OXIESEC PANEL

Name	Size	Modified	Perms
📁 ..	-	05/19/2025 10:07:13 AM	rwxrwxr-x
📄 00075c93132acf7a6e46e48d2291ce41.spc	5.69 KB	11/09/2024 12:47:22 PM	rw-rw-r--
📄 0102169e52b6a27a410e7b237202fe84.spc	140.81 KB	11/09/2024 12:47:22 PM	rw-rw-r--
📄 027d4dde1e82475da3d9afe4844afb1d.spc	2.63 KB	11/09/2024 12:47:22 PM	rw-rw-r--
📄 03036edfece701eaa1537fea4014dd44.spc	56.35 KB	11/09/2024 12:47:22 PM	rw-rw-r--
📄 0446f65691fba260d3eabbd1377240f8.spc	5.75 KB	11/09/2024 12:47:22 PM	rw-rw-r--
📄 04d0c6cc2bf146b1318b78f84416b912.spc	124.45 KB	11/09/2024 12:47:22 PM	rw-rw-r--
📄 0582678c8cfff117f770f9368b70c2b5.spc	19.33 KB	11/09/2024 12:47:22 PM	rw-rw-r--
📄 0601d608f5e2ea8e198130b17fe6ef01.spc	157 bytes	11/09/2024 12:47:22 PM	rw-rw-r--
📄 061ad7f2b0116c570fdc35c36824c7c6.spc	42.24 KB	11/09/2024 12:47:22 PM	rw-rw-r--
📄 06e0c598a46c483b6b9d775e1ba1ecd4.spc	124.09 KB	11/09/2024 12:47:22 PM	rw-rw-r--
📄 0802b12194f292de0e9d9617ac014785.spc	290.02 KB	11/09/2024 12:47:22 PM	rw-rw-r--
📄 083aed319a0b5c8691e31d9150d8005e.spc	19.84 KB	11/09/2024 12:47:22 PM	rw-rw-r--
📄 0a3bf48c84477cd58dbc2036a0331134.spc	70.63 KB	11/09/2024 12:47:22 PM	rw-rw-r--
📄 0b5e5f226006af7e46d02ba8ce216a45.spc	54.71 KB	11/09/2024 12:47:22 PM	rw-rw-r--
📄 0b73d04c6bba0acaf2f9a569f388313a.spc	33.59 KB	11/09/2024 12:47:22 PM	rw-rw-r--
📄 0b8a46fca237497cfc90498f9eb909ab.spc	686.66 KB	11/09/2024 12:47:22 PM	rw-rw-r--
📄 0ce2bdd7061489c6136e7614d421b874.spc	47.7 KB	11/09/2024 12:47:22 PM	rw-rw-r--
📄 0de8a2204854bb5dd311607494c671e4.spc	828.58 KB	11/09/2024 12:47:22 PM	rw-rw-r--
📄 0e15494dca4aeb24ea769582482c5162.spc	150.58 KB	11/09/2024 12:47:23 PM	rw-rw-r--
📄 0eaec40cfb584fcb55fcdfb5d76684b9.spc	16.95 KB	11/09/2024 12:47:23 PM	rw-rw-r--
📄 0ed254d4d9db6e3afe193b00bc6471bb.spc	89.85 KB	11/09/2024 12:47:23 PM	rw-rw-r--
📄 0f079d9bb09fef940c38ee73b52b91d4.spc	34.42 KB	11/09/2024 12:47:23 PM	rw-rw-r--
📄 0f5e21d9d8354d10ea23d99101259ba2.spc	42.06 KB	11/09/2024 12:47:23 PM	rw-rw-r--
📄 0ffc1fa29a6bad7fb49e55940c374610.spc	75.61 KB	11/09/2024 12:47:23 PM	rw-rw-r--
📄 1071b4a15b6c2fe6f7a96f194d0ba524.spc	196 bytes	11/09/2024 12:47:23 PM	rw-rw-r--
📄 10ae571a6266a8e21b0fbb15f552a1cb.spc	13.15 KB	11/09/2024 12:47:23 PM	rw-rw-r--
📄 118c129ff99a905e4e9325e388b841fe.spc	45.34 KB	11/09/2024 12:47:23 PM	rw-rw-r--
📄 131a4ad07dda46888cbbc1cb4c710a91.spc	59.6 KB	11/09/2024 12:47:23 PM	rw-rw-r--
📄 132dee0a955be7733cc009e546de18da.spc	100.76 KB	11/09/2024 12:47:23 PM	rw-rw-r--
📄 142d8795402a4e8a520be8ebea6f54f3.spc	22.7 KB	11/09/2024 12:47:23 PM	rw-rw-r--
📄 1469d584e9747d132077c9df3cda6c97.spc	121.15 KB	11/09/2024 12:47:23 PM	rw-rw-r--
📄 1479626ef8ef423638ca62f43b3e0f8d.spc	95.45 KB	11/09/2024 12:47:23 PM	rw-rw-r--
📄 16e016e3ca27d793aa9172c1913c3f23.spc	26.74 KB	11/09/2024 12:47:23 PM	rw-rw-r--
📄 19f3a21c36072f501f634db8e658bc9f.spc	16.6 KB	11/09/2024 12:47:23 PM	rw-rw-r--
📄 1b8954ae7aab6fd9784cbcc827133f80.spc	186 bytes	11/09/2024 12:47:23 PM	rw-rw-r--
📄 1c0bbac8beea30e555f26fd02994e7a5.spc	19.96 KB	11/09/2024 12:47:23 PM	rw-rw-r--
📄 1c1a63fc25720b7c22c9c28fa2aa9379.spc	236.54 KB	11/09/2024 12:47:23 PM	rw-rw-r--
📄 1f1672e0ecc5e7a6d278c930015520ab.spc	166 bytes	11/09/2024 12:47:23 PM	rw-rw-r--
📄 1f4cf3ae9ba91935f556711c1cfc34d4.spc	88.33 KB	11/09/2024 12:47:23 PM	rw-rw-r--
📄 1f5e96e3f1a01f95ab611ec1458fe470.spc	169.16 KB	11/09/2024 12:47:23 PM	rw-rw-r--
📄 20a75b688975a2d5d342eae9f4c33411.spc	1.22 MB	11/09/2024 12:47:24 PM	rw-rw-r--
📄 225d97aca36305a8b407ea6d8d5b187e.spc	55.08 KB	11/09/2024 12:47:24 PM	rw-rw-r--
📄 242d3dabf79d13154fcc384ff8b2d25e.spc	113.19 KB	11/09/2024 12:47:24 PM	rw-rw-r--
📄 25512b0d18ae6e4d20d027abbc467365.spc	31.2 KB	11/09/2024 12:47:24 PM	rw-rw-r--
📄 25948504a82cd8da1985fddd4500c1c7.spc	153.7 KB	11/09/2024 12:47:24 PM	rw-rw-r--
📄 26e0c631724f3653c10c3123546ab5e2.spc	110.09 KB	11/09/2024 12:47:24 PM	rw-rw-r--
📄 2704664dff0e40e19de087fe00892bc2.spc	24.51 KB	11/09/2024 12:47:24 PM	rw-rw-r--
📄 274ae07ff50cfde2bda57a71703b62f4.spc	2.54 KB	11/09/2024 12:47:24 PM	rw-rw-r--
📄 2799184659106c88b5072a3e3f763a4d.spc	2.54 KB	11/09/2024 12:47:24 PM	rw-rw-r--
📄 2801f3bdd649962fa663f608c2383280.spc	154.53 KB	11/09/2024 12:47:24 PM	rw-rw-r--
📄 28099e26c5c9a06acb85a41ccd789efc.spc	500.36 KB	11/09/2024 12:47:24 PM	rw-rw-r--
📄 2aabe0323264e3f60916621039be0e76.spc	42.37 KB	11/09/2024 12:47:24 PM	rw-rw-r--
📄 2abcd685295b4a261ad2e866188e5e11.spc	125.3 KB	11/09/2024 12:47:24 PM	rw-rw-r--
📄 2aed529f6407470bef913050a1d118ef.spc	151 bytes	11/09/2024 12:47:24 PM	rw-rw-r--
📄 2b2654a64e8b0f5d9cf497e0883b2042.spc	96.1 KB	11/09/2024 12:47:24 PM	rw-rw-r--
📄 2dae1abba28ecd05f3e1e91f308cf8c4.spc	87.25 KB	11/09/2024 12:47:24 PM	rw-rw-r--
📄 2db16a36af8daf383cb739dd57a44d90.spc	147.19 KB	11/09/2024 12:47:24 PM	rw-rw-r--
📄 2de250597c053bd81359233c14c51db4.spc	286.38 KB	11/09/2024 12:47:24 PM	rw-rw-r--
📄 2fb670ecdcda7db936aa7d2f018a79e4.spc	23.75 KB	11/09/2024 12:47:24 PM	rw-rw-r--
📄 30d5af6cd4c10ea02520bcaba31f3d1c.spc	141.02 KB	11/09/2024 12:47:24 PM	rw-rw-r--
📄 31591159e55bceb27be71ce43cd1517e.spc	443.64 KB	11/09/2024 12:47:25 PM	rw-rw-r--
📄 31f817c15425941589a9819216265501.spc	68.33 KB	11/09/2024 12:47:25 PM	rw-rw-r--
📄 34661b0e5b23f423b303c946172b39f8.spc	20.99 KB	11/09/2024 12:47:25 PM	rw-rw-r--
📄 3567037b5acd1842946ba40397edead4.spc	84.5 KB	11/09/2024 12:47:25 PM	rw-rw-r--
📄 37cf2adae9335c54f1dbc436922e6cfc.spc	181 bytes	11/09/2024 12:47:25 PM	rw-rw-r--
📄 389ae768f4ecb350b56b92da3b04c1ac.spc	180.5 KB	11/09/2024 12:47:25 PM	rw-rw-r--
📄 3bcfb7838de30c68c7acc437c16935cc.spc	142.35 KB	11/09/2024 12:47:25 PM	rw-rw-r--
📄 3ca755a78dd04c91695e5fcee845991f.spc	42.02 KB	11/09/2024 12:47:25 PM	rw-rw-r--
📄 3d135369c757ae57c3c873e6070d5ac6.spc	46.18 KB	11/09/2024 12:47:25 PM	rw-rw-r--
📄 3e4e8d898fc42bca52bf888c3a33ef23.spc	614.85 KB	11/09/2024 12:47:25 PM	rw-rw-r--
📄 3e804b49f84699d48348b3bee312090d.spc	25.24 KB	11/09/2024 12:47:25 PM	rw-rw-r--
📄 3f92b590befbddc6f7237f2ff7a2ca21.spc	407.55 KB	11/09/2024 12:47:25 PM	rw-rw-r--
📄 3f93802ae5a285cffaf04f22ceb596fb.spc	307.02 KB	11/09/2024 12:47:25 PM	rw-rw-r--
📄 419e5468f73de12da7ac55b064ff6e04.spc	19.87 KB	11/09/2024 12:47:25 PM	rw-rw-r--
📄 43cdef0c688f38c395285fd09bd1d8b6.spc	163 bytes	11/09/2024 12:47:25 PM	rw-rw-r--
📄 445a8424173fb9de0f08493a09557c92.spc	39.14 KB	11/09/2024 12:47:25 PM	rw-rw-r--
📄 447b88825763019604aca4e363415120.spc	3.18 KB	11/09/2024 12:47:25 PM	rw-rw-r--
📄 44a6e222af7ac1e000190688f3824d27.spc	103.66 KB	11/09/2024 12:47:25 PM	rw-rw-r--
📄 45ec354e05ea3a553e89c9f9d1ee7a6f.spc	67.86 KB	11/09/2024 12:47:25 PM	rw-rw-r--
📄 48926180fcc9ab4ab897cfbc5279409e.spc	170 bytes	11/09/2024 12:47:25 PM	rw-rw-r--
📄 4904c558085c30a9ca52969c7f875cf8.spc	155 bytes	11/09/2024 12:47:25 PM	rw-rw-r--
📄 490fd4abfc32189cff5d5f38ddaaff5b.spc	22.31 KB	11/09/2024 12:47:26 PM	rw-rw-r--
📄 491e4a0adc576f7c32fdb7ee38bb0997.spc	88.77 KB	11/09/2024 12:47:26 PM	rw-rw-r--
📄 492e918dde587df3095914b1f67cd6ee.spc	31.56 KB	11/09/2024 12:47:26 PM	rw-rw-r--
📄 4b6d0ec22ab2dc33cffefef17cf9a288.spc	87.42 KB	11/09/2024 12:47:26 PM	rw-rw-r--
📄 4b6fa8105439c52ea4f2c1f18e0957e2.spc	181 bytes	11/09/2024 12:47:26 PM	rw-rw-r--
📄 4c3facd12e8f40cab8114677f681ebaf.spc	134 bytes	11/09/2024 12:47:26 PM	rw-rw-r--
📄 4ca537d8aa4727a23841361c475118e1.spc	42.22 KB	11/09/2024 12:47:26 PM	rw-rw-r--
📄 4d1bb795413f82f68c666caa0c0c27bb.spc	148.14 KB	11/09/2024 12:47:26 PM	rw-rw-r--
📄 4e8baeaef3679f9460ffdecddbb1f6a7.spc	35.08 KB	11/09/2024 12:47:26 PM	rw-rw-r--
📄 5064bfc366d30fb3250bafeacadc83db.spc	22.11 KB	11/09/2024 12:47:26 PM	rw-rw-r--
📄 50ba71d2f35fb5e96b224d907d33d263.spc	720.35 KB	11/09/2024 12:47:26 PM	rw-rw-r--
📄 51447ae67b6d856982df0ea0496cf24b.spc	18.89 KB	11/09/2024 12:47:26 PM	rw-rw-r--
📄 522fe4b133aa24cb42c79b24ecb5c838.spc	134.37 KB	11/09/2024 12:47:26 PM	rw-rw-r--
📄 5432740bf8126b80fd18515165c5cf20.spc	22.07 KB	11/09/2024 12:47:26 PM	rw-rw-r--
📄 55fad6ae8bfedfb81fafc8bd5112a79f.spc	31.16 KB	11/09/2024 12:47:26 PM	rw-rw-r--
📄 577d0589862161e3aaa25ed8758b2765.spc	29.23 KB	11/09/2024 12:47:26 PM	rw-rw-r--
📄 57e4b3f5cadf2d33fa630cb96499349a.spc	154 bytes	11/09/2024 12:47:26 PM	rw-rw-r--
📄 588359e68ff59d4ef53aaf3edb6a44cf.spc	6.77 KB	11/09/2024 12:47:26 PM	rw-rw-r--
📄 5a06bba505584742f9e590f2f81e0ff3.spc	128 bytes	11/09/2024 12:47:26 PM	rw-rw-r--
📄 5c6d487a1fbb288f7f0f73b55f6b2df1.spc	41.86 KB	11/09/2024 12:47:26 PM	rw-rw-r--
📄 5c744a4198beb7326dcf101f961486b4.spc	56.94 KB	11/09/2024 12:47:26 PM	rw-rw-r--
📄 5ef8b2cef4776b3e3f9f79092ce932ca.spc	124.66 KB	11/09/2024 12:47:26 PM	rw-rw-r--
📄 5fc9bcdda34ec7e72510b177a0164b7b.spc	602.71 KB	11/09/2024 12:47:27 PM	rw-rw-r--
📄 60bc545cda9dafe75484b88be1dd4ae9.spc	67.49 KB	11/09/2024 12:47:27 PM	rw-rw-r--
📄 60fe2edd86b212feb0f71552066ef55d.spc	186.19 KB	11/09/2024 12:47:27 PM	rw-rw-r--
📄 6270f865db79068a5dedb78ba877e7a0.spc	100.02 KB	11/09/2024 12:47:27 PM	rw-rw-r--
📄 6370a4a7eb9be29e32a96811bc0dd7b6.spc	19.59 KB	11/09/2024 12:47:27 PM	rw-rw-r--
📄 63f55618eba7b0585577fb08ea8818dc.spc	41.42 KB	11/09/2024 12:47:27 PM	rw-rw-r--
📄 651d4f6bf953adef7c5b8f05f01e1151.spc	32.47 KB	11/09/2024 12:47:27 PM	rw-rw-r--
📄 66267a4d6dba7887fc7d4a1aa2da9b75.spc	123.73 KB	11/09/2024 12:47:27 PM	rw-rw-r--
📄 663e01e065755a523f15f61782ef2fd0.spc	28.3 KB	11/09/2024 12:47:27 PM	rw-rw-r--
📄 66506bf5272cefcb56085b4b77463bd8.spc	280.88 KB	11/09/2024 12:47:27 PM	rw-rw-r--
📄 669fa07a0da20a5d0da35d972d5fcac5.spc	99.77 KB	11/09/2024 12:47:27 PM	rw-rw-r--
📄 679d4423c6016aeb24557d767a509bbb.spc	46.29 KB	11/09/2024 12:47:27 PM	rw-rw-r--
📄 69185497e5f13fd4744a2c39d76fb812.spc	32.55 KB	11/09/2024 12:47:27 PM	rw-rw-r--
📄 69b3abe3aa88d144d3591d56873de72b.spc	150 bytes	11/09/2024 12:47:27 PM	rw-rw-r--
📄 6a0ab3ec7216c8caa50e266f3ff16993.spc	22.35 KB	11/09/2024 12:47:27 PM	rw-rw-r--
📄 6c7544e2246a222bbde6ad7d0406c8db.spc	200.49 KB	11/09/2024 12:47:27 PM	rw-rw-r--
📄 6c7c31384f1626a700bc8fbd2f584add.spc	57.94 KB	11/09/2024 12:47:27 PM	rw-rw-r--
📄 6cf9d92f08956fa74016014a99dc793e.spc	28.51 KB	11/09/2024 12:47:27 PM	rw-rw-r--
📄 6ee565104f90a8212dd7e14133d6e4ae.spc	193 bytes	11/09/2024 12:47:27 PM	rw-rw-r--
📄 6eede30400457c4277e91f133b7a27a6.spc	60.73 KB	11/09/2024 12:47:27 PM	rw-rw-r--
📄 71f0008f42879a3e550851568b3494d0.spc	1.8 MB	11/09/2024 12:47:28 PM	rw-rw-r--
📄 72ff111641b87f5d234c3ded91959234.spc	136.69 KB	11/09/2024 12:47:28 PM	rw-rw-r--
📄 7400954e05f62bf45dcf5c1087223df4.spc	2.63 KB	11/09/2024 12:47:28 PM	rw-rw-r--
📄 7463e454c4ab831179d37c4e86643dc2.spc	266.75 KB	11/09/2024 12:47:28 PM	rw-rw-r--
📄 74a014a9f44690e4a045b1753c1ef5c9.spc	159 bytes	11/09/2024 12:47:28 PM	rw-rw-r--
📄 76c5af11f8b8bd34c58097da8689d2a2.spc	185.34 KB	11/09/2024 12:47:28 PM	rw-rw-r--
📄 76e6555adc909bfac627ceaba91df128.spc	167.17 KB	11/09/2024 12:47:28 PM	rw-rw-r--
📄 7ab2d04babf16e9d06f787e38f186748.spc	89.36 KB	11/09/2024 12:47:28 PM	rw-rw-r--
📄 7b9723cc6339397505e29dbe8497b10a.spc	150 bytes	11/09/2024 12:47:28 PM	rw-rw-r--
📄 7beeb799568e0584e407e788f7ec973d.spc	56.61 KB	11/09/2024 12:47:28 PM	rw-rw-r--
📄 7c6fcaa553a1353d8fcc5535064f4008.spc	50.63 KB	11/09/2024 12:47:28 PM	rw-rw-r--
📄 7d1ab5c52f2c3ab33c409e73bedecc5e.spc	3.92 KB	11/09/2024 12:47:28 PM	rw-rw-r--
📄 7dc75885832733a5ea185d98887b82df.spc	33.47 KB	11/09/2024 12:47:28 PM	rw-rw-r--
📄 7e7185a8ee7828937f2a05f0aa956f10.spc	162 bytes	11/09/2024 12:47:28 PM	rw-rw-r--
📄 80d5eace46cca553f0c7e7a631ed6703.spc	123.39 KB	11/09/2024 12:47:28 PM	rw-rw-r--
📄 828f89042b67ae6fca8657110997c302.spc	3.94 KB	11/09/2024 12:47:28 PM	rw-rw-r--
📄 8341235cab83dcb126f0ad2b5812b63d.spc	88.67 KB	11/09/2024 12:47:28 PM	rw-rw-r--
📄 8353d08af859970965abdbc71f5bf9a3.spc	37.15 KB	11/09/2024 12:47:28 PM	rw-rw-r--
📄 83efe9d0463ea50fa82517c4a92ed589.spc	158 bytes	11/09/2024 12:47:28 PM	rw-rw-r--
📄 8409cc881139fa5d466af5d757f19609.spc	48.09 KB	11/09/2024 12:47:28 PM	rw-rw-r--
📄 84ed1e5a5cc7fb7930a3132f1dd7ae0a.spc	112.98 KB	11/09/2024 12:47:28 PM	rw-rw-r--
📄 850a6a7f962502618892db457e231fe7.spc	131.61 KB	11/09/2024 12:47:28 PM	rw-rw-r--
📄 852c8f9b4effcea04904f4e1e55da3f4.spc	459.08 KB	11/09/2024 12:47:28 PM	rw-rw-r--
📄 874091b93fb13db66a5fdbe72fbb8d6b.spc	1.59 KB	11/09/2024 12:47:28 PM	rw-rw-r--
📄 8b768f4e406ced9a4cba62897a7bc651.spc	97.91 KB	11/09/2024 12:47:28 PM	rw-rw-r--
📄 8bbfe139e67e5f738b9ffcb18a7c5b86.spc	47.7 KB	11/09/2024 12:47:28 PM	rw-rw-r--
📄 8d0823d0a4bd13241dc275b14e801667.spc	183.86 KB	11/09/2024 12:47:28 PM	rw-rw-r--
📄 8d3db038a087fbdc54054a9282afa2c6.spc	164 bytes	11/09/2024 12:47:28 PM	rw-rw-r--
📄 8d64115de2ca5294e771c8614663c953.spc	162 bytes	11/09/2024 12:47:29 PM	rw-rw-r--
📄 8e24588eb23460ceefe5195686c2a6db.spc	101.38 KB	11/09/2024 12:47:29 PM	rw-rw-r--
📄 906b5d59de170e528244744b925a8af5.spc	97.16 KB	11/09/2024 12:47:29 PM	rw-rw-r--
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		";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";s:5:"child";a:2:{s:0:"";a:6:{s:5:"title";a:1:{i:0;a:5:{s:4:"data";s:67:"How to predict disruption when there&#039;s no such thing as normal";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:4:"link";a:1:{i:0;a:5:{s:4:"data";s:135:"http://feedproxy.google.com/~r/StrategyBusiness-Leadership/~3/tK_Rg1Lm0SI/How-to-predict-disruption-when-theres-no-such-thing-as-normal";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:11:"description";a:1:{i:0;a:5:{s:4:"data";s:226:"Enhanced perception and thinking about risk in new ways can help leaders navigate increasingly tumultuous times.<img src="http://feeds.feedburner.com/~r/StrategyBusiness-Leadership/~4/tK_Rg1Lm0SI" height="1" width="1" alt=""/>";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:6:"author";a:1:{i:0;a:5:{s:4:"data";s:18:"by Eric J. McNulty";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:7:"pubDate";a:1:{i:0;a:5:{s:4:"data";s:31:"Mon, 04 Oct 2021 00:00:00 -0500";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:4:"guid";a:1:{i:0;a:5:{s:4:"data";s:127:"https://www.strategy-business.com/blog/How-to-predict-disruption-when-theres-no-such-thing-as-normal?rssid=leadership&gko=2c841";s:7:"attribs";a:1:{s:0:"";a:1:{s:11:"isPermaLink";s:5:"false";}}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}}s:42:"http://rssnamespace.org/feedburner/ext/1.0";a:1:{s:8:"origLink";a:1:{i:0;a:5:{s:4:"data";s:127:"https://www.strategy-business.com/blog/How-to-predict-disruption-when-theres-no-such-thing-as-normal?rssid=leadership&gko=2c841";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}}}}i:1;a:6:{s:4:"data";s:27:"
			
			
			
			
			
			
		";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";s:5:"child";a:2:{s:0:"";a:6:{s:5:"title";a:1:{i:0;a:5:{s:4:"data";s:44:"To build trust with employees, be consistent";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:4:"link";a:1:{i:0;a:5:{s:4:"data";s:117:"http://feedproxy.google.com/~r/StrategyBusiness-Leadership/~3/a4vBKZQTxSY/To-build-trust-with-employees-be-consistent";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:11:"description";a:1:{i:0;a:5:{s:4:"data";s:239:"Leaders who want to build trust with employees and avoid a retention and recruitment crisis need to walk the talk on culture.<img src="http://feeds.feedburner.com/~r/StrategyBusiness-Leadership/~4/a4vBKZQTxSY" height="1" width="1" alt=""/>";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:6:"author";a:1:{i:0;a:5:{s:4:"data";s:60:"by Reid Carpenter, Christopher Hannegan, and Varya Davidson ";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:7:"pubDate";a:1:{i:0;a:5:{s:4:"data";s:31:"Tue, 21 Sep 2021 00:00:00 -0500";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:4:"guid";a:1:{i:0;a:5:{s:4:"data";s:112:"https://www.strategy-business.com/article/To-build-trust-with-employees-be-consistent?rssid=leadership&gko=41e14";s:7:"attribs";a:1:{s:0:"";a:1:{s:11:"isPermaLink";s:5:"false";}}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}}s:42:"http://rssnamespace.org/feedburner/ext/1.0";a:1:{s:8:"origLink";a:1:{i:0;a:5:{s:4:"data";s:112:"https://www.strategy-business.com/article/To-build-trust-with-employees-be-consistent?rssid=leadership&gko=41e14";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}}}}i:2;a:6:{s:4:"data";s:27:"
			
			
			
			
			
			
		";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";s:5:"child";a:2:{s:0:"";a:6:{s:5:"title";a:1:{i:0;a:5:{s:4:"data";s:23:"Leading under pressure ";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:4:"link";a:1:{i:0;a:5:{s:4:"data";s:96:"http://feedproxy.google.com/~r/StrategyBusiness-Leadership/~3/MGvOaoarSZc/Leading-under-pressure";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:11:"description";a:1:{i:0;a:5:{s:4:"data";s:493:"Pressure can drive outsized results, but when the stakes are particularly high, it can also become an insurmountable obstacle to performance and achievement.  The best way to overcome this hurdle, according to Dane Jensen, CEO of performance consulting firm Third Factor and author of The Power of Pressure, is to lower it by stepping back and analyzing what's actually at stake.<img src="http://feeds.feedburner.com/~r/StrategyBusiness-Leadership/~4/MGvOaoarSZc" height="1" width="1" alt=""/>";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:6:"author";a:1:{i:0;a:5:{s:4:"data";s:17:"by Theodore Kinni";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:7:"pubDate";a:1:{i:0;a:5:{s:4:"data";s:31:"Tue, 14 Sep 2021 00:00:00 -0500";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:4:"guid";a:1:{i:0;a:5:{s:4:"data";s:88:"https://www.strategy-business.com/blog/Leading-under-pressure?rssid=leadership&gko=f554b";s:7:"attribs";a:1:{s:0:"";a:1:{s:11:"isPermaLink";s:5:"false";}}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}}s:42:"http://rssnamespace.org/feedburner/ext/1.0";a:1:{s:8:"origLink";a:1:{i:0;a:5:{s:4:"data";s:88:"https://www.strategy-business.com/blog/Leading-under-pressure?rssid=leadership&gko=f554b";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}}}}i:3;a:6:{s:4:"data";s:27:"
			
			
			
			
			
			
		";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";s:5:"child";a:2:{s:0:"";a:6:{s:5:"title";a:1:{i:0;a:5:{s:4:"data";s:59:"End your meeting with clear decisions and shared commitment";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:4:"link";a:1:{i:0;a:5:{s:4:"data";s:133:"http://feedproxy.google.com/~r/StrategyBusiness-Leadership/~3/IzVlniHF2Pk/End-your-meeting-with-clear-decisions-and-shared-commitment";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:11:"description";a:1:{i:0;a:5:{s:4:"data";s:513:"Too often, meeting participants do the difficult work of diagnosing issues and brainstorming new ideas but don't reap the fruits of their labor because they fail to translate insights into action.  To avoid this scenario, leaders need to be thoughtful and deliberate about how they end meetings--ensuring the team walks away with clear decisions and shared commitment to implementing the next steps.<img src="http://feeds.feedburner.com/~r/StrategyBusiness-Leadership/~4/IzVlniHF2Pk" height="1" width="1" alt=""/>";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:6:"author";a:1:{i:0;a:5:{s:4:"data";s:17:"by Elizabeth Doty";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:7:"pubDate";a:1:{i:0;a:5:{s:4:"data";s:31:"Mon, 13 Sep 2021 00:00:00 -0500";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:4:"guid";a:1:{i:0;a:5:{s:4:"data";s:125:"https://www.strategy-business.com/blog/End-your-meeting-with-clear-decisions-and-shared-commitment?rssid=leadership&gko=8f4d5";s:7:"attribs";a:1:{s:0:"";a:1:{s:11:"isPermaLink";s:5:"false";}}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}}s:42:"http://rssnamespace.org/feedburner/ext/1.0";a:1:{s:8:"origLink";a:1:{i:0;a:5:{s:4:"data";s:125:"https://www.strategy-business.com/blog/End-your-meeting-with-clear-decisions-and-shared-commitment?rssid=leadership&gko=8f4d5";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}}}}i:4;a:6:{s:4:"data";s:27:"
			
			
			
			
			
			
		";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";s:5:"child";a:2:{s:0:"";a:6:{s:5:"title";a:1:{i:0;a:5:{s:4:"data";s:41:"Are you stuck in a &quot;logic box&quot;?";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:4:"link";a:1:{i:0;a:5:{s:4:"data";s:102:"http://feedproxy.google.com/~r/StrategyBusiness-Leadership/~3/qboFa3o38ZE/Are-you-stuck-in-a-logic-box";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:11:"description";a:1:{i:0;a:5:{s:4:"data";s:382:"People often make disastrous decisions because they get caught in what Adam Bryant calls a logic box: a mental construct that supports analytical thinking but obscures the fact that the overall concept is misguided.  It can lead CEOs to make terrible business choices.<img src="http://feeds.feedburner.com/~r/StrategyBusiness-Leadership/~4/qboFa3o38ZE" height="1" width="1" alt=""/>";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:6:"author";a:1:{i:0;a:5:{s:4:"data";s:14:"by Adam Bryant";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:7:"pubDate";a:1:{i:0;a:5:{s:4:"data";s:31:"Wed, 08 Sep 2021 00:00:00 -0500";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:4:"guid";a:1:{i:0;a:5:{s:4:"data";s:94:"https://www.strategy-business.com/blog/Are-you-stuck-in-a-logic-box?rssid=leadership&gko=6e22d";s:7:"attribs";a:1:{s:0:"";a:1:{s:11:"isPermaLink";s:5:"false";}}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}}s:42:"http://rssnamespace.org/feedburner/ext/1.0";a:1:{s:8:"origLink";a:1:{i:0;a:5:{s:4:"data";s:94:"https://www.strategy-business.com/blog/Are-you-stuck-in-a-logic-box?rssid=leadership&gko=6e22d";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}}}}i:5;a:6:{s:4:"data";s:27:"
			
			
			
			
			
			
		";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";s:5:"child";a:2:{s:0:"";a:6:{s:5:"title";a:1:{i:0;a:5:{s:4:"data";s:42:"Super Coffee&#039;s high-energy disruption";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:4:"link";a:1:{i:0;a:5:{s:4:"data";s:110:"http://feedproxy.google.com/~r/StrategyBusiness-Leadership/~3/feMQUqLkH4o/Super-Coffees-high-energy-disruption";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:11:"description";a:1:{i:0;a:5:{s:4:"data";s:429:"In this Inside the Mind of the CEO interview, Jim DeCicco, chief executive of Super Coffee, discusses how he and his brothers built their startup ready-to-drink coffee company from a dorm room venture to a celebrity-endorsed brand.  He explains how he is scaling the company, and shares his plans for future growth.<img src="http://feeds.feedburner.com/~r/StrategyBusiness-Leadership/~4/feMQUqLkH4o" height="1" width="1" alt=""/>";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:6:"author";a:1:{i:0;a:5:{s:4:"data";s:36:"by Brian Caisman and Laura W. Geller";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:7:"pubDate";a:1:{i:0;a:5:{s:4:"data";s:31:"Tue, 31 Aug 2021 00:00:00 -0500";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:4:"guid";a:1:{i:0;a:5:{s:4:"data";s:105:"https://www.strategy-business.com/article/Super-Coffees-high-energy-disruption?rssid=leadership&gko=f47cc";s:7:"attribs";a:1:{s:0:"";a:1:{s:11:"isPermaLink";s:5:"false";}}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}}s:42:"http://rssnamespace.org/feedburner/ext/1.0";a:1:{s:8:"origLink";a:1:{i:0;a:5:{s:4:"data";s:105:"https://www.strategy-business.com/article/Super-Coffees-high-energy-disruption?rssid=leadership&gko=f47cc";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}}}}i:6;a:6:{s:4:"data";s:27:"
			
			
			
			
			
			
		";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";s:5:"child";a:2:{s:0:"";a:6:{s:5:"title";a:1:{i:0;a:5:{s:4:"data";s:54:"Facilitate collaborative breakthrough with these moves";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:4:"link";a:1:{i:0;a:5:{s:4:"data";s:128:"http://feedproxy.google.com/~r/StrategyBusiness-Leadership/~3/gqEZt4Z7gKU/Facilitate-collaborative-breakthrough-with-these-moves";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:11:"description";a:1:{i:0;a:5:{s:4:"data";s:215:"By alternating between top-down and bottom-up approaches to problem-solving, teams can make progress.<img src="http://feeds.feedburner.com/~r/StrategyBusiness-Leadership/~4/gqEZt4Z7gKU" height="1" width="1" alt=""/>";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:6:"author";a:1:{i:0;a:5:{s:4:"data";s:14:"by Adam Kahane";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:7:"pubDate";a:1:{i:0;a:5:{s:4:"data";s:31:"Mon, 30 Aug 2021 00:00:00 -0500";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:4:"guid";a:1:{i:0;a:5:{s:4:"data";s:123:"https://www.strategy-business.com/article/Facilitate-collaborative-breakthrough-with-these-moves?rssid=leadership&gko=58a84";s:7:"attribs";a:1:{s:0:"";a:1:{s:11:"isPermaLink";s:5:"false";}}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}}s:42:"http://rssnamespace.org/feedburner/ext/1.0";a:1:{s:8:"origLink";a:1:{i:0;a:5:{s:4:"data";s:123:"https://www.strategy-business.com/article/Facilitate-collaborative-breakthrough-with-these-moves?rssid=leadership&gko=58a84";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}}}}i:7;a:6:{s:4:"data";s:27:"
			
			
			
			
			
			
		";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";s:5:"child";a:2:{s:0:"";a:6:{s:5:"title";a:1:{i:0;a:5:{s:4:"data";s:60:"A Colombian energy company&#039;s bold bet on sustainability";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:4:"link";a:1:{i:0;a:5:{s:4:"data";s:128:"http://feedproxy.google.com/~r/StrategyBusiness-Leadership/~3/hu0wHred66A/A-Colombian-energy-companys-bold-bet-on-sustainability";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:11:"description";a:1:{i:0;a:5:{s:4:"data";s:402:"In this Inside the Mind of the CEO interview, Juan Ricardo Ortega, chief executive of Colombia-based energy company Grupo Energía Bogotá, discusses how the organization plans to expand its portfolio to include nonconventional renewable energy and increase its presence in Latin America.<img src="http://feeds.feedburner.com/~r/StrategyBusiness-Leadership/~4/hu0wHred66A" height="1" width="1" alt=""/>";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:6:"author";a:1:{i:0;a:5:{s:4:"data";s:42:"by Carlos Mario Lafaurie and Mariana Palau";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:7:"pubDate";a:1:{i:0;a:5:{s:4:"data";s:31:"Tue, 24 Aug 2021 00:00:00 -0500";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:4:"guid";a:1:{i:0;a:5:{s:4:"data";s:123:"https://www.strategy-business.com/article/A-Colombian-energy-companys-bold-bet-on-sustainability?rssid=leadership&gko=eafde";s:7:"attribs";a:1:{s:0:"";a:1:{s:11:"isPermaLink";s:5:"false";}}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}}s:42:"http://rssnamespace.org/feedburner/ext/1.0";a:1:{s:8:"origLink";a:1:{i:0;a:5:{s:4:"data";s:123:"https://www.strategy-business.com/article/A-Colombian-energy-companys-bold-bet-on-sustainability?rssid=leadership&gko=eafde";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}}}}i:8;a:6:{s:4:"data";s:27:"
			
			
			
			
			
			
		";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";s:5:"child";a:2:{s:0:"";a:6:{s:5:"title";a:1:{i:0;a:5:{s:4:"data";s:51:"Five ways to avoid the pitfalls of binary decisions";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:4:"link";a:1:{i:0;a:5:{s:4:"data";s:125:"http://feedproxy.google.com/~r/StrategyBusiness-Leadership/~3/bcftc0zOQjE/Five-ways-to-avoid-the-pitfalls-of-binary-decisions";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:11:"description";a:1:{i:0;a:5:{s:4:"data";s:260:"Before you make a decision, check how the question is framed to ensure you have all the information you need and have considered all your options.<img src="http://feeds.feedburner.com/~r/StrategyBusiness-Leadership/~4/bcftc0zOQjE" height="1" width="1" alt=""/>";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:6:"author";a:1:{i:0;a:5:{s:4:"data";s:18:"by Eric J. McNulty";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:7:"pubDate";a:1:{i:0;a:5:{s:4:"data";s:31:"Mon, 23 Aug 2021 00:00:00 -0500";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:4:"guid";a:1:{i:0;a:5:{s:4:"data";s:117:"https://www.strategy-business.com/blog/Five-ways-to-avoid-the-pitfalls-of-binary-decisions?rssid=leadership&gko=2f421";s:7:"attribs";a:1:{s:0:"";a:1:{s:11:"isPermaLink";s:5:"false";}}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}}s:42:"http://rssnamespace.org/feedburner/ext/1.0";a:1:{s:8:"origLink";a:1:{i:0;a:5:{s:4:"data";s:117:"https://www.strategy-business.com/blog/Five-ways-to-avoid-the-pitfalls-of-binary-decisions?rssid=leadership&gko=2f421";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}}}}i:9;a:6:{s:4:"data";s:27:"
			
			
			
			
			
			
		";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";s:5:"child";a:2:{s:0:"";a:6:{s:5:"title";a:1:{i:0;a:5:{s:4:"data";s:34:"What it means to be a Human leader";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:4:"link";a:1:{i:0;a:5:{s:4:"data";s:108:"http://feedproxy.google.com/~r/StrategyBusiness-Leadership/~3/YvA16VFjwko/What-it-means-to-be-a-Human-leader";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:11:"description";a:1:{i:0;a:5:{s:4:"data";s:423:"COVID-19 has brought to the fore a different kind of leader who can better empathize with employees and hear their concerns: the Human leader.  Building on the archetypes of leadership that James Ashton identified in his book The Nine Types of Leader, the author focuses on what it means to be a Human leader.<img src="http://feeds.feedburner.com/~r/StrategyBusiness-Leadership/~4/YvA16VFjwko" height="1" width="1" alt=""/>";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:6:"author";a:1:{i:0;a:5:{s:4:"data";s:15:"by James Ashton";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:7:"pubDate";a:1:{i:0;a:5:{s:4:"data";s:31:"Thu, 19 Aug 2021 00:00:00 -0500";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:4:"guid";a:1:{i:0;a:5:{s:4:"data";s:103:"https://www.strategy-business.com/article/What-it-means-to-be-a-Human-leader?rssid=leadership&gko=482f7";s:7:"attribs";a:1:{s:0:"";a:1:{s:11:"isPermaLink";s:5:"false";}}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}}s:42:"http://rssnamespace.org/feedburner/ext/1.0";a:1:{s:8:"origLink";a:1:{i:0;a:5:{s:4:"data";s:103:"https://www.strategy-business.com/article/What-it-means-to-be-a-Human-leader?rssid=leadership&gko=482f7";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}}}}i:10;a:6:{s:4:"data";s:27:"
			
			
			
			
			
			
		";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";s:5:"child";a:2:{s:0:"";a:6:{s:5:"title";a:1:{i:0;a:5:{s:4:"data";s:49:"A new role for business leaders: Moral integrator";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:4:"link";a:1:{i:0;a:5:{s:4:"data";s:122:"http://feedproxy.google.com/~r/StrategyBusiness-Leadership/~3/4q4TsSGbj9A/A-new-role-for-business-leaders-Moral-integrator";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:11:"description";a:1:{i:0;a:5:{s:4:"data";s:391:"Today's business leaders must be able to respond to increasingly complex social issues, including social exclusion, racism, and inequality, and answer to a larger set of stakeholders, not just investors.  Doing so requires a new kind of leader: the self-aware moral integrator.<img src="http://feeds.feedburner.com/~r/StrategyBusiness-Leadership/~4/4q4TsSGbj9A" height="1" width="1" alt=""/>";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:6:"author";a:1:{i:0;a:5:{s:4:"data";s:15:"by Liz Sweigart";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:7:"pubDate";a:1:{i:0;a:5:{s:4:"data";s:31:"Mon, 16 Aug 2021 00:00:00 -0500";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:4:"guid";a:1:{i:0;a:5:{s:4:"data";s:117:"https://www.strategy-business.com/article/A-new-role-for-business-leaders-Moral-integrator?rssid=leadership&gko=260af";s:7:"attribs";a:1:{s:0:"";a:1:{s:11:"isPermaLink";s:5:"false";}}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}}s:42:"http://rssnamespace.org/feedburner/ext/1.0";a:1:{s:8:"origLink";a:1:{i:0;a:5:{s:4:"data";s:117:"https://www.strategy-business.com/article/A-new-role-for-business-leaders-Moral-integrator?rssid=leadership&gko=260af";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}}}}i:11;a:6:{s:4:"data";s:27:"
			
			
			
			
			
			
		";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";s:5:"child";a:2:{s:0:"";a:6:{s:5:"title";a:1:{i:0;a:5:{s:4:"data";s:26:"Why you want what you want";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:4:"link";a:1:{i:0;a:5:{s:4:"data";s:100:"http://feedproxy.google.com/~r/StrategyBusiness-Leadership/~3/ph3Cd93yeUA/Why-you-want-what-you-want";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:11:"description";a:1:{i:0;a:5:{s:4:"data";s:506:"In Wanting, Luke Burgis, entrepreneur-in-residence and director of programs at the Catholic University of America's Busch School of Business, explores and explains René Girard's mimetic theory for lay readers.  The book and the theory it examines offer leaders insights into their own behavior and the behavior of the various stakeholders they are charged with understanding and influencing.<img src="http://feeds.feedburner.com/~r/StrategyBusiness-Leadership/~4/ph3Cd93yeUA" height="1" width="1" alt=""/>";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:6:"author";a:1:{i:0;a:5:{s:4:"data";s:17:"by Theodore Kinni";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:7:"pubDate";a:1:{i:0;a:5:{s:4:"data";s:31:"Thu, 12 Aug 2021 00:00:00 -0500";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:4:"guid";a:1:{i:0;a:5:{s:4:"data";s:95:"https://www.strategy-business.com/article/Why-you-want-what-you-want?rssid=leadership&gko=d29c6";s:7:"attribs";a:1:{s:0:"";a:1:{s:11:"isPermaLink";s:5:"false";}}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}}s:42:"http://rssnamespace.org/feedburner/ext/1.0";a:1:{s:8:"origLink";a:1:{i:0;a:5:{s:4:"data";s:95:"https://www.strategy-business.com/article/Why-you-want-what-you-want?rssid=leadership&gko=d29c6";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}}}}i:12;a:6:{s:4:"data";s:27:"
			
			
			
			
			
			
		";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";s:5:"child";a:2:{s:0:"";a:6:{s:5:"title";a:1:{i:0;a:5:{s:4:"data";s:46:"Quick! Do you know your company&#039;s values?";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:4:"link";a:1:{i:0;a:5:{s:4:"data";s:112:"http://feedproxy.google.com/~r/StrategyBusiness-Leadership/~3/OkMVAIAx3Kg/Quick-Do-you-know-your-companys-values";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:11:"description";a:1:{i:0;a:5:{s:4:"data";s:478:"Most companies go through an exercise to codify their values, a process that can result in cumbersome lists.  Amazon just added two new principles to its list, bringing the total to 16.  Adam Bryant argues that it's time to get out the red pen and differentiate between table stakes and core values, so that employees can internalize what the boss expects of them.<img src="http://feeds.feedburner.com/~r/StrategyBusiness-Leadership/~4/OkMVAIAx3Kg" height="1" width="1" alt=""/>";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:6:"author";a:1:{i:0;a:5:{s:4:"data";s:14:"by Adam Bryant";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:7:"pubDate";a:1:{i:0;a:5:{s:4:"data";s:31:"Wed, 11 Aug 2021 00:00:00 -0500";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:4:"guid";a:1:{i:0;a:5:{s:4:"data";s:104:"https://www.strategy-business.com/blog/Quick-Do-you-know-your-companys-values?rssid=leadership&gko=9f772";s:7:"attribs";a:1:{s:0:"";a:1:{s:11:"isPermaLink";s:5:"false";}}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}}s:42:"http://rssnamespace.org/feedburner/ext/1.0";a:1:{s:8:"origLink";a:1:{i:0;a:5:{s:4:"data";s:104:"https://www.strategy-business.com/blog/Quick-Do-you-know-your-companys-values?rssid=leadership&gko=9f772";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}}}}i:13;a:6:{s:4:"data";s:27:"
			
			
			
			
			
			
		";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";s:5:"child";a:2:{s:0:"";a:6:{s:5:"title";a:1:{i:0;a:5:{s:4:"data";s:59:"Procter &amp; Gamble&#039;s path to constructive disruption";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:4:"link";a:1:{i:0;a:5:{s:4:"data";s:125:"http://feedproxy.google.com/~r/StrategyBusiness-Leadership/~3/Ia4mOfX6zME/Procter-and-Gambles-path-to-constructive-disruption";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:11:"description";a:1:{i:0;a:5:{s:4:"data";s:395:"In this Inside the Mind of the CEO interview, David Taylor, chief executive of Procter & Gamble, discusses how the company is maintaining its competitive advantage and creating value while identifying innovative ways to mitigate its environmental impact and enhance sustainability.<img src="http://feeds.feedburner.com/~r/StrategyBusiness-Leadership/~4/Ia4mOfX6zME" height="1" width="1" alt=""/>";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:6:"author";a:1:{i:0;a:5:{s:4:"data";s:17:"by Barbra Bukovac";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:7:"pubDate";a:1:{i:0;a:5:{s:4:"data";s:31:"Wed, 04 Aug 2021 00:00:00 -0500";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:4:"guid";a:1:{i:0;a:5:{s:4:"data";s:120:"https://www.strategy-business.com/article/Procter-and-Gambles-path-to-constructive-disruption?rssid=leadership&gko=9a3e2";s:7:"attribs";a:1:{s:0:"";a:1:{s:11:"isPermaLink";s:5:"false";}}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}}s:42:"http://rssnamespace.org/feedburner/ext/1.0";a:1:{s:8:"origLink";a:1:{i:0;a:5:{s:4:"data";s:120:"https://www.strategy-business.com/article/Procter-and-Gambles-path-to-constructive-disruption?rssid=leadership&gko=9a3e2";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}}}}i:14;a:6:{s:4:"data";s:27:"
			
			
			
			
			
			
		";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";s:5:"child";a:2:{s:0:"";a:6:{s:5:"title";a:1:{i:0;a:5:{s:4:"data";s:35:"Navigating an asymmetrical recovery";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:4:"link";a:1:{i:0;a:5:{s:4:"data";s:109:"http://feedproxy.google.com/~r/StrategyBusiness-Leadership/~3/gfe3kjhe2bc/Navigating-an-asymmetrical-recovery";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:11:"description";a:1:{i:0;a:5:{s:4:"data";s:333:"PwC business restructuring experts set out the management implications of the asymmetries in the global economy due to uneven vaccination rates, COVID-variant flare-ups, and other unanticipated shocks from the pandemic.<img src="http://feeds.feedburner.com/~r/StrategyBusiness-Leadership/~4/gfe3kjhe2bc" height="1" width="1" alt=""/>";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:6:"author";a:1:{i:0;a:5:{s:4:"data";s:54:"by Heather Swanston, Peter Greaves, and Steven Fleming";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:7:"pubDate";a:1:{i:0;a:5:{s:4:"data";s:31:"Wed, 04 Aug 2021 00:00:00 -0500";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:4:"guid";a:1:{i:0;a:5:{s:4:"data";s:104:"https://www.strategy-business.com/article/Navigating-an-asymmetrical-recovery?rssid=leadership&gko=6e2c9";s:7:"attribs";a:1:{s:0:"";a:1:{s:11:"isPermaLink";s:5:"false";}}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}}s:42:"http://rssnamespace.org/feedburner/ext/1.0";a:1:{s:8:"origLink";a:1:{i:0;a:5:{s:4:"data";s:104:"https://www.strategy-business.com/article/Navigating-an-asymmetrical-recovery?rssid=leadership&gko=6e2c9";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}}}}i:15;a:6:{s:4:"data";s:27:"
			
			
			
			
			
			
		";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";s:5:"child";a:2:{s:0:"";a:6:{s:5:"title";a:1:{i:0;a:5:{s:4:"data";s:31:"Becoming a leader of conscience";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:4:"link";a:1:{i:0;a:5:{s:4:"data";s:105:"http://feedproxy.google.com/~r/StrategyBusiness-Leadership/~3/dhi8tEZjLNA/Becoming-a-leader-of-conscience";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:11:"description";a:1:{i:0;a:5:{s:4:"data";s:598:"As ESG metrics spawn an increasing number of ethical considerations, leaders need better ways to manage ethical conundrums and conflicts.  G.  Richard Shell, chair of Wharton School's Legal Studies and Business Ethics department, offers a useful approach with his CLIP framework, which considers four elements: consequences, loyalties, identity, and principles.  But when all is said and done, leaders will still need to use their best judgment to balance and prioritize the elements.<img src="http://feeds.feedburner.com/~r/StrategyBusiness-Leadership/~4/dhi8tEZjLNA" height="1" width="1" alt=""/>";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:6:"author";a:1:{i:0;a:5:{s:4:"data";s:17:"by Theodore Kinni";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:7:"pubDate";a:1:{i:0;a:5:{s:4:"data";s:31:"Mon, 02 Aug 2021 00:00:00 -0500";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:4:"guid";a:1:{i:0;a:5:{s:4:"data";s:97:"https://www.strategy-business.com/blog/Becoming-a-leader-of-conscience?rssid=leadership&gko=05072";s:7:"attribs";a:1:{s:0:"";a:1:{s:11:"isPermaLink";s:5:"false";}}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}}s:42:"http://rssnamespace.org/feedburner/ext/1.0";a:1:{s:8:"origLink";a:1:{i:0;a:5:{s:4:"data";s:97:"https://www.strategy-business.com/blog/Becoming-a-leader-of-conscience?rssid=leadership&gko=05072";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}}}}i:16;a:6:{s:4:"data";s:27:"
			
			
			
			
			
			
		";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";s:5:"child";a:2:{s:0:"";a:6:{s:5:"title";a:1:{i:0;a:5:{s:4:"data";s:85:"Talent and trust: The woman who rose to the top of Saudi Arabia&#039;s banking sector";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:4:"link";a:1:{i:0;a:5:{s:4:"data";s:152:"http://feedproxy.google.com/~r/StrategyBusiness-Leadership/~3/XrzTNIMTyi0/Talent-and-trust-The-woman-who-rose-to-the-top-of-Saudi-Arabias-banking-sector";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:11:"description";a:1:{i:0;a:5:{s:4:"data";s:216:"How Sarah Al-Suhaimi used technical and managerial skill to win over employees and revive NCB Capital.<img src="http://feeds.feedburner.com/~r/StrategyBusiness-Leadership/~4/XrzTNIMTyi0" height="1" width="1" alt=""/>";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:6:"author";a:1:{i:0;a:5:{s:4:"data";s:37:"by Sandra J. Sucher and Shalene Gupta";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:7:"pubDate";a:1:{i:0;a:5:{s:4:"data";s:31:"Tue, 20 Jul 2021 00:00:00 -0500";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:4:"guid";a:1:{i:0;a:5:{s:4:"data";s:147:"https://www.strategy-business.com/article/Talent-and-trust-The-woman-who-rose-to-the-top-of-Saudi-Arabias-banking-sector?rssid=leadership&gko=3e444";s:7:"attribs";a:1:{s:0:"";a:1:{s:11:"isPermaLink";s:5:"false";}}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}}s:42:"http://rssnamespace.org/feedburner/ext/1.0";a:1:{s:8:"origLink";a:1:{i:0;a:5:{s:4:"data";s:147:"https://www.strategy-business.com/article/Talent-and-trust-The-woman-who-rose-to-the-top-of-Saudi-Arabias-banking-sector?rssid=leadership&gko=3e444";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}}}}i:17;a:6:{s:4:"data";s:27:"
			
			
			
			
			
			
		";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";s:5:"child";a:2:{s:0:"";a:6:{s:5:"title";a:1:{i:0;a:5:{s:4:"data";s:27:"Making transformation stick";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:4:"link";a:1:{i:0;a:5:{s:4:"data";s:101:"http://feedproxy.google.com/~r/StrategyBusiness-Leadership/~3/pz2qzZ3AdGs/Making-transformation-stick";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:11:"description";a:1:{i:0;a:5:{s:4:"data";s:223:"Three steps can help leaders ensure that their change efforts don't fall apart once the initial push is over.<img src="http://feeds.feedburner.com/~r/StrategyBusiness-Leadership/~4/pz2qzZ3AdGs" height="1" width="1" alt=""/>";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:6:"author";a:1:{i:0;a:5:{s:4:"data";s:36:"by Augusto Giacoman and Craig Hapelt";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:7:"pubDate";a:1:{i:0;a:5:{s:4:"data";s:31:"Mon, 19 Jul 2021 00:00:00 -0500";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:4:"guid";a:1:{i:0;a:5:{s:4:"data";s:93:"https://www.strategy-business.com/blog/Making-transformation-stick?rssid=leadership&gko=279a1";s:7:"attribs";a:1:{s:0:"";a:1:{s:11:"isPermaLink";s:5:"false";}}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}}s:42:"http://rssnamespace.org/feedburner/ext/1.0";a:1:{s:8:"origLink";a:1:{i:0;a:5:{s:4:"data";s:93:"https://www.strategy-business.com/blog/Making-transformation-stick?rssid=leadership&gko=279a1";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}}}}i:18;a:6:{s:4:"data";s:27:"
			
			
			
			
			
			
		";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";s:5:"child";a:2:{s:0:"";a:6:{s:5:"title";a:1:{i:0;a:5:{s:4:"data";s:60:"Why your organization&#039;s wellness app isn&#039;t working";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:4:"link";a:1:{i:0;a:5:{s:4:"data";s:122:"http://feedproxy.google.com/~r/StrategyBusiness-Leadership/~3/iPfBjXg-QXI/Why-your-organizations-wellness-app-isnt-working";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:11:"description";a:1:{i:0;a:5:{s:4:"data";s:244:"The pursuit of well-being shouldn't feel like a rat race.  Making three changes to your workplace's wellness initiatives can help.<img src="http://feeds.feedburner.com/~r/StrategyBusiness-Leadership/~4/iPfBjXg-QXI" height="1" width="1" alt=""/>";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:6:"author";a:1:{i:0;a:5:{s:4:"data";s:18:"by Eric J. McNulty";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:7:"pubDate";a:1:{i:0;a:5:{s:4:"data";s:31:"Thu, 15 Jul 2021 00:00:00 -0500";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:4:"guid";a:1:{i:0;a:5:{s:4:"data";s:114:"https://www.strategy-business.com/blog/Why-your-organizations-wellness-app-isnt-working?rssid=leadership&gko=b96f5";s:7:"attribs";a:1:{s:0:"";a:1:{s:11:"isPermaLink";s:5:"false";}}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}}s:42:"http://rssnamespace.org/feedburner/ext/1.0";a:1:{s:8:"origLink";a:1:{i:0;a:5:{s:4:"data";s:114:"https://www.strategy-business.com/blog/Why-your-organizations-wellness-app-isnt-working?rssid=leadership&gko=b96f5";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}}}}i:19;a:6:{s:4:"data";s:27:"
			
			
			
			
			
			
		";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";s:5:"child";a:2:{s:0:"";a:6:{s:5:"title";a:1:{i:0;a:5:{s:4:"data";s:39:"What is your personal leadership brand?";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:4:"link";a:1:{i:0;a:5:{s:4:"data";s:112:"http://feedproxy.google.com/~r/StrategyBusiness-Leadership/~3/yWPSvNNMRp4/What-is-your-personal-leadership-brand";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:11:"description";a:1:{i:0;a:5:{s:4:"data";s:346:"Developing a leadership brand that embodies your values and can easily be articulated will help senior managers get the most out of their teams.  Adam Bryant explains how to develop a personal elevator pitch and why it is important.<img src="http://feeds.feedburner.com/~r/StrategyBusiness-Leadership/~4/yWPSvNNMRp4" height="1" width="1" alt=""/>";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:6:"author";a:1:{i:0;a:5:{s:4:"data";s:14:"by Adam Bryant";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:7:"pubDate";a:1:{i:0;a:5:{s:4:"data";s:31:"Wed, 14 Jul 2021 00:00:00 -0500";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:4:"guid";a:1:{i:0;a:5:{s:4:"data";s:104:"https://www.strategy-business.com/blog/What-is-your-personal-leadership-brand?rssid=leadership&gko=d4e78";s:7:"attribs";a:1:{s:0:"";a:1:{s:11:"isPermaLink";s:5:"false";}}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}}s:42:"http://rssnamespace.org/feedburner/ext/1.0";a:1:{s:8:"origLink";a:1:{i:0;a:5:{s:4:"data";s:104:"https://www.strategy-business.com/blog/What-is-your-personal-leadership-brand?rssid=leadership&gko=d4e78";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}}}}i:20;a:6:{s:4:"data";s:27:"
			
			
			
			
			
			
		";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";s:5:"child";a:2:{s:0:"";a:6:{s:5:"title";a:1:{i:0;a:5:{s:4:"data";s:43:"Building on the gains made from remote work";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:4:"link";a:1:{i:0;a:5:{s:4:"data";s:117:"http://feedproxy.google.com/~r/StrategyBusiness-Leadership/~3/ImJ1F9nJ1Ww/Building-on-the-gains-made-from-remote-work";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:11:"description";a:1:{i:0;a:5:{s:4:"data";s:316:"Offices are reopening, and employees are resuming their commutes.  Josh Levs writes that it's crucial businesses not lose the gains they've made in the past year in allowing employees to work from home.<img src="http://feeds.feedburner.com/~r/StrategyBusiness-Leadership/~4/ImJ1F9nJ1Ww" height="1" width="1" alt=""/>";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:6:"author";a:1:{i:0;a:5:{s:4:"data";s:12:"by Josh Levs";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:7:"pubDate";a:1:{i:0;a:5:{s:4:"data";s:31:"Wed, 07 Jul 2021 00:00:00 -0500";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:4:"guid";a:1:{i:0;a:5:{s:4:"data";s:109:"https://www.strategy-business.com/blog/Building-on-the-gains-made-from-remote-work?rssid=leadership&gko=1f585";s:7:"attribs";a:1:{s:0:"";a:1:{s:11:"isPermaLink";s:5:"false";}}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}}s:42:"http://rssnamespace.org/feedburner/ext/1.0";a:1:{s:8:"origLink";a:1:{i:0;a:5:{s:4:"data";s:109:"https://www.strategy-business.com/blog/Building-on-the-gains-made-from-remote-work?rssid=leadership&gko=1f585";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}}}}i:21;a:6:{s:4:"data";s:27:"
			
			
			
			
			
			
		";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";s:5:"child";a:2:{s:0:"";a:6:{s:5:"title";a:1:{i:0;a:5:{s:4:"data";s:56:"Tolaram&#039;s diversified strategy for growth in Africa";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:4:"link";a:1:{i:0;a:5:{s:4:"data";s:124:"http://feedproxy.google.com/~r/StrategyBusiness-Leadership/~3/sHYDLCrD99E/Tolarams-diversified-strategy-for-growth-in-Africa";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:11:"description";a:1:{i:0;a:5:{s:4:"data";s:431:"In this Inside the Mind of the CEO interview, Sajen Aswani, chief executive of Tolaram Group--the maker of a brand of instant noodles popular in Nigeria, among other diversified holdings--discusses how the company is planning for growth in African markets with products that are affordable, acceptable, and available.<img src="http://feeds.feedburner.com/~r/StrategyBusiness-Leadership/~4/sHYDLCrD99E" height="1" width="1" alt=""/>";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:6:"author";a:1:{i:0;a:5:{s:4:"data";s:38:"by Adedoyin Amosun and Laura W. Geller";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:7:"pubDate";a:1:{i:0;a:5:{s:4:"data";s:31:"Wed, 30 Jun 2021 00:00:00 -0500";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:4:"guid";a:1:{i:0;a:5:{s:4:"data";s:119:"https://www.strategy-business.com/article/Tolarams-diversified-strategy-for-growth-in-Africa?rssid=leadership&gko=393c7";s:7:"attribs";a:1:{s:0:"";a:1:{s:11:"isPermaLink";s:5:"false";}}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}}s:42:"http://rssnamespace.org/feedburner/ext/1.0";a:1:{s:8:"origLink";a:1:{i:0;a:5:{s:4:"data";s:119:"https://www.strategy-business.com/article/Tolarams-diversified-strategy-for-growth-in-Africa?rssid=leadership&gko=393c7";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}}}}i:22;a:6:{s:4:"data";s:27:"
			
			
			
			
			
			
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		";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";s:5:"child";a:2:{s:0:"";a:6:{s:5:"title";a:1:{i:0;a:5:{s:4:"data";s:39:"Four common biases in boardroom culture";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:4:"link";a:1:{i:0;a:5:{s:4:"data";s:113:"http://feedproxy.google.com/~r/StrategyBusiness-Leadership/~3/U4dAWaq0TgM/Four-common-biases-in-boardroom-culture";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:11:"description";a:1:{i:0;a:5:{s:4:"data";s:367:"Boards, like every other organization, suffer from unconscious bias.  PwC's Maria Castañón Moats, Paul DeNicola, and Leah Malone lay out how board members can spot the biases that may be holding them back, and provide clear ways to combat the effects.<img src="http://feeds.feedburner.com/~r/StrategyBusiness-Leadership/~4/U4dAWaq0TgM" height="1" width="1" alt=""/>";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:6:"author";a:1:{i:0;a:5:{s:4:"data";s:57:"by Maria Castañón Moats, Paul DeNicola, and Leah Malone";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:7:"pubDate";a:1:{i:0;a:5:{s:4:"data";s:31:"Mon, 21 Jun 2021 00:00:00 -0500";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:4:"guid";a:1:{i:0;a:5:{s:4:"data";s:108:"https://www.strategy-business.com/article/Four-common-biases-in-boardroom-culture?rssid=leadership&gko=c66c4";s:7:"attribs";a:1:{s:0:"";a:1:{s:11:"isPermaLink";s:5:"false";}}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}}s:42:"http://rssnamespace.org/feedburner/ext/1.0";a:1:{s:8:"origLink";a:1:{i:0;a:5:{s:4:"data";s:108:"https://www.strategy-business.com/article/Four-common-biases-in-boardroom-culture?rssid=leadership&gko=c66c4";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}}}}i:24;a:6:{s:4:"data";s:27:"
			
			
			
			
			
			
		";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";s:5:"child";a:2:{s:0:"";a:6:{s:5:"title";a:1:{i:0;a:5:{s:4:"data";s:61:"Activating culture is key to making customer-centricity stick";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:4:"link";a:1:{i:0;a:5:{s:4:"data";s:135:"http://feedproxy.google.com/~r/StrategyBusiness-Leadership/~3/krpKCHM41b0/Activating-culture-is-key-to-making-customer-centricity-stick";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:11:"description";a:1:{i:0;a:5:{s:4:"data";s:286:"Turning occasional customer-centricity successes into a long-term, core driver in how you do business requires that the philosophy permeate every part of your organization.<img src="http://feeds.feedburner.com/~r/StrategyBusiness-Leadership/~4/krpKCHM41b0" height="1" width="1" alt=""/>";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:6:"author";a:1:{i:0;a:5:{s:4:"data";s:44:"by Sujay Saha, Reid Carpenter, and Matt Egol";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:7:"pubDate";a:1:{i:0;a:5:{s:4:"data";s:31:"Tue, 15 Jun 2021 00:00:00 -0500";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:4:"guid";a:1:{i:0;a:5:{s:4:"data";s:130:"https://www.strategy-business.com/article/Activating-culture-is-key-to-making-customer-centricity-stick?rssid=leadership&gko=525ce";s:7:"attribs";a:1:{s:0:"";a:1:{s:11:"isPermaLink";s:5:"false";}}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}}s:42:"http://rssnamespace.org/feedburner/ext/1.0";a:1:{s:8:"origLink";a:1:{i:0;a:5:{s:4:"data";s:130:"https://www.strategy-business.com/article/Activating-culture-is-key-to-making-customer-centricity-stick?rssid=leadership&gko=525ce";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}}}}i:25;a:6:{s:4:"data";s:27:"
			
			
			
			
			
			
		";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";s:5:"child";a:2:{s:0:"";a:6:{s:5:"title";a:1:{i:0;a:5:{s:4:"data";s:66:"How to boost people&#039;s energy and productivity during meetings";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:4:"link";a:1:{i:0;a:5:{s:4:"data";s:134:"http://feedproxy.google.com/~r/StrategyBusiness-Leadership/~3/h4kfGZtGJ_Q/How-to-boost-peoples-energy-and-productivity-during-meetings";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:11:"description";a:1:{i:0;a:5:{s:4:"data";s:510:"Leaders too often move to the core of their meeting agenda by simply announcing the topic and opening up the floor--and are met with silence, random thoughts, or a rehashing of prior conversations.  Instead, they need to design the "middle" of their meeting: even the most cohesive teams and confident senior executives are more successful when they have a clear invitation for how to contribute.<img src="http://feeds.feedburner.com/~r/StrategyBusiness-Leadership/~4/h4kfGZtGJ_Q" height="1" width="1" alt=""/>";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:6:"author";a:1:{i:0;a:5:{s:4:"data";s:17:"by Elizabeth Doty";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:7:"pubDate";a:1:{i:0;a:5:{s:4:"data";s:31:"Mon, 14 Jun 2021 00:00:00 -0500";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:4:"guid";a:1:{i:0;a:5:{s:4:"data";s:126:"https://www.strategy-business.com/blog/How-to-boost-peoples-energy-and-productivity-during-meetings?rssid=leadership&gko=f87b6";s:7:"attribs";a:1:{s:0:"";a:1:{s:11:"isPermaLink";s:5:"false";}}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}}s:42:"http://rssnamespace.org/feedburner/ext/1.0";a:1:{s:8:"origLink";a:1:{i:0;a:5:{s:4:"data";s:126:"https://www.strategy-business.com/blog/How-to-boost-peoples-energy-and-productivity-during-meetings?rssid=leadership&gko=f87b6";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}}}}i:26;a:6:{s:4:"data";s:23:"
			
			
			
			
			
		";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";s:5:"child";a:2:{s:0:"";a:5:{s:5:"title";a:1:{i:0;a:5:{s:4:"data";s:31:"Summer reading suggestions 2021";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:4:"link";a:1:{i:0;a:5:{s:4:"data";s:105:"http://feedproxy.google.com/~r/StrategyBusiness-Leadership/~3/Qvw-R8VZzi8/Summer-reading-suggestions-2021";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:11:"description";a:1:{i:0;a:5:{s:4:"data";s:193:"Books on the science of change, noisy companies, networking know-how, and more.<img src="http://feeds.feedburner.com/~r/StrategyBusiness-Leadership/~4/Qvw-R8VZzi8" height="1" width="1" alt=""/>";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:7:"pubDate";a:1:{i:0;a:5:{s:4:"data";s:31:"Thu, 10 Jun 2021 00:00:00 -0500";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:4:"guid";a:1:{i:0;a:5:{s:4:"data";s:100:"https://www.strategy-business.com/article/Summer-reading-suggestions-2021?rssid=leadership&gko=68092";s:7:"attribs";a:1:{s:0:"";a:1:{s:11:"isPermaLink";s:5:"false";}}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}}s:42:"http://rssnamespace.org/feedburner/ext/1.0";a:1:{s:8:"origLink";a:1:{i:0;a:5:{s:4:"data";s:100:"https://www.strategy-business.com/article/Summer-reading-suggestions-2021?rssid=leadership&gko=68092";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}}}}i:27;a:6:{s:4:"data";s:27:"
			
			
			
			
			
			
		";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";s:5:"child";a:2:{s:0:"";a:6:{s:5:"title";a:1:{i:0;a:5:{s:4:"data";s:47:"Does culture really eat strategy for breakfast?";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:4:"link";a:1:{i:0;a:5:{s:4:"data";s:120:"http://feedproxy.google.com/~r/StrategyBusiness-Leadership/~3/Px8MLPi9yOQ/Does-culture-really-eat-strategy-for-breakfast";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:11:"description";a:1:{i:0;a:5:{s:4:"data";s:380:""Culture eats strategy for breakfast" is a business truism that's past its sell-by date, argues Adam Bryant.  It misses the point.  The issue is creating a good, clear strategy in the first place.  An effective corporate culture can never make up for a bad strategy.<img src="http://feeds.feedburner.com/~r/StrategyBusiness-Leadership/~4/Px8MLPi9yOQ" height="1" width="1" alt=""/>";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:6:"author";a:1:{i:0;a:5:{s:4:"data";s:14:"by Adam Bryant";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:7:"pubDate";a:1:{i:0;a:5:{s:4:"data";s:31:"Thu, 27 May 2021 00:00:00 -0500";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:4:"guid";a:1:{i:0;a:5:{s:4:"data";s:112:"https://www.strategy-business.com/blog/Does-culture-really-eat-strategy-for-breakfast?rssid=leadership&gko=fdd77";s:7:"attribs";a:1:{s:0:"";a:1:{s:11:"isPermaLink";s:5:"false";}}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}}s:42:"http://rssnamespace.org/feedburner/ext/1.0";a:1:{s:8:"origLink";a:1:{i:0;a:5:{s:4:"data";s:112:"https://www.strategy-business.com/blog/Does-culture-really-eat-strategy-for-breakfast?rssid=leadership&gko=fdd77";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}}}}i:28;a:6:{s:4:"data";s:27:"
			
			
			
			
			
			
		";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";s:5:"child";a:2:{s:0:"";a:6:{s:5:"title";a:1:{i:0;a:5:{s:4:"data";s:67:"Fight the fatigue that&#039;s killing your team&#039;s productivity";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:4:"link";a:1:{i:0;a:5:{s:4:"data";s:129:"http://feedproxy.google.com/~r/StrategyBusiness-Leadership/~3/8JtDTej0AEM/Fight-the-fatigue-thats-killing-your-teams-productivity";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:11:"description";a:1:{i:0;a:5:{s:4:"data";s:396:"Fighting fatigue by building in chunks of recovery time can help leaders restore their motivation -- and that of their teams.  Leadership expert Wanda Wallace explores how getting enough sleep and building in time to do things that you enjoy can help increase energy and motivation.<img src="http://feeds.feedburner.com/~r/StrategyBusiness-Leadership/~4/8JtDTej0AEM" height="1" width="1" alt=""/>";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:6:"author";a:1:{i:0;a:5:{s:4:"data";s:19:"by Wanda T. Wallace";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:7:"pubDate";a:1:{i:0;a:5:{s:4:"data";s:31:"Wed, 26 May 2021 00:00:00 -0500";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}s:4:"guid";a:1:{i:0;a:5:{s:4:"data";s:121:"https://www.strategy-business.com/blog/Fight-the-fatigue-thats-killing-your-teams-productivity?rssid=leadership&gko=db65d";s:7:"attribs";a:1:{s:0:"";a:1:{s:11:"isPermaLink";s:5:"false";}}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}}s:42:"http://rssnamespace.org/feedburner/ext/1.0";a:1:{s:8:"origLink";a:1:{i:0;a:5:{s:4:"data";s:121:"https://www.strategy-business.com/blog/Fight-the-fatigue-thats-killing-your-teams-productivity?rssid=leadership&gko=db65d";s:7:"attribs";a:0:{}s:8:"xml_base";s:0:"";s:17:"xml_base_explicit";b:0;s:8:"xml_lang";s:0:"";}}}}}i:29;a:6:{s:4:"data";s:27:"
			
			
			
			
			
			
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