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	<title>Directionally Correct &#187; Leadership</title>
	<atom:link href="http://russaebig.com/directionallycorrect/tag/leadership/feed/" rel="self" type="application/rss+xml" />
	<link>http://russaebig.com/directionallycorrect</link>
	<description>Thoughts About the Corporate World We Live In</description>
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		<title>What Professionals Do</title>
		<link>http://russaebig.com/directionallycorrect/2011/07/04/what-professionals-do/#utm_source=feed&#038;utm_medium=feed&#038;utm_campaign=feed</link>
		<comments>http://russaebig.com/directionallycorrect/2011/07/04/what-professionals-do/#comments</comments>
		<pubDate>Mon, 04 Jul 2011 19:49:35 +0000</pubDate>
		<dc:creator>Russ Aebig</dc:creator>
				<category><![CDATA[Consulting]]></category>
		<category><![CDATA[Management]]></category>
		<category><![CDATA[People / Talent]]></category>
		<category><![CDATA[Uncategorized]]></category>
		<category><![CDATA[action]]></category>
		<category><![CDATA[actions]]></category>
		<category><![CDATA[character]]></category>
		<category><![CDATA[consultant]]></category>
		<category><![CDATA[contractor]]></category>
		<category><![CDATA[Leadership]]></category>
		<category><![CDATA[workforce dynamics]]></category>

		<guid isPermaLink="false">http://russaebig.com/directionallycorrect/?p=1218</guid>
		<description><![CDATA[...which describes the essential ingredients to what serves as not only differentiators in your workforce, but the "difference makers". I believe the few people that get the lion's share of work done exhibit these behaviors. Being a professional involves a code of conduct. While consultants (Blood Type of a Consultant) and contractors (Blood Type of a Contractor) are defined in the referenced posts terms of what it means to carry their associated profession's badge, Seth does a good job of providing attributes of "being professional" <a href="http://russaebig.com/directionallycorrect/2011/07/04/what-professionals-do/">Continue reading <span class="meta-nav">&#8594;</span></a>]]></description>
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		<slash:comments>0</slash:comments>
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		<title>IT Organization of the Future</title>
		<link>http://russaebig.com/directionallycorrect/2011/03/15/it-organization-of-the-future/#utm_source=feed&#038;utm_medium=feed&#038;utm_campaign=feed</link>
		<comments>http://russaebig.com/directionallycorrect/2011/03/15/it-organization-of-the-future/#comments</comments>
		<pubDate>Tue, 15 Mar 2011 09:13:33 +0000</pubDate>
		<dc:creator>Russ Aebig</dc:creator>
				<category><![CDATA[Consulting]]></category>
		<category><![CDATA[Leadership]]></category>
		<category><![CDATA[business drivers]]></category>
		<category><![CDATA[change]]></category>
		<category><![CDATA[Management]]></category>

		<guid isPermaLink="false">http://russaebig.com/directionallycorrect/?p=1178</guid>
		<description><![CDATA[In a world where we often don't look beyond the next set of quarterly financial statements, it is occasionally refreshing to take a pause and fast forward the tape to imagine what out world will be like in three or five years... <a href="http://russaebig.com/directionallycorrect/2011/03/15/it-organization-of-the-future/">Continue reading <span class="meta-nav">&#8594;</span></a>]]></description>
		<wfw:commentRss>http://russaebig.com/directionallycorrect/2011/03/15/it-organization-of-the-future/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Values &#8211; The Softer Side of Strategy</title>
		<link>http://russaebig.com/directionallycorrect/2011/02/11/values-the-softer-side-of-strategy/#utm_source=feed&#038;utm_medium=feed&#038;utm_campaign=feed</link>
		<comments>http://russaebig.com/directionallycorrect/2011/02/11/values-the-softer-side-of-strategy/#comments</comments>
		<pubDate>Fri, 11 Feb 2011 13:02:12 +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[change]]></category>
		<category><![CDATA[strategy]]></category>
		<category><![CDATA[values]]></category>
		<category><![CDATA[workforce dynamics]]></category>

		<guid isPermaLink="false">http://russaebig.com/directionallycorrect/?p=1131</guid>
		<description><![CDATA[...Powerful words.  They set the stage for big things to come, especially when everyone believes in these values and they cause people to take actions toward a unified set of goals - or more importantly, drive an organization to a desired set of behaviors. <a href="http://russaebig.com/directionallycorrect/2011/02/11/values-the-softer-side-of-strategy/">Continue reading <span class="meta-nav">&#8594;</span></a>]]></description>
		<wfw:commentRss>http://russaebig.com/directionallycorrect/2011/02/11/values-the-softer-side-of-strategy/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Strategic Intent &#8211; IT Strategy&#8217;s Business Alignment</title>
		<link>http://russaebig.com/directionallycorrect/2011/01/27/strategic-intent-it-strategys-business-alignment/#utm_source=feed&#038;utm_medium=feed&#038;utm_campaign=feed</link>
		<comments>http://russaebig.com/directionallycorrect/2011/01/27/strategic-intent-it-strategys-business-alignment/#comments</comments>
		<pubDate>Thu, 27 Jan 2011 16:19:05 +0000</pubDate>
		<dc:creator>Russ Aebig</dc:creator>
				<category><![CDATA[Consulting]]></category>
		<category><![CDATA[Leadership]]></category>
		<category><![CDATA[acceleration]]></category>
		<category><![CDATA[business drivers]]></category>
		<category><![CDATA[strategy]]></category>

		<guid isPermaLink="false">http://russaebig.com/directionallycorrect/?p=1116</guid>
		<description><![CDATA[...When you align your must-do initiatives with business intents (strategy or direction) the first realization is that you now have a North Star for driving your IT organization. The next realization is that the funding mechanism for your organization becomes very clear.  <a href="http://russaebig.com/directionallycorrect/2011/01/27/strategic-intent-it-strategys-business-alignment/">Continue reading <span class="meta-nav">&#8594;</span></a>]]></description>
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		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Elements of IT Strategy</title>
		<link>http://russaebig.com/directionallycorrect/2011/01/24/elements-of-it-strategy/#utm_source=feed&#038;utm_medium=feed&#038;utm_campaign=feed</link>
		<comments>http://russaebig.com/directionallycorrect/2011/01/24/elements-of-it-strategy/#comments</comments>
		<pubDate>Mon, 24 Jan 2011 13:48:26 +0000</pubDate>
		<dc:creator>Russ Aebig</dc:creator>
				<category><![CDATA[Consulting]]></category>
		<category><![CDATA[business drivers]]></category>
		<category><![CDATA[decision]]></category>
		<category><![CDATA[Leadership]]></category>
		<category><![CDATA[Management]]></category>
		<category><![CDATA[Process]]></category>

		<guid isPermaLink="false">http://russaebig.com/directionallycorrect/?p=1108</guid>
		<description><![CDATA[Type "IT Strategy" into Google and the search engine will return over 140 million entries. These results indicate there is no single way to draft an IT Strategy. <a href="http://russaebig.com/directionallycorrect/2011/01/24/elements-of-it-strategy/">Continue reading <span class="meta-nav">&#8594;</span></a>]]></description>
		<wfw:commentRss>http://russaebig.com/directionallycorrect/2011/01/24/elements-of-it-strategy/feed/</wfw:commentRss>
		<slash:comments>2</slash:comments>
		</item>
		<item>
		<title>The Art of Problem Solving</title>
		<link>http://russaebig.com/directionallycorrect/2010/09/23/the-art-of-problem-solving/#utm_source=feed&#038;utm_medium=feed&#038;utm_campaign=feed</link>
		<comments>http://russaebig.com/directionallycorrect/2010/09/23/the-art-of-problem-solving/#comments</comments>
		<pubDate>Fri, 24 Sep 2010 04:44:07 +0000</pubDate>
		<dc:creator>Russ Aebig</dc:creator>
				<category><![CDATA[Leadership]]></category>
		<category><![CDATA[Management]]></category>
		<category><![CDATA[People / Talent]]></category>
		<category><![CDATA[decision]]></category>
		<category><![CDATA[think]]></category>

		<guid isPermaLink="false">http://russaebig.com/directionallycorrect/?p=1095</guid>
		<description><![CDATA[...while there are many frameworks which have been developed which attempt to get to sought after answers in a methodical manner, the reality is there is less hard science behind this than we would hope.  Aristotle, Socrates, and Plato were philosophizing about this long, long ago.  Debates brought out valid points in different approaches, but no consensus... <a href="http://russaebig.com/directionallycorrect/2010/09/23/the-art-of-problem-solving/">Continue reading <span class="meta-nav">&#8594;</span></a>]]></description>
		<wfw:commentRss>http://russaebig.com/directionallycorrect/2010/09/23/the-art-of-problem-solving/feed/</wfw:commentRss>
		<slash:comments>2</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&#038;utm_medium=feed&#038;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>1</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&#038;utm_medium=feed&#038;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>
		<wfw:commentRss>http://russaebig.com/directionallycorrect/2010/05/25/leading-at-the-edge/feed/</wfw:commentRss>
		<slash:comments>1</slash:comments>
		</item>
		<item>
		<title>Arrows of Change</title>
		<link>http://russaebig.com/directionallycorrect/2010/04/01/arrows-of-change/#utm_source=feed&#038;utm_medium=feed&#038;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&#038;utm_medium=feed&#038;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>
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		<slash:comments>2</slash:comments>
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