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	<title>Unconventional Leadership</title>
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	<link>http://www.unconventional-leadership.com</link>
	<description>Challenging Perspectives</description>
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		<title>Doing What You&#039;re Told Only Makes You Average</title>
		<link>http://www.unconventional-leadership.com/2012/09/25/doing-what-youre-told-only-makes-you-average/?utm_source=rss&#038;utm_medium=rss&#038;utm_campaign=doing-what-youre-told-only-makes-you-average</link>
		<comments>http://www.unconventional-leadership.com/2012/09/25/doing-what-youre-told-only-makes-you-average/#comments</comments>
		<pubDate>Tue, 25 Sep 2012 18:21:49 +0000</pubDate>
		<dc:creator>Tony Doody</dc:creator>
				<category><![CDATA[Leadership]]></category>

		<guid isPermaLink="false">http://www.unconventional-leadership.com/?p=1394</guid>
		<description><![CDATA[You know the saying, “It’s better to be safe than sorry?” You know what’s better than being safe? Being extraordinary. People often make the mistake of thinking that doing all the tasks in their job description makes them excellent, even exceptional. But the job description is the starting point, not the destination. Great leaders (and top performers) are relentless in assessing current conditions and taking decisive, future-focused action. They don’t wait for someone else to tell them what to do; &#8230; <a href="http://www.unconventional-leadership.com/2012/09/25/doing-what-youre-told-only-makes-you-average/" >&#8594;</a>]]></description>
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		<slash:comments>1</slash:comments>
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		<title>Build your connections before you need your connections</title>
		<link>http://www.unconventional-leadership.com/2012/08/22/build-your-connections-before-you-need-your-connections/?utm_source=rss&#038;utm_medium=rss&#038;utm_campaign=build-your-connections-before-you-need-your-connections</link>
		<comments>http://www.unconventional-leadership.com/2012/08/22/build-your-connections-before-you-need-your-connections/#comments</comments>
		<pubDate>Wed, 22 Aug 2012 15:33:10 +0000</pubDate>
		<dc:creator>Tony Doody</dc:creator>
				<category><![CDATA[Networking]]></category>

		<guid isPermaLink="false">http://www.unconventional-leadership.com/?p=1278</guid>
		<description><![CDATA[Most professionals agree that the quality and breadth of one’s connections are critical to organizational and personal success. Positive relationships support problem solving, crisis management, collaborations, new initiatives and even enhance career opportunities. Despite this understanding, colleges don’t emphasize teaching networking strategies for students. Moreover, though we may agree that networking is important, many of us don’t intentionally create an action plan to develop our own network. As leaders, we need to make networking a universal expectation and model the &#8230; <a href="http://www.unconventional-leadership.com/2012/08/22/build-your-connections-before-you-need-your-connections/" >&#8594;</a>]]></description>
		<wfw:commentRss>http://www.unconventional-leadership.com/2012/08/22/build-your-connections-before-you-need-your-connections/feed/</wfw:commentRss>
		<slash:comments>4</slash:comments>
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		<title>Take the Two Item Productivity Challenge</title>
		<link>http://www.unconventional-leadership.com/2012/07/30/take-the-two-item-productivity-challenge/?utm_source=rss&#038;utm_medium=rss&#038;utm_campaign=take-the-two-item-productivity-challenge</link>
		<comments>http://www.unconventional-leadership.com/2012/07/30/take-the-two-item-productivity-challenge/#comments</comments>
		<pubDate>Mon, 30 Jul 2012 23:18:31 +0000</pubDate>
		<dc:creator>Patrick Love</dc:creator>
				<category><![CDATA[Management]]></category>

		<guid isPermaLink="false">http://www.unconventional-leadership.com/?p=1264</guid>
		<description><![CDATA[I’m a productive person and am constantly looking for ways to squeeze more out of my days. I tried a number of different applications for task and time management before finally settling on Nozbe. I also have two calendars: one for my appointments and one for my reminders. I use Evernote to keep track of documents and websites for various projects and Dropbox generic viagra online to make sure I have documents and photos at my fingertips. Yet, it was &#8230; <a href="http://www.unconventional-leadership.com/2012/07/30/take-the-two-item-productivity-challenge/" >&#8594;</a>]]></description>
		<wfw:commentRss>http://www.unconventional-leadership.com/2012/07/30/take-the-two-item-productivity-challenge/feed/</wfw:commentRss>
		<slash:comments>2</slash:comments>
		</item>
		<item>
		<title>Innovation Enforcers versus Innovation Appreciators</title>
		<link>http://www.unconventional-leadership.com/2012/06/15/innovation-enforcers-versus-innovation-appreciators/?utm_source=rss&#038;utm_medium=rss&#038;utm_campaign=innovation-enforcers-versus-innovation-appreciators</link>
		<comments>http://www.unconventional-leadership.com/2012/06/15/innovation-enforcers-versus-innovation-appreciators/#comments</comments>
		<pubDate>Sat, 16 Jun 2012 01:41:19 +0000</pubDate>
		<dc:creator>Patrick Love</dc:creator>
				<category><![CDATA[Leadership]]></category>

		<guid isPermaLink="false">http://www.unconventional-leadership.com/?p=1249</guid>
		<description><![CDATA[Note: This is the first in a series of reflections on the Big Ideas Conference that took place on May 18-19, 2012 at Rutgers University, which was sponsored by The Jersey Alliance, Student Life at Rutgers, and NIRSA. This conference sold out 240 tickets that cost up to $189 each and was a conference the likes of which had not been seen in the history of student affairs (This is NOT hyperbole!). This article focuses on the context in which &#8230; <a href="http://www.unconventional-leadership.com/2012/06/15/innovation-enforcers-versus-innovation-appreciators/" >&#8594;</a>]]></description>
		<wfw:commentRss>http://www.unconventional-leadership.com/2012/06/15/innovation-enforcers-versus-innovation-appreciators/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
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		<title>Futures Forecasting: Not About the Weather</title>
		<link>http://www.unconventional-leadership.com/2012/05/07/futures-forecasting-not-about-the-weather/?utm_source=rss&#038;utm_medium=rss&#038;utm_campaign=futures-forecasting-not-about-the-weather</link>
		<comments>http://www.unconventional-leadership.com/2012/05/07/futures-forecasting-not-about-the-weather/#comments</comments>
		<pubDate>Mon, 07 May 2012 19:59:50 +0000</pubDate>
		<dc:creator>Patrick Love</dc:creator>
				<category><![CDATA[Leadership]]></category>

		<guid isPermaLink="false">http://www.unconventional-leadership.com/?p=1162</guid>
		<description><![CDATA[We unthinkingly create our own future every moment of every day. Each action we take, each decision we make, we are shaping and creating our future. The fact that you chose to read this blog post is shaping your future. But most of us, most of the time, are not conscious of this reality. But that lack of consciousness isn’t really the problem. The problem is that when we ARE consciously trying to look to the future (e.g., through planning) &#8230; <a href="http://www.unconventional-leadership.com/2012/05/07/futures-forecasting-not-about-the-weather/" >&#8594;</a>]]></description>
		<wfw:commentRss>http://www.unconventional-leadership.com/2012/05/07/futures-forecasting-not-about-the-weather/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
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		<title>Silos, Fortresses and Lunch With Strangers</title>
		<link>http://www.unconventional-leadership.com/2012/04/25/silos-fortresses-and-lunch-with-strangers/?utm_source=rss&#038;utm_medium=rss&#038;utm_campaign=silos-fortresses-and-lunch-with-strangers</link>
		<comments>http://www.unconventional-leadership.com/2012/04/25/silos-fortresses-and-lunch-with-strangers/#comments</comments>
		<pubDate>Wed, 25 Apr 2012 15:35:54 +0000</pubDate>
		<dc:creator>Tony Doody</dc:creator>
				<category><![CDATA[Networking]]></category>

		<guid isPermaLink="false">http://www.unconventional-leadership.com/?p=1116</guid>
		<description><![CDATA[Is your organization a series of fortresses where departments battle each other for resources, attention, and influence? Too often in large organizations, staff may rarely connect with others outside their department unless forced to do so through meetings, processes get implemented without an understanding of broader implications and consequences, and information passes only through select channels. The result is not an effective organization committed to global goals, but a series of petty fiefdoms whose individual focus often distorts the larger &#8230; <a href="http://www.unconventional-leadership.com/2012/04/25/silos-fortresses-and-lunch-with-strangers/" >&#8594;</a>]]></description>
		<wfw:commentRss>http://www.unconventional-leadership.com/2012/04/25/silos-fortresses-and-lunch-with-strangers/feed/</wfw:commentRss>
		<slash:comments>3</slash:comments>
		</item>
		<item>
		<title>When Goals Become Limits</title>
		<link>http://www.unconventional-leadership.com/2012/04/15/when-goals-become-limits/?utm_source=rss&#038;utm_medium=rss&#038;utm_campaign=when-goals-become-limits</link>
		<comments>http://www.unconventional-leadership.com/2012/04/15/when-goals-become-limits/#comments</comments>
		<pubDate>Mon, 16 Apr 2012 01:31:42 +0000</pubDate>
		<dc:creator>Patrick Love</dc:creator>
				<category><![CDATA[Leadership]]></category>

		<guid isPermaLink="false">http://www.unconventional-leadership.com/?p=1093</guid>
		<description><![CDATA[I am a goal setter. I set goals at the start of each year, each semester, even every weekend. What do I hope to accomplish? How much? How high? How far? I set goals in my work life, in my personal life, in my musical life, and in my running life. Goals help me stretch; goals help me go beyond where I have gone before. I want to run 250 miles in a month; I want to have a 50% &#8230; <a href="http://www.unconventional-leadership.com/2012/04/15/when-goals-become-limits/" >&#8594;</a>]]></description>
		<wfw:commentRss>http://www.unconventional-leadership.com/2012/04/15/when-goals-become-limits/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>6 Ways to Encourage Risk Taking and Disruptive Innovation</title>
		<link>http://www.unconventional-leadership.com/2012/04/09/6-ways-to-encourage-risk-taking-and-disruptive-innovation/?utm_source=rss&#038;utm_medium=rss&#038;utm_campaign=6-ways-to-encourage-risk-taking-and-disruptive-innovation</link>
		<comments>http://www.unconventional-leadership.com/2012/04/09/6-ways-to-encourage-risk-taking-and-disruptive-innovation/#comments</comments>
		<pubDate>Tue, 10 Apr 2012 01:56:08 +0000</pubDate>
		<dc:creator>Tony Doody</dc:creator>
				<category><![CDATA[Management]]></category>

		<guid isPermaLink="false">http://www.unconventional-leadership.com/?p=937</guid>
		<description><![CDATA[Photo courtesy of Ken Douglass Successful leaders are forever under pressure to produce consistent results and maintain high standards. The inclination over time is to protect status by making conservative decisions and taking fewer risks, but this kind of behavior leads to stagnation. The most innovative organizations thrive on leadership and a culture that encourages appropriate risk-taking. Before having children, I used to snowboard frequently. I loved pushing the limits of speed and danger by attempting tricks and maneuvers better &#8230; <a href="http://www.unconventional-leadership.com/2012/04/09/6-ways-to-encourage-risk-taking-and-disruptive-innovation/" >&#8594;</a>]]></description>
		<wfw:commentRss>http://www.unconventional-leadership.com/2012/04/09/6-ways-to-encourage-risk-taking-and-disruptive-innovation/feed/</wfw:commentRss>
		<slash:comments>1</slash:comments>
		</item>
		<item>
		<title>Managing Your All-Stars</title>
		<link>http://www.unconventional-leadership.com/2012/04/02/managing-your-all-stars/?utm_source=rss&#038;utm_medium=rss&#038;utm_campaign=managing-your-all-stars</link>
		<comments>http://www.unconventional-leadership.com/2012/04/02/managing-your-all-stars/#comments</comments>
		<pubDate>Mon, 02 Apr 2012 19:02:38 +0000</pubDate>
		<dc:creator>Patrick Love</dc:creator>
				<category><![CDATA[Leadership]]></category>

		<guid isPermaLink="false">http://www.unconventional-leadership.com/?p=911</guid>
		<description><![CDATA[An important task of anyone in middle management is to identify and recruit high quality talent. Entry level staff tend to show up to professional meetings intending to impress, get noticed, and be on the lookout for that next opportunity. The purpose of networking for new professionals is primarily for the individual (which early in one’s career is not a bad thing!). But at some point we realize the value in noticing and identifying people who we would like to &#8230; <a href="http://www.unconventional-leadership.com/2012/04/02/managing-your-all-stars/" >&#8594;</a>]]></description>
		<wfw:commentRss>http://www.unconventional-leadership.com/2012/04/02/managing-your-all-stars/feed/</wfw:commentRss>
		<slash:comments>3</slash:comments>
		</item>
		<item>
		<title>The Antidote to Ambiguity: Values-Based Leadership</title>
		<link>http://www.unconventional-leadership.com/2012/03/15/the-antidote-to-ambiguity-values-based-leadership/?utm_source=rss&#038;utm_medium=rss&#038;utm_campaign=the-antidote-to-ambiguity-values-based-leadership</link>
		<comments>http://www.unconventional-leadership.com/2012/03/15/the-antidote-to-ambiguity-values-based-leadership/#comments</comments>
		<pubDate>Thu, 15 Mar 2012 13:55:49 +0000</pubDate>
		<dc:creator>Tony Doody</dc:creator>
				<category><![CDATA[Leadership]]></category>

		<guid isPermaLink="false">http://www.unconventional-leadership.com/?p=849</guid>
		<description><![CDATA[What is your mission statement? How many people in your organization have read it? Understand it? Remember it? BELIEVE IT? And, how many of those who remain after answering those questions have actually adopted it? Management books universally extol the importance of a mission statement. I have both suffered through mission development exercises as a staff member and been hired to facilitate these sessions. The process goes something like this: a group of senior administrators lock themselves in a room &#8230; <a href="http://www.unconventional-leadership.com/2012/03/15/the-antidote-to-ambiguity-values-based-leadership/" >&#8594;</a>]]></description>
		<wfw:commentRss>http://www.unconventional-leadership.com/2012/03/15/the-antidote-to-ambiguity-values-based-leadership/feed/</wfw:commentRss>
		<slash:comments>4</slash:comments>
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