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	<title>Management Excellence &#187; Product Management</title>
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	<link>http://artpetty.com</link>
	<description>Ideas and approaches in business performance excellence.  </description>
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		<ttl>1440</ttl>
		<itunes:keywords></itunes:keywords>
		<itunes:subtitle></itunes:subtitle>
		<itunes:summary>Ideas and approaches in business performance excellence.  </itunes:summary>
		<itunes:author></itunes:author>
		<itunes:category text="Business"/>
<itunes:category text="Business">
  <itunes:category text="Management &amp; Marketing"/>
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<itunes:category text="Business">
  <itunes:category text="Careers"/>
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			<itunes:name></itunes:name>
			<itunes:email>art.petty@artpetty.com</itunes:email>
		</itunes:owner>
		<itunes:block>No</itunes:block>
		<itunes:explicit>no</itunes:explicit>
		<itunes:image href="http://artpetty.com/images/managment-excellence-podcast.jpg" />
		<image>
			<url>http://artpetty.com/images/managment-excellence-podcast-sm.jpg</url>
			<title>Management Excellence</title>
			<link>http://artpetty.com</link>
			<width>144</width>
			<height>144</height>
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		<item>
		<title>Leadership Caffeine: Learning to Adjust Your Altitude</title>
		<link>http://artpetty.com/2010/04/12/leadership-caffeine-learning-to-adjust-your-altitude/</link>
		<comments>http://artpetty.com/2010/04/12/leadership-caffeine-learning-to-adjust-your-altitude/#comments</comments>
		<pubDate>Mon, 12 Apr 2010 12:50:07 +0000</pubDate>
		<dc:creator>Art Petty</dc:creator>
				<category><![CDATA[Career]]></category>
		<category><![CDATA[Leadership]]></category>
		<category><![CDATA[Leadership Caffeine]]></category>
		<category><![CDATA[Leadership Skills]]></category>
		<category><![CDATA[Management Education]]></category>
		<category><![CDATA[Product Management]]></category>
		<category><![CDATA[Professional Growth]]></category>
		<category><![CDATA[Project Management]]></category>
		<category><![CDATA[Your Professional Development "To Do" List]]></category>
		<category><![CDATA[communications]]></category>
		<category><![CDATA[developing as a professional]]></category>
		<category><![CDATA[individual contributor]]></category>
		<category><![CDATA[Learning to Adjust Your Altitude]]></category>
		<category><![CDATA[Performance]]></category>
		<category><![CDATA[strategy and execution]]></category>

		<guid isPermaLink="false">http://artpetty.com/?p=3588</guid>
		<description><![CDATA[While the phrase is most commonly referenced as attitude adjustment, I’ll go out on a limb and suggest that one of the abilities that leaders must develop to be effective is the ability to adjust their altitudes. Good leaders learn to scale institutional and intellectual heights with ease and comfort, quickly adapting to the audience and situation.]]></description>
		<wfw:commentRss>http://artpetty.com/2010/04/12/leadership-caffeine-learning-to-adjust-your-altitude/feed/</wfw:commentRss>
		<slash:comments>13</slash:comments>
		</item>
		<item>
		<title>Leadership Caffeine-Teach Your Team to Make Better Decisions</title>
		<link>http://artpetty.com/2010/03/14/leadership-caffeine-teach-your-team-to-make-better-decisions/</link>
		<comments>http://artpetty.com/2010/03/14/leadership-caffeine-teach-your-team-to-make-better-decisions/#comments</comments>
		<pubDate>Sun, 14 Mar 2010 21:06:04 +0000</pubDate>
		<dc:creator>Art Petty</dc:creator>
				<category><![CDATA[Leadership]]></category>
		<category><![CDATA[Leadership Caffeine]]></category>
		<category><![CDATA[Leadership Skills]]></category>
		<category><![CDATA[Making Decisions]]></category>
		<category><![CDATA[Management Education]]></category>
		<category><![CDATA[Product Management]]></category>
		<category><![CDATA[Professional Growth]]></category>
		<category><![CDATA[Project Management]]></category>
		<category><![CDATA[Strategy]]></category>
		<category><![CDATA[Your Professional Development "To Do" List]]></category>
		<category><![CDATA[Decision Making]]></category>
		<category><![CDATA[Improving Decision-Making]]></category>
		<category><![CDATA[Teaching Decision-Making]]></category>

		<guid isPermaLink="false">http://artpetty.com/?p=3490</guid>
		<description><![CDATA[If you were to embark upon a rugged and lonely journey to the top of the mountain to ask for enlightenment from the Oracle of Management, I suspect that you would be left with the words “decision-making” to ponder on your long walk back to civilization.  And in spite of the lack of a concrete answer from this journey, I’ll throw in my two-cents worth that decision-making is in fact the essence of management. It’s also darned hard to do, difficult to teach and challenging to get right more often than not.
]]></description>
		<wfw:commentRss>http://artpetty.com/2010/03/14/leadership-caffeine-teach-your-team-to-make-better-decisions/feed/</wfw:commentRss>
		<slash:comments>1</slash:comments>
		</item>
		<item>
		<title>Leading the Driven Individual</title>
		<link>http://artpetty.com/2010/01/15/leading-the-driven-individual/</link>
		<comments>http://artpetty.com/2010/01/15/leading-the-driven-individual/#comments</comments>
		<pubDate>Fri, 15 Jan 2010 14:21:14 +0000</pubDate>
		<dc:creator>Art Petty</dc:creator>
				<category><![CDATA[Innovation]]></category>
		<category><![CDATA[Leadership]]></category>
		<category><![CDATA[Leadership Skills]]></category>
		<category><![CDATA[Management Education]]></category>
		<category><![CDATA[Organizational Transformation]]></category>
		<category><![CDATA[Performance]]></category>
		<category><![CDATA[Product Management]]></category>
		<category><![CDATA[Professional Growth]]></category>
		<category><![CDATA[Project Management]]></category>
		<category><![CDATA[Talent Management]]></category>
		<category><![CDATA[Deming]]></category>
		<category><![CDATA[Driven Individual]]></category>
		<category><![CDATA[Leadership Challenges]]></category>
		<category><![CDATA[Leadership Guidance]]></category>
		<category><![CDATA[Profit Patterns]]></category>
		<category><![CDATA[Systems Thinker]]></category>

		<guid isPermaLink="false">http://artpetty.com/?p=3198</guid>
		<description><![CDATA[A  great deal of popular leadership writing (mine included) focuses on the common issues and challenges with “typical employees.” Now before you grab a pitchfork and light the torches and start marching on this blog for my use of the term “typical,” don’t misconstrue my meaning. Yes, I know that no one is “typical” and that we all have strengths and weaknesses and that it is grossly unfair to provide such a crass label to the masses of good quality employees laboring away and earning “strongly exceeds” on our grade-inflated performance evaluations.  (I can hear the pitchforks clanking again on that last shot!)  Nonetheless, it was the best label I could come up with on short notice and only a few sips into my first cup of coffee, to differentiate from the subject of today’s post: The Driven Individual (DI). ]]></description>
		<wfw:commentRss>http://artpetty.com/2010/01/15/leading-the-driven-individual/feed/</wfw:commentRss>
		<slash:comments>10</slash:comments>
		</item>
		<item>
		<title>Leading in the Trenches-Recovering from Trickle Down Project Management Chaos</title>
		<link>http://artpetty.com/2009/11/03/leading-in-the-trenches-recovering-from-trickle-down-project-management-chaos/</link>
		<comments>http://artpetty.com/2009/11/03/leading-in-the-trenches-recovering-from-trickle-down-project-management-chaos/#comments</comments>
		<pubDate>Tue, 03 Nov 2009 14:53:23 +0000</pubDate>
		<dc:creator>Art Petty</dc:creator>
				<category><![CDATA[Leadership]]></category>
		<category><![CDATA[Making Decisions]]></category>
		<category><![CDATA[Management Excellence Tips for Tough Times]]></category>
		<category><![CDATA[Middle Management]]></category>
		<category><![CDATA[Performance]]></category>
		<category><![CDATA[Product Management]]></category>
		<category><![CDATA[Project Management]]></category>
		<category><![CDATA[Leading in the Trenches]]></category>
		<category><![CDATA[leading.]]></category>
		<category><![CDATA[Strategic Project Management Execution]]></category>

		<guid isPermaLink="false">http://artpetty.com/?p=2834</guid>
		<description><![CDATA[Project inflation…the spread of too many projects and the heaping of them upon the tormented and torn few is a formula for disaster. Unfortunately, work force reductions and pressures to reduce costs, improve processes and to innovate all fuel project inflation.  Consider adopting a rigorous approach to project selection by asking and answering these following questions:]]></description>
		<wfw:commentRss>http://artpetty.com/2009/11/03/leading-in-the-trenches-recovering-from-trickle-down-project-management-chaos/feed/</wfw:commentRss>
		<slash:comments>3</slash:comments>
		</item>
		<item>
		<title>Leading in the Trenches: How Well Do You Know Your Customers?</title>
		<link>http://artpetty.com/2009/09/30/leading-in-the-trenches-how-well-do-you-know-your-customers/</link>
		<comments>http://artpetty.com/2009/09/30/leading-in-the-trenches-how-well-do-you-know-your-customers/#comments</comments>
		<pubDate>Wed, 30 Sep 2009 13:00:27 +0000</pubDate>
		<dc:creator>Art Petty</dc:creator>
				<category><![CDATA[Customer Service]]></category>
		<category><![CDATA[Leadership]]></category>
		<category><![CDATA[Leadership Skills]]></category>
		<category><![CDATA[Leading Change]]></category>
		<category><![CDATA[Making Decisions]]></category>
		<category><![CDATA[Management Education]]></category>
		<category><![CDATA[Marketing]]></category>
		<category><![CDATA[Organizational Transformation]]></category>
		<category><![CDATA[Performance]]></category>
		<category><![CDATA[Product Management]]></category>
		<category><![CDATA[Professional Growth]]></category>
		<category><![CDATA[Quality Systems Management]]></category>
		<category><![CDATA[Strategy]]></category>
		<category><![CDATA[voice of the customer]]></category>

		<guid isPermaLink="false">http://artpetty.com/?p=2560</guid>
		<description><![CDATA[If you don’t know your customers at a sufficient level of detail, including their hopes, dreams and emotions, everything you are doing includes a high degree of guesswork and randomness. Your messaging likely includes a great deal of blah blah about your firm.  Promotional activities are fired from a shotgun, and while they occasionally hit something, there is no viable, sustainable marketing system in place.]]></description>
		<wfw:commentRss>http://artpetty.com/2009/09/30/leading-in-the-trenches-how-well-do-you-know-your-customers/feed/</wfw:commentRss>
		<slash:comments>9</slash:comments>
		</item>
		<item>
		<title>Management Excellence Audio Interview: The CEO Perspective on Product Management</title>
		<link>http://artpetty.com/2009/08/26/management-excellence-audio-interview-the-ceo-perspective-on-product-management/</link>
		<comments>http://artpetty.com/2009/08/26/management-excellence-audio-interview-the-ceo-perspective-on-product-management/#comments</comments>
		<pubDate>Wed, 26 Aug 2009 15:51:27 +0000</pubDate>
		<dc:creator>Art Petty</dc:creator>
				<category><![CDATA[Career]]></category>
		<category><![CDATA[Fresh Voices]]></category>
		<category><![CDATA[Leadership]]></category>
		<category><![CDATA[Life and Business]]></category>
		<category><![CDATA[Management Education]]></category>
		<category><![CDATA[Marketing Yourself]]></category>
		<category><![CDATA[Middle Management]]></category>
		<category><![CDATA[Organizational Transformation]]></category>
		<category><![CDATA[Product Management]]></category>
		<category><![CDATA[Surviving Lousy Leaders]]></category>
		<category><![CDATA[Talent Management]]></category>
		<category><![CDATA[management excellence audio interviews]]></category>
		<category><![CDATA[audio interview]]></category>
		<category><![CDATA[best practices in leadership]]></category>
		<category><![CDATA[best practices in product management]]></category>
		<category><![CDATA[CEO perspectives]]></category>

		<guid isPermaLink="false">http://artpetty.com/?p=2388</guid>
		<description><![CDATA[
Notes from Art: I recently mentioned that I would be kicking off the Management Excellence Audio Interview Series, and I’m thrilled to be doing it today with Mike Mulcahy, a technology industry executive that has served as a CEO, a Founder of his own start-up and a Business Unit Leader inside one of the world’s [...]]]></description>
		<wfw:commentRss>http://artpetty.com/2009/08/26/management-excellence-audio-interview-the-ceo-perspective-on-product-management/feed/</wfw:commentRss>
		<slash:comments>1</slash:comments>
			<enclosure url="http://artpetty.com/podpress_trac/feed/2388/0/mikemulcahy.mp3" length="3115102" type="audio/mpeg"/>
<itunes:duration>17:18</itunes:duration>
		<itunes:subtitle>Notes from Art: I recently mentioned that I would be kicking off the Management Excellence Audio Interview Series, and Irsquo;m thrilled to be doing it ...</itunes:subtitle>
		<itunes:summary>Notes from Art: I recently mentioned that I would be kicking off the Management Excellence Audio Interview Series, and Irsquo;m thrilled to be doing it today with Mike Mulcahy, a technology industry executive that has served as a CEO, a Founder of his own start-up and a Business Unit Leader inside one of the worldrsquo;s largest organizations.nbsp; Oh, and Mike just happens to be one of the best sales professionals that Irsquo;ve had the privilege of knowing.
Mike is also one of those all-too-rare top executives that consistently champions the cause of product management inside his organizations. I know this first-hand, because it was Mike that provided me with an early opportunity to build a product management organization from the ground up. 
We recently reconnected and Mike highlighted his on-going challenges in supporting the development of great product management and great product managers on his teams.  I invited him to share his thoughts and perspectives with the community in this inaugural interview program, and he graciously agreed. 
A few last comments and then on to the interview.



	The audio recording tools that I used are new to me and there are some sound quality issues. Bear with me as I improve those in future interviews. nbsp;Fortunately, the issues in this one are that Mike is very audible, and I'm a bit quieter. nbsp;At least we got that part right!


	I took the opportunity to poll the very active pm community out on twitter (#prodmgmt) and asked what they wanted to hear from the CEO. I received some phenomenal questions and based on the volume was only able to tackle a few here during the interview. Irsquo;ve included the full listing of the questions belowhellip;and encourage all interested parties to share their thoughts on these important issues. They are great content for future posts and interviews as well.


	Last and not least, Mike has graciously volunteered to field specific questions about the audio interview here on the blog via the comments. Ask away.

With no further adieu, herersquo;s Mike Mulcahy for 17 minutes offering his very experienced perspectives on product management.



--

Summary List of Questions from Product Managers for "the CEO" Via Twitter (#prodmgmt)

Note: some great content for comments, questions and follow-on posts. nbsp;Thanks!





	What is the most compelling problem the CEO faces that he believe a pm can help solve?
	How does the ceo believe he best connects with the pm team?
	Does the CEO see prod mgmt becoming commoditized?
	What metrics does he use to determine if PM is performing well?
	Does he trust PM to stop development on a dead product?
	His view on relationships between pm and company/depts.
	What are the driving metrics he seeks from product mgmt?
	How does he encourage continuous learning from product management?
	What is product management'ss role w. development if the company is using agile?
	Do you view product management as product focused or more product marketing?
	Is product management really the Voice of the Customer?
	Does product management have a seat at the leadership table?
	I am interested to know how he feels about compensation based on product revenue.
	What innovation initiatives/practices do they have in place? nbsp;What is the role of PM in them?
	How important is domain vs functional pm expertise?
	How has he positioned the PM function in his org? nbsp;i.e. VP level, stand-alone or within marketing or development?
	Does PM own the product /line of business at a P#38; L level?



</itunes:summary>
		<itunes:keywords>Career,,Fresh,Voices,,Leadership,,Life,and,Business,,Management,Education,,Marketing,Yourself,,Middle,Management,,Organizational,Transformation,,Product,Management,,Surviving,Lousy,Leaders,,Talent,Management,,management,excellence,audio,interviews</itunes:keywords>
		<itunes:author>art.petty@artpetty.com</itunes:author>
		<itunes:explicit>no</itunes:explicit>
		<itunes:block>No</itunes:block>
	</item>
		<item>
		<title>Management Excellence News, Updates &amp; Coming Attractions</title>
		<link>http://artpetty.com/2009/08/21/management-excellence-news-updates-coming-attractions/</link>
		<comments>http://artpetty.com/2009/08/21/management-excellence-news-updates-coming-attractions/#comments</comments>
		<pubDate>Fri, 21 Aug 2009 14:02:43 +0000</pubDate>
		<dc:creator>Art Petty</dc:creator>
				<category><![CDATA[Career]]></category>
		<category><![CDATA[Current Affairs]]></category>
		<category><![CDATA[Innovation]]></category>
		<category><![CDATA[Leadership]]></category>
		<category><![CDATA[Leadership Skills]]></category>
		<category><![CDATA[Leading the Generations]]></category>
		<category><![CDATA[Life and Business]]></category>
		<category><![CDATA[Management Education]]></category>
		<category><![CDATA[Middle Management]]></category>
		<category><![CDATA[Product Management]]></category>
		<category><![CDATA[Professional Growth]]></category>
		<category><![CDATA[Project Management]]></category>
		<category><![CDATA[Your Professional Development "To Do" List]]></category>
		<category><![CDATA[Call for Guest Speakers]]></category>
		<category><![CDATA[Leadership Caffeine]]></category>
		<category><![CDATA[management excellence]]></category>
		<category><![CDATA[New Offerings from Management Excellence]]></category>
		<category><![CDATA[New Programs]]></category>
		<category><![CDATA[News and Updates]]></category>
		<category><![CDATA[on-line education]]></category>
		<category><![CDATA[practical lessons in leadership]]></category>
		<category><![CDATA[Professional Development]]></category>
		<category><![CDATA[Professional Mentoring]]></category>

		<guid isPermaLink="false">http://artpetty.com/?p=2357</guid>
		<description><![CDATA[Note from Art: While I’m remarkably sensitive to not creating an infomercial out of my blog, I am involved in a number of exciting activities that I’ve shared with some of you personally.  Here’s a bit broader update and a call for speakers and interview subjects.]]></description>
		<wfw:commentRss>http://artpetty.com/2009/08/21/management-excellence-news-updates-coming-attractions/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Jump-Start Strategy By Jumping Straight to the Middle of the Process</title>
		<link>http://artpetty.com/2009/07/17/jump-start-strategy-by-jumping-straight-to-the-middle-of-the-process/</link>
		<comments>http://artpetty.com/2009/07/17/jump-start-strategy-by-jumping-straight-to-the-middle-of-the-process/#comments</comments>
		<pubDate>Fri, 17 Jul 2009 14:27:01 +0000</pubDate>
		<dc:creator>Art Petty</dc:creator>
				<category><![CDATA[Innovation]]></category>
		<category><![CDATA[Leadership]]></category>
		<category><![CDATA[Leading Change]]></category>
		<category><![CDATA[Making Decisions]]></category>
		<category><![CDATA[Management Innovation]]></category>
		<category><![CDATA[Performance]]></category>
		<category><![CDATA[Product Management]]></category>
		<category><![CDATA[Project Management]]></category>
		<category><![CDATA[Strategy]]></category>
		<category><![CDATA[avoiding the annual strategy offsite]]></category>
		<category><![CDATA[Avoiding the SWOT]]></category>
		<category><![CDATA[best practices in strategy]]></category>
		<category><![CDATA[Comparing Investment Choices]]></category>
		<category><![CDATA[Comparing Project Choices]]></category>
		<category><![CDATA[Getting Your Team Talking About the Right Issues]]></category>
		<category><![CDATA[strategic choice analysis]]></category>
		<category><![CDATA[strategy process]]></category>
		<category><![CDATA[strategy team]]></category>
		<category><![CDATA[SWOT]]></category>
		<category><![CDATA[What's Important?]]></category>

		<guid isPermaLink="false">http://artpetty.com/?p=2172</guid>
		<description><![CDATA[Get your team talking about the right topics and get them focused on assessing and comparing based on the criteria that are the most important to your success.  Skip the summer strategy offsite and start the dialogue on determining what’s truly important, and you’ll find yourself and your organization moving and working the right things faster than you might imagine. ]]></description>
		<wfw:commentRss>http://artpetty.com/2009/07/17/jump-start-strategy-by-jumping-straight-to-the-middle-of-the-process/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>A Fresh Voice and Leadership and the Art of Apology</title>
		<link>http://artpetty.com/2009/06/11/a-fresh-voice-and-leadership-and-the-art-of-apology/</link>
		<comments>http://artpetty.com/2009/06/11/a-fresh-voice-and-leadership-and-the-art-of-apology/#comments</comments>
		<pubDate>Thu, 11 Jun 2009 14:25:20 +0000</pubDate>
		<dc:creator>Art Petty</dc:creator>
				<category><![CDATA[Career]]></category>
		<category><![CDATA[Fresh Voices]]></category>
		<category><![CDATA[Leadership]]></category>
		<category><![CDATA[Leadership Skills]]></category>
		<category><![CDATA[Life and Business]]></category>
		<category><![CDATA[Management Education]]></category>
		<category><![CDATA[Middle Management]]></category>
		<category><![CDATA[Product Management]]></category>
		<category><![CDATA[Professional Growth]]></category>
		<category><![CDATA[Project Management]]></category>
		<category><![CDATA[Talent Management]]></category>
		<category><![CDATA[Values]]></category>
		<category><![CDATA[best practices in leadership]]></category>
		<category><![CDATA[best practices in management]]></category>
		<category><![CDATA[Building Credibility as a Leader]]></category>
		<category><![CDATA[credibility]]></category>
		<category><![CDATA[Fresh Voices in Management Excellence]]></category>
		<category><![CDATA[Is Apologizing Appropriate for a Leader?]]></category>
		<category><![CDATA[Leadership and the Art of the Apology]]></category>
		<category><![CDATA[management]]></category>
		<category><![CDATA[The Apology as a Leadership Tool]]></category>
		<category><![CDATA[The Art of Project Management]]></category>

		<guid isPermaLink="false">http://artpetty.com/?p=1944</guid>
		<description><![CDATA[There’s an excellent post entitled, “Sorry is not the final word, just the beginning,” by guest author and Product/Project Management Consultant, Lisa Winter at one of my favorite blogs: The Art of Project Management. hosted by the UCSC-Extension in Silicon Valley.

Ms. Winter describes a situation where she inadvertently upset a valuable but delicate team member on a conference call, and then went to significant lengths to apologize and regain his support. In addition to the happy ending, this fine post prompted some thoughts on a topic that I confess I’ve not spent a lot of time thinking about: the role of the apology as a leadership tool.

I can’t help but feel a little guilty that I’ve not raised this topic in the past, and for that, I apologize...(OK, I had to work it in somewhere!).  ]]></description>
		<wfw:commentRss>http://artpetty.com/2009/06/11/a-fresh-voice-and-leadership-and-the-art-of-apology/feed/</wfw:commentRss>
		<slash:comments>6</slash:comments>
		</item>
		<item>
		<title>What Are You Doing to Reinvent Your Professional Self?</title>
		<link>http://artpetty.com/2009/04/30/what-are-you-doing-to-reinvent-your-professional-self/</link>
		<comments>http://artpetty.com/2009/04/30/what-are-you-doing-to-reinvent-your-professional-self/#comments</comments>
		<pubDate>Thu, 30 Apr 2009 17:56:58 +0000</pubDate>
		<dc:creator>Art Petty</dc:creator>
				<category><![CDATA[Career]]></category>
		<category><![CDATA[Current Affairs]]></category>
		<category><![CDATA[Life and Business]]></category>
		<category><![CDATA[Marketing]]></category>
		<category><![CDATA[Middle Management]]></category>
		<category><![CDATA[Product Management]]></category>
		<category><![CDATA[Professional Growth]]></category>
		<category><![CDATA[Project Management]]></category>
		<category><![CDATA[Your Professional Development "To Do" List]]></category>
		<category><![CDATA[development]]></category>
		<category><![CDATA[Entrepreneurial Dreams?]]></category>
		<category><![CDATA[Growing Your Career]]></category>
		<category><![CDATA[Professional Development]]></category>
		<category><![CDATA[Reinventing Your Career]]></category>
		<category><![CDATA[Reinventing Your Professional Self]]></category>
		<category><![CDATA[self-development]]></category>
		<category><![CDATA[Taking Charge of Your Career]]></category>
		<category><![CDATA[What Next for Your Career?]]></category>

		<guid isPermaLink="false">http://artpetty.com/?p=1581</guid>
		<description><![CDATA[A fact of life in our world is that you will inevitably face the prospect of having to reinvent your professional self.  For many this is a daunting task that gets put off along with getting in shape, painting the house and writing a book.  The dream is nice, but the lack of action keeps it firmly out there somewhere in a hoped-for future.]]></description>
		<wfw:commentRss>http://artpetty.com/2009/04/30/what-are-you-doing-to-reinvent-your-professional-self/feed/</wfw:commentRss>
		<slash:comments>12</slash:comments>
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		<item>
		<title>Nine Power Techniques for Building Your Leadership Credibility</title>
		<link>http://artpetty.com/2009/04/24/nine-power-techniques-for-building-your-leadership-credibility/</link>
		<comments>http://artpetty.com/2009/04/24/nine-power-techniques-for-building-your-leadership-credibility/#comments</comments>
		<pubDate>Fri, 24 Apr 2009 12:51:30 +0000</pubDate>
		<dc:creator>Art Petty</dc:creator>
				<category><![CDATA[Career]]></category>
		<category><![CDATA[Leadership]]></category>
		<category><![CDATA[Leadership Skills]]></category>
		<category><![CDATA[Life and Business]]></category>
		<category><![CDATA[Making Decisions]]></category>
		<category><![CDATA[Management Education]]></category>
		<category><![CDATA[Middle Management]]></category>
		<category><![CDATA[Product Management]]></category>
		<category><![CDATA[Professional Growth]]></category>
		<category><![CDATA[Project Management]]></category>
		<category><![CDATA[Talent Management]]></category>
		<category><![CDATA[Your Professional Development "To Do" List]]></category>
		<category><![CDATA[best practices in leadership]]></category>
		<category><![CDATA[best practices in leading]]></category>
		<category><![CDATA[Building Credibility as a Leader]]></category>
		<category><![CDATA[Creating the Effective Work Environment]]></category>
		<category><![CDATA[Effective Leadership Requires Credibility]]></category>
		<category><![CDATA[Grow Your Leadership Credibility]]></category>
		<category><![CDATA[Informal Leadership]]></category>
		<category><![CDATA[Leadership Credibility]]></category>
		<category><![CDATA[practical lessons in leadership]]></category>
		<category><![CDATA[product manager]]></category>
		<category><![CDATA[project manager]]></category>

		<guid isPermaLink="false">http://artpetty.com/?p=1553</guid>
		<description><![CDATA[Whether you are a first-time leader, an experienced manager taking over a new team or an informal leader such as a project or product manager, you will be as successful as you are credible.  Your credibility is your professional bedrock.  Build on it carefully and constantly. ]]></description>
		<wfw:commentRss>http://artpetty.com/2009/04/24/nine-power-techniques-for-building-your-leadership-credibility/feed/</wfw:commentRss>
		<slash:comments>5</slash:comments>
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		<item>
		<title>The Potentially Profound Implications of Kindle</title>
		<link>http://artpetty.com/2009/04/23/the-potentially-profound-implications-of-kindle/</link>
		<comments>http://artpetty.com/2009/04/23/the-potentially-profound-implications-of-kindle/#comments</comments>
		<pubDate>Thu, 23 Apr 2009 12:38:15 +0000</pubDate>
		<dc:creator>Art Petty</dc:creator>
				<category><![CDATA[Current Affairs]]></category>
		<category><![CDATA[Innovation]]></category>
		<category><![CDATA[Product Management]]></category>
		<category><![CDATA[Social Satire]]></category>
		<category><![CDATA[amazon]]></category>
		<category><![CDATA[Amazon.com]]></category>
		<category><![CDATA[Apple]]></category>
		<category><![CDATA[Book Buying]]></category>
		<category><![CDATA[e-book readers]]></category>
		<category><![CDATA[itunes and ipod]]></category>
		<category><![CDATA[Jeff Bezos]]></category>
		<category><![CDATA[kindle]]></category>
		<category><![CDATA[Kindle2]]></category>
		<category><![CDATA[Kindle: Fad or the Real Deal?]]></category>
		<category><![CDATA[New York Times]]></category>
		<category><![CDATA[Newspaper industry]]></category>
		<category><![CDATA[Printing Industry]]></category>
		<category><![CDATA[Silicon Valley Insider]]></category>
		<category><![CDATA[Strategic implications of Kindle]]></category>
		<category><![CDATA[the disruptive power of Kindle]]></category>
		<category><![CDATA[The Implications on Kindle]]></category>
		<category><![CDATA[Wall Street Journal]]></category>
		<category><![CDATA[What's Your Kindle Strategy?]]></category>

		<guid isPermaLink="false">http://artpetty.com/?p=1548</guid>
		<description><![CDATA[Amazon's remarkable second version of their Kindle book reader has some profound implications for all of us.  Here's a "glowing" review and some speculative thoughts on what this device might just mean for a number of industries.  ]]></description>
		<wfw:commentRss>http://artpetty.com/2009/04/23/the-potentially-profound-implications-of-kindle/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
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		<item>
		<title>Develop Culture Sensing Skills and Take the Blinders Off Of Your Career</title>
		<link>http://artpetty.com/2009/04/03/develop-culture-sensing-skills-and-take-the-blinders-off-of-your-career/</link>
		<comments>http://artpetty.com/2009/04/03/develop-culture-sensing-skills-and-take-the-blinders-off-of-your-career/#comments</comments>
		<pubDate>Fri, 03 Apr 2009 11:18:15 +0000</pubDate>
		<dc:creator>Art Petty</dc:creator>
				<category><![CDATA[Career]]></category>
		<category><![CDATA[Leadership]]></category>
		<category><![CDATA[Leadership Skills]]></category>
		<category><![CDATA[Management Education]]></category>
		<category><![CDATA[Product Management]]></category>
		<category><![CDATA[Professional Growth]]></category>
		<category><![CDATA[Project Management]]></category>
		<category><![CDATA[Sales]]></category>
		<category><![CDATA[Your Professional Development "To Do" List]]></category>
		<category><![CDATA[Advance Your Career]]></category>
		<category><![CDATA[best practices in product management]]></category>
		<category><![CDATA[best practices in project management]]></category>
		<category><![CDATA[Best Practices in Sales]]></category>
		<category><![CDATA[Critical Career Skills]]></category>
		<category><![CDATA[culture]]></category>
		<category><![CDATA[Culture Sensing]]></category>
		<category><![CDATA[Develop Your Career]]></category>
		<category><![CDATA[How to Read a Culture]]></category>
		<category><![CDATA[Lateral Leadership]]></category>
		<category><![CDATA[product manager]]></category>
		<category><![CDATA[project manager]]></category>
		<category><![CDATA[Sales Professional]]></category>

		<guid isPermaLink="false">http://artpetty.com/?p=1423</guid>
		<description><![CDATA[One of my greatest career misfires was accepting a role in a firm where I had failed to properly assess the culture.  I was blinded by the allure of this successful and global firm and by the sharp people that I met during the interview process.

I can think of few skills more important for professionals, product and project managers and other lateral leaders to develop than culture sensing. All of the functional or vocational expertise in the world is for naught if the individual fails to take into account and leverage cultural idiosyncrasies to achieve results and drive performance improvements.
]]></description>
		<wfw:commentRss>http://artpetty.com/2009/04/03/develop-culture-sensing-skills-and-take-the-blinders-off-of-your-career/feed/</wfw:commentRss>
		<slash:comments>4</slash:comments>
		</item>
		<item>
		<title>Hey Tech Marketers, How About Helping Your Customers Solve Problems</title>
		<link>http://artpetty.com/2009/03/31/hey-tech-marketers-how-about-helping-your-customers-solve-problems/</link>
		<comments>http://artpetty.com/2009/03/31/hey-tech-marketers-how-about-helping-your-customers-solve-problems/#comments</comments>
		<pubDate>Tue, 31 Mar 2009 12:04:32 +0000</pubDate>
		<dc:creator>Art Petty</dc:creator>
				<category><![CDATA[Customer Service]]></category>
		<category><![CDATA[Marketing]]></category>
		<category><![CDATA[Organizational Transformation]]></category>
		<category><![CDATA[Product Management]]></category>
		<category><![CDATA[Sales]]></category>
		<category><![CDATA[A Technology Marketing Rant]]></category>
		<category><![CDATA[Best Practices in Marketing]]></category>
		<category><![CDATA[Best Practices in Technology Marketing]]></category>
		<category><![CDATA[david meerman scott]]></category>
		<category><![CDATA[e-learning]]></category>
		<category><![CDATA[Feature Marketing Worst Practices]]></category>
		<category><![CDATA[learning management solutions]]></category>
		<category><![CDATA[Lousy Marketing]]></category>
		<category><![CDATA[Lousy Sales Tactics]]></category>
		<category><![CDATA[Marketing Myopia]]></category>
		<category><![CDATA[Poor Customer Service]]></category>
		<category><![CDATA[Systems Thinking in Marketing]]></category>
		<category><![CDATA[Technology Marketing]]></category>
		<category><![CDATA[Tough Love for Marketers]]></category>
		<category><![CDATA[Value Chain Thinking]]></category>
		<category><![CDATA[World Wide Rave]]></category>

		<guid isPermaLink="false">http://artpetty.com/?p=1400</guid>
		<description><![CDATA["Nobody Cares About Your Products (Except You)," is one of the core rules that author and marketing thought-leader David Meerman Scott espouses in his latest book, World Wide Rave, and throughout his other works and blogs. 

The most zealous anti-smokers that I know are former smokers.   The fact that in hindsight, I can see that I was guilty of being a bit too proud of the features and functions of my own products as a technology marketer makes me just a bit maniacal about David's product rule as a user and consumer of tech products today. Unfortunately, it seems like there are still quite a few technology marketers out there that did not get the memo.

What I thought would be a simple search for a solution to a straight-forward business issue has turned into a quest worthy of Homer. 
]]></description>
		<wfw:commentRss>http://artpetty.com/2009/03/31/hey-tech-marketers-how-about-helping-your-customers-solve-problems/feed/</wfw:commentRss>
		<slash:comments>1</slash:comments>
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		<title>Too Many Projects Chasing Too Few People-It’s Time to Learn to Say No!</title>
		<link>http://artpetty.com/2009/03/03/too-many-projects-chasing-too-few-people-it%e2%80%99s-time-to-learn-to-say-no/</link>
		<comments>http://artpetty.com/2009/03/03/too-many-projects-chasing-too-few-people-it%e2%80%99s-time-to-learn-to-say-no/#comments</comments>
		<pubDate>Tue, 03 Mar 2009 15:18:40 +0000</pubDate>
		<dc:creator>Art Petty</dc:creator>
				<category><![CDATA[Leadership]]></category>
		<category><![CDATA[Making Decisions]]></category>
		<category><![CDATA[Management Excellence Tips for Tough Times]]></category>
		<category><![CDATA[Performance]]></category>
		<category><![CDATA[Product Management]]></category>
		<category><![CDATA[Project Management]]></category>
		<category><![CDATA[Quality Systems Management]]></category>
		<category><![CDATA[Strategy]]></category>
		<category><![CDATA[best practices in leadership]]></category>
		<category><![CDATA[best practices in management]]></category>
		<category><![CDATA[best practices in project management]]></category>
		<category><![CDATA[best practices in strategy]]></category>
		<category><![CDATA[employee morale]]></category>
		<category><![CDATA[execution]]></category>
		<category><![CDATA[management]]></category>
		<category><![CDATA[productivity]]></category>
		<category><![CDATA[project portfolio management]]></category>
		<category><![CDATA[project selection]]></category>

		<guid isPermaLink="false">http://artpetty.com/?p=1241</guid>
		<description><![CDATA[One of the themes that I hear consistently in workshops and in discussions with the professionals in my MBA classes is frustration over the propensity of a firm’s leaders to never say “No” to a project. Lacking a viable mechanism to compare, evaluate and select and reject projects, decisions are made based on politics, gut feel and the squeaky customer wheel. 

The net result of this lack of discipline is that the people doing the work end up overloaded and overwhelmed.  They operate in compliance mode, focusing on surviving until the next deadline and adding little creative value or innovation to their activities.  

You can end this chaos and rebuild your team's morale and effectiveness by building in new systems and proper rigor to project evaluation and selection.  ]]></description>
		<wfw:commentRss>http://artpetty.com/2009/03/03/too-many-projects-chasing-too-few-people-it%e2%80%99s-time-to-learn-to-say-no/feed/</wfw:commentRss>
		<slash:comments>2</slash:comments>
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		<title>The Challenge and Opportunity of the Product Manager</title>
		<link>http://artpetty.com/2009/02/17/the-challenge-and-opportunity-of-the-product-manager/</link>
		<comments>http://artpetty.com/2009/02/17/the-challenge-and-opportunity-of-the-product-manager/#comments</comments>
		<pubDate>Tue, 17 Feb 2009 16:23:42 +0000</pubDate>
		<dc:creator>Art Petty</dc:creator>
				<category><![CDATA[Career]]></category>
		<category><![CDATA[Leadership]]></category>
		<category><![CDATA[Leadership Skills]]></category>
		<category><![CDATA[Management Education]]></category>
		<category><![CDATA[Management Innovation]]></category>
		<category><![CDATA[Product Management]]></category>
		<category><![CDATA[Professional Growth]]></category>
		<category><![CDATA[Talent Management]]></category>
		<category><![CDATA[best practices in product management]]></category>
		<category><![CDATA[blogs on product management]]></category>
		<category><![CDATA[creating value]]></category>
		<category><![CDATA[Creating Value through Product Management]]></category>
		<category><![CDATA[developing as a leader]]></category>
		<category><![CDATA[developing senior leadership skills as a product manager]]></category>
		<category><![CDATA[executive development]]></category>
		<category><![CDATA[executive thoughts on product management]]></category>
		<category><![CDATA[improving organizational performance]]></category>
		<category><![CDATA[Strategy]]></category>
		<category><![CDATA[Voice of Customer]]></category>

		<guid isPermaLink="false">http://artpetty.com/?p=1188</guid>
		<description><![CDATA[Product Managers face significant organizational challenges in their quest to expand their roles and increase their value-creating contributions to their firms.  

Through a recent and on-going series of interviews with senior executives as well as product managers across a variety of technology and manufacturing organizations, it is becoming clear that more and more organizations recognize the potential for product management to create tremendous value.  It is also clear that enlightened executives increasingly recognize that the professionals that wok in product management roles are a ready-made source of high potential contributors and emerging leaders.  

Senior executives are looking for their emerging senior contributors in product management to bring more advanced skills to the party, in the areas of: Leadership, Strategic Thinking, Executive Presence and Process Optimization.]]></description>
		<wfw:commentRss>http://artpetty.com/2009/02/17/the-challenge-and-opportunity-of-the-product-manager/feed/</wfw:commentRss>
		<slash:comments>2</slash:comments>
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		<item>
		<title>Quick Reads and Sound Bites on Success, Career Growth and Leading</title>
		<link>http://artpetty.com/2009/01/22/quick-reads-and-sound-bites-on-success-career-growth-and-leading/</link>
		<comments>http://artpetty.com/2009/01/22/quick-reads-and-sound-bites-on-success-career-growth-and-leading/#comments</comments>
		<pubDate>Thu, 22 Jan 2009 13:57:44 +0000</pubDate>
		<dc:creator>Art Petty</dc:creator>
				<category><![CDATA[Career]]></category>
		<category><![CDATA[Leadership]]></category>
		<category><![CDATA[Product Management]]></category>
		<category><![CDATA[Professional Growth]]></category>
		<category><![CDATA[Your Professional Development "To Do" List]]></category>
		<category><![CDATA[career growth]]></category>
		<category><![CDATA[career growth for product managers]]></category>
		<category><![CDATA[leadership development]]></category>
		<category><![CDATA[leading.]]></category>
		<category><![CDATA[Malcolm Gladwell]]></category>
		<category><![CDATA[Outliers]]></category>
		<category><![CDATA[pragmatic marketing]]></category>
		<category><![CDATA[product manager]]></category>
		<category><![CDATA[Professional Development]]></category>
		<category><![CDATA[Shackleton and Leadership]]></category>
		<category><![CDATA[success]]></category>

		<guid isPermaLink="false">http://artpetty.com/?p=973</guid>
		<description><![CDATA[Suggested links and resources on success, career growth as a product manager and leading. Check out the review of Gladwell's Outliers at Three Star Leadership, Career Growth and the Product Manager by Art Petty and a podcast summary of Leading from the Edge by Dennis Perkins. ]]></description>
		<wfw:commentRss>http://artpetty.com/2009/01/22/quick-reads-and-sound-bites-on-success-career-growth-and-leading/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Sixty Years of Deming and American Managers Forgot to Pay Attention</title>
		<link>http://artpetty.com/2008/12/21/sixty-years-of-deming-and-american-managers-forgot-to-pay-attention/</link>
		<comments>http://artpetty.com/2008/12/21/sixty-years-of-deming-and-american-managers-forgot-to-pay-attention/#comments</comments>
		<pubDate>Mon, 22 Dec 2008 01:01:15 +0000</pubDate>
		<dc:creator>Art Petty</dc:creator>
				<category><![CDATA[Crisis Leadership]]></category>
		<category><![CDATA[Current Affairs]]></category>
		<category><![CDATA[Leadership]]></category>
		<category><![CDATA[Leadership Skills]]></category>
		<category><![CDATA[Leading Change]]></category>
		<category><![CDATA[Marketing]]></category>
		<category><![CDATA[Organizational Transformation]]></category>
		<category><![CDATA[Product Management]]></category>
		<category><![CDATA[Quality Systems Management]]></category>
		<category><![CDATA[Surviving Lousy Leaders]]></category>
		<category><![CDATA[14 Points]]></category>
		<category><![CDATA[American Workers]]></category>
		<category><![CDATA[best practices in leadership]]></category>
		<category><![CDATA[Deadly Management Diseases]]></category>
		<category><![CDATA[Deming]]></category>
		<category><![CDATA[Detroit]]></category>
		<category><![CDATA[Japanese Managment Practices]]></category>
		<category><![CDATA[Out of the Crisis]]></category>
		<category><![CDATA[Poor Management Practices]]></category>
		<category><![CDATA[quality]]></category>
		<category><![CDATA[Theory of Profound Knowledge]]></category>
		<category><![CDATA[U.S. automakers]]></category>
		<category><![CDATA[w. edwards deming]]></category>
		<category><![CDATA[Wall Street]]></category>

		<guid isPermaLink="false">http://artpetty.com/?p=731</guid>
		<description><![CDATA[Dr. Deming indicated that he hoped one of his life’s accomplishments was to keep American companies from committing suicide.  The public spectacle of Detroit and Wall Street committing suicide in the same quarter would indicate that he failed in his mission. Deming’s Theory of Profound Knowledge and 14 points offered (and still do) keys to many of the answers.  They are not prescriptive, but rather they combine to create a philosophical approach to running a business, that if adhered to, will stand a chance of succeeding for customers, workers and partners on a global stage.]]></description>
		<wfw:commentRss>http://artpetty.com/2008/12/21/sixty-years-of-deming-and-american-managers-forgot-to-pay-attention/feed/</wfw:commentRss>
		<slash:comments>6</slash:comments>
		</item>
		<item>
		<title>The Counterintuitive Nature of Management Excellence</title>
		<link>http://artpetty.com/2008/12/02/the-counterintuitive-nature-of-management-excellence/</link>
		<comments>http://artpetty.com/2008/12/02/the-counterintuitive-nature-of-management-excellence/#comments</comments>
		<pubDate>Tue, 02 Dec 2008 15:35:41 +0000</pubDate>
		<dc:creator>Art Petty</dc:creator>
				<category><![CDATA[Crisis Leadership]]></category>
		<category><![CDATA[Current Affairs]]></category>
		<category><![CDATA[Leadership]]></category>
		<category><![CDATA[Leadership Skills]]></category>
		<category><![CDATA[Leading Change]]></category>
		<category><![CDATA[Life and Business]]></category>
		<category><![CDATA[Marketing]]></category>
		<category><![CDATA[Organizational Transformation]]></category>
		<category><![CDATA[Product Management]]></category>
		<category><![CDATA[Project Management]]></category>
		<category><![CDATA[ayn rand]]></category>
		<category><![CDATA[best practices in management]]></category>
		<category><![CDATA[Deming]]></category>
		<category><![CDATA[Drucker]]></category>
		<category><![CDATA[high-performance]]></category>
		<category><![CDATA[leading during tough times]]></category>
		<category><![CDATA[management]]></category>
		<category><![CDATA[management excellence]]></category>
		<category><![CDATA[Performance Excellence]]></category>

		<guid isPermaLink="false">http://artpetty.com/?p=469</guid>
		<description><![CDATA[It takes no management skill whatsoever to spend a fortune building up clicks and it definitely takes no skill to slash budgets, cut headcount, freeze programs and hunker down and wait out the storm. 
It does take remarkable management courage and skill to run against the crowd and conventional wisdom by investing in strategic initiatives and talent during tough times and resisting the temptation to chase mythical fortunes during boom times.]]></description>
		<wfw:commentRss>http://artpetty.com/2008/12/02/the-counterintuitive-nature-of-management-excellence/feed/</wfw:commentRss>
		<slash:comments>2</slash:comments>
		</item>
		<item>
		<title>“If I had asked customers what they wanted, they would have said faster horses.”</title>
		<link>http://artpetty.com/2008/10/02/%e2%80%9cif-i-had-asked-customers-what-they-wanted-they-would-have-said-faster-horses%e2%80%9d/</link>
		<comments>http://artpetty.com/2008/10/02/%e2%80%9cif-i-had-asked-customers-what-they-wanted-they-would-have-said-faster-horses%e2%80%9d/#comments</comments>
		<pubDate>Thu, 02 Oct 2008 17:53:25 +0000</pubDate>
		<dc:creator>Art Petty</dc:creator>
				<category><![CDATA[Customer Service]]></category>
		<category><![CDATA[Making Decisions]]></category>
		<category><![CDATA[Marketing]]></category>
		<category><![CDATA[Product Management]]></category>
		<category><![CDATA[Quality Systems Management]]></category>
		<category><![CDATA[Strategy]]></category>
		<category><![CDATA[Clayton Christensen]]></category>
		<category><![CDATA[customer satisfaction]]></category>
		<category><![CDATA[customers]]></category>
		<category><![CDATA[Deep Dive]]></category>
		<category><![CDATA[features]]></category>
		<category><![CDATA[Ford]]></category>
		<category><![CDATA[Henry Ford]]></category>
		<category><![CDATA[Ideo]]></category>
		<category><![CDATA[innovator]]></category>
		<category><![CDATA[innovator's dilemma]]></category>
		<category><![CDATA[innovator's solution]]></category>
		<category><![CDATA[Product Development]]></category>

		<guid isPermaLink="false">http://artpetty.com/2008/10/02/%e2%80%9cif-i-had-asked-customers-what-they-wanted-they-would-have-said-faster-horses%e2%80%9d/</guid>
		<description><![CDATA[The notion of not asking customers what they want and responding directly to their needs may seem like heresy to those individuals and organizations consumed with improving customer satisfaction and creating customer loyalty.  In fact, you should always listen and importantly, observe.  The real art in this process is understanding what customers really need, what problems they really would like to solve and what approaches and experiences that you can create that can surprise and delight them.
]]></description>
		<wfw:commentRss>http://artpetty.com/2008/10/02/%e2%80%9cif-i-had-asked-customers-what-they-wanted-they-would-have-said-faster-horses%e2%80%9d/feed/</wfw:commentRss>
		<slash:comments>1</slash:comments>
		</item>
		<item>
		<title>Career Growth and the Product Manager</title>
		<link>http://artpetty.com/2008/09/26/career-growth-and-the-product-manager/</link>
		<comments>http://artpetty.com/2008/09/26/career-growth-and-the-product-manager/#comments</comments>
		<pubDate>Fri, 26 Sep 2008 16:58:25 +0000</pubDate>
		<dc:creator>Art Petty</dc:creator>
				<category><![CDATA[Leadership Skills]]></category>
		<category><![CDATA[Product Management]]></category>
		<category><![CDATA[communications]]></category>
		<category><![CDATA[diplomat]]></category>
		<category><![CDATA[executive]]></category>
		<category><![CDATA[leader]]></category>
		<category><![CDATA[Leadership]]></category>
		<category><![CDATA[product manager]]></category>
		<category><![CDATA[strategic thinking]]></category>
		<category><![CDATA[Strategy]]></category>
		<category><![CDATA[talent]]></category>
		<category><![CDATA[talent development]]></category>

		<guid isPermaLink="false">http://artpetty.com/2008/09/26/career-growth-and-the-product-manager/</guid>
		<description><![CDATA[wear my respect on my shirt-sleeve for the many dedicated Product Management professionals that hold down what I believe is one of the most difficult and one of the most critical roles in today’s fast moving technology and B2B organizations.  I firmly believe that these talented and well-rounded business professionals are potentially some of the most valuable assets in an organization’s talent pool.
]]></description>
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		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Ironically, Mid-Level Managers May Save Your Business</title>
		<link>http://artpetty.com/2008/07/07/ironically-mid-level-managers-may-save-your-business/</link>
		<comments>http://artpetty.com/2008/07/07/ironically-mid-level-managers-may-save-your-business/#comments</comments>
		<pubDate>Mon, 07 Jul 2008 14:54:06 +0000</pubDate>
		<dc:creator>Art Petty</dc:creator>
				<category><![CDATA[Leadership]]></category>
		<category><![CDATA[Middle Management]]></category>
		<category><![CDATA[Organizational Transformation]]></category>
		<category><![CDATA[Product Management]]></category>
		<category><![CDATA[Project Management]]></category>
		<category><![CDATA[Strategy]]></category>
		<category><![CDATA[development]]></category>
		<category><![CDATA[downsizing]]></category>
		<category><![CDATA[execution]]></category>
		<category><![CDATA[Ideas]]></category>
		<category><![CDATA[Innovation]]></category>
		<category><![CDATA[manager]]></category>
		<category><![CDATA[midlevel manager]]></category>
		<category><![CDATA[Reengineering]]></category>
		<category><![CDATA[right sizing]]></category>
		<category><![CDATA[scout]]></category>
		<category><![CDATA[Span of Control]]></category>
		<category><![CDATA[success]]></category>
		<category><![CDATA[talent]]></category>
		<category><![CDATA[Wall Street Journal]]></category>

		<guid isPermaLink="false">http://artpetty.com/2008/07/07/ironically-mid-level-managers-may-save-your-business/</guid>
		<description><![CDATA[Ever since terms like reengineering, right sizing and downsizing became part of the corporate lexicon; midlevel managers have been taking it on the chin.  This once populous class has been synergized and right-sized almost to extinction.  Those that remain often struggle with spans of control as wide as the Golden Gate Bridge and limited authority that is constantly challenged from above and below.  I find it just a bit ironic (and appropriate) that this much-abused class of leader may just hold the key to surviving and prospering in tough times.
]]></description>
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		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Preventing Product Launch Failure: Watch Out for the Pitfalls!</title>
		<link>http://artpetty.com/2008/06/08/preventing-product-launch-failure-watch-out-for-the-pitfalls/</link>
		<comments>http://artpetty.com/2008/06/08/preventing-product-launch-failure-watch-out-for-the-pitfalls/#comments</comments>
		<pubDate>Sun, 08 Jun 2008 16:38:44 +0000</pubDate>
		<dc:creator>Art Petty</dc:creator>
				<category><![CDATA[Leadership]]></category>
		<category><![CDATA[Marketing]]></category>
		<category><![CDATA[Product Management]]></category>
		<category><![CDATA[Project Management]]></category>
		<category><![CDATA[b2b]]></category>
		<category><![CDATA[businessweek]]></category>
		<category><![CDATA[buyer]]></category>
		<category><![CDATA[consensus]]></category>
		<category><![CDATA[development]]></category>
		<category><![CDATA[fail]]></category>
		<category><![CDATA[launch]]></category>
		<category><![CDATA[management]]></category>
		<category><![CDATA[point of sale]]></category>
		<category><![CDATA[problem]]></category>
		<category><![CDATA[product]]></category>
		<category><![CDATA[product manager]]></category>
		<category><![CDATA[release]]></category>
		<category><![CDATA[requirements]]></category>
		<category><![CDATA[Sales]]></category>
		<category><![CDATA[tech]]></category>
		<category><![CDATA[tuned in]]></category>

		<guid isPermaLink="false">http://artpetty.com/2008/06/08/preventing-product-launch-failure-watch-out-for-the-pitfalls/</guid>
		<description><![CDATA[G. Michael Maddock and Raphael Viton writing in the Innovation Engine column at  BusinessWeek online, offer a sobering look at the Ten Reasons Your Next Launch Will Fail.   From the propensity of companies to create solutions for unknown problems (Science Run Amok) to the recurring theme of teams convincing themselves that they can't miss (Death by Consensus), this insightful and witty column offers some priceless guidance for marketers, product and project managers and executives everywhere.
]]></description>
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		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Product Manager does not Mean Product Emperor (and other helpful suggestions for success as a Product Manager)</title>
		<link>http://artpetty.com/2008/04/24/product-manager-does-not-mean-product-emperor-and-other-helpful-suggestions-for-success-as-a-product-manager/</link>
		<comments>http://artpetty.com/2008/04/24/product-manager-does-not-mean-product-emperor-and-other-helpful-suggestions-for-success-as-a-product-manager/#comments</comments>
		<pubDate>Thu, 24 Apr 2008 13:41:39 +0000</pubDate>
		<dc:creator>Art Petty</dc:creator>
				<category><![CDATA[Product Management]]></category>
		<category><![CDATA[competitor]]></category>
		<category><![CDATA[customer]]></category>
		<category><![CDATA[dilemma]]></category>
		<category><![CDATA[field]]></category>
		<category><![CDATA[innovator]]></category>
		<category><![CDATA[manager]]></category>
		<category><![CDATA[pragmatic marketing]]></category>
		<category><![CDATA[product]]></category>
		<category><![CDATA[product manager]]></category>
		<category><![CDATA[responsibility]]></category>
		<category><![CDATA[Sales]]></category>
		<category><![CDATA[salespeople]]></category>
		<category><![CDATA[steve johnson]]></category>
		<category><![CDATA[success]]></category>
		<category><![CDATA[tradeshow]]></category>

		<guid isPermaLink="false">http://artpetty.com/2008/04/24/product-manager-does-not-mean-product-emperor-and-other-helpful-suggestions-for-success-as-a-product-manager/</guid>
		<description><![CDATA[t's long been my opinion that the Product Manager has one of the tougher jobs in an organization (see my post: In Support of the Product Manager as MVP).  This position is one of those "all of the responsibility with none of the power" roles that grind up and spit out mere mortals with alarming frequency.

There are a number of common mistakes that I've observed both new and experienced Product Managers make, that if understood and avoided, might increase the survival and success rate of this endangered species.  In no particular order, these common mistakes and hopefully, helpful hints, include:
]]></description>
		<wfw:commentRss>http://artpetty.com/2008/04/24/product-manager-does-not-mean-product-emperor-and-other-helpful-suggestions-for-success-as-a-product-manager/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Read Any Good Cultures Lately?  Honing an Essential Career Skill.</title>
		<link>http://artpetty.com/2008/04/09/read-any-good-cultures-lately-honing-an-essential-career-skill/</link>
		<comments>http://artpetty.com/2008/04/09/read-any-good-cultures-lately-honing-an-essential-career-skill/#comments</comments>
		<pubDate>Wed, 09 Apr 2008 14:23:33 +0000</pubDate>
		<dc:creator>Art Petty</dc:creator>
				<category><![CDATA[Leadership]]></category>
		<category><![CDATA[Life and Business]]></category>
		<category><![CDATA[Product Management]]></category>
		<category><![CDATA[Project Management]]></category>
		<category><![CDATA[business development]]></category>
		<category><![CDATA[Career]]></category>
		<category><![CDATA[culture]]></category>
		<category><![CDATA[executives]]></category>
		<category><![CDATA[job seeker]]></category>
		<category><![CDATA[leader]]></category>
		<category><![CDATA[manager]]></category>
		<category><![CDATA[product manager]]></category>
		<category><![CDATA[project manager]]></category>
		<category><![CDATA[salespeople]]></category>
		<category><![CDATA[success]]></category>
		<category><![CDATA[team]]></category>

		<guid isPermaLink="false">http://artpetty.com/2008/04/09/read-any-good-cultures-lately-honing-an-essential-career-skill/</guid>
		<description><![CDATA[Every organization has a distinct culture defined by its history, norms, values, and behaviors, and every team in an organization develops its own subculture.  Learning to read a culture and adapt your style to fit (or at least complement it) is essential to success regardless of your level or role.  It's also something that can be honed as a skill through increased awareness and consistent application of a few basic approaches.
]]></description>
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		<slash:comments>0</slash:comments>
		</item>
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