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	<title>ChiefExecutive.net &#124; Chief Executive Magazine &#187; Culture</title>
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		<title>The CEO as Head Coach</title>
		<link>http://chiefexecutive.net/the-ceo-as-head-coach</link>
		<comments>http://chiefexecutive.net/the-ceo-as-head-coach#comments</comments>
		<pubDate>Wed, 04 Apr 2012 13:30:04 +0000</pubDate>
		<dc:creator>Christopher Otto</dc:creator>
				<category><![CDATA[Culture]]></category>
		<category><![CDATA[Talent Management]]></category>

		<guid isPermaLink="false">http://chiefexecutive.net/?p=34321</guid>
		<description><![CDATA[Too many corporate leaders don’t understand that changing corporate culture is shaped by every decision they make. The tone is set by their words and cemented with their actions, every day—when the CEO establishes a strategy and follows it, sets rules and abides by them, not only says he or she is “one of us,” but acts like one of us. ]]></description>
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		<title>A Strategy Map: Competing Through Culture</title>
		<link>http://chiefexecutive.net/a-strategy-map-competing-through-culture</link>
		<comments>http://chiefexecutive.net/a-strategy-map-competing-through-culture#comments</comments>
		<pubDate>Tue, 20 Mar 2012 18:02:04 +0000</pubDate>
		<dc:creator>cj prince</dc:creator>
				<category><![CDATA[Culture]]></category>
		<category><![CDATA[Do not show in CEO briefing]]></category>
		<category><![CDATA[Strategy]]></category>

		<guid isPermaLink="false">http://chiefexecutive.net/?p=33967</guid>
		<description><![CDATA[Roundtable session at the New York Stock Exchange With the economy rebounding at a snail’s pace and companies already operating [...]]]></description>
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		<title>Editor-in-Chief JP Donlon: Why Competing Through Culture Matters More Than Ever</title>
		<link>http://chiefexecutive.net/editor-in-chief-jp-donlon-why-competing-through-culture-matters-more-than-ever</link>
		<comments>http://chiefexecutive.net/editor-in-chief-jp-donlon-why-competing-through-culture-matters-more-than-ever#comments</comments>
		<pubDate>Thu, 10 Nov 2011 13:27:28 +0000</pubDate>
		<dc:creator>JP Donlon</dc:creator>
				<category><![CDATA[Culture]]></category>
		<category><![CDATA[Talent Management]]></category>

		<guid isPermaLink="false">http://chiefexecutive.net/?p=30071</guid>
		<description><![CDATA[The complexity of today’s business world is far beyond what one leader can handle, and the CEO of a large company cannot possibly reach every single employee.  That’s where culture ultimately determines how effective a CEO and his senior team really are. Chief Executive magazine editor-in-chief JP Donlon discusses the importance of culture for sustaining long-term growth.]]></description>
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		<title>More than Money: Culture is the Key to Employee Retention</title>
		<link>http://chiefexecutive.net/more-than-money-culture-is-the-key-to-employee-retention</link>
		<comments>http://chiefexecutive.net/more-than-money-culture-is-the-key-to-employee-retention#comments</comments>
		<pubDate>Thu, 03 Nov 2011 16:21:04 +0000</pubDate>
		<dc:creator>ChiefExecutiveNet</dc:creator>
				<category><![CDATA[Culture]]></category>
		<category><![CDATA[Do not show in CEO briefing]]></category>
		<category><![CDATA[Talent Management]]></category>

		<guid isPermaLink="false">http://chiefexecutive.net/?p=29877</guid>
		<description><![CDATA[Salary is important to employees and critical to maintaining their personal standards of living.  In this economy, however, companies can&#8217;t [...]]]></description>
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		<title>4 Ways to Create a Culture of Courage</title>
		<link>http://chiefexecutive.net/4-ways-to-create-a-culture-of-courage</link>
		<comments>http://chiefexecutive.net/4-ways-to-create-a-culture-of-courage#comments</comments>
		<pubDate>Wed, 31 Aug 2011 13:32:14 +0000</pubDate>
		<dc:creator>Tom Rieger</dc:creator>
				<category><![CDATA[Culture]]></category>
		<category><![CDATA[Talent Management]]></category>

		<guid isPermaLink="false">http://chiefexecutive.net/?p=28269</guid>
		<description><![CDATA[In fear-ridden companies, employees learn that empowerment is a pipe dream and that the only way to survive is to obey direction without question. It’s up to leaders at all levels to give employees the encouragement, energy, and support to try new things and to focus on the greater good of the overall organization. ]]></description>
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		<title>5 Ways to Get the Governance We Want</title>
		<link>http://chiefexecutive.net/5-ways-to-get-the-governance-we-want</link>
		<comments>http://chiefexecutive.net/5-ways-to-get-the-governance-we-want#comments</comments>
		<pubDate>Wed, 17 Aug 2011 16:30:28 +0000</pubDate>
		<dc:creator>Steve Odland</dc:creator>
				<category><![CDATA[Culture]]></category>
		<category><![CDATA[Governance/Compliance]]></category>
		<category><![CDATA[Talent Management]]></category>

		<guid isPermaLink="false">http://chiefexecutive.net/?p=27671</guid>
		<description><![CDATA[Despite all the new rules and regulations , the key to good corporate governance remains a strong commitment to ethics. Here, former Chairman and CEO of Office Depot and Autozone, Steve Odland, tells CEOs how to create and maintain a strong ethical culture.]]></description>
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		<title>Design for Conflict: Why You Should Have a Few Fights in Your Company</title>
		<link>http://chiefexecutive.net/design-for-conflict-why-you-should-have-a-few-fights-in-your-company</link>
		<comments>http://chiefexecutive.net/design-for-conflict-why-you-should-have-a-few-fights-in-your-company#comments</comments>
		<pubDate>Wed, 17 Aug 2011 13:30:04 +0000</pubDate>
		<dc:creator>Greg Kesler and Amy Kates</dc:creator>
				<category><![CDATA[Culture]]></category>
		<category><![CDATA[Engagement]]></category>
		<category><![CDATA[Leadership & Strategy]]></category>
		<category><![CDATA[Talent Management]]></category>

		<guid isPermaLink="false">http://chiefexecutive.net/?p=27635</guid>
		<description><![CDATA[In a complex, multi-divisional company, managing brands across several products and geographies can get complicated. Learn to love it. And sometimes a little tension can produce more creativity and productivity -- harmony is often the wrong goal. When there is no tension among businesses and functions and geographies there’s a good chance value is being left on the table somewhere.]]></description>
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		<title>VIDEO: Monsanto CEO Hugh Grant on Harnessing Healthy Corporate Culture</title>
		<link>http://chiefexecutive.net/video-monsanto-ceo-hugh-grant-on-harnessing-healthy-corporate-culture</link>
		<comments>http://chiefexecutive.net/video-monsanto-ceo-hugh-grant-on-harnessing-healthy-corporate-culture#comments</comments>
		<pubDate>Mon, 01 Aug 2011 16:31:02 +0000</pubDate>
		<dc:creator>ChiefExecutiveNet</dc:creator>
				<category><![CDATA[Culture]]></category>
		<category><![CDATA[Talent Management]]></category>
		<category><![CDATA[Videos]]></category>

		<guid isPermaLink="false">http://chiefexecutive.net/?p=27658</guid>
		<description><![CDATA[Chief executive of Monsanto and 2010's CEO of the Year, Hugh Grant discusses the important traits of a healthy corporate culture.  Grant was on-site at the NYSE on July 27 to pass the title of CEO of the Year to 2011's choice, Ford's Alan Mulally.]]></description>
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		<slash:comments>0</slash:comments>
<enclosure url="http://embed.wistia.com/deliveries/5585a9bcf975c051bdce0aef82a82385748a45d6.bin" length="4404127" type="video/mp4" />
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		<title>The Only Three Things a Leader Should Focus On &#8212; Brains, Bones, and Nerves</title>
		<link>http://chiefexecutive.net/brains-bones-and-nerves-the-only-three-things-a-leader-should-focus-on</link>
		<comments>http://chiefexecutive.net/brains-bones-and-nerves-the-only-three-things-a-leader-should-focus-on#comments</comments>
		<pubDate>Tue, 26 Jul 2011 13:30:31 +0000</pubDate>
		<dc:creator>Rajeev Peshawaria</dc:creator>
				<category><![CDATA[Culture]]></category>
		<category><![CDATA[Leadership & Strategy]]></category>
		<category><![CDATA[Talent Management]]></category>

		<guid isPermaLink="false">http://chiefexecutive.net/?p=27326</guid>
		<description><![CDATA[The core of a company can be accurately compared to the core of the human body -- you need brains, bones, and nerves to all work together in order to function properly.  The brains are the strategy, the bones are the organizational structure, and the nerves are the culture.  If you're missing any piece of the body, it all falls apart.]]></description>
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		<slash:comments>0</slash:comments>
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		<title>IBM&#8217;s Corporate Evolution by Design</title>
		<link>http://chiefexecutive.net/corporate-evolution-by-design</link>
		<comments>http://chiefexecutive.net/corporate-evolution-by-design#comments</comments>
		<pubDate>Fri, 01 Jul 2011 14:43:24 +0000</pubDate>
		<dc:creator>Steve Hamm</dc:creator>
				<category><![CDATA[Culture]]></category>
		<category><![CDATA[Leadership]]></category>
		<category><![CDATA[Leadership & Strategy]]></category>

		<guid isPermaLink="false">http://chiefexecutive.net/?p=26706</guid>
		<description><![CDATA[An iconic brand, IBM has evolved over the years as it introduced new technology and products.  What hasn't changed, however, is the corporate culture.  In the 1960's, longtime CEO Thomas J. Watson Sr. knew that in order to be successful a company, IBM had to adhere faithfully to its core beliefs.  Here's how Sam Palmisano has reinforced core company ideals.]]></description>
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