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	<title>Management Excellence &#187; manager</title>
	<atom:link href="http://artpetty.com/tag/manager/feed/" rel="self" type="application/rss+xml" />
	<link>http://artpetty.com</link>
	<description>Art Petty on Leadership, Management and Professional Development</description>
	<lastBuildDate>Thu, 09 Feb 2012 17:05:09 +0000</lastBuildDate>
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	<copyright>copyright by Art Petty, 2011 </copyright>
	<managingEditor>art.petty@artpetty.com (Art Petty)</managingEditor>
	<webMaster>art.petty@artpetty.com (Art Petty)</webMaster>
	<ttl>1440</ttl>
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		<title>Management Excellence</title>
		<link>http://artpetty.com</link>
		<width>144</width>
		<height>144</height>
	</image>
	<itunes:subtitle>Leadership Caffeine Podcast</itunes:subtitle>
	<itunes:summary>Host Art Petty interviews leaders, leadership authors, management thinkers and other professionals about creating high performance teams and organizations and developing effective leaders at all levels, during this weekly program. The goal is to share practical, powerful ideas to help listeners improve their performance and the performance of their teams and organizations.</itunes:summary>
	<itunes:keywords>Caffene, Ldrshp, Profesional, Dev, Ledership, Ldrshp, Caffeine, Proff&#039;l, Dev</itunes:keywords>
	<itunes:category text="Business" />
	<itunes:category text="Business">
		<itunes:category text="Careers" />
	</itunes:category>
	<itunes:category text="Business">
		<itunes:category text="Management &#38; Marketing" />
	</itunes:category>
	<itunes:author>Art Petty</itunes:author>
	<itunes:owner>
		<itunes:name>Art Petty</itunes:name>
		<itunes:email>art.petty@artpetty.com</itunes:email>
	</itunes:owner>
	<itunes:block>no</itunes:block>
	<itunes:explicit>no</itunes:explicit>
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		<item>
		<title>We Are All Just Temporary Stewards</title>
		<link>http://artpetty.com/2008/08/20/we-are-all-just-temporary-stewards/</link>
		<comments>http://artpetty.com/2008/08/20/we-are-all-just-temporary-stewards/#comments</comments>
		<pubDate>Wed, 20 Aug 2008 21:48:57 +0000</pubDate>
		<dc:creator>Art Petty</dc:creator>
				<category><![CDATA[Leadership]]></category>
		<category><![CDATA[blogging]]></category>
		<category><![CDATA[business]]></category>
		<category><![CDATA[Employees]]></category>
		<category><![CDATA[leaders]]></category>
		<category><![CDATA[manager]]></category>
		<category><![CDATA[organization]]></category>
		<category><![CDATA[stakeholders]]></category>
		<category><![CDATA[stewards]]></category>
		<category><![CDATA[temporary steward]]></category>
		<category><![CDATA[tenets]]></category>
		<category><![CDATA[value creation]]></category>

		<guid isPermaLink="false">http://artpetty.com/2008/08/20/we-are-all-just-temporary-stewards/</guid>
		<description><![CDATA[From my own perspective, I like the concept of thinking about our tenure as finite.  It creates a sense of urgency and it helps focus on priorities.  I’ve observed too many corporate managers that lost track of the fact that they are not guaranteed a job or even that their company will be there next week.  Once you start acting like you own the bricks and mortar and the chair and desk that you sit at and even the people that work for you, your judgment clouds, your motivation weakens and your intentions become suspect.
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		<slash:comments>5</slash:comments>
		</item>
		<item>
		<title>Decision-Making and The Three Rules of Risk Management</title>
		<link>http://artpetty.com/2008/07/24/decision-making-and-the-three-rules-of-risk-management/</link>
		<comments>http://artpetty.com/2008/07/24/decision-making-and-the-three-rules-of-risk-management/#comments</comments>
		<pubDate>Thu, 24 Jul 2008 14:39:41 +0000</pubDate>
		<dc:creator>Art Petty</dc:creator>
				<category><![CDATA[Decision-Making]]></category>
		<category><![CDATA[Leadership]]></category>
		<category><![CDATA[leader]]></category>
		<category><![CDATA[manager]]></category>
		<category><![CDATA[project manager]]></category>
		<category><![CDATA[risk]]></category>
		<category><![CDATA[style]]></category>
		<category><![CDATA[tolerance]]></category>

		<guid isPermaLink="false">http://artpetty.com/2008/07/24/decision-making-and-the-three-rules-of-risk-management/</guid>
		<description><![CDATA[Your decision-making style says a lot about you as a leader.  Some people make a lot of decisions with little more than a gut hunch to guide them and others spend a lot of time gathering insights and information to support their decision.  Others struggle to make decisions on anything and might still be considering what to order for breakfast when it’s time for dinner.  And still others avoid making decisions because taking a stand increases the odds that they will be held accountable for results.
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		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>What to Do With a Lousy Boss</title>
		<link>http://artpetty.com/2008/07/14/what-to-do-with-a-lousy-boss/</link>
		<comments>http://artpetty.com/2008/07/14/what-to-do-with-a-lousy-boss/#comments</comments>
		<pubDate>Mon, 14 Jul 2008 15:32:58 +0000</pubDate>
		<dc:creator>Art Petty</dc:creator>
				<category><![CDATA[Leadership]]></category>
		<category><![CDATA[Surviving Lousy Leaders]]></category>
		<category><![CDATA[boss]]></category>
		<category><![CDATA[Career]]></category>
		<category><![CDATA[coaching]]></category>
		<category><![CDATA[constructive feedback]]></category>
		<category><![CDATA[feedback]]></category>
		<category><![CDATA[HR]]></category>
		<category><![CDATA[leader]]></category>
		<category><![CDATA[life]]></category>
		<category><![CDATA[lousy]]></category>
		<category><![CDATA[manager]]></category>
		<category><![CDATA[self-esteem]]></category>

		<guid isPermaLink="false">http://artpetty.com/2008/07/14/what-to-do-with-a-lousy-boss/</guid>
		<description><![CDATA[More often than not during a workshop, someone will raise their hand and ask, "All of this stuff about being a good leader is nice, but what do I do about my lousy boss?"  Being fairly fast on my feet, I resort to the facilitator's fail-safe of "asking the audience" before offering my own suggestions on this dicey issue.  Not surprisingly, there are few satisfying answers (that don't include jail-time for you as a possible outcome) to this dilemma shared by so many.
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		<slash:comments>4</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[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.
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		</item>
		<item>
		<title>Yeah, &#8220;Why Don&#8217;t Managers Think Deeply?&#8221;</title>
		<link>http://artpetty.com/2008/06/16/yeah-why-dont-managers-think-deeply/</link>
		<comments>http://artpetty.com/2008/06/16/yeah-why-dont-managers-think-deeply/#comments</comments>
		<pubDate>Mon, 16 Jun 2008 18:17:57 +0000</pubDate>
		<dc:creator>Art Petty</dc:creator>
				<category><![CDATA[Leadership]]></category>
		<category><![CDATA[Leading Change]]></category>
		<category><![CDATA[creatively]]></category>
		<category><![CDATA[GE]]></category>
		<category><![CDATA[Immelt]]></category>
		<category><![CDATA[leaders]]></category>
		<category><![CDATA[manager]]></category>
		<category><![CDATA[managers]]></category>
		<category><![CDATA[Marketing]]></category>
		<category><![CDATA[strategy fueled]]></category>

		<guid isPermaLink="false">http://artpetty.com/2008/06/16/yeah-why-dont-managers-think-deeply/</guid>
		<description><![CDATA[Professor James Heskett highlights GE CEO Geoffrey Immelt's recent pronouncements that he is: looking for managers to think deeply about innovations that will ensure GE's longer-term success. He has vowed that he will protect those working on the breakthroughs from the "budget slashers" focused on short-term success.  (Professor Heskett also reviews the book Marketing Metaphoria and the perspectives of the authors: Gerald and Lindsay Zaltman on why managers don't think deeply.)

As I leader, I've wrestled with this topic for years, and have worked around and with many individuals perfectly content to let their days unfold in a transactional nature, with no time to think deeply or even strategically.  Days pass into months and months to years, and still these individuals prefer conquering the issue of the moment versus wondering whether they are even working on the right issues.

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		<slash:comments>4</slash:comments>
		</item>
		<item>
		<title>Don&#8217;t Misread the Millennials&#8230;Or A Coping Strategy for Managers</title>
		<link>http://artpetty.com/2008/06/04/dont-misread-the-millennialsor-a-coping-strategy-for-managers/</link>
		<comments>http://artpetty.com/2008/06/04/dont-misread-the-millennialsor-a-coping-strategy-for-managers/#comments</comments>
		<pubDate>Wed, 04 Jun 2008 14:05:44 +0000</pubDate>
		<dc:creator>Art Petty</dc:creator>
				<category><![CDATA[Uncategorized]]></category>
		<category><![CDATA[baby boomer]]></category>
		<category><![CDATA[boomer]]></category>
		<category><![CDATA[flexibility]]></category>
		<category><![CDATA[generation]]></category>
		<category><![CDATA[generation x]]></category>
		<category><![CDATA[lazy]]></category>
		<category><![CDATA[lead]]></category>
		<category><![CDATA[leader]]></category>
		<category><![CDATA[manage]]></category>
		<category><![CDATA[manager]]></category>
		<category><![CDATA[millennial]]></category>

		<guid isPermaLink="false">http://artpetty.com/2008/06/04/dont-misread-the-millennialsor-a-coping-strategy-for-managers/</guid>
		<description><![CDATA[The impact of this upbringing is now manifesting itself in the workplace, as more buttoned down Generation Xers or younger Boomers are dealing with a wave of people that seemingly don't have the work ethic and willingness to pay dues that allegedly we all must bring to our professional lives.  Looked at through the eyes of those that are not so far away in age, but miles away in work philosophy, it's easy to start applying labels like lazy and spoiled.  However, before we indict this group of leaders that the demographic numbers indicate that we surely will hand over the reins of power to, it's important to try and understand what makes them tick.


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		<slash:comments>1</slash:comments>
		</item>
		<item>
		<title>Bad Bosses, A Walk with Dante and Your Leadership Legacy</title>
		<link>http://artpetty.com/2008/05/21/bad-bosses-a-walk-with-dante-and-your-leadership-legacy/</link>
		<comments>http://artpetty.com/2008/05/21/bad-bosses-a-walk-with-dante-and-your-leadership-legacy/#comments</comments>
		<pubDate>Wed, 21 May 2008 15:31:46 +0000</pubDate>
		<dc:creator>Art Petty</dc:creator>
				<category><![CDATA[Leadership]]></category>
		<category><![CDATA[bad bosses]]></category>
		<category><![CDATA[bosses]]></category>
		<category><![CDATA[Dante]]></category>
		<category><![CDATA[leader]]></category>
		<category><![CDATA[legacy]]></category>
		<category><![CDATA[management]]></category>
		<category><![CDATA[manager]]></category>
		<category><![CDATA[managers]]></category>

		<guid isPermaLink="false">http://artpetty.com/2008/05/21/bad-bosses-a-walk-with-dante-and-your-leadership-legacy/</guid>
		<description><![CDATA[Ask a room full of mid-level managers to talk about great leaders that have supported them and you get a few nice stories.  Ask them for examples of bad leaders and bad leadership practices and you may have to run for high-ground as the trickle of mildly repressed memories turns into a torrent of frightening anecdotes described by individuals with a far-away look in their eyes and a tone tinged with revenge in their voices.
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		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>In Search of the High Performance Project Team</title>
		<link>http://artpetty.com/2008/05/18/in-search-of-the-high-performance-project-team/</link>
		<comments>http://artpetty.com/2008/05/18/in-search-of-the-high-performance-project-team/#comments</comments>
		<pubDate>Sun, 18 May 2008 18:28:50 +0000</pubDate>
		<dc:creator>Art Petty</dc:creator>
				<category><![CDATA[Leadership]]></category>
		<category><![CDATA[Project Management]]></category>
		<category><![CDATA[accountability]]></category>
		<category><![CDATA[accountable]]></category>
		<category><![CDATA[advancement]]></category>
		<category><![CDATA[celebrate]]></category>
		<category><![CDATA[CEO]]></category>
		<category><![CDATA[environment]]></category>
		<category><![CDATA[executives]]></category>
		<category><![CDATA[fighting]]></category>
		<category><![CDATA[high-performance]]></category>
		<category><![CDATA[manager]]></category>
		<category><![CDATA[managing]]></category>
		<category><![CDATA[Performance Excellence]]></category>
		<category><![CDATA[priorities]]></category>
		<category><![CDATA[problems]]></category>
		<category><![CDATA[project]]></category>
		<category><![CDATA[solving]]></category>
		<category><![CDATA[sponsor]]></category>
		<category><![CDATA[succeed]]></category>
		<category><![CDATA[support]]></category>
		<category><![CDATA[team]]></category>
		<category><![CDATA[teams]]></category>
		<category><![CDATA[vision]]></category>
		<category><![CDATA[workshop]]></category>

		<guid isPermaLink="false">http://artpetty.com/2008/05/18/in-search-of-the-high-performance-project-team/</guid>
		<description><![CDATA[If the informal survey results above are even remotely close to reality, many/most people have not had the experience to participate on a high performance project team.  While successfully managing projects is a tough task, I do not believe that we are dealing with a degree of impossibility.  If project success is critical to your organization's advancement, everyone from the CEO on down has a vested interest in ensuring that greater than 10% of the project teams take on the characteristics of a high-performance environment.
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		</item>
		<item>
		<title>How Healthy is Your Leadership Culture?  Rate It Yourself and See or, &#8220;Rate it and Weep&#8221;</title>
		<link>http://artpetty.com/2008/05/17/how-healthy-is-your-leadership-culture-rate-it-yourself-and-see-or-rate-it-and-weep/</link>
		<comments>http://artpetty.com/2008/05/17/how-healthy-is-your-leadership-culture-rate-it-yourself-and-see-or-rate-it-and-weep/#comments</comments>
		<pubDate>Sat, 17 May 2008 13:19:16 +0000</pubDate>
		<dc:creator>Art Petty</dc:creator>
				<category><![CDATA[Leadership]]></category>
		<category><![CDATA[assess]]></category>
		<category><![CDATA[culture]]></category>
		<category><![CDATA[department]]></category>
		<category><![CDATA[development]]></category>
		<category><![CDATA[developmental]]></category>
		<category><![CDATA[effectiveness]]></category>
		<category><![CDATA[expectations]]></category>
		<category><![CDATA[feedback]]></category>
		<category><![CDATA[front-line leader]]></category>
		<category><![CDATA[index]]></category>
		<category><![CDATA[individual]]></category>
		<category><![CDATA[leaders]]></category>
		<category><![CDATA[manager]]></category>
		<category><![CDATA[maturity]]></category>
		<category><![CDATA[mentoring]]></category>
		<category><![CDATA[Performance Excellence]]></category>
		<category><![CDATA[promotion]]></category>
		<category><![CDATA[Strategy]]></category>
		<category><![CDATA[succession]]></category>
		<category><![CDATA[survey]]></category>

		<guid isPermaLink="false">http://artpetty.com/2008/05/17/how-healthy-is-your-leadership-culture-rate-it-yourself-and-see-or-rate-it-and-weep/</guid>
		<description><![CDATA[Chances are if you are like most of the business professionals that take the 10 question Leadership Culture Index below, your organization can use some improvement.  A lot of improvement.
<div class="addthis_toolbox addthis_default_style " addthis:url='http://artpetty.com/2008/05/17/how-healthy-is-your-leadership-culture-rate-it-yourself-and-see-or-rate-it-and-weep/' addthis:title='How Healthy is Your Leadership Culture?  Rate It Yourself and See or, &#8220;Rate it and Weep&#8221; ' ><a href="//addthis.com/bookmark.php?v=250&#38;username=xa-4d2b47597ad291fb" class="addthis_button_compact">Share</a><span class="addthis_separator">&#124;</span><a class="addthis_button_preferred_1"></a><a class="addthis_button_preferred_2"></a><a class="addthis_button_preferred_3"></a><a class="addthis_button_preferred_4"></a></div>]]></description>
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		</item>
		<item>
		<title>Planning to Recognize Failure-The Project Manager&#8217;s Guide to Preventing Project Calamity</title>
		<link>http://artpetty.com/2008/05/04/planning-to-recognize-failure-the-project-managers-guide-to-preventing-project-calamity/</link>
		<comments>http://artpetty.com/2008/05/04/planning-to-recognize-failure-the-project-managers-guide-to-preventing-project-calamity/#comments</comments>
		<pubDate>Sun, 04 May 2008 15:43:45 +0000</pubDate>
		<dc:creator>Art Petty</dc:creator>
				<category><![CDATA[Leadership]]></category>
		<category><![CDATA[Project Management]]></category>
		<category><![CDATA[charter]]></category>
		<category><![CDATA[communications]]></category>
		<category><![CDATA[competitive]]></category>
		<category><![CDATA[corporate]]></category>
		<category><![CDATA[dollar bill game]]></category>
		<category><![CDATA[executive]]></category>
		<category><![CDATA[failure]]></category>
		<category><![CDATA[manager]]></category>
		<category><![CDATA[project]]></category>
		<category><![CDATA[project calamity]]></category>
		<category><![CDATA[project manager]]></category>
		<category><![CDATA[project planning]]></category>
		<category><![CDATA[screening]]></category>

		<guid isPermaLink="false">http://artpetty.com/2008/05/04/planning-to-recognize-failure-the-project-managers-guide-to-preventing-project-calamity/</guid>
		<description><![CDATA[Every Project Manager with a few years of experience under his or her belt can likely recall at least one example of a major project that lived on long after the plug should have been pulled and the project canceled.  The best (or worst) examples are the ego-driven initiatives of top executives that can't let go for fear of losing face by admitting defeat.

More than a few organizations have been taken to or pushed over the edge by these self-anointed visionaries bent on changing their corporate world with some grand project.  Once invested, they cannot let go, and if left unchecked, the results can be nothing short of disastrous for the organization.
<div class="addthis_toolbox addthis_default_style " addthis:url='http://artpetty.com/2008/05/04/planning-to-recognize-failure-the-project-managers-guide-to-preventing-project-calamity/' addthis:title='Planning to Recognize Failure-The Project Manager&#8217;s Guide to Preventing Project Calamity ' ><a href="//addthis.com/bookmark.php?v=250&#38;username=xa-4d2b47597ad291fb" class="addthis_button_compact">Share</a><span class="addthis_separator">&#124;</span><a class="addthis_button_preferred_1"></a><a class="addthis_button_preferred_2"></a><a class="addthis_button_preferred_3"></a><a class="addthis_button_preferred_4"></a></div>]]></description>
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		<item>
		<title>Too Many Projects Chasing Too Few Resources in the Strategy-Starved Organization</title>
		<link>http://artpetty.com/2008/04/27/too-many-projects-chasing-too-few-resources-in-the-strategy-starved-organization/</link>
		<comments>http://artpetty.com/2008/04/27/too-many-projects-chasing-too-few-resources-in-the-strategy-starved-organization/#comments</comments>
		<pubDate>Sun, 27 Apr 2008 14:07:05 +0000</pubDate>
		<dc:creator>Art Petty</dc:creator>
				<category><![CDATA[Project Management]]></category>
		<category><![CDATA[Strategy]]></category>
		<category><![CDATA[communications]]></category>
		<category><![CDATA[cultural]]></category>
		<category><![CDATA[gridlock]]></category>
		<category><![CDATA[management]]></category>
		<category><![CDATA[manager]]></category>
		<category><![CDATA[outsourcing]]></category>
		<category><![CDATA[portfolio]]></category>
		<category><![CDATA[project]]></category>
		<category><![CDATA[project gridlock]]></category>
		<category><![CDATA[project manager]]></category>
		<category><![CDATA[Resources]]></category>
		<category><![CDATA[selection]]></category>
		<category><![CDATA[strategy-starved]]></category>

		<guid isPermaLink="false">http://artpetty.com/2008/04/27/too-many-projects-chasing-too-few-resources-in-the-strategy-starved-organization/</guid>
		<description><![CDATA[Saying "No" to new projects and "No More" to projects in process are difficult for the best of firms and impossible for organizations without a clear strategy and the supporting processes.  The participants in strategy-starved organizations have no context for decision-making and unless that context is created, are destined to founder and likely sink while the crew focuses on constantly rearranging the deck chairs.

Armed with the context of strategy, project portfolio management is still a difficult task requiring unceasing commitment from the executives and constant vigilance at the project management level.  If you are currently running around with a deckchair in your hands, it's time for you to look at the captain and officers and start asking the strategic questions.
<div class="addthis_toolbox addthis_default_style " addthis:url='http://artpetty.com/2008/04/27/too-many-projects-chasing-too-few-resources-in-the-strategy-starved-organization/' addthis:title='Too Many Projects Chasing Too Few Resources in the Strategy-Starved Organization ' ><a href="//addthis.com/bookmark.php?v=250&#38;username=xa-4d2b47597ad291fb" class="addthis_button_compact">Share</a><span class="addthis_separator">&#124;</span><a class="addthis_button_preferred_1"></a><a class="addthis_button_preferred_2"></a><a class="addthis_button_preferred_3"></a><a class="addthis_button_preferred_4"></a></div>]]></description>
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		</item>
		<item>
		<title>Want to Improve Your Business?  Fire the People Holding You Back.</title>
		<link>http://artpetty.com/2008/04/25/want-to-improve-your-business-fire-the-people-holding-you-back/</link>
		<comments>http://artpetty.com/2008/04/25/want-to-improve-your-business-fire-the-people-holding-you-back/#comments</comments>
		<pubDate>Fri, 25 Apr 2008 13:27:24 +0000</pubDate>
		<dc:creator>Art Petty</dc:creator>
				<category><![CDATA[Leadership]]></category>
		<category><![CDATA[business]]></category>
		<category><![CDATA[employee]]></category>
		<category><![CDATA[fire]]></category>
		<category><![CDATA[improve]]></category>
		<category><![CDATA[improvement]]></category>
		<category><![CDATA[leader]]></category>
		<category><![CDATA[manager]]></category>
		<category><![CDATA[owner]]></category>

		<guid isPermaLink="false">http://artpetty.com/2008/04/25/want-to-improve-your-business-fire-the-people-holding-you-back/</guid>
		<description><![CDATA[Why is it that so many managers struggle with the issue of firing the employees that justifiably require firing?  I've watched as brilliant business owners and otherwise accomplished leaders have agonized over this issue, unable to take the final step, while knowing all the while that it has to be done
<div class="addthis_toolbox addthis_default_style " addthis:url='http://artpetty.com/2008/04/25/want-to-improve-your-business-fire-the-people-holding-you-back/' addthis:title='Want to Improve Your Business?  Fire the People Holding You Back. ' ><a href="//addthis.com/bookmark.php?v=250&#38;username=xa-4d2b47597ad291fb" class="addthis_button_compact">Share</a><span class="addthis_separator">&#124;</span><a class="addthis_button_preferred_1"></a><a class="addthis_button_preferred_2"></a><a class="addthis_button_preferred_3"></a><a class="addthis_button_preferred_4"></a></div>]]></description>
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		<slash:comments>4</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:
<div class="addthis_toolbox addthis_default_style " addthis:url='http://artpetty.com/2008/04/24/product-manager-does-not-mean-product-emperor-and-other-helpful-suggestions-for-success-as-a-product-manager/' addthis:title='Product Manager does not Mean Product Emperor (and other helpful suggestions for success as a Product Manager) ' ><a href="//addthis.com/bookmark.php?v=250&#38;username=xa-4d2b47597ad291fb" class="addthis_button_compact">Share</a><span class="addthis_separator">&#124;</span><a class="addthis_button_preferred_1"></a><a class="addthis_button_preferred_2"></a><a class="addthis_button_preferred_3"></a><a class="addthis_button_preferred_4"></a></div>]]></description>
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		</item>
		<item>
		<title>Teammate Yesterday, Manager Today</title>
		<link>http://artpetty.com/2008/04/22/teammate-yesterday-manager-today/</link>
		<comments>http://artpetty.com/2008/04/22/teammate-yesterday-manager-today/#comments</comments>
		<pubDate>Tue, 22 Apr 2008 13:15:02 +0000</pubDate>
		<dc:creator>Art Petty</dc:creator>
				<category><![CDATA[Leadership]]></category>
		<category><![CDATA[aspirations]]></category>
		<category><![CDATA[Career]]></category>
		<category><![CDATA[communication]]></category>
		<category><![CDATA[development]]></category>
		<category><![CDATA[employee]]></category>
		<category><![CDATA[leader]]></category>
		<category><![CDATA[leaders]]></category>
		<category><![CDATA[manager]]></category>
		<category><![CDATA[meetings]]></category>
		<category><![CDATA[new]]></category>
		<category><![CDATA[peers]]></category>
		<category><![CDATA[promoted]]></category>
		<category><![CDATA[relationship]]></category>
		<category><![CDATA[supervisory]]></category>
		<category><![CDATA[team]]></category>
		<category><![CDATA[teammates]]></category>

		<guid isPermaLink="false">http://artpetty.com/2008/04/22/teammate-yesterday-manager-today/</guid>
		<description><![CDATA[ndoubtedly, one of the most difficult and awkward professional transitions is the jump from team member to team manager.  The people that you've worked with side by side, joked with and shared lunch with are no longer your peers, they are your employees, and for good or bad, your relationship with them will never be the same.  If you are truly interested in developing as a leader, this awkward situation is an outstanding rite of passage, complete with some hardcore lessons on what it takes for you to build credibility, motivate, direct, support and lead others.
<div class="addthis_toolbox addthis_default_style " addthis:url='http://artpetty.com/2008/04/22/teammate-yesterday-manager-today/' addthis:title='Teammate Yesterday, Manager Today ' ><a href="//addthis.com/bookmark.php?v=250&#38;username=xa-4d2b47597ad291fb" class="addthis_button_compact">Share</a><span class="addthis_separator">&#124;</span><a class="addthis_button_preferred_1"></a><a class="addthis_button_preferred_2"></a><a class="addthis_button_preferred_3"></a><a class="addthis_button_preferred_4"></a></div>]]></description>
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		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Why Strategy is the Leader’s Most Potent Tool</title>
		<link>http://artpetty.com/2008/04/15/why-strategy-is-the-leader%e2%80%99s-most-potent-tool/</link>
		<comments>http://artpetty.com/2008/04/15/why-strategy-is-the-leader%e2%80%99s-most-potent-tool/#comments</comments>
		<pubDate>Tue, 15 Apr 2008 13:24:51 +0000</pubDate>
		<dc:creator>Art Petty</dc:creator>
				<category><![CDATA[Leadership]]></category>
		<category><![CDATA[Strategy]]></category>
		<category><![CDATA[budget]]></category>
		<category><![CDATA[budgeting]]></category>
		<category><![CDATA[competitor]]></category>
		<category><![CDATA[customer]]></category>
		<category><![CDATA[effective]]></category>
		<category><![CDATA[goals]]></category>
		<category><![CDATA[investments]]></category>
		<category><![CDATA[leader]]></category>
		<category><![CDATA[leaders]]></category>
		<category><![CDATA[management]]></category>
		<category><![CDATA[manager]]></category>
		<category><![CDATA[market]]></category>
		<category><![CDATA[measurement]]></category>
		<category><![CDATA[mission]]></category>
		<category><![CDATA[organization]]></category>
		<category><![CDATA[Performance Excellence]]></category>
		<category><![CDATA[priorities]]></category>
		<category><![CDATA[strategic]]></category>
		<category><![CDATA[tool]]></category>

		<guid isPermaLink="false">http://artpetty.com/2008/04/15/why-strategy-is-the-leader%e2%80%99s-most-potent-tool/</guid>
		<description><![CDATA[Leading is more than just being the person in charge.  It's about selecting and developing talent, providing direction and motivation, creating the effective working environment and providing consistent and timely feedback on performance.  The "direction and motivation" component comes directly from the leader's understanding of the firm's strategic environment (market forces, competitors, customers) as well as the direction and strategies (goals/actions) that have been selected by an organization's management.  Strategy is context that gives meaning and purpose to individual roles and group activities and goals.
<div class="addthis_toolbox addthis_default_style " addthis:url='http://artpetty.com/2008/04/15/why-strategy-is-the-leader%e2%80%99s-most-potent-tool/' addthis:title='Why Strategy is the Leader’s Most Potent Tool ' ><a href="//addthis.com/bookmark.php?v=250&#38;username=xa-4d2b47597ad291fb" class="addthis_button_compact">Share</a><span class="addthis_separator">&#124;</span><a class="addthis_button_preferred_1"></a><a class="addthis_button_preferred_2"></a><a class="addthis_button_preferred_3"></a><a class="addthis_button_preferred_4"></a></div>]]></description>
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		<slash:comments>5</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[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.
<div class="addthis_toolbox addthis_default_style " addthis:url='http://artpetty.com/2008/04/09/read-any-good-cultures-lately-honing-an-essential-career-skill/' addthis:title='Read Any Good Cultures Lately?  Honing an Essential Career Skill. ' ><a href="//addthis.com/bookmark.php?v=250&#38;username=xa-4d2b47597ad291fb" class="addthis_button_compact">Share</a><span class="addthis_separator">&#124;</span><a class="addthis_button_preferred_1"></a><a class="addthis_button_preferred_2"></a><a class="addthis_button_preferred_3"></a><a class="addthis_button_preferred_4"></a></div>]]></description>
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		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Is It True That No One Likes The Project Manager?</title>
		<link>http://artpetty.com/2008/04/07/is-it-true-that-no-one-likes-the-project-manager/</link>
		<comments>http://artpetty.com/2008/04/07/is-it-true-that-no-one-likes-the-project-manager/#comments</comments>
		<pubDate>Mon, 07 Apr 2008 14:01:41 +0000</pubDate>
		<dc:creator>Art Petty</dc:creator>
				<category><![CDATA[Leadership]]></category>
		<category><![CDATA[Project Management]]></category>
		<category><![CDATA[consultant]]></category>
		<category><![CDATA[consultants]]></category>
		<category><![CDATA[executive]]></category>
		<category><![CDATA[leader]]></category>
		<category><![CDATA[management]]></category>
		<category><![CDATA[manager]]></category>
		<category><![CDATA[Memphis Belle]]></category>
		<category><![CDATA[PMBOK]]></category>
		<category><![CDATA[PMP]]></category>
		<category><![CDATA[project]]></category>
		<category><![CDATA[project manager]]></category>

		<guid isPermaLink="false">http://artpetty.com/2008/04/07/is-it-true-that-no-one-likes-the-project-manager/</guid>
		<description><![CDATA[The role of Project Manager is difficult.  This is an informal leadership position—one of those with most of the responsibility and little of the authority.  If a person is worried about being liked, this is a lousy choice of profession.
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		<slash:comments>2</slash:comments>
		</item>
		<item>
		<title>More Thoughtful Career Advice to Ignore on Your Path to Becoming a Sales Leader</title>
		<link>http://artpetty.com/2008/04/04/more-thoughtful-career-advice-to-ignore-on-your-path-to-becoming-a-sales-leader/</link>
		<comments>http://artpetty.com/2008/04/04/more-thoughtful-career-advice-to-ignore-on-your-path-to-becoming-a-sales-leader/#comments</comments>
		<pubDate>Fri, 04 Apr 2008 14:09:59 +0000</pubDate>
		<dc:creator>Art Petty</dc:creator>
				<category><![CDATA[Leadership]]></category>
		<category><![CDATA[Career]]></category>
		<category><![CDATA[career advice]]></category>
		<category><![CDATA[headcount]]></category>
		<category><![CDATA[leader]]></category>
		<category><![CDATA[manager]]></category>
		<category><![CDATA[people]]></category>
		<category><![CDATA[professional]]></category>
		<category><![CDATA[rep]]></category>
		<category><![CDATA[Sales]]></category>
		<category><![CDATA[sales leaders]]></category>
		<category><![CDATA[success]]></category>
		<category><![CDATA[turnover]]></category>

		<guid isPermaLink="false">http://artpetty.com/2008/04/04/more-thoughtful-career-advice-to-ignore-on-your-path-to-becoming-a-sales-leader/</guid>
		<description><![CDATA[From the same organization that brought you this enlightened sales manager and his timeless advice on how to prosper:

"The only way that you will succeed on my team is if you are married to the job," and "The reason that I am not in any family vacation pictures is because I'm on the phone.  If I'm in the picture, you can be sure I have a blackberry stuck to my ear," is back with:

"The problem with you is that you care too much about people."

I love this organization.  There are very few other places where a simple phone call offers me a priceless quote on really bad ideas from lousy leaders.
<div class="addthis_toolbox addthis_default_style " addthis:url='http://artpetty.com/2008/04/04/more-thoughtful-career-advice-to-ignore-on-your-path-to-becoming-a-sales-leader/' addthis:title='More Thoughtful Career Advice to Ignore on Your Path to Becoming a Sales Leader ' ><a href="//addthis.com/bookmark.php?v=250&#38;username=xa-4d2b47597ad291fb" class="addthis_button_compact">Share</a><span class="addthis_separator">&#124;</span><a class="addthis_button_preferred_1"></a><a class="addthis_button_preferred_2"></a><a class="addthis_button_preferred_3"></a><a class="addthis_button_preferred_4"></a></div>]]></description>
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		<title>How do Ideas Turn Into Actions in Your Firm?  Hint: Check Your Leadership Culture</title>
		<link>http://artpetty.com/2008/03/27/how-do-ideas-turn-into-actions-in-your-firm-hint-check-your-leadership-culture/</link>
		<comments>http://artpetty.com/2008/03/27/how-do-ideas-turn-into-actions-in-your-firm-hint-check-your-leadership-culture/#comments</comments>
		<pubDate>Thu, 27 Mar 2008 23:33:15 +0000</pubDate>
		<dc:creator>Art Petty</dc:creator>
				<category><![CDATA[Leadership]]></category>
		<category><![CDATA[Product Management]]></category>
		<category><![CDATA[communications]]></category>
		<category><![CDATA[culture]]></category>
		<category><![CDATA[development]]></category>
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		<category><![CDATA[Idea]]></category>
		<category><![CDATA[Ideas]]></category>
		<category><![CDATA[management]]></category>
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		<category><![CDATA[product manager]]></category>
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		<category><![CDATA[value]]></category>

		<guid isPermaLink="false">http://artpetty.com/2008/03/27/how-do-ideas-turn-into-actions-in-your-firm-hint-check-your-leadership-culture/</guid>
		<description><![CDATA[As a leader, you should be critically concerned about where ideas come from and how they go from insights to actions.  This process of value creation is fundamental to a firm's growth and at its core it is a very organic process.
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		<title>Stress at Work, Great Leadership Practices and Ignoring Bad Advice</title>
		<link>http://artpetty.com/2008/03/25/stress-at-work-great-leadership-practices-and-ignoring-bad-advice/</link>
		<comments>http://artpetty.com/2008/03/25/stress-at-work-great-leadership-practices-and-ignoring-bad-advice/#comments</comments>
		<pubDate>Tue, 25 Mar 2008 16:30:03 +0000</pubDate>
		<dc:creator>Art Petty</dc:creator>
				<category><![CDATA[Leadership]]></category>
		<category><![CDATA[Advice]]></category>
		<category><![CDATA[Bad Advice]]></category>
		<category><![CDATA[harvard business review]]></category>
		<category><![CDATA[Infosys Technologies]]></category>
		<category><![CDATA[lead]]></category>
		<category><![CDATA[leader]]></category>
		<category><![CDATA[Leader Role]]></category>
		<category><![CDATA[Leadership Practices]]></category>
		<category><![CDATA[Management Discussions]]></category>
		<category><![CDATA[manager]]></category>
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		<category><![CDATA[Span of Control]]></category>
		<category><![CDATA[strategic]]></category>
		<category><![CDATA[Three Star Leadership]]></category>
		<category><![CDATA[Wall Street Journal]]></category>
		<category><![CDATA[Wally Bock]]></category>

		<guid isPermaLink="false">http://artpetty.com/2008/03/25/stress-at-work-great-leadership-practices-and-ignoring-bad-advice/</guid>
		<description><![CDATA[Every once in awhile, a number of articles or blog posts converge nicely to build on each other.  Today over at Wally Bock's Three Star Leadership Blog in his post entitled Sunday Afternoons, Wally offers his perspective on an article describing that many people report feeling a high degree of anxiety about work as Monday looms in the foreground.  Wally's guidance for the leader's role in helping eradicate the causes of this unproductive stress is priceless and timeless (go ahead and click over and read it) and it puts the exclamation point on the leadership themes found in several other recent articles and posts.
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		<title>Improve Managerial Effectiveness by Broadening Span of Control?</title>
		<link>http://artpetty.com/2008/03/24/improve-managerial-effectiveness-by-broadening-span-of-control/</link>
		<comments>http://artpetty.com/2008/03/24/improve-managerial-effectiveness-by-broadening-span-of-control/#comments</comments>
		<pubDate>Mon, 24 Mar 2008 15:29:00 +0000</pubDate>
		<dc:creator>Art Petty</dc:creator>
				<category><![CDATA[Leadership]]></category>
		<category><![CDATA[bosses]]></category>
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		<category><![CDATA[Reengineering]]></category>
		<category><![CDATA[span]]></category>
		<category><![CDATA[supervising]]></category>
		<category><![CDATA[technology]]></category>
		<category><![CDATA[Wall Street Journal]]></category>
		<category><![CDATA[workers]]></category>

		<guid isPermaLink="false">http://artpetty.com/2008/03/24/improve-managerial-effectiveness-by-broadening-span-of-control/</guid>
		<description><![CDATA[Tomorrow's effective leaders are better served focusing on bringing the right resources to bear at a point in time than they are being constrained by a consultant derived goal to reduce managers and costs by increasing span of control.  It's time to reengineer the old school thinking that leads to dangerous advice about leadership.

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		<title>The Meeting is Never for Decision-Making: A Product Management Lesson I Learned at Matsushita</title>
		<link>http://artpetty.com/2008/03/18/the-meeting-is-never-for-decision-making-a-product-management-lesson-i-learned-at-matsushita/</link>
		<comments>http://artpetty.com/2008/03/18/the-meeting-is-never-for-decision-making-a-product-management-lesson-i-learned-at-matsushita/#comments</comments>
		<pubDate>Tue, 18 Mar 2008 14:02:30 +0000</pubDate>
		<dc:creator>Art Petty</dc:creator>
				<category><![CDATA[Product Management]]></category>
		<category><![CDATA[Project Management]]></category>
		<category><![CDATA[business plan]]></category>
		<category><![CDATA[Career]]></category>
		<category><![CDATA[ceremony]]></category>
		<category><![CDATA[credibility]]></category>
		<category><![CDATA[decision]]></category>
		<category><![CDATA[leader]]></category>
		<category><![CDATA[lesson]]></category>
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		<category><![CDATA[Matsushita Electric]]></category>
		<category><![CDATA[meeting]]></category>
		<category><![CDATA[product]]></category>
		<category><![CDATA[product manager]]></category>
		<category><![CDATA[stakeholder]]></category>
		<category><![CDATA[trust]]></category>

		<guid isPermaLink="false">http://artpetty.com/2008/03/18/the-meeting-is-never-for-decision-making-a-product-management-lesson-i-learned-at-matsushita/</guid>
		<description><![CDATA[While the technique or reaching agreement with your stakeholders one by one ahead of formal approval might seem a bit like playing politics, I prefer to view it as covering the bases.  Leaders invest in people they trust and have a sense for, and the ceremony of a group meeting is the wrong place to try and build your trust and credibility.
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		<title>The Best Product Managers are in Seat 12C</title>
		<link>http://artpetty.com/2008/02/28/the-best-product-managers-are-in-seat-12c/</link>
		<comments>http://artpetty.com/2008/02/28/the-best-product-managers-are-in-seat-12c/#comments</comments>
		<pubDate>Thu, 28 Feb 2008 13:31:03 +0000</pubDate>
		<dc:creator>Art Petty</dc:creator>
				<category><![CDATA[Product Management]]></category>
		<category><![CDATA[manager]]></category>
		<category><![CDATA[marketer]]></category>
		<category><![CDATA[Marketing]]></category>
		<category><![CDATA[Pragmatic]]></category>
		<category><![CDATA[product]]></category>
		<category><![CDATA[product manager]]></category>
		<category><![CDATA[Product Marktering]]></category>

		<guid isPermaLink="false">http://artpetty.com/2008/02/28/the-best-product-managers-are-in-seat-12c/</guid>
		<description><![CDATA[As a Product Manager/Marketer, the more time you spend in the office, the less intelligent you become every day about the real situation of your offerings and your clients.  You cannot build relationships, gain critical insights and frankly, grow as a professional from your office or cubicle chair.  As important as all of your internal tasks are, you cannot create value for your firm by cloistering yourself in endless meetings and only gaining critical market context on the other end of a telephone.
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		<title>The Product Manager&#8217;s Questions for Success</title>
		<link>http://artpetty.com/2008/02/16/the-product-managers-questions-for-success/</link>
		<comments>http://artpetty.com/2008/02/16/the-product-managers-questions-for-success/#comments</comments>
		<pubDate>Sat, 16 Feb 2008 16:56:40 +0000</pubDate>
		<dc:creator>Art Petty</dc:creator>
				<category><![CDATA[Product Management]]></category>
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		<description><![CDATA[Thanks to a good friend and the person I credit with the creation of the "Why is a Product Manager Like the Office Photocopier?" joke, I recently unearthed a listing of questions that we had established with the PM team to help teach and remind everyone of the True Role of a Product Manager.
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		<title>Why Sales Managers Shouldn&#8217;t Hate Performance Reviews</title>
		<link>http://artpetty.com/2008/02/11/why-sales-managers-shouldnt-hate-performance-reviews/</link>
		<comments>http://artpetty.com/2008/02/11/why-sales-managers-shouldnt-hate-performance-reviews/#comments</comments>
		<pubDate>Tue, 12 Feb 2008 03:08:48 +0000</pubDate>
		<dc:creator>Art Petty</dc:creator>
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		<description><![CDATA[I don't know too many Sales Managers that relish the opportunity to conduct performance reviews with their Reps. In fact, come to think about it, I don't know too many Sales Managers that actually conduct performance reviews with their Reps. Unless you count the token compliance that a few accommodate through a "half-hearted, fill out the form to get HR off my back" approach that some Managers confess to employing. That's too bad, because all parties involved are missing out on valuable conversations that can contribute to the growth of the business, the strengthening of the sales bench and the development of sales superstars.
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