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	<title>Leadership Intelligence</title>
	
	<link>http://leadershipintelligence.co.nz</link>
	<description>Advancing Collaborative Genius</description>
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		<title>Supercooperators: The mathematics of evolution, altruism and human behaviour</title>
		<link>http://feedproxy.google.com/~r/LeadershipIntelligence/~3/69yVWonS9fY/</link>
		<comments>http://leadershipintelligence.co.nz/supercooperators-the-mathematics-of-evolution-altruism-and-human-behaviour/#comments</comments>
		<pubDate>Sun, 22 May 2011 22:27:06 +0000</pubDate>
		<dc:creator>David Savage</dc:creator>
				<category><![CDATA[Change]]></category>
		<category><![CDATA[Collaboration]]></category>
		<category><![CDATA[Leadership Style]]></category>
		<category><![CDATA[The Collective Brain]]></category>
		<category><![CDATA[evolution]]></category>
		<category><![CDATA[Leadership Altruism]]></category>

		<guid isPermaLink="false">http://leadershipintelligence.co.nz/?p=1030</guid>
		<description><![CDATA[Evolutionary biologist Martin Nowak and author Roger Highfield explain how cooperation and altruism fit into the larger evolutionary puzzle.]]></description>
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		<title>Nigel Marsh: How to make work-life balance work</title>
		<link>http://feedproxy.google.com/~r/LeadershipIntelligence/~3/u92P2kl1AHs/</link>
		<comments>http://leadershipintelligence.co.nz/nigel-marsh-how-to-make-work-life-balance-work/#comments</comments>
		<pubDate>Tue, 03 May 2011 08:59:39 +0000</pubDate>
		<dc:creator>David Savage</dc:creator>
				<category><![CDATA[Change]]></category>
		<category><![CDATA[Work Life Balance]]></category>
		<category><![CDATA[family]]></category>
		<category><![CDATA[three day work week]]></category>
		<category><![CDATA[work life balance]]></category>

		<guid isPermaLink="false">http://leadershipintelligence.co.nz/?p=1026</guid>
		<description><![CDATA[From TED: Work-life balance, says Nigel Marsh, is too important to be left in the hands of your employer. At TEDxSydney, Marsh lays out an ideal day balanced between family time, personal time and productivity &#8212; and offers some stirring encouragement to make it happen.]]></description>
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		<item>
		<title>Kathryn Schulz: On being wrong</title>
		<link>http://feedproxy.google.com/~r/LeadershipIntelligence/~3/ZsS2MZ6hE_A/</link>
		<comments>http://leadershipintelligence.co.nz/kathryn-schulz-on-being-wrong/#comments</comments>
		<pubDate>Wed, 20 Apr 2011 02:06:31 +0000</pubDate>
		<dc:creator>David Savage</dc:creator>
				<category><![CDATA[Problem Solving]]></category>
		<category><![CDATA[Solution Focus]]></category>
		<category><![CDATA[learnings]]></category>
		<category><![CDATA[mistakes]]></category>
		<category><![CDATA[poor performance]]></category>

		<guid isPermaLink="false">http://leadershipintelligence.co.nz/?p=1023</guid>
		<description><![CDATA[From TED: Most of us will do anything to avoid being wrong. But what if we're wrong about that? "Wrongologist" Kathryn Schulz makes a compelling case for not just admitting but embracing our fallibility.]]></description>
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		<slash:comments>1</slash:comments>
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		<item>
		<title>Adapting to new environments</title>
		<link>http://feedproxy.google.com/~r/LeadershipIntelligence/~3/orQQ3jruILw/</link>
		<comments>http://leadershipintelligence.co.nz/adapting-to-new-environments/#comments</comments>
		<pubDate>Thu, 07 Apr 2011 22:09:32 +0000</pubDate>
		<dc:creator>David Savage</dc:creator>
				<category><![CDATA[Meeting Challenge]]></category>
		<category><![CDATA[Problem Solving]]></category>
		<category><![CDATA[adapting to change]]></category>
		<category><![CDATA[christchurch]]></category>
		<category><![CDATA[earthquake]]></category>
		<category><![CDATA[skateboarding]]></category>

		<guid isPermaLink="false">http://leadershipintelligence.co.nz/?p=1017</guid>
		<description><![CDATA[With huge parts of Christchurch city ripped up, ask any Skateboarder - Life has to go on! Being able to adapt to a situation quickly, is what swings the pendulum from crisis to progress.]]></description>
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		<title>Drive towards BAU in Christchurch needs caution</title>
		<link>http://feedproxy.google.com/~r/LeadershipIntelligence/~3/B40-e4rjXwA/</link>
		<comments>http://leadershipintelligence.co.nz/drive-towards-bau-in-christchurch-needs-caution/#comments</comments>
		<pubDate>Wed, 09 Mar 2011 03:12:45 +0000</pubDate>
		<dc:creator>David Savage</dc:creator>
				<category><![CDATA[Change]]></category>
		<category><![CDATA[Collaboration]]></category>
		<category><![CDATA[Strategy and Planning]]></category>
		<category><![CDATA[christchurch earthquake]]></category>
		<category><![CDATA[leadership courage]]></category>
		<category><![CDATA[resilience]]></category>
		<category><![CDATA[trauma]]></category>
		<category><![CDATA[workplace stress]]></category>

		<guid isPermaLink="false">http://leadershipintelligence.co.nz/?p=973</guid>
		<description><![CDATA[Since the February earthquake, many businesses and organisations in Christchurch will have an understandable drive to return to ‘business as usual’ (BAU), but as Team and Leadership Coach David Savage points out, this drive must also take into account the emotional recovery of their staff if people are also to make a good recovery.]]></description>
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		<title>Christchurch Earthquake Leadership through Crisis</title>
		<link>http://feedproxy.google.com/~r/LeadershipIntelligence/~3/9pVE8rBwZ94/</link>
		<comments>http://leadershipintelligence.co.nz/christchurch-earthquake-leadership-through-crisis/#comments</comments>
		<pubDate>Wed, 09 Mar 2011 01:24:56 +0000</pubDate>
		<dc:creator>David Savage</dc:creator>
				<category><![CDATA[Change]]></category>
		<category><![CDATA[Leadership Style]]></category>
		<category><![CDATA[christchurch earthquake]]></category>
		<category><![CDATA[leadership]]></category>
		<category><![CDATA[pressure]]></category>

		<guid isPermaLink="false">http://leadershipintelligence.co.nz/?p=964</guid>
		<description><![CDATA[I’ve heard many of my coaching clients tell me how they work well under pressure or how they’re good in a crisis, and they are. But it’s not just them, you can scale-up this adaptability and see how ‘stepping-up’ in a crisis is a very human trait. As the Christchurch earthquake hit and then unfolded on our TV screens, in pictures and footage you see everywhere people stepping up, not just managing the crisis, but leading through it.]]></description>
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		<title>Jason Fried: Why work doesn’t happen at work</title>
		<link>http://feedproxy.google.com/~r/LeadershipIntelligence/~3/czMYfPierVQ/</link>
		<comments>http://leadershipintelligence.co.nz/jason-fried-why-work-doesnt-happen-at-work/#comments</comments>
		<pubDate>Wed, 01 Dec 2010 07:28:15 +0000</pubDate>
		<dc:creator>David Savage</dc:creator>
				<category><![CDATA[Performance]]></category>
		<category><![CDATA[performances]]></category>
		<category><![CDATA[Productivity]]></category>
		<category><![CDATA[work environments]]></category>

		<guid isPermaLink="false">http://leadershipintelligence.co.nz/?p=844</guid>
		<description><![CDATA[Jason Fried has a radical theory of working: that the office isn&#8217;t a good place to do it. At TEDxMidwest, he lays out the main problems (call them the M&#38;Ms) and offers three suggestions to make work work.]]></description>
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		<title>William Ury: The walk from “no” to “yes”</title>
		<link>http://feedproxy.google.com/~r/LeadershipIntelligence/~3/KQ7JV4u3Q14/</link>
		<comments>http://leadershipintelligence.co.nz/william-ury-the-walk-from-no-to-yes/#comments</comments>
		<pubDate>Wed, 01 Dec 2010 03:48:28 +0000</pubDate>
		<dc:creator>David Savage</dc:creator>
				<category><![CDATA[Developing Capability]]></category>
		<category><![CDATA[Problem Solving]]></category>
		<category><![CDATA[Vision]]></category>
		<category><![CDATA[conflict resolution]]></category>
		<category><![CDATA[mediation]]></category>
		<category><![CDATA[peace]]></category>
		<category><![CDATA[solution focus]]></category>

		<guid isPermaLink="false">http://leadershipintelligence.co.nz/?p=840</guid>
		<description><![CDATA[William Ury, author of &#8220;Getting to Yes,&#8221; offers an elegant, simple (but not easy) way to create agreement in even the most difficult situations &#8212; from family conflict to, perhaps, the Middle East.]]></description>
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		<title>Libby Sander – Innovative Landscapes in Organisations</title>
		<link>http://feedproxy.google.com/~r/LeadershipIntelligence/~3/NjKXkoRwmT4/</link>
		<comments>http://leadershipintelligence.co.nz/libby-sander-%e2%80%93-innovative-landscapes-in-organisations/#comments</comments>
		<pubDate>Tue, 26 Oct 2010 03:15:34 +0000</pubDate>
		<dc:creator>David Savage</dc:creator>
				<category><![CDATA[Developing Capability]]></category>
		<category><![CDATA[Innovation]]></category>
		<category><![CDATA[creativity]]></category>
		<category><![CDATA[innovation]]></category>

		<guid isPermaLink="false">http://leadershipintelligence.co.nz/?p=837</guid>
		<description />
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		<title>Derek Sivers: Keep your goals to yourself</title>
		<link>http://feedproxy.google.com/~r/LeadershipIntelligence/~3/l8if-P2C4NE/</link>
		<comments>http://leadershipintelligence.co.nz/derek-sivers-keep-your-goals-to-yourself/#comments</comments>
		<pubDate>Tue, 14 Sep 2010 07:50:35 +0000</pubDate>
		<dc:creator>David Savage</dc:creator>
				<category><![CDATA[Motivation]]></category>
		<category><![CDATA[brain]]></category>
		<category><![CDATA[goals]]></category>

		<guid isPermaLink="false">http://leadershipintelligence.co.nz/?p=833</guid>
		<description><![CDATA[From TED: After hitting on a brilliant new life plan, our first instinct is to tell someone, but Derek Sivers says it's better to keep goals secret. He presents research stretching as far back as the 1920s to show why people who talk about their ambitions may be less likely to achieve them.]]></description>
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