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	<title>Blog &#124; Executive Coaching &#124; CO2 Partners</title>
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	<description>Executive Coaching &#38; Business Consultancy Info</description>
	<lastBuildDate>Thu, 02 Feb 2012 03:24:41 +0000</lastBuildDate>
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		<title>Eternal Leadership</title>
		<description><![CDATA[Leaders in all spheres&#8211;education, business, politics, sports&#8211;feel compelled to address short-term concerns, now more than ever. The pressure to show results quickly is so very strong. If positive results don&#8217;t come soon enough, leaders are sent packing and roundly criticized. And yet we also want leaders to be mindful of long-term stewardship and to act [...]]]></description>
		<link>http://www.co2partners.com/blog/2012/01/eternal-leadership/</link>
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		<title>Amygdala Hijacking</title>
		<description><![CDATA[Amygdala hijacking occurs when a stimulus causes an unusual and excessive emotional reaction. The term was coined by Daniel Goleman, who wrote Emotional Intelligence: Why It Can Matter More Than IQ. Neurologically speaking, rather than routing a stimulus through your neocortex (the &#8220;thinking brain&#8221;), this message goes directly from your thalamus to your amydala (the [...]]]></description>
		<link>http://www.co2partners.com/blog/2012/01/amygdala-hijacking/</link>
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		<title>Turning Down Your Contrast</title>
		<description><![CDATA[The more you lead, the more you may be accustomed to hearing and believing your own voice. And the more you may tune out other voices. Successful leaders, in particular, have the propensity to believe in themselves and their opinions to a great and perhaps dangerous degree. They turn the contrast dial up and up&#8211;toward [...]]]></description>
		<link>http://www.co2partners.com/blog/2012/01/turning-down-your-contrast/</link>
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		<title>The Ben Franklin Effect</title>
		<description><![CDATA[Most leaders believe it is better to give than it is to receive, but they may not pay attention to giving and receiving patterns, as well as psychological motivations behind these patterns. Ben Franklin said, &#8220;He that has once done you a kindness will be more ready to do you another than he whom you [...]]]></description>
		<link>http://www.co2partners.com/blog/2012/01/the-ben-franklin-effect/</link>
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		<title>The Conscience of Huckleberry Finn</title>
		<description><![CDATA[By Jonathan Bennett In this paper I shall present not just the conscience of Huckleberry Finn but two others as well. One of them is the conscience of Heinrich Himmler. He became a Nazi in 1923; he served drably and quietly, but well, and was rewarded with increasing responsibility and power. At the peak of his career he held [...]]]></description>
		<link>http://www.co2partners.com/blog/2012/01/the-conscience-of-huckleberry-finn/</link>
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		<title>How Much Land Does A Man Need?</title>
		<description><![CDATA[by Leo Tolstoy I An elder sister came to visit her younger sister in the country. The elder was married to a tradesman in town, the younger to a peasant in the village. As the sisters sat over their tea talking, the elder began to boast of the advantages of town life: saying how comfortably [...]]]></description>
		<link>http://www.co2partners.com/blog/2012/01/how-much-land-does-a-man-need/</link>
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		<title>The One Who Walk Away From Omelas</title>
		<description><![CDATA[by Ursula K. Le Guin With a clamor of bells that set the swallows soaring, the Festival of Summer came to the city Omelas, bright-towered by the sea. The rigging of the boats in harbor sparkled with flags. In the streets between houses with red roofs and painted walls, between old moss-grown gardens and under [...]]]></description>
		<link>http://www.co2partners.com/blog/2012/01/the-one-who-walk-away-from-omelas/</link>
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		<title>70% of All Leaders are Followers and Not Very Good Ones!</title>
		<description><![CDATA[As organizations grow larger and more complex, leaders are often surprised by the unintended consequences of their decisions. Leaders can&#8217; t anticipate everything. They must make the best decisions they can with the information they have. But they also should anticipate unintended consequences and be prepared to reassess changes they&#8217;ve implemented. As a leader you [...]]]></description>
		<link>http://www.co2partners.com/blog/2012/01/70-of-all-leaders-are-followers-and-not-very-good-ones/</link>
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		<title>Escape Velocity</title>
		<description><![CDATA[If you want to escape from the pull of earth&#8217;s gravity, you need to jettison away at 7 miles per second. You don&#8217;t have to be a rocket scientist to figure out that the greater the gravitational pull, the greater speed you must go to escape. When you&#8217;re looking to change your life and escape [...]]]></description>
		<link>http://www.co2partners.com/blog/2012/01/escape-velocity/</link>
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		<title>Executive Coaching Tip: Avoid Heavy Lifting</title>
		<description><![CDATA[High-performing leaders who want to go from great to greater often believe that executive coaches will require them to do a lot of heavy lifting. Some worry that in trying to fix their weaknesses, they&#8217;ll sap some of their strengths. Executive coaches don&#8217;t want you to do heavy lifting. They also don&#8217;t want you to [...]]]></description>
		<link>http://www.co2partners.com/blog/2012/01/executive-coaching-tip-avoid-heavy-lifting/</link>
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		<title>Whose path are you on?</title>
		<description><![CDATA[David Whyte asks the question, would you rather fail at your life or succeed at someone else’s? Our lives have porous boundaries. Often, it&#8217;s unclear if what we do and value are chosen, suggested, or implanted. Maybe your dad, mom, sibling, or friend played hockey or danced or debated or painted or studied law. Before [...]]]></description>
		<link>http://www.co2partners.com/blog/2012/01/living-your-life/</link>
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		<title>Asking Questions with APPLE</title>
		<description><![CDATA[Asking questions is critical to great leadership. Remembering to ask questions can be difficult for new leaders. If you are struggling with asking questions, try this acronym, APPLE! Ask the right question. Right questions are open-ended and encouraging. They help others imagine new solutions. Pause after you ask the question. Accept silence, even if it&#8217;s [...]]]></description>
		<link>http://www.co2partners.com/blog/2012/01/asking-questions-with-apple/</link>
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		<title>Questioning the Socratic Method</title>
		<description><![CDATA[Asking questions often brings to mind Socrates and the Socratic method. Socrates was a classical Greek philosopher who used questions to test the logic of opposing viewpoints during dialogues with his students. He would often begin by defining key terms. His questions usually pointed out the contradictions or weaknesses of his students&#8217; hypotheses before revealing an [...]]]></description>
		<link>http://www.co2partners.com/blog/2012/01/socratic-quesitoning/</link>
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		<title>Dominant Thoughts</title>
		<description><![CDATA[&#8220;Our life always expresses the result of our dominant thoughts.&#8221; &#8211; Soren Kierkegaard]]></description>
		<link>http://www.co2partners.com/blog/2012/01/dominant-thoughts/</link>
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		<title>Unsuccessful Leaders Have All The Answers</title>
		<description><![CDATA[In his book, Why Smart Executives Fail, Sydney Finkelstein identified Seven Habits of Spectacularly Unsuccessful Leaders. It may not surprise you to learn that ego is at the root of many of these poor habits. When leaders get too enamored with success, themselves, or their organizations&#8211;or all three&#8211;they underestimate their vulnerability, obstacles, and competitors, and [...]]]></description>
		<link>http://www.co2partners.com/blog/2012/01/unsuccessful-leaders-have-all-the-answers/</link>
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