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	<title>Comments on: Getting the Vision Thing Right: Leadership Skills</title>
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	<link>http://www.orgtopia.com/2009/10/23/getting-the-vision-thing-right-leadership-skills/</link>
	<description>Management &#38; Leadership Blog</description>
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		<title>By: David Hinde</title>
		<link>http://www.orgtopia.com/2009/10/23/getting-the-vision-thing-right-leadership-skills/comment-page-1/#comment-268</link>
		<dc:creator>David Hinde</dc:creator>
		<pubDate>Mon, 02 Nov 2009 09:51:32 +0000</pubDate>
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		<description>Thanks Chris. Yes I think a manager who sticks up for his team is a definite leadership skill. I think the reverse is true as well - I&#039;ve seen managers who haven&#039;t done so - &amp; their teams rapidly become demoralized.

David</description>
		<content:encoded><![CDATA[<p>Thanks Chris. Yes I think a manager who sticks up for his team is a definite leadership skill. I think the reverse is true as well &#8211; I&#8217;ve seen managers who haven&#8217;t done so &#8211; &#038; their teams rapidly become demoralized.</p>
<p>David</p>
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		<title>By: Chris Collins</title>
		<link>http://www.orgtopia.com/2009/10/23/getting-the-vision-thing-right-leadership-skills/comment-page-1/#comment-267</link>
		<dc:creator>Chris Collins</dc:creator>
		<pubDate>Mon, 02 Nov 2009 09:43:32 +0000</pubDate>
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		<description>David,

First can I say a thank you for your tuition on the recent Prince 2 course.  I passed the practitioner exam.

Now onto the subject of leadership.  My memorable boss was one who became head of a team of programmers, and his words were &quot;I don&#039;t intend to watch over your programming.  I assume you are all capable, otherwise you wouldn&#039;t be working here.  What I will do is to monitor what work comes into this department to ensure it is viable, and you are not being expected to clean up someone else&#039;s mess&quot;.  True to his word, several weeks later a salesman passed a requirement to our department which was so loosely scoped that the requirements could be interpreted as many almost anything.  He refused to accept the work.  The salesman said the work had to be accepted as we needed teh business.  When things became heated between them he said to the salesman to come outside to settle it.  The salesman backed down.  It was unprofessional I know, but he certainly earned our respect with that.  I bit of the old Churchill spirit.

Regards

Chris Collins</description>
		<content:encoded><![CDATA[<p>David,</p>
<p>First can I say a thank you for your tuition on the recent Prince 2 course.  I passed the practitioner exam.</p>
<p>Now onto the subject of leadership.  My memorable boss was one who became head of a team of programmers, and his words were &#8220;I don&#8217;t intend to watch over your programming.  I assume you are all capable, otherwise you wouldn&#8217;t be working here.  What I will do is to monitor what work comes into this department to ensure it is viable, and you are not being expected to clean up someone else&#8217;s mess&#8221;.  True to his word, several weeks later a salesman passed a requirement to our department which was so loosely scoped that the requirements could be interpreted as many almost anything.  He refused to accept the work.  The salesman said the work had to be accepted as we needed teh business.  When things became heated between them he said to the salesman to come outside to settle it.  The salesman backed down.  It was unprofessional I know, but he certainly earned our respect with that.  I bit of the old Churchill spirit.</p>
<p>Regards</p>
<p>Chris Collins</p>
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