATA[&#8220;Are you ready to be a transference object?&#8221; Fred hesitated.  The coffee shop seemed to become dead silent. One week earlier, Fred had been offered a dream job, as part time CEO of a startup, working for a proven star<span class="ellipsis">&#8230;</span><div class="read-more"><a href="http://tomonleadership.com/2013/05/07/why-the-boss-is-always-wrong/">Read more &#8250;</a></div><!-- end of .read-more -->]]></description>
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		<slash:comments>0</slash:comments>
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		<item>
		<title>On being Firm</title>
		<link>http://tomonleadership.com/2013/04/17/on-being-firm/?utm_source=rss&#038;utm_medium=rss&#038;utm_campaign=on-being-firm</link>
		<comments>http://tomonleadership.com/2013/04/17/on-being-firm/#comments</comments>
		<pubDate>Thu, 18 Apr 2013 05:25:28 +0000</pubDate>
		<dc:creator>Tom Cox</dc:creator>
				<category><![CDATA[Articles]]></category>
		<category><![CDATA[CULTURE]]></category>

		<guid isPermaLink="false">http://tomonleadership.com/?p=4024</guid>
		<description><![CDATA[It&#8217;s better to be consistent than to be fair. (Especially if &#8220;fair&#8221; means some agonizing custom decision that&#8217;s decided at laboriously and at great length from first principles every time.  That turns every issue into a question, and every question<span class="ellipsis">&#8230;</span><div class="read-more"><a href="http://tomonleadership.com/2013/04/17/on-being-firm/">Read more &#8250;</a></div><!-- end of .read-more -->]]></description>
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		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Six Steps to Solving a Problem</title>
		<link>http://tomonleadership.com/2013/04/15/six-steps-to-solving-a-problem/?utm_source=rss&#038;utm_medium=rss&#038;utm_campaign=six-steps-to-solving-a-problem</link>
		<comments>http://tomonleadership.com/2013/04/15/six-steps-to-solving-a-problem/#comments</comments>
		<pubDate>Mon, 15 Apr 2013 07:22:12 +0000</pubDate>
		<dc:creator>Tom Cox</dc:creator>
				<category><![CDATA[Articles]]></category>
		<category><![CDATA[process]]></category>
		<category><![CDATA[TEAM]]></category>
		<category><![CDATA[TEAMS]]></category>
		<category><![CDATA[teamwork]]></category>

		<guid isPermaLink="false">http://tomonleadership.com/?p=3907</guid>
		<description><![CDATA[Paula and her boss Sue were driving each other nuts.  (As their coach I got to see it up close.) Paula needed to hire more staff.  Her &#8220;reasonable&#8221; proposal got &#8220;shot down&#8221; by Sue, who sent it back with a<span class="ellipsis">&#8230;</span><div class="read-more"><a href="http://tomonleadership.com/2013/04/15/six-steps-to-solving-a-problem/">Read more &#8250;</a></div><!-- end of .read-more -->]]></description>
		<wfw:commentRss>http://tomonleadership.com/2013/04/15/six-steps-to-solving-a-problem/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>The Changing Face of Luxury</title>
		<link>http://tomonleadership.com/2013/04/07/the-changing-face-of-luxury/?utm_source=rss&#038;utm_medium=rss&#038;utm_campaign=the-changing-face-of-luxury</link>
		<comments>http://tomonleadership.com/2013/04/07/the-changing-face-of-luxury/#comments</comments>
		<pubDate>Sun, 07 Apr 2013 21:58:42 +0000</pubDate>
		<dc:creator>Tom Cox</dc:creator>
				<category><![CDATA[Articles]]></category>
		<category><![CDATA[brand]]></category>
		<category><![CDATA[marketing]]></category>
		<category><![CDATA[NEWS]]></category>

		<guid isPermaLink="false">http://tomonleadership.com/?p=3996</guid>
		<description><![CDATA[The global concept of what a brand is, and what luxury is, is evolving.  This means new pressures on &#8212; and opportunities for &#8212; you. EIU article: The Future of Luxury In brief, Luxury concepts of &#8220;brand&#8221; are changing, becoming<span class="ellipsis">&#8230;</span><div class="read-more"><a href="http://tomonleadership.com/2013/04/07/the-changing-face-of-luxury/">Read more &#8250;</a></div><!-- end of .read-more -->]]></description>
		<wfw:commentRss>http://tomonleadership.com/2013/04/07/the-changing-face-of-luxury/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>How to Harness Visual Leadership</title>
		<link>http://tomonleadership.com/2013/03/31/how-to-harness-visual-leadership/?utm_source=rss&#038;utm_medium=rss&#038;utm_campaign=how-to-harness-visual-leadership</link>
		<comments>http://tomonleadership.com/2013/03/31/how-to-harness-visual-leadership/#comments</comments>
		<pubDate>Sun, 31 Mar 2013 17:48:59 +0000</pubDate>
		<dc:creator>Tom Cox</dc:creator>
				<category><![CDATA[Articles]]></category>
		<category><![CDATA[TEAM]]></category>

		<guid isPermaLink="false">http://tomonleadership.com/?p=3680</guid>
		<description><![CDATA[Smart people in a hurry become stupid. (Or at least act stupidly. My work with busy executive teams tells me that this phenomenon is universal &#8212; and I see it in myself daily.) When we need our busy co-workers and<span class="ellipsis">&#8230;</span><div class="read-more"><a href="http://tomonleadership.com/2013/03/31/how-to-harness-visual-leadership/">Read more &#8250;</a></div><!-- end of .read-more -->]]></description>
		<wfw:commentRss>http://tomonleadership.com/2013/03/31/how-to-harness-visual-leadership/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Stop Putting People First &#8211; Put Profit First</title>
		<link>http://tomonleadership.com/2013/03/26/stop-putting-people-first-put-profit-first/?utm_source=rss&#038;utm_medium=rss&#038;utm_campaign=stop-putting-people-first-put-profit-first</link>
		<comments>http://tomonleadership.com/2013/03/26/stop-putting-people-first-put-profit-first/#comments</comments>
		<pubDate>Wed, 27 Mar 2013 01:01:51 +0000</pubDate>
		<dc:creator>Tom Cox</dc:creator>
				<category><![CDATA[Articles]]></category>
		<category><![CDATA[CEO]]></category>
		<category><![CDATA[leadership]]></category>

		<guid isPermaLink="false">http://tomonleadership.com/?p=3613</guid>
		<description><![CDATA[Strategic execution requires that you stop putting people first (in the wrong way).  Profit must come first. I will pause while you gasp in horror. If you &#8220;put people first&#8221; in the wrong way, you&#8217;re harming them, yourself, the rest<span class="ellipsis">&#8230;</span><div class="read-more"><a href="http://tomonleadership.com/2013/03/26/stop-putting-people-first-put-profit-first/">Read more &#8250;</a></div><!-- end of .read-more -->]]></description>
		<wfw:commentRss>http://tomonleadership.com/2013/03/26/stop-putting-people-first-put-profit-first/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Why your Employee is Always Right</title>
		<link>http://tomonleadership.com/2013/03/19/why-your-employee-is-always-right/?utm_source=rss&#038;utm_medium=rss&#038;utm_campaign=why-your-employee-is-always-right</link>
		<comments>http://tomonleadership.com/2013/03/19/why-your-employee-is-always-right/#comments</comments>
		<pubDate>Tue, 19 Mar 2013 18:03:39 +0000</pubDate>
		<dc:creator>Tom Cox</dc:creator>
				<category><![CDATA[Articles]]></category>
		<category><![CDATA[behavior]]></category>
		<category><![CDATA[CULTURE]]></category>
		<category><![CDATA[management]]></category>

		<guid isPermaLink="false">http://tomonleadership.com/?p=3954</guid>
		<description><![CDATA[I learned a lot about humans from studying pigeons. It was 1985 and I worked at Professor Israel Goldiamond&#8217;s behaviorism lab at the University of Chicago. (And yes, pigeons are a lot different from people.) The biggest thing Professor G.<span class="ellipsis">&#8230;</span><div class="read-more"><a href="http://tomonleadership.com/2013/03/19/why-your-employee-is-always-right/">Read more &#8250;</a></div><!-- end of .read-more -->]]></description>
		<wfw:commentRss>http://tomonleadership.com/2013/03/19/why-your-employee-is-always-right/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>When is Anger Okay in the Work Place?</title>
		<link>http://tomonleadership.com/2013/03/14/when-is-anger-okay-in-the-work-place/?utm_source=rss&#038;utm_medium=rss&#038;utm_campaign=when-is-anger-okay-in-the-work-place</link>
		<comments>http://tomonleadership.com/2013/03/14/when-is-anger-okay-in-the-work-place/#comments</comments>
		<pubDate>Thu, 14 Mar 2013 23:20:56 +0000</pubDate>
		<dc:creator>Tom Cox</dc:creator>
				<category><![CDATA[Articles]]></category>
		<category><![CDATA[anger]]></category>
		<category><![CDATA[fear]]></category>
		<category><![CDATA[TEAM]]></category>

		<guid isPermaLink="false">http://tomonleadership.com/?p=3837</guid>
		<description><![CDATA[When is anger okay in the work place? Never. Anger is so seldom acceptable &#8212; it&#8217;s so rare for it to be non-harmful &#8212; that I start by saying it&#8217;s never okay. Contrary to my counterpart at NURA, who suggests<span class="ellipsis">&#8230;</span><div class="read-more"><a href="http://tomonleadership.com/2013/03/14/when-is-anger-okay-in-the-work-place/">Read more &#8250;</a></div><!-- end of .read-more -->]]></description>
		<wfw:commentRss>http://tomonleadership.com/2013/03/14/when-is-anger-okay-in-the-work-place/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Keep a Thin Skin</title>
		<link>http://tomonleadership.com/2013/02/27/keep-a-thin-skin/?utm_source=rss&#038;utm_medium=rss&#038;utm_campaign=keep-a-thin-skin</link>
		<comments>http://tomonleadership.com/2013/02/27/keep-a-thin-skin/#comments</comments>
		<pubDate>Wed, 27 Feb 2013 17:35:16 +0000</pubDate>
		<dc:creator>Tom Cox</dc:creator>
				<category><![CDATA[Articles]]></category>
		<category><![CDATA[CEO]]></category>
		<category><![CDATA[SELF IMPROVEMENT]]></category>

		<guid isPermaLink="false">http://tomonleadership.com/?p=3615</guid>
		<description><![CDATA[Leaders shouldn&#8217;t be &#8220;thick skinned&#8221; &#8212; not if that means shrugging off negative feedback that might actually be correct. Leaders need to be emotionally resilient, unattached to outcomes, and assume positive intent. Our tool here is &#8220;The Ladder of Inference.&#8221;<span class="ellipsis">&#8230;</span><div class="read-more"><a href="http://tomonleadership.com/2013/02/27/keep-a-thin-skin/">Read more &#8250;</a></div><!-- end of .read-more -->]]></description>
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		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Strategic Execution &#8211; Outside the Core</title>
		<link>http://tomonleadership.com/2013/02/17/strategic-execution-outside-the-core/?utm_source=rss&#038;utm_medium=rss&#038;utm_campaign=strategic-execution-outside-the-core</link>
		<comments>http://tomonleadership.com/2013/02/17/strategic-execution-outside-the-core/#comments</comments>
		<pubDate>Mon, 18 Feb 2013 06:27:21 +0000</pubDate>
		<dc:creator>Tom Cox</dc:creator>
				<category><![CDATA[Articles]]></category>
		<category><![CDATA[process]]></category>
		<category><![CDATA[STRATEGY]]></category>

		<guid isPermaLink="false">http://tomonleadership.com/?p=3567</guid>
		<description><![CDATA[&#160; Last week we covered how too many firms mistake &#8220;innovation&#8221; for &#8220;inventing things in a vacuum&#8221; &#8212; thus Reinventing the Wheel. This time we cover how to speed up your execution of your strategy by avoiding another source of<span class="ellipsis">&#8230;</span><div class="read-more"><a href="http://tomonleadership.com/2013/02/17/strategic-execution-outside-the-core/">Read more &#8250;</a></div><!-- end of .read-more -->]]></description>
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		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Start Benchmarking in Five Minutes</title>
		<link>http://tomonleadership.com/2013/02/07/start-benchmarking-in-five-minutes/?utm_source=rss&#038;utm_medium=rss&#038;utm_campaign=start-benchmarking-in-five-minutes</link>
		<comments>http://tomonleadership.com/2013/02/07/start-benchmarking-in-five-minutes/#comments</comments>
		<pubDate>Fri, 08 Feb 2013 07:45:18 +0000</pubDate>
		<dc:creator>Tom Cox</dc:creator>
				<category><![CDATA[Articles]]></category>
		<category><![CDATA[metrics]]></category>
		<category><![CDATA[performance]]></category>
		<category><![CDATA[TEAM]]></category>

		<guid isPermaLink="false">http://tomonleadership.com/?p=3577</guid>
		<description><![CDATA[The hardest part of starting to track your performance is to just start. So, just start quick and dirty. It&#8217;s worth it &#8212; you&#8217;ll dramatically boost your odds of achieving your goals by spending 5 minutes setting up benchmarks. My<span class="ellipsis">&#8230;</span><div class="read-more"><a href="http://tomonleadership.com/2013/02/07/start-benchmarking-in-five-minutes/">Read more &#8250;</a></div><!-- end of .read-more -->]]></description>
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		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Strategic Execution &#8211; Please Stop Innovating</title>
		<link>http://tomonleadership.com/2013/01/28/strategic-execution-please-stop-innovating/?utm_source=rss&#038;utm_medium=rss&#038;utm_campaign=strategic-execution-please-stop-innovating</link>
		<comments>http://tomonleadership.com/2013/01/28/strategic-execution-please-stop-innovating/#comments</comments>
		<pubDate>Mon, 28 Jan 2013 19:08:53 +0000</pubDate>
		<dc:creator>Tom Cox</dc:creator>
				<category><![CDATA[Articles]]></category>
		<category><![CDATA[CULTURE]]></category>
		<category><![CDATA[innovate]]></category>
		<category><![CDATA[metrics]]></category>
		<category><![CDATA[process]]></category>

		<guid isPermaLink="false">http://tomonleadership.com/?p=3485</guid>
		<description><![CDATA[Want more real breakthroughs faster in your firm or department? Here&#8217;s an easy way:  stop &#8220;innovating&#8221; so much. That counter-intuitive approach is the unavoidable conclusion of a fresh look at how most firms approach innovation.  You&#8217;re probably making one or<span class="ellipsis">&#8230;</span><div class="read-more"><a href="http://tomonleadership.com/2013/01/28/strategic-execution-please-stop-innovating/">Read more &#8250;</a></div><!-- end of .read-more -->]]></description>
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		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>How to Form a Strategic Advisory Board</title>
		<link>http://tomonleadership.com/2013/01/17/how-to-form-a-strategic-advisory-board/?utm_source=rss&#038;utm_medium=rss&#038;utm_campaign=how-to-form-a-strategic-advisory-board</link>
		<comments>http://tomonleadership.com/2013/01/17/how-to-form-a-strategic-advisory-board/#comments</comments>
		<pubDate>Thu, 17 Jan 2013 08:22:40 +0000</pubDate>
		<dc:creator>Tom Cox</dc:creator>
				<category><![CDATA[Articles]]></category>
		<category><![CDATA[board]]></category>
		<category><![CDATA[STRATEGY]]></category>

		<guid isPermaLink="false">http://tomonleadership.com/?p=3528</guid>
		<description><![CDATA[What can a private company do, to harness the kind of intellectual firepower that most of us can&#8217;t even access in our wildest dreams? Recruit an Advisory Board. Public companies have &#8212; or are supposed to have &#8212; boards of<span class="ellipsis">&#8230;</span><div class="read-more"><a href="http://tomonleadership.com/2013/01/17/how-to-form-a-strategic-advisory-board/">Read more &#8250;</a></div><!-- end of .read-more -->]]></description>
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		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Four Steps to Faster, Better Strategic Planning</title>
		<link>http://tomonleadership.com/2013/01/07/four-steps-to-faster-better-strategic-planning/?utm_source=rss&#038;utm_medium=rss&#038;utm_campaign=four-steps-to-faster-better-strategic-planning</link>
		<comments>http://tomonleadership.com/2013/01/07/four-steps-to-faster-better-strategic-planning/#comments</comments>
		<pubDate>Tue, 08 Jan 2013 07:00:57 +0000</pubDate>
		<dc:creator>Tom Cox</dc:creator>
				<category><![CDATA[Articles]]></category>
		<category><![CDATA[performance]]></category>
		<category><![CDATA[STRATEGY]]></category>

		<guid isPermaLink="false">http://tomonleadership.com/?p=3514</guid>
		<description><![CDATA[For ten years, Jill struggled to make a profit. At over $8 million in sales, her specialty call center should have been providing her with annual profits of 8-12% or between $640,000 and a million dollars. Instead she paid herself<span class="ellipsis">&#8230;</span><div class="read-more"><a href="http://tomonleadership.com/2013/01/07/four-steps-to-faster-better-strategic-planning/">Read more &#8250;</a></div><!-- end of .read-more -->]]></description>
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		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Three Strategy Insights for Small Business</title>
		<link>http://tomonleadership.com/2013/01/02/three-strategy-insights-for-small-business/?utm_source=rss&#038;utm_medium=rss&#038;utm_campaign=three-strategy-insights-for-small-business</link>
		<comments>http://tomonleadership.com/2013/01/02/three-strategy-insights-for-small-business/#comments</comments>
		<pubDate>Wed, 02 Jan 2013 10:17:18 +0000</pubDate>
		<dc:creator>Tom Cox</dc:creator>
				<category><![CDATA[Articles]]></category>
		<category><![CDATA[leadership]]></category>
		<category><![CDATA[performance]]></category>
		<category><![CDATA[STRATEGY]]></category>

		<guid isPermaLink="false">http://tomonleadership.com/?p=3498</guid>
		<description><![CDATA[Good strategy lets you outmaneuver your bigger competitors. Bad strategy can sink your business. Here are three insights you can use to harness strategic thinking and planning for your small business: Have a Strategy Kernel Build a complete strategy from<span class="ellipsis">&#8230;</span><div class="read-more"><a href="http://tomonleadership.com/2013/01/02/three-strategy-insights-for-small-business/">Read more &#8250;</a></div><!-- end of .read-more -->]]></description>
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		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Creating a CEO Calendar</title>
		<link>http://tomonleadership.com/2012/12/16/creating-a-ceo-calendar/?utm_source=rss&#038;utm_medium=rss&#038;utm_campaign=creating-a-ceo-calendar</link>
		<comments>http://tomonleadership.com/2012/12/16/creating-a-ceo-calendar/#comments</comments>
		<pubDate>Mon, 17 Dec 2012 06:36:40 +0000</pubDate>
		<dc:creator>Tom Cox</dc:creator>
				<category><![CDATA[Articles]]></category>
		<category><![CDATA[CEO]]></category>
		<category><![CDATA[leadership]]></category>
		<category><![CDATA[SELF IMPROVEMENT]]></category>

		<guid isPermaLink="false">http://tomonleadership.com/?p=3451</guid>
		<description><![CDATA[Create and measure success, month by month, with a CEO (or Executive) Calendar. Being a CEO (or manager or front line worker) typically means having more things to handle than you can actually pay attention to.  Most humans can track<span class="ellipsis">&#8230;</span><div class="read-more"><a href="http://tomonleadership.com/2012/12/16/creating-a-ceo-calendar/">Read more &#8250;</a></div><!-- end of .read-more -->]]></description>
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		<slash:comments>0</slash:comments>
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		<title>How and Why to Benchmark</title>
		<link>http://tomonleadership.com/2012/12/10/how-and-why-to-benchmark/?utm_source=rss&#038;utm_medium=rss&#038;utm_campaign=how-and-why-to-benchmark</link>
		<comments>http://tomonleadership.com/2012/12/10/how-and-why-to-benchmark/#comments</comments>
		<pubDate>Tue, 11 Dec 2012 01:32:04 +0000</pubDate>
		<dc:creator>Tom Cox</dc:creator>
				<category><![CDATA[Articles]]></category>
		<category><![CDATA[productivity]]></category>
		<category><![CDATA[SELF IMPROVEMENT]]></category>

		<guid isPermaLink="false">http://tomonleadership.com/?p=3445</guid>
		<description><![CDATA[Part of your end-of-year routine should be to take stock. What did you learn in 2012? How will you make 2013 better? This is a form of benchmarking. Comparing yourself to yourself, and to others, and looking for ways to<span class="ellipsis">&#8230;</span><div class="read-more"><a href="http://tomonleadership.com/2012/12/10/how-and-why-to-benchmark/">Read more &#8250;</a></div><!-- end of .read-more -->]]></description>
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		<slash:comments>0</slash:comments>
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		<title>Evaluating Staff Performance, Redux</title>
		<link>http://tomonleadership.com/2012/12/03/evaluating-staff-performance-redux/?utm_source=rss&#038;utm_medium=rss&#038;utm_campaign=evaluating-staff-performance-redux</link>
		<comments>http://tomonleadership.com/2012/12/03/evaluating-staff-performance-redux/#comments</comments>
		<pubDate>Tue, 04 Dec 2012 06:48:04 +0000</pubDate>
		<dc:creator>Tom Cox</dc:creator>
				<category><![CDATA[Articles]]></category>
		<category><![CDATA[feedback]]></category>
		<category><![CDATA[performance]]></category>
		<category><![CDATA[TEAM]]></category>

		<guid isPermaLink="false">http://tomonleadership.com/?p=3405</guid>
		<description><![CDATA[It&#8217;s the end of Q4 and leaders are once more pondering staff performance evaluations. Most people evaluate too little too late. Here&#8217;s how you can get way, way ahead of the curve for 2013. As I&#8217;ve mentioned before, you&#8217;ll make<span class="ellipsis">&#8230;</span><div class="read-more"><a href="http://tomonleadership.com/2012/12/03/evaluating-staff-performance-redux/">Read more &#8250;</a></div><!-- end of .read-more -->]]></description>
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		<slash:comments>0</slash:comments>
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		<title>Leader&#8217;s Bookshelf</title>
		<link>http://tomonleadership.com/2012/11/27/leaders-bookshelf/?utm_source=rss&#038;utm_medium=rss&#038;utm_campaign=leaders-bookshelf</link>
		<comments>http://tomonleadership.com/2012/11/27/leaders-bookshelf/#comments</comments>
		<pubDate>Tue, 27 Nov 2012 22:34:42 +0000</pubDate>
		<dc:creator>Tom Cox</dc:creator>
				<category><![CDATA[Articles]]></category>
		<category><![CDATA[leadership]]></category>
		<category><![CDATA[productivity]]></category>
		<category><![CDATA[SELF IMPROVEMENT]]></category>

		<guid isPermaLink="false">http://tomonleadership.com/?p=3374</guid>
		<description><![CDATA[Effective leaders are constantly learning. To help you keep learning, here are five of my favorite books, old and new, for growing a CEO&#8217;s or a manager&#8217;s capabilities. Pick one up to read over the holidays, or on your bus<span class="ellipsis">&#8230;</span><div class="read-more"><a href="http://tomonleadership.com/2012/11/27/leaders-bookshelf/">Read more &#8250;</a></div><!-- end of .read-more -->]]></description>
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		<slash:comments>0</slash:comments>
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		<title>How to Master a Sense of Overwhelm</title>
		<link>http://tomonleadership.com/2012/10/16/how-to-master-a-sense-of-overwhelm/?utm_source=rss&#038;utm_medium=rss&#038;utm_campaign=how-to-master-a-sense-of-overwhelm</link>
		<comments>http://tomonleadership.com/2012/10/16/how-to-master-a-sense-of-overwhelm/#comments</comments>
		<pubDate>Wed, 17 Oct 2012 05:48:55 +0000</pubDate>
		<dc:creator>Tom Cox</dc:creator>
				<category><![CDATA[Articles]]></category>
		<category><![CDATA[neuroscience]]></category>
		<category><![CDATA[preparation]]></category>
		<category><![CDATA[SELF IMPROVEMENT]]></category>
		<category><![CDATA[stress]]></category>

		<guid isPermaLink="false">http://tomonleadership.com/?p=3332</guid>
		<description><![CDATA[My client Jean was overwhelmed. The big meeting was tomorrow, the stakes were high, and there was so much she didn&#8217;t know.  &#8220;My mind is racing, and I&#8217;m paralyzed,&#8221; she told me. &#8220;I can&#8217;t eat. I can&#8217;t prepare.  I don&#8217;t<span class="ellipsis">&#8230;</span><div class="read-more"><a href="http://tomonleadership.com/2012/10/16/how-to-master-a-sense-of-overwhelm/">Read more &#8250;</a></div><!-- end of .read-more -->]]></description>
		<wfw:commentRss>http://tomonleadership.com/2012/10/16/how-to-master-a-sense-of-overwhelm/feed/</wfw:commentRss>
		<slash:comments>2</slash:comments>
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		<item>
		<title>How to Rise Above Circumstances</title>
		<link>http://tomonleadership.com/2012/10/11/how-to-rise-above-circumstances/?utm_source=rss&#038;utm_medium=rss&#038;utm_campaign=how-to-rise-above-circumstances</link>
		<comments>http://tomonleadership.com/2012/10/11/how-to-rise-above-circumstances/#comments</comments>
		<pubDate>Thu, 11 Oct 2012 08:15:36 +0000</pubDate>
		<dc:creator>Tom Cox</dc:creator>
				<category><![CDATA[Articles]]></category>
		<category><![CDATA[accountability]]></category>
		<category><![CDATA[performance]]></category>
		<category><![CDATA[SELF IMPROVEMENT]]></category>

		<guid isPermaLink="false">http://tomonleadership.com/?p=3323</guid>
		<description><![CDATA[Dave was in a bind. His top architects were all idle because his drafters were behind on their work.  Clients were going to get their plans late. Dave explained that his drafting department was a little short handed, and he<span class="ellipsis">&#8230;</span><div class="read-more"><a href="http://tomonleadership.com/2012/10/11/how-to-rise-above-circumstances/">Read more &#8250;</a></div><!-- end of .read-more -->]]></description>
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		<slash:comments>0</slash:comments>
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		<item>
		<title>How to Participate in a Meeting</title>
		<link>http://tomonleadership.com/2012/09/16/how-to-participate-in-a-meeting/?utm_source=rss&#038;utm_medium=rss&#038;utm_campaign=how-to-participate-in-a-meeting</link>
		<comments>http://tomonleadership.com/2012/09/16/how-to-participate-in-a-meeting/#comments</comments>
		<pubDate>Mon, 17 Sep 2012 01:28:51 +0000</pubDate>
		<dc:creator>Tom Cox</dc:creator>
				<category><![CDATA[Articles]]></category>
		<category><![CDATA[Featured]]></category>
		<category><![CDATA[communication]]></category>
		<category><![CDATA[SELF IMPROVEMENT]]></category>
		<category><![CDATA[TEAM]]></category>

		<guid isPermaLink="false">http://tomonleadership.com/?p=3293</guid>
		<description><![CDATA[I always hear how much meetings suck.  (If you lead meetings, you&#8217;ll find detailed guidance on making your meetings better here, here, and here.) But what if you&#8217;re not leading the meeting &#8212; what if you&#8217;re just suffering through it?<span class="ellipsis">&#8230;</span><div class="read-more"><a href="http://tomonleadership.com/2012/09/16/how-to-participate-in-a-meeting/">Read more &#8250;</a></div><!-- end of .read-more -->]]></description>
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		<slash:comments>0</slash:comments>
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		<item>
		<title>How to Pick Good Metrics</title>
		<link>http://tomonleadership.com/2012/08/15/how-to-pick-good-metrics/?utm_source=rss&#038;utm_medium=rss&#038;utm_campaign=how-to-pick-good-metrics</link>
		<comments>http://tomonleadership.com/2012/08/15/how-to-pick-good-metrics/#comments</comments>
		<pubDate>Wed, 15 Aug 2012 08:28:08 +0000</pubDate>
		<dc:creator>Tom Cox</dc:creator>
				<category><![CDATA[Articles]]></category>
		<category><![CDATA[CEO]]></category>
		<category><![CDATA[metrics]]></category>
		<category><![CDATA[performance]]></category>
		<category><![CDATA[TEAM]]></category>

		<guid isPermaLink="false">http://tomonleadership.com/?p=3099</guid>
		<description><![CDATA[For every leader who loves numbers, there is a skeptic. They both have points &#8212; without measures, we cannot tell how we are doing, yet many metrics seem arbitrary or measure the wrong thing.  Meanwhile, often the right goals seem<span class="ellipsis">&#8230;</span><div class="read-more"><a href="http://tomonleadership.com/2012/08/15/how-to-pick-good-metrics/">Read more &#8250;</a></div><!-- end of .read-more -->]]></description>
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		<slash:comments>0</slash:comments>
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		<title>How to be Less Demanding and More Effective</title>
		<link>http://tomonleadership.com/2012/08/09/how-to-be-less-demanding-and-more-effective/?utm_source=rss&#038;utm_medium=rss&#038;utm_campaign=how-to-be-less-demanding-and-more-effective</link>
		<comments>http://tomonleadership.com/2012/08/09/how-to-be-less-demanding-and-more-effective/#comments</comments>
		<pubDate>Fri, 10 Aug 2012 06:45:14 +0000</pubDate>
		<dc:creator>Tom Cox</dc:creator>
				<category><![CDATA[Articles]]></category>
		<category><![CDATA[Business]]></category>
		<category><![CDATA[Featured]]></category>
		<category><![CDATA[listening]]></category>
		<category><![CDATA[relating]]></category>
		<category><![CDATA[requiring]]></category>
		<category><![CDATA[SELF IMPROVEMENT]]></category>

		<guid isPermaLink="false">http://tomonleadership.com/?p=3215</guid>
		<description><![CDATA[Jake is a terrific member of his fast-growing company&#8217;s senior leadership team. His boss Darcy, the owner, is a sweet lady with great personal skills. That complements Jake&#8217;s tough, task-oriented, ramrod approach. Odds are good Darcy will one day sell<span class="ellipsis">&#8230;</span><div class="read-more"><a href="http://tomonleadership.com/2012/08/09/how-to-be-less-demanding-and-more-effective/">Read more &#8250;</a></div><!-- end of .read-more -->]]></description>
		<wfw:commentRss>http://tomonleadership.com/2012/08/09/how-to-be-less-demanding-and-more-effective/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
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		<title>How to Manage your Boss</title>
		<link>http://tomonleadership.com/2012/07/31/how-to-manage-your-boss/?utm_source=rss&#038;utm_medium=rss&#038;utm_campaign=how-to-manage-your-boss</link>
		<comments>http://tomonleadership.com/2012/07/31/how-to-manage-your-boss/#comments</comments>
		<pubDate>Tue, 31 Jul 2012 08:17:02 +0000</pubDate>
		<dc:creator>Tom Cox</dc:creator>
				<category><![CDATA[Articles]]></category>
		<category><![CDATA[professionalism]]></category>
		<category><![CDATA[TEAM]]></category>

		<guid isPermaLink="false">http://tomonleadership.com/?p=3207</guid>
		<description><![CDATA[My friend Michelle has been thrust into a no-win situation at work.  She asked me how to best &#8220;manage up&#8221; &#8212; i.e. how to manage her boss &#8212; to salvage the situation.  Here&#8217;s what to do and what not to<span class="ellipsis">&#8230;</span><div class="read-more"><a href="http://tomonleadership.com/2012/07/31/how-to-manage-your-boss/">Read more &#8250;</a></div><!-- end of .read-more -->]]></description>
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		<slash:comments>0</slash:comments>
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		<title>How to make your Team more Strategic</title>
		<link>http://tomonleadership.com/2012/07/23/how-to-make-your-team-more-strategic/?utm_source=rss&#038;utm_medium=rss&#038;utm_campaign=how-to-make-your-team-more-strategic</link>
		<comments>http://tomonleadership.com/2012/07/23/how-to-make-your-team-more-strategic/#comments</comments>
		<pubDate>Tue, 24 Jul 2012 04:46:47 +0000</pubDate>
		<dc:creator>Tom Cox</dc:creator>
				<category><![CDATA[Articles]]></category>
		<category><![CDATA[Featured]]></category>
		<category><![CDATA[STRATEGY]]></category>
		<category><![CDATA[TEAM]]></category>

		<guid isPermaLink="false">http://tomonleadership.com/?p=3191</guid>
		<description><![CDATA[CEOs often have senior leaders who don&#8217;t &#8220;get a seat at the strategy table.&#8221; These are usually Directors or VPs who oversee support functions &#8212; this happens most notoriously with directors of HR and IT. It&#8217;s a tremendous lost opportunity,<span class="ellipsis">&#8230;</span><div class="read-more"><a href="http://tomonleadership.com/2012/07/23/how-to-make-your-team-more-strategic/">Read more &#8250;</a></div><!-- end of .read-more -->]]></description>
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		<slash:comments>0</slash:comments>
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		<title>How to Listen to Complaints as a CEO</title>
		<link>http://tomonleadership.com/2012/07/10/how-to-listen-to-complaints-as-a-ceo/?utm_source=rss&#038;utm_medium=rss&#038;utm_campaign=how-to-listen-to-complaints-as-a-ceo</link>
		<comments>http://tomonleadership.com/2012/07/10/how-to-listen-to-complaints-as-a-ceo/#comments</comments>
		<pubDate>Wed, 11 Jul 2012 06:34:42 +0000</pubDate>
		<dc:creator>Tom Cox</dc:creator>
				<category><![CDATA[Articles]]></category>
		<category><![CDATA[CEO]]></category>
		<category><![CDATA[communication]]></category>

		<guid isPermaLink="false">http://tomonleadership.com/?p=3196</guid>
		<description><![CDATA[The business owner or CEO is the inevitable recipient of problems, complaints, and suggestions. The tide of them can feel overwhelming. One client of mine took to hiding from his staff, and feeling vaguely picked upon, when staff members tried<span class="ellipsis">&#8230;</span><div class="read-more"><a href="http://tomonleadership.com/2012/07/10/how-to-listen-to-complaints-as-a-ceo/">Read more &#8250;</a></div><!-- end of .read-more -->]]></description>
		<wfw:commentRss>http://tomonleadership.com/2012/07/10/how-to-listen-to-complaints-as-a-ceo/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
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		<item>
		<title>How to Get In and Out of the Weeds</title>
		<link>http://tomonleadership.com/2012/06/25/how-to-get-in-and-out-of-the-weeds/?utm_source=rss&#038;utm_medium=rss&#038;utm_campaign=how-to-get-in-and-out-of-the-weeds</link>
		<comments>http://tomonleadership.com/2012/06/25/how-to-get-in-and-out-of-the-weeds/#comments</comments>
		<pubDate>Tue, 26 Jun 2012 04:34:08 +0000</pubDate>
		<dc:creator>Tom Cox</dc:creator>
				<category><![CDATA[Articles]]></category>
		<category><![CDATA[Business]]></category>
		<category><![CDATA[metrics]]></category>
		<category><![CDATA[performance]]></category>
		<category><![CDATA[STRATEGY]]></category>

		<guid isPermaLink="false">http://tomonleadership.com/?p=3106</guid>
		<description><![CDATA[Should you be a &#8216;big picture&#8217; leader or should you &#8216;sweat the small stuff&#8217;?  The best leaders do both &#8212; the real trick is to swap between the two regularly, without allowing yourself to become fooled. Take two business owners.<span class="ellipsis">&#8230;</span><div class="read-more"><a href="http://tomonleadership.com/2012/06/25/how-to-get-in-and-out-of-the-weeds/">Read more &#8250;</a></div><!-- end of .read-more -->]]></description>
		<wfw:commentRss>http://tomonleadership.com/2012/06/25/how-to-get-in-and-out-of-the-weeds/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
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		<item>
		<title>How to Ask for Help</title>
		<link>http://tomonleadership.com/2012/06/18/how-to-ask-for-help/?utm_source=rss&#038;utm_medium=rss&#038;utm_campaign=how-to-ask-for-help</link>
		<comments>http://tomonleadership.com/2012/06/18/how-to-ask-for-help/#comments</comments>
		<pubDate>Mon, 18 Jun 2012 07:18:56 +0000</pubDate>
		<dc:creator>Tom Cox</dc:creator>
				<category><![CDATA[Articles]]></category>
		<category><![CDATA[CEO]]></category>
		<category><![CDATA[learning]]></category>
		<category><![CDATA[listening]]></category>

		<guid isPermaLink="false">http://tomonleadership.com/?p=3075</guid>
		<description><![CDATA[Erik, CEO of a small technology firm, was in trouble.  His most time-consuming clients weren&#8217;t paying on time &#8212; one wasn&#8217;t paying at all.  His pipeline of new work was nearly empty. At the end of one day, when he<span class="ellipsis">&#8230;</span><div class="read-more"><a href="http://tomonleadership.com/2012/06/18/how-to-ask-for-help/">Read more &#8250;</a></div><!-- end of .read-more -->]]></description>
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		<slash:comments>0</slash:comments>
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		<title>Master the Four Stories of Transcending Conflict</title>
		<link>http://tomonleadership.com/2012/06/12/master-the-four-stories-of-transcending-conflict/?utm_source=rss&#038;utm_medium=rss&#038;utm_campaign=master-the-four-stories-of-transcending-conflict</link>
		<comments>http://tomonleadership.com/2012/06/12/master-the-four-stories-of-transcending-conflict/#comments</comments>
		<pubDate>Wed, 13 Jun 2012 06:04:35 +0000</pubDate>
		<dc:creator>Tom Cox</dc:creator>
				<category><![CDATA[Articles]]></category>
		<category><![CDATA[Business]]></category>
		<category><![CDATA[conflict]]></category>
		<category><![CDATA[TEAM]]></category>

		<guid isPermaLink="false">http://tomonleadership.com/?p=3144</guid>
		<description><![CDATA[My friend Les was at odds with his church, and their mutual disagreement was heading for a big, ugly showdown at the annual leadership election.  Everyone&#8217;s passions were high, and neither side was listening to the other &#8212; I became<span class="ellipsis">&#8230;</span><div class="read-more"><a href="http://tomonleadership.com/2012/06/12/master-the-four-stories-of-transcending-conflict/">Read more &#8250;</a></div><!-- end of .read-more -->]]></description>
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		<slash:comments>0</slash:comments>
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		<title>How to Be Grateful</title>
		<link>http://tomonleadership.com/2012/05/29/how-to-be-grateful/?utm_source=rss&#038;utm_medium=rss&#038;utm_campaign=how-to-be-grateful</link>
		<comments>http://tomonleadership.com/2012/05/29/how-to-be-grateful/#comments</comments>
		<pubDate>Wed, 30 May 2012 02:01:25 +0000</pubDate>
		<dc:creator>Tom Cox</dc:creator>
				<category><![CDATA[Articles]]></category>
		<category><![CDATA[communication]]></category>
		<category><![CDATA[psychology]]></category>
		<category><![CDATA[SELF IMPROVEMENT]]></category>

		<guid isPermaLink="false">http://tomonleadership.com/?p=3148</guid>
		<description><![CDATA[Steve was on the brink of being fired. At best, he would be stripped of his coveted management role and revert to being a staffer &#8212; as he had been for over a decade. It wasn&#8217;t clear if he would<span class="ellipsis">&#8230;</span><div class="read-more"><a href="http://tomonleadership.com/2012/05/29/how-to-be-grateful/">Read more &#8250;</a></div><!-- end of .read-more -->]]></description>
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		<slash:comments>0</slash:comments>
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		<title>Four Steps to Making the Best Use of an Intern</title>
		<link>http://tomonleadership.com/2012/05/20/four-steps-to-making-the-best-use-of-an-intern/?utm_source=rss&#038;utm_medium=rss&#038;utm_campaign=four-steps-to-making-the-best-use-of-an-intern</link>
		<comments>http://tomonleadership.com/2012/05/20/four-steps-to-making-the-best-use-of-an-intern/#comments</comments>
		<pubDate>Mon, 21 May 2012 05:13:13 +0000</pubDate>
		<dc:creator>Tom Cox</dc:creator>
				<category><![CDATA[Articles]]></category>
		<category><![CDATA[delegating]]></category>
		<category><![CDATA[productivity]]></category>
		<category><![CDATA[STRATEGY]]></category>

		<guid isPermaLink="false">http://tomonleadership.com/?p=3112</guid>
		<description><![CDATA[When done correctly, internships present an awesome way to get traction on important goals with little effort, while sounding out a potential future hire.  Sadly, most internships are not used correctly by the employer.  Here are four steps to doing<span class="ellipsis">&#8230;</span><div class="read-more"><a href="http://tomonleadership.com/2012/05/20/four-steps-to-making-the-best-use-of-an-intern/">Read more &#8250;</a></div><!-- end of .read-more -->]]></description>
		<wfw:commentRss>http://tomonleadership.com/2012/05/20/four-steps-to-making-the-best-use-of-an-intern/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Three Steps to Writing a Perfect Thank You Note</title>
		<link>http://tomonleadership.com/2012/05/14/how-to-write-a-thank-you-note/?utm_source=rss&#038;utm_medium=rss&#038;utm_campaign=how-to-write-a-thank-you-note</link>
		<comments>http://tomonleadership.com/2012/05/14/how-to-write-a-thank-you-note/#comments</comments>
		<pubDate>Mon, 14 May 2012 20:22:38 +0000</pubDate>
		<dc:creator>Tom Cox</dc:creator>
				<category><![CDATA[Articles]]></category>
		<category><![CDATA[feedback]]></category>
		<category><![CDATA[psychology]]></category>
		<category><![CDATA[sales]]></category>
		<category><![CDATA[SELF IMPROVEMENT]]></category>

		<guid isPermaLink="false">http://tomonleadership.com/?p=3116</guid>
		<description><![CDATA[Few things differentiate you more than the way you make other people feel when they interact with you. Many top CEOs and politicians make a point of writing personal notes to people who have done them favors. A short, hand-written,<span class="ellipsis">&#8230;</span><div class="read-more"><a href="http://tomonleadership.com/2012/05/14/how-to-write-a-thank-you-note/">Read more &#8250;</a></div><!-- end of .read-more -->]]></description>
		<wfw:commentRss>http://tomonleadership.com/2012/05/14/how-to-write-a-thank-you-note/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Peter Bregman on How to Respond to an Emotional Outburst</title>
		<link>http://tomonleadership.com/2012/04/19/peter-bregman-on-how-to-respond-to-an-emotional-outburst/?utm_source=rss&#038;utm_medium=rss&#038;utm_campaign=peter-bregman-on-how-to-respond-to-an-emotional-outburst</link>
		<comments>http://tomonleadership.com/2012/04/19/peter-bregman-on-how-to-respond-to-an-emotional-outburst/#comments</comments>
		<pubDate>Fri, 20 Apr 2012 05:41:29 +0000</pubDate>
		<dc:creator>Tom Cox</dc:creator>
				<category><![CDATA[Articles]]></category>
		<category><![CDATA[conflict]]></category>
		<category><![CDATA[fear]]></category>
		<category><![CDATA[listening]]></category>
		<category><![CDATA[SELF IMPROVEMENT]]></category>

		<guid isPermaLink="false">http://tomonleadership.com/?p=3110</guid>
		<description><![CDATA[Peter Bregman offers good advice on how to respond to an emotional outburst, whether at work or in other areas of our lives. Great advice &#8211; reminds me of the excellent book &#8220;Just Listen&#8221; by Mark Goulston MD.]]></description>
		<wfw:commentRss>http://tomonleadership.com/2012/04/19/peter-bregman-on-how-to-respond-to-an-emotional-outburst/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Three Mandatory Meetings</title>
		<link>http://tomonleadership.com/2012/04/15/three-mandatory-meetings/?utm_source=rss&#038;utm_medium=rss&#038;utm_campaign=three-mandatory-meetings</link>
		<comments>http://tomonleadership.com/2012/04/15/three-mandatory-meetings/#comments</comments>
		<pubDate>Mon, 16 Apr 2012 05:55:47 +0000</pubDate>
		<dc:creator>Tom Cox</dc:creator>
				<category><![CDATA[Articles]]></category>
		<category><![CDATA[Featured]]></category>
		<category><![CDATA[leadership]]></category>
		<category><![CDATA[productivity]]></category>
		<category><![CDATA[TEAM]]></category>

		<guid isPermaLink="false">http://tomonleadership.com/?p=3097</guid>
		<description><![CDATA[&#160; Good meetings are the nerve centers of a good organization.  Here are the three meetings every organization should have &#8211; and how to make yours better. Meeting 1 &#8211; the Daily Huddle Duration: 5 to 15 minutes. Purpose: Prepare<span class="ellipsis">&#8230;</span><div class="read-more"><a href="http://tomonleadership.com/2012/04/15/three-mandatory-meetings/">Read more &#8250;</a></div><!-- end of .read-more -->]]></description>
		<wfw:commentRss>http://tomonleadership.com/2012/04/15/three-mandatory-meetings/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>No More Lollipops</title>
		<link>http://tomonleadership.com/2012/03/31/no-more-lollipops/?utm_source=rss&#038;utm_medium=rss&#038;utm_campaign=no-more-lollipops</link>
		<comments>http://tomonleadership.com/2012/03/31/no-more-lollipops/#comments</comments>
		<pubDate>Sun, 01 Apr 2012 01:58:55 +0000</pubDate>
		<dc:creator>Tom Cox</dc:creator>
				<category><![CDATA[Articles]]></category>
		<category><![CDATA[Featured]]></category>
		<category><![CDATA[listening]]></category>
		<category><![CDATA[productivity]]></category>
		<category><![CDATA[SELF IMPROVEMENT]]></category>

		<guid isPermaLink="false">http://tomonleadership.com/?p=3084</guid>
		<description><![CDATA[Some of our biggest problems are self inflicted. One of the worst is a mental mistake called &#8220;judging others by ourselves.&#8221; Young children do this all time. If they like lollipops, they just assume everybody likes lollipops. Young managers do<span class="ellipsis">&#8230;</span><div class="read-more"><a href="http://tomonleadership.com/2012/03/31/no-more-lollipops/">Read more &#8250;</a></div><!-- end of .read-more -->]]></description>
		<wfw:commentRss>http://tomonleadership.com/2012/03/31/no-more-lollipops/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Build Trust by Setting Expectations</title>
		<link>http://tomonleadership.com/2012/03/18/build-trust-by-setting-expectations/?utm_source=rss&#038;utm_medium=rss&#038;utm_campaign=build-trust-by-setting-expectations</link>
		<comments>http://tomonleadership.com/2012/03/18/build-trust-by-setting-expectations/#comments</comments>
		<pubDate>Mon, 19 Mar 2012 04:36:15 +0000</pubDate>
		<dc:creator>Tom Cox</dc:creator>
				<category><![CDATA[Articles]]></category>
		<category><![CDATA[conflict]]></category>
		<category><![CDATA[TEAM]]></category>
		<category><![CDATA[trust]]></category>

		<guid isPermaLink="false">http://tomonleadership.com/?p=3059</guid>
		<description><![CDATA[If you&#8217;re normal, the biggest opportunity your team faces is trusting each other even more. Until they can say anything to each other, and everybody can listen open-mindedly and never ever take offense &#8211; until you build your team up<span class="ellipsis">&#8230;</span><div class="read-more"><a href="http://tomonleadership.com/2012/03/18/build-trust-by-setting-expectations/">Read more &#8250;</a></div><!-- end of .read-more -->]]></description>
		<wfw:commentRss>http://tomonleadership.com/2012/03/18/build-trust-by-setting-expectations/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Self Talk Using the Right Words &#8211; with Ronald Kaufman &#8211; Feb 25,2012</title>
		<link>http://tomonleadership.com/2012/02/24/self-talk-using-the-right-words-with-ronald-kaufman-feb-252012/?utm_source=rss&#038;utm_medium=rss&#038;utm_campaign=self-talk-using-the-right-words-with-ronald-kaufman-feb-252012</link>
		<comments>http://tomonleadership.com/2012/02/24/self-talk-using-the-right-words-with-ronald-kaufman-feb-252012/#comments</comments>
		<pubDate>Sat, 25 Feb 2012 06:00:00 +0000</pubDate>
		<dc:creator>Tom Cox</dc:creator>
				<category><![CDATA[Business]]></category>
		<category><![CDATA[Podcasts]]></category>

		<guid isPermaLink="false">http://www.blogtalkradio.com/tom-on-leadership/2012/02/25/self-talk-using-the-right-words--with-ronald-kaufman</guid>
		<description><![CDATA[ We look at how using the right words can create positive impressions in ourselves and others, to achieve positive results. We&#8217;re always creating an impression in ourselves and others by how we communicate, its going to be positive or negative, r...<div class="read-more"><a href="http://tomonleadership.com/2012/02/24/self-talk-using-the-right-words-with-ronald-kaufman-feb-252012/">Read more &#8250;</a></div><!-- end of .read-more -->]]></description>
		<wfw:commentRss>http://tomonleadership.com/2012/02/24/self-talk-using-the-right-words-with-ronald-kaufman-feb-252012/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		<itunes:subtitle>We look at how using the right words can create positive impressions in ourselves and others, to achieve positive results. We’re always creating an impression in ourselves and others by how we communicate, its going to be positive or negative, r...</itunes:subtitle>
		<itunes:summary>We look at how using the right words can create positive impressions in ourselves and others, to achieve positive results. We’re always creating an impression in ourselves and others by how we communicate, its going to be positive or negative, r...</itunes:summary>
		<itunes:author>Tom Cox</itunes:author>
		<itunes:explicit>clean</itunes:explicit>
	</item>
		<item>
		<title>Connecting Strategy to Workforce Management &#8211; Feb 17,2012</title>
		<link>http://tomonleadership.com/2012/02/17/connecting-strategy-to-workforce-management-feb-172012-2/?utm_source=rss&#038;utm_medium=rss&#038;utm_campaign=connecting-strategy-to-workforce-management-feb-172012-2</link>
		<comments>http://tomonleadership.com/2012/02/17/connecting-strategy-to-workforce-management-feb-172012-2/#comments</comments>
		<pubDate>Fri, 17 Feb 2012 23:30:00 +0000</pubDate>
		<dc:creator>Tom Cox</dc:creator>
				<category><![CDATA[Business]]></category>
		<category><![CDATA[Podcasts]]></category>
		<category><![CDATA[CULTURE]]></category>
		<category><![CDATA[metrics]]></category>
		<category><![CDATA[performance]]></category>
		<category><![CDATA[TEAM]]></category>

		<guid isPermaLink="false">http://www.blogtalkradio.com/tom-on-leadership/2012/02/17/connecting-strategy-to-workforce-management-1</guid>
		<description><![CDATA[ I interview Carl Hoffmann and Tim Ringo, authors of the new book "Calculating Success: How the New Workplace Analytics Will Revitalize Your Organization." Carl Hoffmann is a former Partner and Vice President of IBMs Global Business Services group. Cur...<div class="read-more"><a href="http://tomonleadership.com/2012/02/17/connecting-strategy-to-workforce-management-feb-172012-2/">Read more &#8250;</a></div><!-- end of .read-more -->]]></description>
		<wfw:commentRss>http://tomonleadership.com/2012/02/17/connecting-strategy-to-workforce-management-feb-172012-2/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
<enclosure url="http://media.blubrry.com/tomonleadership/www.blogtalkradio.com/tom-on-leadership/2012/02/17/connecting-strategy-to-workforce-management-1.mp3" length="7147102" type="audio/mpeg" />
			<itunes:keywords>CULTURE,metrics,performance,TEAM</itunes:keywords>
	<itunes:subtitle>I interview Carl Hoffmann and Tim Ringo, authors of the new book &quot;Calculating Success: How the New Workplace Analytics Will Revitalize Your Organization.&quot; Carl Hoffmann is a former Partner and Vice President of IBMs Global Business Services group. Cur...</itunes:subtitle>
		<itunes:summary>I interview Carl Hoffmann and Tim Ringo, authors of the new book &quot;Calculating Success: How the New Workplace Analytics Will Revitalize Your Organization.&quot; Carl Hoffmann is a former Partner and Vice President of IBMs Global Business Services group. Cur...</itunes:summary>
		<itunes:author>Tom Cox</itunes:author>
		<itunes:explicit>clean</itunes:explicit>
	</item>
		<item>
		<title>How the CEO can Best Help the Salesforce &#8211; Feb 09,2012</title>
		<link>http://tomonleadership.com/2012/02/08/how-the-ceo-can-best-help-the-salesforce-feb-092012/?utm_source=rss&#038;utm_medium=rss&#038;utm_campaign=how-the-ceo-can-best-help-the-salesforce-feb-092012</link>
		<comments>http://tomonleadership.com/2012/02/08/how-the-ceo-can-best-help-the-salesforce-feb-092012/#comments</comments>
		<pubDate>Thu, 09 Feb 2012 05:00:00 +0000</pubDate>
		<dc:creator>Tom Cox</dc:creator>
				<category><![CDATA[Business]]></category>
		<category><![CDATA[Podcasts]]></category>

		<guid isPermaLink="false">http://www.blogtalkradio.com/tom-on-leadership/2012/02/09/how-the-ceo-can-best-help-the-salesforce</guid>
		<description><![CDATA[ How can the CEO Best Help the Salesforce? I interview Tom Anastasi, who has taught business for over 20 years and has been an SBDC consultant and business owner. He is the author of The Successful Entrepreneur and has helped small and large businesses...<div class="read-more"><a href="http://tomonleadership.com/2012/02/08/how-the-ceo-can-best-help-the-salesforce-feb-092012/">Read more &#8250;</a></div><!-- end of .read-more -->]]></description>
		<wfw:commentRss>http://tomonleadership.com/2012/02/08/how-the-ceo-can-best-help-the-salesforce-feb-092012/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
<enclosure url="http://media.blubrry.com/tomonleadership/www.blogtalkradio.com/tom-on-leadership/2012/02/09/how-the-ceo-can-best-help-the-salesforce.wma" length="7072833" type="audio/x-ms-wma" />
		<itunes:subtitle>How can the CEO Best Help the Salesforce? I interview Tom Anastasi, who has taught business for over 20 years and has been an SBDC consultant and business owner. He is the author of The Successful Entrepreneur and has helped small and large businesses...</itunes:subtitle>
		<itunes:summary>How can the CEO Best Help the Salesforce? I interview Tom Anastasi, who has taught business for over 20 years and has been an SBDC consultant and business owner. He is the author of The Successful Entrepreneur and has helped small and large businesses...</itunes:summary>
		<itunes:author>Tom Cox</itunes:author>
		<itunes:explicit>clean</itunes:explicit>
	</item>
		<item>
		<title>Leading isn&#8217;t Coddling &#8211; How to Manage Someone who Can&#8217;t say &#8220;No&#8221;</title>
		<link>http://tomonleadership.com/2012/02/05/leading-isnt-coddling-how-to-manage-someone-who-cant-say-no/?utm_source=rss&#038;utm_medium=rss&#038;utm_campaign=leading-isnt-coddling-how-to-manage-someone-who-cant-say-no</link>
		<comments>http://tomonleadership.com/2012/02/05/leading-isnt-coddling-how-to-manage-someone-who-cant-say-no/#comments</comments>
		<pubDate>Mon, 06 Feb 2012 05:44:04 +0000</pubDate>
		<dc:creator>Tom Cox</dc:creator>
				<category><![CDATA[Articles]]></category>
		<category><![CDATA[Featured]]></category>
		<category><![CDATA[conflict]]></category>
		<category><![CDATA[feedback]]></category>
		<category><![CDATA[leadership]]></category>
		<category><![CDATA[TEAM]]></category>

		<guid isPermaLink="false">http://tomonleadership.com/?p=3037</guid>
		<description><![CDATA[&#8220;Aren&#8217;t I coddling him?&#8221; asks Sara, my client.  I&#8217;m coaching her on handling her emotionally explosive subordinate, Joan, who a week earlier had erupted in a fit of yelling, then had dropped her ID card on Sara&#8217;s desk and gone home.<span class="ellipsis">&#8230;</span><div class="read-more"><a href="http://tomonleadership.com/2012/02/05/leading-isnt-coddling-how-to-manage-someone-who-cant-say-no/">Read more &#8250;</a></div><!-- end of .read-more -->]]></description>
		<wfw:commentRss>http://tomonleadership.com/2012/02/05/leading-isnt-coddling-how-to-manage-someone-who-cant-say-no/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Prioritizing &#8211; with Shari McGuire &#8211; Jan 23,2012</title>
		<link>http://tomonleadership.com/2012/01/22/prioritizing-with-shari-mcguire-jan-232012/?utm_source=rss&#038;utm_medium=rss&#038;utm_campaign=prioritizing-with-shari-mcguire-jan-232012</link>
		<comments>http://tomonleadership.com/2012/01/22/prioritizing-with-shari-mcguire-jan-232012/#comments</comments>
		<pubDate>Mon, 23 Jan 2012 07:00:00 +0000</pubDate>
		<dc:creator>Tom Cox</dc:creator>
				<category><![CDATA[Business]]></category>
		<category><![CDATA[Podcasts]]></category>

		<guid isPermaLink="false">http://www.blogtalkradio.com/tom-on-leadership/2012/01/23/prioritizing--with-shari-mcguire</guid>
		<description><![CDATA[ Everyone agrees we should prioritize, yet its shocking how few people have practice or guidance on how to do it well. We go to an expert. Shari McGuire is a successful author, consultant and speaker on time management, productivity and profitability. ...<div class="read-more"><a href="http://tomonleadership.com/2012/01/22/prioritizing-with-shari-mcguire-jan-232012/">Read more &#8250;</a></div><!-- end of .read-more -->]]></description>
		<wfw:commentRss>http://tomonleadership.com/2012/01/22/prioritizing-with-shari-mcguire-jan-232012/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
<enclosure url="http://media.blubrry.com/tomonleadership/www.blogtalkradio.com/tom-on-leadership/2012/01/23/prioritizing--with-shari-mcguire.mp3" length="7054443" type="audio/mpeg" />
		<itunes:subtitle>Everyone agrees we should prioritize, yet its shocking how few people have practice or guidance on how to do it well. We go to an expert. Shari McGuire is a successful author, consultant and speaker on time management, productivity and profitability. ...</itunes:subtitle>
		<itunes:summary>Everyone agrees we should prioritize, yet its shocking how few people have practice or guidance on how to do it well. We go to an expert. Shari McGuire is a successful author, consultant and speaker on time management, productivity and profitability. ...</itunes:summary>
		<itunes:author>Tom Cox</itunes:author>
		<itunes:explicit>clean</itunes:explicit>
	</item>
		<item>
		<title>Improving Group Energy &#8211; with Jackie Barretta &#8211; Jan 08,2012</title>
		<link>http://tomonleadership.com/2012/01/07/improving-group-energy-with-jackie-barretta-jan-082012/?utm_source=rss&#038;utm_medium=rss&#038;utm_campaign=improving-group-energy-with-jackie-barretta-jan-082012</link>
		<comments>http://tomonleadership.com/2012/01/07/improving-group-energy-with-jackie-barretta-jan-082012/#comments</comments>
		<pubDate>Sun, 08 Jan 2012 07:00:00 +0000</pubDate>
		<dc:creator>Tom Cox</dc:creator>
				<category><![CDATA[Business]]></category>
		<category><![CDATA[Podcasts]]></category>

		<guid isPermaLink="false">http://www.blogtalkradio.com/tom-on-leadership/2012/01/08/improving-group-energy--with-jackie-barretta</guid>
		<description><![CDATA[ How can leaders improve the energies and cultures of their groups? Jackie Barretta has had a 28-year history as a successful senior executive in Fortune 500 companies and Big Four consulting firms. Almost a year ago, she left her executive position to...<div class="read-more"><a href="http://tomonleadership.com/2012/01/07/improving-group-energy-with-jackie-barretta-jan-082012/">Read more &#8250;</a></div><!-- end of .read-more -->]]></description>
		<wfw:commentRss>http://tomonleadership.com/2012/01/07/improving-group-energy-with-jackie-barretta-jan-082012/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
<enclosure url="http://media.blubrry.com/tomonleadership/www.blogtalkradio.com/tom-on-leadership/2012/01/08/improving-group-energy--with-jackie-barretta.mp3" length="7069698" type="audio/mpeg" />
		<itunes:subtitle>How can leaders improve the energies and cultures of their groups? Jackie Barretta has had a 28-year history as a successful senior executive in Fortune 500 companies and Big Four consulting firms. Almost a year ago, she left her executive position to...</itunes:subtitle>
		<itunes:summary>How can leaders improve the energies and cultures of their groups? Jackie Barretta has had a 28-year history as a successful senior executive in Fortune 500 companies and Big Four consulting firms. Almost a year ago, she left her executive position to...</itunes:summary>
		<itunes:author>Tom Cox</itunes:author>
		<itunes:explicit>clean</itunes:explicit>
	</item>
		<item>
		<title>Goal Setting for CEOs &#8211; beyond SMART and HARD</title>
		<link>http://tomonleadership.com/2012/01/02/goal-setting-for-ceos-beyond-smart-and-hard/?utm_source=rss&#038;utm_medium=rss&#038;utm_campaign=goal-setting-for-ceos-beyond-smart-and-hard</link>
		<comments>http://tomonleadership.com/2012/01/02/goal-setting-for-ceos-beyond-smart-and-hard/#comments</comments>
		<pubDate>Mon, 02 Jan 2012 22:42:09 +0000</pubDate>
		<dc:creator>Tom Cox</dc:creator>
				<category><![CDATA[Articles]]></category>
		<category><![CDATA[CULTURE]]></category>
		<category><![CDATA[feedback]]></category>
		<category><![CDATA[goals]]></category>

		<guid isPermaLink="false">http://tomonleadership.com/?p=3016</guid>
		<description><![CDATA[One of the CEO&#8217;s deliverables is creating a Culture. One way to strongly influence that culture is by the example the CEO creates when she sets goals &#8212; for herself or others. Here&#8217;s how to set goals even better than<span class="ellipsis">&#8230;</span><div class="read-more"><a href="http://tomonleadership.com/2012/01/02/goal-setting-for-ceos-beyond-smart-and-hard/">Read more &#8250;</a></div><!-- end of .read-more -->]]></description>
		<wfw:commentRss>http://tomonleadership.com/2012/01/02/goal-setting-for-ceos-beyond-smart-and-hard/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Mentoring for Competitive Advantage &#8211; Dec 15,2011</title>
		<link>http://tomonleadership.com/2011/12/15/mentoring-for-competitive-advantage-dec-152011/?utm_source=rss&#038;utm_medium=rss&#038;utm_campaign=mentoring-for-competitive-advantage-dec-152011</link>
		<comments>http://tomonleadership.com/2011/12/15/mentoring-for-competitive-advantage-dec-152011/#comments</comments>
		<pubDate>Thu, 15 Dec 2011 17:00:00 +0000</pubDate>
		<dc:creator>Tom Cox</dc:creator>
				<category><![CDATA[Business]]></category>
		<category><![CDATA[Podcasts]]></category>
		<category><![CDATA[CULTURE]]></category>
		<category><![CDATA[learning]]></category>
		<category><![CDATA[TEAM]]></category>

		<guid isPermaLink="false">http://www.blogtalkradio.com/tom-on-leadership/2011/12/15/mentoring-for-competitive-advantage</guid>
		<description><![CDATA[ Mentoring is the sort of soft activity often pushed aside for "more important" things -- yet a modest commitment to mentoring can have big impacts across an organization -- impacts that have huge bottom line impacts, like retaining senior staff, incre...<div class="read-more"><a href="http://tomonleadership.com/2011/12/15/mentoring-for-competitive-advantage-dec-152011/">Read more &#8250;</a></div><!-- end of .read-more -->]]></description>
		<wfw:commentRss>http://tomonleadership.com/2011/12/15/mentoring-for-competitive-advantage-dec-152011/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
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			<itunes:keywords>CULTURE,learning,TEAM</itunes:keywords>
	<itunes:subtitle>Mentoring is the sort of soft activity often pushed aside for &quot;more important&quot; things -- yet a modest commitment to mentoring can have big impacts across an organization -- impacts that have huge bottom line impacts, like retaining senior staff, incre...</itunes:subtitle>
		<itunes:summary>Mentoring is the sort of soft activity often pushed aside for &quot;more important&quot; things -- yet a modest commitment to mentoring can have big impacts across an organization -- impacts that have huge bottom line impacts, like retaining senior staff, incre...</itunes:summary>
		<itunes:author>Tom Cox</itunes:author>
		<itunes:explicit>clean</itunes:explicit>
	</item>
		<item>
		<title>Motivate with The Progress Principle &#8211; Amabile and Kramer &#8211; Dec 12,2011</title>
		<link>http://tomonleadership.com/2011/12/12/motivate-with-the-progress-principle-amabile-and-kramer-dec-122011/?utm_source=rss&#038;utm_medium=rss&#038;utm_campaign=motivate-with-the-progress-principle-amabile-and-kramer-dec-122011</link>
		<comments>http://tomonleadership.com/2011/12/12/motivate-with-the-progress-principle-amabile-and-kramer-dec-122011/#comments</comments>
		<pubDate>Mon, 12 Dec 2011 18:00:00 +0000</pubDate>
		<dc:creator>Tom Cox</dc:creator>
				<category><![CDATA[Business]]></category>
		<category><![CDATA[Podcasts]]></category>
		<category><![CDATA[feedback]]></category>
		<category><![CDATA[performance]]></category>
		<category><![CDATA[project management]]></category>
		<category><![CDATA[TEAM]]></category>

		<guid isPermaLink="false">http://www.blogtalkradio.com/tom-on-leadership/2011/12/12/motivate-with-the-progress-principle--amabile-and-kramer</guid>
		<description><![CDATA[ Managers are far more powerful than they realize, at affecting the performance of the people who work for and with them. New research by Toms guests, Teresa Amabile and Steven Kramer, lay out three specific types of things we can do to boost performan...<div class="read-more"><a href="http://tomonleadership.com/2011/12/12/motivate-with-the-progress-principle-amabile-and-kramer-dec-122011/">Read more &#8250;</a></div><!-- end of .read-more -->]]></description>
		<wfw:commentRss>http://tomonleadership.com/2011/12/12/motivate-with-the-progress-principle-amabile-and-kramer-dec-122011/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
<enclosure url="http://media.blubrry.com/tomonleadership/www.blogtalkradio.com/tom-on-leadership/2011/12/12/motivate-with-the-progress-principle--amabile-and-kramer.mp3" length="7066145" type="audio/mpeg" />
			<itunes:keywords>feedback,performance,project management,TEAM</itunes:keywords>
	<itunes:subtitle>Managers are far more powerful than they realize, at affecting the performance of the people who work for and with them. New research by Toms guests, Teresa Amabile and Steven Kramer, lay out three specific types of things we can do to boost performan...</itunes:subtitle>
		<itunes:summary>Managers are far more powerful than they realize, at affecting the performance of the people who work for and with them. New research by Toms guests, Teresa Amabile and Steven Kramer, lay out three specific types of things we can do to boost performan...</itunes:summary>
		<itunes:author>Tom Cox</itunes:author>
		<itunes:explicit>clean</itunes:explicit>
	</item>
		<item>
		<title>Recruiting 101 for CEOs &#8211; with Wendy Kent</title>
		<link>http://tomonleadership.com/2011/12/06/recruiting-101-for-ceos-with-wendy-kent/?utm_source=rss&#038;utm_medium=rss&#038;utm_campaign=recruiting-101-for-ceos-with-wendy-kent</link>
		<comments>http://tomonleadership.com/2011/12/06/recruiting-101-for-ceos-with-wendy-kent/#comments</comments>
		<pubDate>Tue, 06 Dec 2011 22:39:18 +0000</pubDate>
		<dc:creator>Tom Cox</dc:creator>
				<category><![CDATA[Articles]]></category>
		<category><![CDATA[Featured]]></category>
		<category><![CDATA[CEO]]></category>
		<category><![CDATA[TEAM]]></category>

		<guid isPermaLink="false">http://tomonleadership.com/?p=2965</guid>
		<description><![CDATA[Of the CEO&#8217;s four major responsibilities &#8212; Culture, Budget, Strategy, and building the senior Team &#8212; I believe the hardest and most important is building the team. Jim Collins, the author of &#8220;Good to Great&#8221; and &#8220;Great by Choice&#8221; among<span class="ellipsis">&#8230;</span><div class="read-more"><a href="http://tomonleadership.com/2011/12/06/recruiting-101-for-ceos-with-wendy-kent/">Read more &#8250;</a></div><!-- end of .read-more -->]]></description>
		<wfw:commentRss>http://tomonleadership.com/2011/12/06/recruiting-101-for-ceos-with-wendy-kent/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Pernsteiner&#8217;s Folly</title>
		<link>http://tomonleadership.com/2011/11/30/pernsteiners-folly/?utm_source=rss&#038;utm_medium=rss&#038;utm_campaign=pernsteiners-folly</link>
		<comments>http://tomonleadership.com/2011/11/30/pernsteiners-folly/#comments</comments>
		<pubDate>Thu, 01 Dec 2011 06:00:34 +0000</pubDate>
		<dc:creator>Tom Cox</dc:creator>
				<category><![CDATA[Articles]]></category>
		<category><![CDATA[TEAM]]></category>
		<category><![CDATA[trust]]></category>

		<guid isPermaLink="false">http://tomonleadership.com/?p=2975</guid>
		<description><![CDATA[For two and a half years, the University of Oregon had an unusually high performing president. Under his leadership. the previously sleepy and mediocre school came alive. Donations began to flow in faster. Decisions got made quickly. Things started to<span class="ellipsis">&#8230;</span><div class="read-more"><a href="http://tomonleadership.com/2011/11/30/pernsteiners-folly/">Read more &#8250;</a></div><!-- end of .read-more -->]]></description>
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		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>If You Will Lead &#8211; with Doug Moran &#8211; Nov 25,2011</title>
		<link>http://tomonleadership.com/2011/11/25/if-you-will-lead-with-doug-moran-nov-252011/?utm_source=rss&#038;utm_medium=rss&#038;utm_campaign=if-you-will-lead-with-doug-moran-nov-252011</link>
		<comments>http://tomonleadership.com/2011/11/25/if-you-will-lead-with-doug-moran-nov-252011/#comments</comments>
		<pubDate>Fri, 25 Nov 2011 18:30:00 +0000</pubDate>
		<dc:creator>Tom Cox</dc:creator>
				<category><![CDATA[Business]]></category>
		<category><![CDATA[Podcasts]]></category>
		<category><![CDATA[CEO]]></category>
		<category><![CDATA[leadership]]></category>
		<category><![CDATA[SELF IMPROVEMENT]]></category>

		<guid isPermaLink="false">http://www.blogtalkradio.com/tom-on-leadership/2011/11/25/if-you-will-lead--with-doug-moran</guid>
		<description><![CDATA[ Tom discusses leadership and character -- and historical examples and lessons -- with returning guest Doug Moran, who will share examples from his new book "If You Will Lead." Doug is an expert on building character and the influence of character on l...<div class="read-more"><a href="http://tomonleadership.com/2011/11/25/if-you-will-lead-with-doug-moran-nov-252011/">Read more &#8250;</a></div><!-- end of .read-more -->]]></description>
		<wfw:commentRss>http://tomonleadership.com/2011/11/25/if-you-will-lead-with-doug-moran-nov-252011/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
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			<itunes:keywords>CEO,leadership,SELF IMPROVEMENT</itunes:keywords>
	<itunes:subtitle>Tom discusses leadership and character -- and historical examples and lessons -- with returning guest Doug Moran, who will share examples from his new book &quot;If You Will Lead.&quot; Doug is an expert on building character and the influence of character on l...</itunes:subtitle>
		<itunes:summary>Tom discusses leadership and character -- and historical examples and lessons -- with returning guest Doug Moran, who will share examples from his new book &quot;If You Will Lead.&quot; Doug is an expert on building character and the influence of character on l...</itunes:summary>
		<itunes:author>Tom Cox</itunes:author>
		<itunes:explicit>clean</itunes:explicit>
	</item>
		<item>
		<title>Absolute Honesty &#8211; with Bob Phillips &#8211; Nov 21,2011</title>
		<link>http://tomonleadership.com/2011/11/20/absolute-honesty-with-bob-phillips-nov-212011/?utm_source=rss&#038;utm_medium=rss&#038;utm_campaign=absolute-honesty-with-bob-phillips-nov-212011</link>
		<comments>http://tomonleadership.com/2011/11/20/absolute-honesty-with-bob-phillips-nov-212011/#comments</comments>
		<pubDate>Mon, 21 Nov 2011 06:30:00 +0000</pubDate>
		<dc:creator>Tom Cox</dc:creator>
				<category><![CDATA[Business]]></category>
		<category><![CDATA[Podcasts]]></category>
		<category><![CDATA[CULTURE]]></category>
		<category><![CDATA[trust]]></category>

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		<description><![CDATA[ Absolute honesty is more than a good idea or even a great goal -- its the only way to achieve the highest levels of organizational effectiveness. Former Intel HR honcho Bob Phillips shares his Six Steps for creating Absolute Honesty in the workplace.L...<div class="read-more"><a href="http://tomonleadership.com/2011/11/20/absolute-honesty-with-bob-phillips-nov-212011/">Read more &#8250;</a></div><!-- end of .read-more -->]]></description>
		<wfw:commentRss>http://tomonleadership.com/2011/11/20/absolute-honesty-with-bob-phillips-nov-212011/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
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			<itunes:keywords>CULTURE,trust</itunes:keywords>
	<itunes:subtitle>Absolute honesty is more than a good idea or even a great goal -- its the only way to achieve the highest levels of organizational effectiveness. Former Intel HR honcho Bob Phillips shares his Six Steps for creating Absolute Honesty in the workplace.L...</itunes:subtitle>
		<itunes:summary>Absolute honesty is more than a good idea or even a great goal -- its the only way to achieve the highest levels of organizational effectiveness. Former Intel HR honcho Bob Phillips shares his Six Steps for creating Absolute Honesty in the workplace.L...</itunes:summary>
		<itunes:author>Tom Cox</itunes:author>
		<itunes:explicit>clean</itunes:explicit>
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