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	<title>Making Managers into Leaders® &#187; leadership</title>
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	<link>http://www.enleadership.com/blog</link>
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		<title>Distinguishing Leadership Skill Development from Management</title>
		<link>http://www.enleadership.com/blog/distinguishing-leadership-skill-development-from-management</link>
		<comments>http://www.enleadership.com/blog/distinguishing-leadership-skill-development-from-management#comments</comments>
		<pubDate>Tue, 10 Nov 2009 14:08:25 +0000</pubDate>
		<dc:creator>admin</dc:creator>
				<category><![CDATA[leadership skill development]]></category>
		<category><![CDATA[balance]]></category>
		<category><![CDATA[HARD PART]]></category>
		<category><![CDATA[leadership]]></category>
		<category><![CDATA[management]]></category>
		<category><![CDATA[SOFT PART]]></category>

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		<description><![CDATA[When we do leadership skill training, it is always important to distinguish the business leadership skills and management skills. Following is a very brief video that does that:

What are your thoughts about this? Please comment below!
Ed Oakley &#38; the Enlightened Leadership Team


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			<content:encoded><![CDATA[<p>When we do leadership skill training, it is always important to distinguish the business leadership skills and management skills. Following is a very brief video that does that:</p>
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<p>What are your thoughts about this? Please comment below!</p>
<p>Ed Oakley &amp; the Enlightened Leadership Team</p>
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<p class='technorati-tags'>Technorati Tags: <a class='technorati-link' href='http://technorati.com/tag/balance' rel='tag' target='_blank'>balance</a>, <a class='technorati-link' href='http://technorati.com/tag/HARD+PART' rel='tag' target='_blank'>HARD PART</a>, <a class='technorati-link' href='http://technorati.com/tag/leadership' rel='tag' target='_blank'>leadership</a>, <a class='technorati-link' href='http://technorati.com/tag/management' rel='tag' target='_blank'>management</a>, <a class='technorati-link' href='http://technorati.com/tag/SOFT+PART' rel='tag' target='_blank'>SOFT PART</a></p>

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		<title>CEO&#8217;s or Captains?: Personal Gain or Leadership?</title>
		<link>http://www.enleadership.com/blog/ceos-or-captains-personal-gain-or-leadership</link>
		<comments>http://www.enleadership.com/blog/ceos-or-captains-personal-gain-or-leadership#comments</comments>
		<pubDate>Fri, 17 Apr 2009 20:47:59 +0000</pubDate>
		<dc:creator>admin</dc:creator>
				<category><![CDATA[Leadership Development]]></category>
		<category><![CDATA[leadership]]></category>
		<category><![CDATA[real leader]]></category>
		<category><![CDATA[TAKE RESPONSIBILITY]]></category>

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		<description><![CDATA[Today’s Denver Post, highlighted the courage of two heroes:
one, U. S. Airways Captain Chesley “Sully” Sullenberger who
successfully landed his plane on the Hudson River after the
engines became disabled; two, Captain Richard Phillips of the
Maersk Alabama, who allowed himself to be taken by pirates
to save his crew. Both of these men demonstrated courage and
skill, while taking [...]]]></description>
			<content:encoded><![CDATA[<p>Today’s Denver Post, highlighted the courage of two heroes:<br />
one, U. S. Airways Captain Chesley “Sully” Sullenberger who<br />
successfully landed his plane on the Hudson River after the<br />
engines became disabled; two, Captain Richard Phillips of the<br />
Maersk Alabama, who allowed himself to be taken by pirates<br />
to save his crew. Both of these men demonstrated courage and<br />
skill, while taking total responsibility for their people in a situation<br />
that could have been beyond their control. These men are not<br />
captains in the military. They are civilians. They are managers.<br />
Like managers everywhere they are in charge of capital<br />
equipment, employees, customers, safety and goals.</p>
<p>Contrast them with the story earlier this week of ex-Qwest CEO<br />
Joe Nacchio beginning to serve his 6-year prison sentence for<br />
nsider trading. His name, adds to the list of wealthy CEO’s of<br />
huge companies sentenced to prison for fraud and other crimes,<br />
executives such as Bernard Ebber of WorldCom and Jeffrey<br />
Skilling of Enron.</p>
<p>These CEO’s and the captains each faced extraordinarily difficult<br />
situations—the CEO’s faced (helped create?) the financial<br />
meltdown of their companies. The captains faced imminent,<br />
perhaps catastrophic danger. The CEO’s acted like emperors,<br />
grabbing riches and surrounding themselves with lawyers. The<br />
captains assessed the situation, behaved as heroes, and in the<br />
case of Captain Phillips, put his own life in danger to protect<br />
his crew.</p>
<p>As managers we each decide daily if we have the true grit to<br />
behave as these captains did, taking full and complete<br />
responsibility for the situation and their charge. We can take<br />
seminars in accountability or we can read the newspapers and<br />
decide who are the real leaders and who we want to be.</p>
<p>by Jonette Crowley, Enlightened Leadership Solutions, Inc.</p>
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<p class='technorati-tags'>Technorati Tags: <a class='technorati-link' href='http://technorati.com/tag/leadership' rel='tag' target='_blank'>leadership</a>, <a class='technorati-link' href='http://technorati.com/tag/real+leader' rel='tag' target='_blank'>real leader</a>, <a class='technorati-link' href='http://technorati.com/tag/TAKE+RESPONSIBILITY' rel='tag' target='_blank'>TAKE RESPONSIBILITY</a></p>

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