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	<title>Comments on: Management Power Hours: 5 of 14 Provocations (Zingers)</title>
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	<link>http://www.davidzinger.com/management-power-hours-5-of-14-provocations-zingers-1300/</link>
	<description>David Zinger Associates: Powering Results of Employee Engagement For All</description>
	<lastBuildDate>Wed, 17 Mar 2010 12:46:13 +0000</lastBuildDate>
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		<title>By: lisa haneberg</title>
		<link>http://www.davidzinger.com/management-power-hours-5-of-14-provocations-zingers-1300/comment-page-1/#comment-1739</link>
		<dc:creator>lisa haneberg</dc:creator>
		<pubDate>Wed, 05 Nov 2008 15:15:03 +0000</pubDate>
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		<description>David - these look great and I look forward to hearing these and the others at the conference! Take a few moments to define or discuss what paradox and improvisation look like in the workplace. I have a feeling that many people get lulled into routines that neither is apparent (although both are surely present in some ways).

I like the way you stress the importance of strengths, particularly how they can be used to serve others. &quot;How will you apply your strengths to make things happen.&quot;

I also think we will need a few concrete examples of how managing by fear might show up - I am guessing that most managers manage by fear in some ways, but we might not see that this is what&#039;s really at the root of it because it seems so natural and we were &quot;raised&quot; through our careers with the same methods.

Fun, fun...</description>
		<content:encoded><![CDATA[<p>David &#8211; these look great and I look forward to hearing these and the others at the conference! Take a few moments to define or discuss what paradox and improvisation look like in the workplace. I have a feeling that many people get lulled into routines that neither is apparent (although both are surely present in some ways).</p>
<p>I like the way you stress the importance of strengths, particularly how they can be used to serve others. &#8220;How will you apply your strengths to make things happen.&#8221;</p>
<p>I also think we will need a few concrete examples of how managing by fear might show up &#8211; I am guessing that most managers manage by fear in some ways, but we might not see that this is what&#8217;s really at the root of it because it seems so natural and we were &#8220;raised&#8221; through our careers with the same methods.</p>
<p>Fun, fun&#8230;</p>
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		<title>By: Mike King</title>
		<link>http://www.davidzinger.com/management-power-hours-5-of-14-provocations-zingers-1300/comment-page-1/#comment-1737</link>
		<dc:creator>Mike King</dc:creator>
		<pubDate>Wed, 05 Nov 2008 14:16:03 +0000</pubDate>
		<guid isPermaLink="false">http://www.davidzinger.com/?p=1300#comment-1737</guid>
		<description>Interesting 5 David.  I especially like the questions on strengths and am highly intrigued by the &quot;Embrace your ignorance&quot;, I find often the best way to manage things is to manage things you know nothing about so you can focus on managing it, instead of getting deeply involved.  

And yes, I&#039;d love to read the other 9.</description>
		<content:encoded><![CDATA[<p>Interesting 5 David.  I especially like the questions on strengths and am highly intrigued by the &#8220;Embrace your ignorance&#8221;, I find often the best way to manage things is to manage things you know nothing about so you can focus on managing it, instead of getting deeply involved.  </p>
<p>And yes, I&#8217;d love to read the other 9.</p>
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