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<item>
 <title>6 Steps to a Breakthrough</title>
 <link>http://www.fastcompany.com/blog/seth-kahan/leading-change/6-steps-breakthrough</link>
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&lt;/span&gt;Identify the area you will address. This will determine what is relevant and what is not as you move forward, untangling inter-dependent relationships.&lt;/li&gt;
&lt;li style=&quot;margin: 0.0px 0.0px 0.0px 0.0px; font: 12.0px &#039;Times New Roman&#039;;&quot;&gt;&lt;strong&gt;Identify your Most Valuable Players&lt;/strong&gt;&lt;span style=&quot;font: 12.0px &#039;Lucida Grande&#039;;&quot;&gt;&lt;p&gt;&lt;a href=&quot;http://www.fastcompany.com/blog/seth-kahan/leading-change/6-steps-breakthrough&quot;&gt;read more&lt;/a&gt;&lt;/p&gt;</description>
 <category domain="http://www.fastcompany.com/tag/change">change</category>
 <category domain="http://www.fastcompany.com/tag/change-leadership">change leadership</category>
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 <pubDate>Wed, 04 Nov 2009 05:59:41 -0500</pubDate>
 <dc:creator>Seth Kahan</dc:creator>
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<item>
 <title>The Change Leader&#039;s MVPs</title>
 <link>http://www.fastcompany.com/blog/seth-kahan/leading-change/change-leaders-mvps</link>
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&lt;/font&gt;&lt;/p&gt;&lt;p&gt;&lt;a href=&quot;http://www.fastcompany.com/blog/seth-kahan/leading-change/change-leaders-mvps&quot;&gt;read more&lt;/a&gt;&lt;/p&gt;</description>
 <category domain="http://www.fastcompany.com/tag/change">change</category>
 <category domain="http://www.fastcompany.com/tag/change-leadership">change leadership</category>
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 <category domain="http://www.fastcompany.com/tag/innovation-2">Innovation</category>
 <category domain="http://www.fastcompany.com/tag/leadership-2">Leadership</category>
 <category domain="http://www.fastcompany.com/tag/management-1">Management</category>
 <pubDate>Thu, 29 Oct 2009 19:59:57 -0400</pubDate>
 <dc:creator>Seth Kahan</dc:creator>
 <guid isPermaLink="false">1427961 at http://www.fastcompany.com</guid>
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<item>
 <title>The Change Leadership Team</title>
 <link>http://www.fastcompany.com/blog/seth-kahan/leading-change/change-leadership-team</link>
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&lt;/p&gt;&lt;p&gt;&lt;a href=&quot;http://www.fastcompany.com/blog/seth-kahan/leading-change/change-leadership-team&quot;&gt;read more&lt;/a&gt;&lt;/p&gt;</description>
 <category domain="http://www.fastcompany.com/tag/change">change</category>
 <category domain="http://www.fastcompany.com/tag/change-leadership">change leadership</category>
 <category domain="http://www.fastcompany.com/tag/co-creation">co-creation</category>
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 <category domain="http://www.fastcompany.com/tag/innovation-2">Innovation</category>
 <category domain="http://www.fastcompany.com/tag/leadership-2">Leadership</category>
 <category domain="http://www.fastcompany.com/tag/management-1">Management</category>
 <pubDate>Fri, 23 Oct 2009 21:11:04 -0400</pubDate>
 <dc:creator>Seth Kahan</dc:creator>
 <guid isPermaLink="false">1419500 at http://www.fastcompany.com</guid>
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 <title>Hamel: Time for Management 2.0</title>
 <link>http://www.fastcompany.com/blog/seth-kahan/leading-change/hamel-hypercritical-change-points-radical-changes-required-management</link>
 <description>&lt;!--paging_filter--&gt;&lt;p&gt;&lt;img style=&quot;float: left; margin: 3px;&quot; src=&quot;http://www.visionaryleadership.com/userfiles/images/wbfhamel2.jpg&quot; alt=&quot;&quot; width=&quot;100&quot; height=&quot;105&quot; /&gt;Gary Hamel&#039;s message at the World Business Forum today is that your&amp;nbsp;organization is not fit for the future unless it is fit for human beings. Hamel is a globally recognized expert in business strategy and performer extraordinaire on stage, delivering his message with verve and compelling stories.&lt;/p&gt;&lt;p&gt;&lt;a href=&quot;http://www.fastcompany.com/blog/seth-kahan/leading-change/hamel-hypercritical-change-points-radical-changes-required-management&quot;&gt;read more&lt;/a&gt;&lt;/p&gt;</description>
 <category domain="http://www.fastcompany.com/tag/change">change</category>
 <category domain="http://www.fastcompany.com/tag/change-leadership">change leadership</category>
 <category domain="http://www.fastcompany.com/tag/co-creation">co-creation</category>
 <category domain="http://www.fastcompany.com/tag/collaboration">collaboration</category>
 <category domain="http://www.fastcompany.com/tag/engagement">engagement</category>
 <category domain="http://www.fastcompany.com/tag/innovation">Innovation</category>
 <category domain="http://www.fastcompany.com/tag/leadership">Leadership</category>
 <category domain="http://www.fastcompany.com/tag/participation">participation</category>
 <category domain="http://www.fastcompany.com/tag/gary-hamel">Gary Hamel</category>
 <category domain="http://www.fastcompany.com/tag/management-20">management 2.0</category>
 <category domain="http://www.fastcompany.com/tag/visionary-leadership">visionary leadership</category>
 <category domain="http://www.fastcompany.com/tag/innovation-2">Innovation</category>
 <category domain="http://www.fastcompany.com/tag/leadership-2">Leadership</category>
 <category domain="http://www.fastcompany.com/tag/management-1">Management</category>
 <pubDate>Wed, 07 Oct 2009 16:16:19 -0400</pubDate>
 <dc:creator>Seth Kahan</dc:creator>
 <guid isPermaLink="false">1394289 at http://www.fastcompany.com</guid>
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 <title>Royal Dutch Shell&#039;s 3-Pronged Vision for the Future</title>
 <link>http://www.fastcompany.com/blog/seth-kahan/leading-change/royal-dutch-shells-3-pronged-vision-future</link>
 <description>&lt;!--paging_filter--&gt;&lt;p&gt;&lt;img style=&quot;float: left; margin: 3px;&quot; src=&quot;http://www.visionaryleadership.com/userfiles/images/wbfvosser.jpg&quot; alt=&quot;&quot; width=&quot;150&quot; height=&quot;149&quot; /&gt;Peter Voser began his work as CEO, Royal Dutch Shell, July 2009. Formerly he was the CFO. When he addressed the World Business Forum today in New York City he spoke about Shell&#039;s priorities in the years ahead supplying energy for the world. These included expanding oil and gas resources, lowering CO2 emissions, and developing alternative fuel. Here are some sound bytes from his delivery:&lt;/p&gt;&lt;p&gt;&lt;a href=&quot;http://www.fastcompany.com/blog/seth-kahan/leading-change/royal-dutch-shells-3-pronged-vision-future&quot;&gt;read more&lt;/a&gt;&lt;/p&gt;</description>
 <category domain="http://www.fastcompany.com/taxonomy/term/38182">Royal Dutch Shell</category>
 <category domain="http://www.fastcompany.com/tag/change">change</category>
 <category domain="http://www.fastcompany.com/tag/change-leadership">change leadership</category>
 <category domain="http://www.fastcompany.com/tag/peter-voser">Peter Voser</category>
 <category domain="http://www.fastcompany.com/tag-0" />
 <category domain="http://www.fastcompany.com/tag/visionary-leadership">visionary leadership</category>
 <category domain="http://www.fastcompany.com/tag/innovation-2">Innovation</category>
 <category domain="http://www.fastcompany.com/tag/leadership-2">Leadership</category>
 <category domain="http://www.fastcompany.com/tag/management-1">Management</category>
 <pubDate>Wed, 07 Oct 2009 10:26:19 -0400</pubDate>
 <dc:creator>Seth Kahan</dc:creator>
 <guid isPermaLink="false">1393640 at http://www.fastcompany.com</guid>
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<item>
 <title>&quot;There is No Such Thing as a Lost Cause... Unless You Give Up&quot;</title>
 <link>http://www.fastcompany.com/blog/seth-kahan/leading-change/there-no-such-thing-lost-cause-unless-you-give</link>
 <description>&lt;!--paging_filter--&gt;&lt;p&gt;&lt;img style=&quot;float: left; border: 1px solid black; margin: 3px;&quot; src=&quot;http://www.visionaryleadership.com/userfiles/images/wbflucas.jpg&quot; alt=&quot;&quot; width=&quot;83&quot; height=&quot;106&quot; /&gt;George Lucas, the filmwriter, producer, and director known best for his Star Wars and Indiana Jones series, was interviewed at the World Business Forum in Radio City Music Hall yesterday.&lt;/p&gt;&lt;p&gt;Most striking was the number of inventions he generated to support his films, including multitudes of breakthroughs in technology.&lt;/p&gt;&lt;p&gt;&lt;a href=&quot;http://www.fastcompany.com/blog/seth-kahan/leading-change/there-no-such-thing-lost-cause-unless-you-give&quot;&gt;read more&lt;/a&gt;&lt;/p&gt;</description>
 <category domain="http://www.fastcompany.com/tag/change">change</category>
 <category domain="http://www.fastcompany.com/tag/change-leadership">change leadership</category>
 <category domain="http://www.fastcompany.com/tag/george-lucas">George Lucas</category>
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 <category domain="http://www.fastcompany.com/tag/participatory-management">participatory management</category>
 <category domain="http://www.fastcompany.com/tag/stakeholder-alignment">stakeholder alignment</category>
 <category domain="http://www.fastcompany.com/tag/visionary-leadership">visionary leadership</category>
 <category domain="http://www.fastcompany.com/tag/innovation-2">Innovation</category>
 <category domain="http://www.fastcompany.com/tag/technology-1">Technology</category>
 <category domain="http://www.fastcompany.com/tag/leadership-2">Leadership</category>
 <category domain="http://www.fastcompany.com/tag/management-1">Management</category>
 <pubDate>Wed, 07 Oct 2009 08:41:16 -0400</pubDate>
 <dc:creator>Seth Kahan</dc:creator>
 <guid isPermaLink="false">1393474 at http://www.fastcompany.com</guid>
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 <title>Rubenstein&#039;s Sobering Tour de Force</title>
 <link>http://www.fastcompany.com/blog/seth-kahan/leading-change/rubensteins-sobering-tour-de-force</link>
 <description>&lt;!--paging_filter--&gt;&lt;p&gt;&lt;img style=&quot;float: left; margin: 3px;&quot; src=&quot;http://www.visionaryleadership.com/userfiles/images/wbfrubenstein.jpg&quot; alt=&quot;&quot; width=&quot;180&quot; height=&quot;247&quot; /&gt;David Rubenstein, co-founder of The Carlisle Group, a global private-equity firm managing more than $84.5B of equity capital, delivered a non-stop monologue today at the World Business Forum in New York City. His delivery was chock-full of statistics to illustrate his dark and sobering forecasts in almost every sector.&amp;nbsp;&lt;/p&gt;&lt;p&gt;&lt;a href=&quot;http://www.fastcompany.com/blog/seth-kahan/leading-change/rubensteins-sobering-tour-de-force&quot;&gt;read more&lt;/a&gt;&lt;/p&gt;</description>
 <category domain="http://www.fastcompany.com/tag/change">change</category>
 <category domain="http://www.fastcompany.com/tag/change-leadership">change leadership</category>
 <category domain="http://www.fastcompany.com/tag/david-rubenstein">David Rubenstein</category>
 <category domain="http://www.fastcompany.com/tag/visionary-leadership">visionary leadership</category>
 <category domain="http://www.fastcompany.com/tag/innovation-2">Innovation</category>
 <category domain="http://www.fastcompany.com/tag/leadership-2">Leadership</category>
 <category domain="http://www.fastcompany.com/tag/management-1">Management</category>
 <pubDate>Tue, 06 Oct 2009 15:35:01 -0400</pubDate>
 <dc:creator>Seth Kahan</dc:creator>
 <guid isPermaLink="false">1392558 at http://www.fastcompany.com</guid>
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 <title>Lencioni Teaches Team Engagement</title>
 <link>http://www.fastcompany.com/blog/seth-kahan/leading-change/lencioni</link>
 <description>&lt;!--paging_filter--&gt;&lt;p&gt;&lt;img style=&quot;float: left; margin: 3px;&quot; src=&quot;http://www.visionaryleadership.com/userfiles/images/wbflencioni.jpg&quot; alt=&quot;&quot; width=&quot;150&quot; height=&quot;200&quot; /&gt;Patrick Lencioni is an expert in team performance. He is the author of eight best-selling books with over 2.5 million copies sold. After six years in print, his book &lt;a href=&quot;http://www.amazon.com/Five-Dysfunctions-Team-Leadership-Lencioni/dp/0787960756/ref=sr_1_1?ie=UTF8&amp;amp;s=books&amp;amp;qid=1254853034&amp;amp;sr=8-1&quot; target=&quot;_blank&quot;&gt;The Five Dysfunctions of a Team&lt;/a&gt; continues to be on national best-seller lists.&lt;/p&gt;&lt;p&gt;&lt;a href=&quot;http://www.fastcompany.com/blog/seth-kahan/leading-change/lencioni&quot;&gt;read more&lt;/a&gt;&lt;/p&gt;</description>
 <category domain="http://www.fastcompany.com/tag/change">change</category>
 <category domain="http://www.fastcompany.com/tag/change-leadership">change leadership</category>
 <category domain="http://www.fastcompany.com/tag/co-creation">co-creation</category>
 <category domain="http://www.fastcompany.com/tag/collaboration">collaboration</category>
 <category domain="http://www.fastcompany.com/tag/engagement">engagement</category>
 <category domain="http://www.fastcompany.com/tag/innovation">Innovation</category>
 <category domain="http://www.fastcompany.com/tag/leadership">Leadership</category>
 <category domain="http://www.fastcompany.com/tag/participation">participation</category>
 <category domain="http://www.fastcompany.com/tag/patrick-lencioni">Patrick Lencioni</category>
 <category domain="http://www.fastcompany.com/tag/visionary-leadership">visionary leadership</category>
 <category domain="http://www.fastcompany.com/tag/innovation-2">Innovation</category>
 <category domain="http://www.fastcompany.com/tag/leadership-2">Leadership</category>
 <category domain="http://www.fastcompany.com/tag/management-1">Management</category>
 <category domain="http://www.fastcompany.com/tag/worklife-2">Work/Life</category>
 <pubDate>Tue, 06 Oct 2009 14:30:38 -0400</pubDate>
 <dc:creator>Seth Kahan</dc:creator>
 <guid isPermaLink="false">1392460 at http://www.fastcompany.com</guid>
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 <title>Bill Conaty Sidesteps Issues, Plays it Safe at World Business Forum</title>
 <link>http://www.fastcompany.com/blog/seth-kahan/leading-change/bill-conaty-sidesteps-issues-plays-it-safe-world-business-forum</link>
 <description>&lt;!--paging_filter--&gt;&lt;p&gt;&lt;img style=&quot;float: left; margin: 3px;&quot; src=&quot;http://www.visionaryleadership.com/userfiles/images/wbfconaty.jpg&quot; alt=&quot;&quot; width=&quot;104&quot; height=&quot;144&quot; /&gt;The opening sequence this morning at the World Business Forum highlighted the turmoil, crisis, and upheaval our business world has faced over the last year. It was ominous, one newspaper after the other headlining the dire events that have transpired recently, hitting close to home.&amp;nbsp;&lt;/p&gt;&lt;p&gt;&lt;a href=&quot;http://www.fastcompany.com/blog/seth-kahan/leading-change/bill-conaty-sidesteps-issues-plays-it-safe-world-business-forum&quot;&gt;read more&lt;/a&gt;&lt;/p&gt;</description>
 <category domain="http://www.fastcompany.com/tag/change">change</category>
 <category domain="http://www.fastcompany.com/tag/world-business-forum">World Business Forum</category>
 <category domain="http://www.fastcompany.com/tag/bill-conaty">Bill Conaty</category>
 <category domain="http://www.fastcompany.com/tag/hr">HR</category>
 <category domain="http://www.fastcompany.com/tag/visionary-leadership">visionary leadership</category>
 <category domain="http://www.fastcompany.com/tag/leadership-2">Leadership</category>
 <category domain="http://www.fastcompany.com/tag/management-1">Management</category>
 <category domain="http://www.fastcompany.com/tag/careers-1">Careers</category>
 <pubDate>Tue, 06 Oct 2009 11:59:39 -0400</pubDate>
 <dc:creator>Seth Kahan</dc:creator>
 <guid isPermaLink="false">1392197 at http://www.fastcompany.com</guid>
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 <title>We’re Saving Big Business. We Need to Focus on Small Business.</title>
 <link>http://www.fastcompany.com/blog/seth-kahan/leading-change/we-re-saving-big-business-we-need-focus-small-business</link>
 <description>&lt;!--paging_filter--&gt;&lt;p&gt;&lt;img style=&quot;float: left; margin: 3px;&quot; src=&quot;http://www.visionaryleadership.com/userfiles/images/wbfgeorge.jpg&quot; alt=&quot;&quot; width=&quot;74&quot; height=&quot;106&quot; /&gt;Bill George’s core competency is his deep experience, in-depth understanding of America’s major players and the intricacies of business economics. He led Medtronics, joining as CEO in ’91. He grew Medtronic’s market capitalization from $1.1 billion to $60 billion, averaging 35% a year, from 1996 to 2002. Today he delivered the opening keynote at the World Business Forum in NYC, where I saw him live.&lt;/p&gt;&lt;p&gt;&lt;a href=&quot;http://www.fastcompany.com/blog/seth-kahan/leading-change/we-re-saving-big-business-we-need-focus-small-business&quot;&gt;read more&lt;/a&gt;&lt;/p&gt;</description>
 <category domain="http://www.fastcompany.com/tag/change">change</category>
 <category domain="http://www.fastcompany.com/tag/change-leadership">change leadership</category>
 <category domain="http://www.fastcompany.com/tag/co-creation">co-creation</category>
 <category domain="http://www.fastcompany.com/tag/world-business-forum">World Business Forum</category>
 <category domain="http://www.fastcompany.com/tag/bill-george">Bill George</category>
 <category domain="http://www.fastcompany.com/tag/innovation">Innovation</category>
 <category domain="http://www.fastcompany.com/tag/leadership">Leadership</category>
 <category domain="http://www.fastcompany.com/tag/participation">participation</category>
 <category domain="http://www.fastcompany.com/tag/participatory-management">participatory management</category>
 <category domain="http://www.fastcompany.com/tag/stakeholder-alignment">stakeholder alignment</category>
 <category domain="http://www.fastcompany.com/tag/visionary-leadership">visionary leadership</category>
 <category domain="http://www.fastcompany.com/tag/innovation-2">Innovation</category>
 <category domain="http://www.fastcompany.com/tag/leadership-2">Leadership</category>
 <category domain="http://www.fastcompany.com/tag/management-1">Management</category>
 <category domain="http://www.fastcompany.com/tag/worklife-2">Work/Life</category>
 <pubDate>Tue, 06 Oct 2009 10:05:36 -0400</pubDate>
 <dc:creator>Seth Kahan</dc:creator>
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