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<item>
 <title>Comment on Node  ant</title>
 <link>http://www.fastcompany.com/node/901580</link>
 <description>&lt;p&gt;Jay&#039;s comment seems to indicate he feels the issue here is really one of perception of incompetence of HR vs. reality.  I&#039;m not so sure. In many companies HR is still seen as lacking credibility and business acumen.  Also, seen as involved in adminstrative detail vs. helping top managment achieve its strategic agenda.&lt;/p&gt;
</description>
 <pubDate>Wed, 25 Jun 2008 14:12:49 -0400</pubDate>
 <dc:creator>Jim Bolt</dc:creator>
 <guid isPermaLink="false">901580 at http://www.fastcompany.com</guid>
</item>
<item>
 <title>Competence of the Human Resource Profession</title>
 <link>http://www.fastcompany.com/blog/jim-bolt/executive-development-past-present-and-future/competence-human-resource-profession</link>
 <description>&lt;p&gt;
I just read about the results of an interesting new study, “&lt;a href=&quot;http://www.softscape.com/whitepapers/SGTN.htm&quot;&gt;State of the Global Talent Nation&lt;/a&gt;”, conducted by Softscape. 94% of the 250 human resource professionals surveyed say they “don’t feel their personnel are adequately prepared to meet future company goals”. And that is 30 percent worse than three years ago. What’s even more disturbing? More than half of them say the big reason this is so is they are not confident that their business effectively manages human resource processes.
&lt;/p&gt;
&lt;p&gt;&lt;a href=&quot;http://www.fastcompany.com/blog/jim-bolt/executive-development-past-present-and-future/competence-human-resource-profession&quot;&gt;read more&lt;/a&gt;&lt;/p&gt;</description>
 <category domain="http://www.fastcompany.com/tag/workforce-readiness">workforce readiness</category>
 <category domain="http://www.fastcompany.com/tag/hr">HR</category>
 <category domain="http://www.fastcompany.com/tag/human-resource-professionals">human resource professionals</category>
 <category domain="http://www.fastcompany.com/tag/human-resource-management">human resource management</category>
 <category domain="http://www.fastcompany.com/tag/softscape">Softscape</category>
 <category domain="http://www.fastcompany.com/tag/workforce">workforce</category>
 <category domain="http://www.fastcompany.com/tag/human-resources">Human Resources</category>
 <category domain="http://www.fastcompany.com/tag/talent-management">talent management</category>
 <category domain="http://www.fastcompany.com/tag/study">study</category>
 <category domain="http://www.fastcompany.com/tag/competence">competence</category>
 <category domain="http://www.fastcompany.com/tag/hr-processes">HR processes</category>
 <category domain="http://www.fastcompany.com/tag/survey">Survey</category>
 <category domain="http://www.fastcompany.com/tag/global-hr-trends">global hr trends</category>
 <category domain="http://www.fastcompany.com/tag/leadership-2">Leadership</category>
 <category domain="http://www.fastcompany.com/tag/management-1">Management</category>
 <pubDate>Mon, 23 Jun 2008 14:34:49 -0400</pubDate>
 <dc:creator>Jim Bolt</dc:creator>
 <guid isPermaLink="false">897729 at http://www.fastcompany.com</guid>
</item>
<item>
 <title>Comment on Node  ant</title>
 <link>http://www.fastcompany.com/node/885546</link>
 <description>&lt;p&gt;Jay, thanks for your comments and insights. That&#039;a a great phrase, &quot;Imanginative Gridlock&quot;, and it does seem that these kinds of question might free us from that kind of gridlock.  I completely agree that this a leadership issue.  And leadership at all levels;  as you point out it&#039;s personalin in terms of how we challeng ourselves, as well as the way we think of leadership more traditionally in an organizational setting whether it be our religious, political, educational, social or corporate instititons.  Jim&lt;/p&gt;
</description>
 <pubDate>Sat, 07 Jun 2008 13:25:10 -0400</pubDate>
 <dc:creator>Jim Bolt</dc:creator>
 <guid isPermaLink="false">885546 at http://www.fastcompany.com</guid>
</item>
<item>
 <title>Achieving Full Potential</title>
 <link>http://www.fastcompany.com/blog/jim-bolt/executive-development-past-present-and-future/achieving-full-potential</link>
 <description>&lt;p&gt;
I’ve frequently wondered what it would take to get organizations and the talented people in those organizations to achieve their full potential. As a consultant my observation would be that most people and organizations are performing well below that “full potential” level. Is getting close to full potential possible?
&lt;/p&gt;
&lt;p&gt;&lt;a href=&quot;http://www.fastcompany.com/blog/jim-bolt/executive-development-past-present-and-future/achieving-full-potential&quot;&gt;read more&lt;/a&gt;&lt;/p&gt;</description>
 <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/potential">potential</category>
 <category domain="http://www.fastcompany.com/tag/google">google</category>
 <category domain="http://www.fastcompany.com/tag/outstanding-performance">outstanding performance</category>
 <category domain="http://www.fastcompany.com/tag/culture">culture</category>
 <category domain="http://www.fastcompany.com/tag/big-questions">big questions</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>Thu, 05 Jun 2008 17:22:30 -0400</pubDate>
 <dc:creator>Jim Bolt</dc:creator>
 <guid isPermaLink="false">883847 at http://www.fastcompany.com</guid>
</item>
<item>
 <title>The 5 Secrets</title>
 <link>http://www.fastcompany.com/blog/jim-bolt/executive-development-past-present-and-future/5-secrets</link>
 <description>&lt;!--paging_filter--&gt;&lt;p&gt;&lt;a href=&quot;http://www.fastcompany.com/blog/jim-bolt/executive-development-past-present-and-future/5-secrets&quot;&gt;read more&lt;/a&gt;&lt;/p&gt;</description>
 <category domain="http://www.fastcompany.com/tag/leadership-2">Leadership</category>
 <pubDate>Mon, 04 Feb 2008 18:57:34 -0500</pubDate>
 <dc:creator>Jim Bolt</dc:creator>
 <guid isPermaLink="false">661718 at http://www.fastcompany.com</guid>
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<item>
 <title>Building Strong Networks: Part Three</title>
 <link>http://www.fastcompany.com/blog/jim-bolt/executive-development-past-present-and-future/building-strong-networks-part-three</link>
 <description>&lt;!--paging_filter--&gt;&lt;p&gt;&lt;a href=&quot;http://www.fastcompany.com/blog/jim-bolt/executive-development-past-present-and-future/building-strong-networks-part-three&quot;&gt;read more&lt;/a&gt;&lt;/p&gt;</description>
 <category domain="http://www.fastcompany.com/tag/leadership-2">Leadership</category>
 <pubDate>Mon, 21 Jan 2008 19:37:57 -0500</pubDate>
 <dc:creator>Jim Bolt</dc:creator>
 <guid isPermaLink="false">661635 at http://www.fastcompany.com</guid>
</item>
<item>
 <title>Building Strong Networks: Part Two</title>
 <link>http://www.fastcompany.com/blog/jim-bolt/executive-development-past-present-and-future/building-strong-networks-part-two</link>
 <description>&lt;!--paging_filter--&gt;&lt;p&gt;&lt;a href=&quot;http://www.fastcompany.com/blog/jim-bolt/executive-development-past-present-and-future/building-strong-networks-part-two&quot;&gt;read more&lt;/a&gt;&lt;/p&gt;</description>
 <category domain="http://www.fastcompany.com/tag/leadership-2">Leadership</category>
 <pubDate>Mon, 14 Jan 2008 19:46:33 -0500</pubDate>
 <dc:creator>Jim Bolt</dc:creator>
 <guid isPermaLink="false">661587 at http://www.fastcompany.com</guid>
</item>
<item>
 <title>Building Strong Networks: Part One</title>
 <link>http://www.fastcompany.com/blog/jim-bolt/executive-development-past-present-and-future/building-strong-networks-part-one</link>
 <description>&lt;!--paging_filter--&gt;&lt;p&gt;&lt;a href=&quot;http://www.fastcompany.com/blog/jim-bolt/executive-development-past-present-and-future/building-strong-networks-part-one&quot;&gt;read more&lt;/a&gt;&lt;/p&gt;</description>
 <category domain="http://www.fastcompany.com/tag/leadership-2">Leadership</category>
 <pubDate>Sun, 06 Jan 2008 14:44:21 -0500</pubDate>
 <dc:creator>Jim Bolt</dc:creator>
 <guid isPermaLink="false">661483 at http://www.fastcompany.com</guid>
</item>
<item>
 <title>The Learning Glass Ceiling – Part 2</title>
 <link>http://www.fastcompany.com/blog/jim-bolt/executive-development-past-present-and-future/learning-glass-ceiling-%E2%80%93-part-2</link>
 <description>&lt;!--paging_filter--&gt;&lt;p&gt;&lt;a href=&quot;http://www.fastcompany.com/blog/jim-bolt/executive-development-past-present-and-future/learning-glass-ceiling-%E2%80%93-part-2&quot;&gt;read more&lt;/a&gt;&lt;/p&gt;</description>
 <category domain="http://www.fastcompany.com/tag/leadership-2">Leadership</category>
 <pubDate>Mon, 17 Dec 2007 17:27:55 -0500</pubDate>
 <dc:creator>Jim Bolt</dc:creator>
 <guid isPermaLink="false">661367 at http://www.fastcompany.com</guid>
</item>
<item>
 <title>The Learning Glass Ceiling  (or, is your leader a Know it All?) – Part 1</title>
 <link>http://www.fastcompany.com/blog/jim-bolt/executive-development-past-present-and-future/learning-glass-ceiling-or-your-leader-kn</link>
 <description>&lt;!--paging_filter--&gt;&lt;p&gt;&lt;a href=&quot;http://www.fastcompany.com/blog/jim-bolt/executive-development-past-present-and-future/learning-glass-ceiling-or-your-leader-kn&quot;&gt;read more&lt;/a&gt;&lt;/p&gt;</description>
 <category domain="http://www.fastcompany.com/tag/leadership-2">Leadership</category>
 <pubDate>Sat, 08 Dec 2007 15:15:31 -0500</pubDate>
 <dc:creator>Jim Bolt</dc:creator>
 <guid isPermaLink="false">661330 at http://www.fastcompany.com</guid>
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