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	<title>Directionally Correct &#187; Leadership</title>
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	<link>http://russaebig.com/directionallycorrect</link>
	<description>Thoughts About the Corporate World We Live In</description>
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		<title>Spark!</title>
		<link>http://russaebig.com/directionallycorrect/2010/07/27/spark/#utm_source=feed&amp;utm_medium=feed&amp;utm_campaign=feed</link>
		<comments>http://russaebig.com/directionallycorrect/2010/07/27/spark/#comments</comments>
		<pubDate>Tue, 27 Jul 2010 13:22:17 +0000</pubDate>
		<dc:creator>Russ Aebig</dc:creator>
				<category><![CDATA[Consulting]]></category>
		<category><![CDATA[Leadership]]></category>
		<category><![CDATA[Management]]></category>
		<category><![CDATA[collaboration]]></category>
		<category><![CDATA[culture]]></category>
		<category><![CDATA[social technology]]></category>

		<guid isPermaLink="false">http://russaebig.com/directionallycorrect/?p=1076</guid>
		<description><![CDATA[Spark.  The sound of an idea coming to life.  Once born, it will seek out other ideas and inspire people to build on it, growing into and morphing into many other shapes and sizes... <a href="http://russaebig.com/directionallycorrect/2010/07/27/spark/">Continue reading <span class="meta-nav">&#8594;</span></a>]]></description>
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		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Next Level Thinking</title>
		<link>http://russaebig.com/directionallycorrect/2010/07/18/next-level-thinking/#utm_source=feed&amp;utm_medium=feed&amp;utm_campaign=feed</link>
		<comments>http://russaebig.com/directionallycorrect/2010/07/18/next-level-thinking/#comments</comments>
		<pubDate>Sun, 18 Jul 2010 16:57:43 +0000</pubDate>
		<dc:creator>Russ Aebig</dc:creator>
				<category><![CDATA[Consulting]]></category>
		<category><![CDATA[Leadership]]></category>
		<category><![CDATA[Management]]></category>
		<category><![CDATA[Process]]></category>
		<category><![CDATA[acceleration]]></category>
		<category><![CDATA[change]]></category>
		<category><![CDATA[collaboration]]></category>
		<category><![CDATA[consultant]]></category>
		<category><![CDATA[ecosystem]]></category>

		<guid isPermaLink="false">http://russaebig.com/directionallycorrect/?p=1069</guid>
		<description><![CDATA[Changing your way of thinking is not easy. Culture, habit, and time pressures conspire to keep the things as they are. getting to the next level, regardless of what level that may be, requires this very change however... <a href="http://russaebig.com/directionallycorrect/2010/07/18/next-level-thinking/">Continue reading <span class="meta-nav">&#8594;</span></a>]]></description>
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		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Decisions are Made by Individuals</title>
		<link>http://russaebig.com/directionallycorrect/2010/07/01/decisions-are-made-by-individuals/#utm_source=feed&amp;utm_medium=feed&amp;utm_campaign=feed</link>
		<comments>http://russaebig.com/directionallycorrect/2010/07/01/decisions-are-made-by-individuals/#comments</comments>
		<pubDate>Thu, 01 Jul 2010 20:59:26 +0000</pubDate>
		<dc:creator>Russ Aebig</dc:creator>
				<category><![CDATA[Leadership]]></category>
		<category><![CDATA[Management]]></category>
		<category><![CDATA[Process]]></category>
		<category><![CDATA[decision]]></category>

		<guid isPermaLink="false">http://russaebig.com/directionallycorrect/?p=1056</guid>
		<description><![CDATA[Let's be clear.  Decisions are made by people - by individuals.   Decisions are not made by groups or committees... <a href="http://russaebig.com/directionallycorrect/2010/07/01/decisions-are-made-by-individuals/">Continue reading <span class="meta-nav">&#8594;</span></a>]]></description>
		<wfw:commentRss>http://russaebig.com/directionallycorrect/2010/07/01/decisions-are-made-by-individuals/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Leading at the Edge</title>
		<link>http://russaebig.com/directionallycorrect/2010/05/25/leading-at-the-edge/#utm_source=feed&amp;utm_medium=feed&amp;utm_campaign=feed</link>
		<comments>http://russaebig.com/directionallycorrect/2010/05/25/leading-at-the-edge/#comments</comments>
		<pubDate>Tue, 25 May 2010 14:00:05 +0000</pubDate>
		<dc:creator>Russ Aebig</dc:creator>
				<category><![CDATA[Consulting]]></category>
		<category><![CDATA[Leadership]]></category>
		<category><![CDATA[consultant]]></category>
		<category><![CDATA[people]]></category>
		<category><![CDATA[workforce dynamics]]></category>

		<guid isPermaLink="false">http://russaebig.com/directionallycorrect/?p=948</guid>
		<description><![CDATA[...At the edge, the action is about change.  The action is about identifying a vision and working towards transformation of an organization.  In the post noted above, Edge IT is defined as functions and services that rhyme with IT Strategy, workforce planning, financial and operational modelling, scalability and capacity planning.  This is an area where leadership makes all the difference... <a href="http://russaebig.com/directionallycorrect/2010/05/25/leading-at-the-edge/">Continue reading <span class="meta-nav">&#8594;</span></a>]]></description>
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		<slash:comments>0</slash:comments>
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		<title>Managing at the Core</title>
		<link>http://russaebig.com/directionallycorrect/2010/05/20/managing-at-the-core/#utm_source=feed&amp;utm_medium=feed&amp;utm_campaign=feed</link>
		<comments>http://russaebig.com/directionallycorrect/2010/05/20/managing-at-the-core/#comments</comments>
		<pubDate>Thu, 20 May 2010 17:19:17 +0000</pubDate>
		<dc:creator>Russ Aebig</dc:creator>
				<category><![CDATA[Leadership]]></category>
		<category><![CDATA[Management]]></category>
		<category><![CDATA[People / Talent]]></category>
		<category><![CDATA[organization]]></category>
		<category><![CDATA[people]]></category>

		<guid isPermaLink="false">http://russaebig.com/directionallycorrect/?p=940</guid>
		<description><![CDATA[...This is also the area where truly great IT organizations separate themselves from their peers.  Organizations which are able to articulate the problems to solve, the benefits and costs in doing so, and have develop a well though through approach in addressing the problem have a huge leg up.   By doing so, the organization can avoid false starts and mis-direction, early involvement of stakeholders instead of late, and the projects have a better chance of running to conclusion.  In general, this will provide a more efficient use of capital. <a href="http://russaebig.com/directionallycorrect/2010/05/20/managing-at-the-core/">Continue reading <span class="meta-nav">&#8594;</span></a>]]></description>
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		<slash:comments>1</slash:comments>
		</item>
		<item>
		<title>Angry Exec Ratio</title>
		<link>http://russaebig.com/directionallycorrect/2010/05/07/angry-exec-ratio/#utm_source=feed&amp;utm_medium=feed&amp;utm_campaign=feed</link>
		<comments>http://russaebig.com/directionallycorrect/2010/05/07/angry-exec-ratio/#comments</comments>
		<pubDate>Fri, 07 May 2010 16:15:39 +0000</pubDate>
		<dc:creator>Russ Aebig</dc:creator>
				<category><![CDATA[Leadership]]></category>
		<category><![CDATA[Management]]></category>
		<category><![CDATA[business drivers]]></category>
		<category><![CDATA[capability]]></category>
		<category><![CDATA[decisions]]></category>

		<guid isPermaLink="false">http://russaebig.com/directionallycorrect/?p=859</guid>
		<description><![CDATA[Making people happy is over rated. Making everyone happy is impossible.  Getting the job done, no matter how difficult, is enormously under rated... <a href="http://russaebig.com/directionallycorrect/2010/05/07/angry-exec-ratio/">Continue reading <span class="meta-nav">&#8594;</span></a>]]></description>
		<wfw:commentRss>http://russaebig.com/directionallycorrect/2010/05/07/angry-exec-ratio/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Arrows of Change</title>
		<link>http://russaebig.com/directionallycorrect/2010/04/01/arrows-of-change/#utm_source=feed&amp;utm_medium=feed&amp;utm_campaign=feed</link>
		<comments>http://russaebig.com/directionallycorrect/2010/04/01/arrows-of-change/#comments</comments>
		<pubDate>Thu, 01 Apr 2010 17:21:23 +0000</pubDate>
		<dc:creator>Russ Aebig</dc:creator>
				<category><![CDATA[Leadership]]></category>
		<category><![CDATA[action]]></category>
		<category><![CDATA[change]]></category>
		<category><![CDATA[vision]]></category>

		<guid isPermaLink="false">http://russaebig.com/directionallycorrect/?p=882</guid>
		<description><![CDATA[It takes courage to stand up for what you believe to be right, for what you believe needs to change, or to the actions and decisions the authority figures and decision makers which you are accountable to.   The movie Jerry Maguire opens with the lead character creating a manifesto for change.  His vision was bold and would change much of how his company would conduct business.  While this manifesto did not turn out too well for him personally in the short-term, in the long-term he was able to put his vision into practice and the industry was far better...  <a href="http://russaebig.com/directionallycorrect/2010/04/01/arrows-of-change/">Continue reading <span class="meta-nav">&#8594;</span></a>]]></description>
		<wfw:commentRss>http://russaebig.com/directionallycorrect/2010/04/01/arrows-of-change/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>24 Months</title>
		<link>http://russaebig.com/directionallycorrect/2010/03/23/24-months/#utm_source=feed&amp;utm_medium=feed&amp;utm_campaign=feed</link>
		<comments>http://russaebig.com/directionallycorrect/2010/03/23/24-months/#comments</comments>
		<pubDate>Tue, 23 Mar 2010 12:07:07 +0000</pubDate>
		<dc:creator>Russ Aebig</dc:creator>
				<category><![CDATA[Leadership]]></category>
		<category><![CDATA[Management]]></category>
		<category><![CDATA[change]]></category>
		<category><![CDATA[organization]]></category>

		<guid isPermaLink="false">http://russaebig.com/directionallycorrect/?p=871</guid>
		<description><![CDATA[A recent Forrester study has shown that the average job term for a CIO is on the rise.  I believe there is more to the story.   Going with the assumption that both the employer and employee need to realize a value in what they receive in exchange for what they give there is an implied necessary balance and harmony required for a strong and long-lasting working relationship. <a href="http://russaebig.com/directionallycorrect/2010/03/23/24-months/">Continue reading <span class="meta-nav">&#8594;</span></a>]]></description>
		<wfw:commentRss>http://russaebig.com/directionallycorrect/2010/03/23/24-months/feed/</wfw:commentRss>
		<slash:comments>2</slash:comments>
		</item>
		<item>
		<title>Growing Pains</title>
		<link>http://russaebig.com/directionallycorrect/2010/03/05/growing-pains/#utm_source=feed&amp;utm_medium=feed&amp;utm_campaign=feed</link>
		<comments>http://russaebig.com/directionallycorrect/2010/03/05/growing-pains/#comments</comments>
		<pubDate>Fri, 05 Mar 2010 12:45:58 +0000</pubDate>
		<dc:creator>Russ Aebig</dc:creator>
				<category><![CDATA[Leadership]]></category>
		<category><![CDATA[Management]]></category>
		<category><![CDATA[Technology]]></category>
		<category><![CDATA[acceleration]]></category>
		<category><![CDATA[business drivers]]></category>

		<guid isPermaLink="false">http://russaebig.com/directionallycorrect/?p=851</guid>
		<description><![CDATA[When companies are young, there is often abundant enthusiasm, and a scarcity of funds.  From an IT perspective your decision horizon is also not too far out.  You will typically have comparatively few users for the systems you have to build (or buy, or rent, or...).  The criteria that you have to work with will typically be very basic functionality, low volume, and little interaction between functions.  Given that the expectation that you will pull off minor miracles with two quarters and a dime, the best and easiest answer is to develop point solutions with minimal investment in the software platform.  If you have enough foresight to the types of applications required ahead of time you may even invest time in an application and system architecture.  Congratulate yourself if were able to pull this off in the typical start-up organization.   <a href="http://russaebig.com/directionallycorrect/2010/03/05/growing-pains/">Continue reading <span class="meta-nav">&#8594;</span></a>]]></description>
		<wfw:commentRss>http://russaebig.com/directionallycorrect/2010/03/05/growing-pains/feed/</wfw:commentRss>
		<slash:comments>1</slash:comments>
		</item>
		<item>
		<title>Attraction of Identity</title>
		<link>http://russaebig.com/directionallycorrect/2010/02/21/attraction-of-identity/#utm_source=feed&amp;utm_medium=feed&amp;utm_campaign=feed</link>
		<comments>http://russaebig.com/directionallycorrect/2010/02/21/attraction-of-identity/#comments</comments>
		<pubDate>Sun, 21 Feb 2010 14:17:45 +0000</pubDate>
		<dc:creator>Russ Aebig</dc:creator>
				<category><![CDATA[Leadership]]></category>
		<category><![CDATA[Management]]></category>
		<category><![CDATA[brand]]></category>
		<category><![CDATA[culture]]></category>
		<category><![CDATA[productivity]]></category>
		<category><![CDATA[workforce dynamics]]></category>

		<guid isPermaLink="false">http://russaebig.com/directionallycorrect/?p=833</guid>
		<description><![CDATA[As an organization, who are you? What is your internal and external story? If you cannot crisply define yourself in a few words you likely have a problem on your hands. <a href="http://russaebig.com/directionallycorrect/2010/02/21/attraction-of-identity/">Continue reading <span class="meta-nav">&#8594;</span></a>]]></description>
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		<slash:comments>2</slash:comments>
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