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	<title>Management Excellence &#187; risk</title>
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	<link>http://artpetty.com</link>
	<description>Art Petty on Leadership, Management and Professional Development</description>
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	<copyright>copyright by Art Petty, 2011 </copyright>
	<managingEditor>art.petty@artpetty.com (Art Petty)</managingEditor>
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		<title>Management Excellence</title>
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	<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>
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	<itunes:author>Art Petty</itunes:author>
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		<itunes:name>Art Petty</itunes:name>
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		<item>
		<title>Good People or Good Ideas?  The Importance of the Working Environment</title>
		<link>http://artpetty.com/2008/09/10/good-people-or-good-ideas-the-importance-of-the-working-environment/</link>
		<comments>http://artpetty.com/2008/09/10/good-people-or-good-ideas-the-importance-of-the-working-environment/#comments</comments>
		<pubDate>Wed, 10 Sep 2008 15:24:26 +0000</pubDate>
		<dc:creator>Art Petty</dc:creator>
				<category><![CDATA[Leadership]]></category>
		<category><![CDATA[Leading Change]]></category>
		<category><![CDATA[creativity]]></category>
		<category><![CDATA[environment]]></category>
		<category><![CDATA[harvard business review]]></category>
		<category><![CDATA[Ideas]]></category>
		<category><![CDATA[Innovation]]></category>
		<category><![CDATA[people]]></category>
		<category><![CDATA[pixar]]></category>
		<category><![CDATA[risk]]></category>
		<category><![CDATA[working environment]]></category>

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		<description><![CDATA[After many years of leading and now several years of working with aspiring and experienced leaders in all manner of industries and cultures, I remain convinced that most individuals lack proper context for their role as leaders.  The great leaders at all levels understand that they have a unique responsibility and unique power to adapt and form their working environment to the unique circumstances at a point in time.  Less effective leaders allow the environment to form around the wrong issues including ego (theirs) and petty politics.  The lessons of Pixar are hard-won and the outcomes visible to all.  You would be well served to listen, learn and apply some of Mr. Catmul’s wisdom to your environment.
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		<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>

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		<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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		<title>When Projects Go Horribly Wrong: A Great Example</title>
		<link>http://artpetty.com/2008/04/20/when-projects-go-horribly-wrong-a-great-example/</link>
		<comments>http://artpetty.com/2008/04/20/when-projects-go-horribly-wrong-a-great-example/#comments</comments>
		<pubDate>Sun, 20 Apr 2008 14:20:18 +0000</pubDate>
		<dc:creator>Art Petty</dc:creator>
				<category><![CDATA[Project Management]]></category>
		<category><![CDATA[BAA]]></category>
		<category><![CDATA[Baggage-handling]]></category>
		<category><![CDATA[British Airways]]></category>
		<category><![CDATA[Chicago Tribune]]></category>
		<category><![CDATA[disasters]]></category>
		<category><![CDATA[Heathrow]]></category>
		<category><![CDATA[Johnson & Johnson]]></category>
		<category><![CDATA[management]]></category>
		<category><![CDATA[McDonald's]]></category>
		<category><![CDATA[plan]]></category>
		<category><![CDATA[politics]]></category>
		<category><![CDATA[project]]></category>
		<category><![CDATA[quality]]></category>
		<category><![CDATA[risk]]></category>
		<category><![CDATA[system]]></category>

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		<description><![CDATA[The folks that designed Denver International Airport's infamous baggage handling system can breathe a bit easier now.  While the much publicized start-up disasters at Denver have faded into the past, apparently the lessons learned did not transfer across the pond to the teams responsible for the new Terminal 5 at London's Heathrow Airport.
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		<slash:comments>2</slash:comments>
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		<item>
		<title>Coping Strategies for the Project Manager Facing an Executive Mandate on Schedule</title>
		<link>http://artpetty.com/2008/04/13/coping-strategies-for-the-project-manager-facing-an-executive-mandate-on-schedule/</link>
		<comments>http://artpetty.com/2008/04/13/coping-strategies-for-the-project-manager-facing-an-executive-mandate-on-schedule/#comments</comments>
		<pubDate>Mon, 14 Apr 2008 02:57:42 +0000</pubDate>
		<dc:creator>Art Petty</dc:creator>
				<category><![CDATA[Leadership]]></category>
		<category><![CDATA[Project Management]]></category>
		<category><![CDATA[Analysis]]></category>
		<category><![CDATA[BHAG]]></category>
		<category><![CDATA[CEO]]></category>
		<category><![CDATA[communications]]></category>
		<category><![CDATA[competitor]]></category>
		<category><![CDATA[Engineering]]></category>
		<category><![CDATA[Estimation]]></category>
		<category><![CDATA[executive]]></category>
		<category><![CDATA[management]]></category>
		<category><![CDATA[market]]></category>
		<category><![CDATA[maturity]]></category>
		<category><![CDATA[organization]]></category>
		<category><![CDATA[project]]></category>
		<category><![CDATA[risk]]></category>
		<category><![CDATA[sponsor]]></category>
		<category><![CDATA[technological]]></category>

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		<description><![CDATA[A management team well attuned to rapidly emerging market forces might recognize an opportunity that can be leveraged for significant gain and competitive advantage if the organization acts quickly.  It is management's prerogative and responsibility to identify and motivate the organization to act and seize these opportunities, even at the expense of order and business as usual.
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