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<channel>
	<title>Porcupine X &#187; Leadership</title>
	<atom:link href="http://porcupinex.net/site/item/category/leadership/feed" rel="self" type="application/rss+xml" />
	<link>http://porcupinex.net/site</link>
	<description>Alias Jørgen Larsen&#039;s Blog</description>
	<lastBuildDate>Thu, 19 May 2011 21:38:23 +0000</lastBuildDate>
	<language>en</language>
	<sy:updatePeriod>hourly</sy:updatePeriod>
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		<item>
		<title>Company Hierarchy</title>
		<link>http://porcupinex.net/site/item/company-hierarchy</link>
		<comments>http://porcupinex.net/site/item/company-hierarchy#comments</comments>
		<pubDate>Fri, 19 Mar 2010 21:16:00 +0000</pubDate>
		<dc:creator>dapp</dc:creator>
				<category><![CDATA[Fun]]></category>
		<category><![CDATA[Leadership]]></category>

		<guid isPermaLink="false">http://porcupinex.net/site/?p=970</guid>
		<description><![CDATA[This made me laugh From the book: Ignore Everybody: and 39 Other Keys to Creativity by Hugh Macleod.]]></description>
			<content:encoded><![CDATA[<p>This made me laugh</p>
<div style="text-align: center; margin-top: -20px;">
<img class="aligncenter" src="http://porcupinex.net/media/company_hierarchy-20100319-220801.png" alt="Company Hierarchy" /></div>
<p>From the book: <a href="http://bit.ly/bF6AEV">Ignore Everybody: and 39 Other Keys to Creativity by Hugh Macleod</a>.</p>
]]></content:encoded>
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		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>How the Web Ate the Economy</title>
		<link>http://porcupinex.net/site/item/how-the-web-ate-the-economy</link>
		<comments>http://porcupinex.net/site/item/how-the-web-ate-the-economy#comments</comments>
		<pubDate>Thu, 18 Mar 2010 08:11:13 +0000</pubDate>
		<dc:creator>dapp</dc:creator>
				<category><![CDATA[Leadership]]></category>
		<category><![CDATA[Business/Finance]]></category>
		<category><![CDATA[Douglas Rushkoff]]></category>

		<guid isPermaLink="false">http://porcupinex.net/site/?p=960</guid>
		<description><![CDATA[The marvelous Douglas Rushkoff with his talk &#8220;How the Web Ate the Economy, and Why This Is Good for Everyone&#8221;.]]></description>
			<content:encoded><![CDATA[<p>The marvelous Douglas Rushkoff  with his talk &#8220;How the Web Ate the Economy, and Why This Is Good for Everyone&#8221;.<br />
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		</item>
		<item>
		<title>Linda Rising about living, sleep and caffeine?</title>
		<link>http://porcupinex.net/site/item/linda-rising-about-plan-driven-or-agile-living</link>
		<comments>http://porcupinex.net/site/item/linda-rising-about-plan-driven-or-agile-living#comments</comments>
		<pubDate>Tue, 16 Mar 2010 05:54:56 +0000</pubDate>
		<dc:creator>dapp</dc:creator>
				<category><![CDATA[Leadership]]></category>
		<category><![CDATA[Software Development]]></category>
		<category><![CDATA[caffeine]]></category>
		<category><![CDATA[JAOO]]></category>
		<category><![CDATA[Linda Rising]]></category>
		<category><![CDATA[sleep]]></category>

		<guid isPermaLink="false">http://porcupinex.net/site/?p=955</guid>
		<description><![CDATA[]]></description>
			<content:encoded><![CDATA[<p><embed src="http://blip.tv/play/6VaByY5kAg" type="application/x-shockwave-flash" width="480" height="414" allowscriptaccess="always" allowfullscreen="true"></embed></p>
]]></content:encoded>
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		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>I don&#8217;t believe in efficiency&#8230;</title>
		<link>http://porcupinex.net/site/item/i-dont-believe-in-efficiency</link>
		<comments>http://porcupinex.net/site/item/i-dont-believe-in-efficiency#comments</comments>
		<pubDate>Fri, 26 Feb 2010 20:30:56 +0000</pubDate>
		<dc:creator>dapp</dc:creator>
				<category><![CDATA[Leadership]]></category>
		<category><![CDATA[Software Development]]></category>

		<guid isPermaLink="false">http://porcupinex.net/site/?p=930</guid>
		<description><![CDATA[The obsession with efficiency makes &#8220;dilbert-state-like-companies&#8221; that takes decisions based on wrong assumptions. Budgets seems like one of the most dangerous tools if you want a sane company &#8211; a budget is in most companies the bible that everyone have to obey but like project plans it can mostly be put in the category of [...]]]></description>
			<content:encoded><![CDATA[<p>The obsession with efficiency makes &#8220;dilbert-state-like-companies&#8221; that takes decisions based on wrong assumptions. Budgets seems like one of the most dangerous tools if you want a sane company &#8211; a budget is in most companies the bible that everyone have to obey but like project plans it can mostly be put in the category of wishful thinking that have the extra bonus that management have a hard time seeing the really good ideas that could make the cash counter go ding ding ding! <img src='http://porcupinex.net/site/wp-includes/images/smilies/icon_wink.gif' alt=';-)' class='wp-smiley' /> </p>
<p>Dan North gave a marvelous talk at the Øredev conference 2009 about &#8220;The obsession with efficiency&#8221; with a nice technology twist: <a  target="_blank" href="http://www.oredev.org/Prod/Oredev/site.nsf/docsbycodename/session?opendocument&amp;sid=881226DFB9627645C12575AF0049FAF8&amp;track=774403CBFC46BFC3C12575A5004994A0&amp;day=3"><img class="alignleft size-full wp-image-934" title="Dan North - Session - Øredev 2009" src="http://porcupinex.net/site/wp-content/uploads/2010/02/Dan-North-Session-Øredev-2009.jpg" alt="" width="560" height="315" /></a></p>
<p>Dan North mentions the <a href="http://www.bbrt.org/beyond-budgeting/beybud.html" target="_blank">BBRT &#8211; Beyond Budgeting Roundtable</a> as an alternative to budgeting.</p>
<p>I can really recommend Tom DeMarco&#8217;s book &#8216;<a href="http://www.amazon.co.uk/gp/product/0932633617?ie=UTF8&amp;tag=porcupinex-21&amp;linkCode=as2&amp;camp=1634&amp;creative=19450&amp;creativeASIN=0932633617">Slack: Getting Past Burn-out, Busywork, and the Myth of Total Efficiency</a>&#8216;.</p>
<p> </p>
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		</item>
		<item>
		<title>Are You Ready to Succeed?</title>
		<link>http://porcupinex.net/site/item/are-you-ready-to-succeed</link>
		<comments>http://porcupinex.net/site/item/are-you-ready-to-succeed#comments</comments>
		<pubDate>Thu, 25 Feb 2010 20:45:01 +0000</pubDate>
		<dc:creator>dapp</dc:creator>
				<category><![CDATA[Leadership]]></category>
		<category><![CDATA[Google Inc.]]></category>
		<category><![CDATA[Philosophy of mind]]></category>
		<category><![CDATA[Self]]></category>
		<category><![CDATA[Srikumar Rao]]></category>

		<guid isPermaLink="false">http://porcupinex.net/site/?p=878</guid>
		<description><![CDATA[Dr. Srikumar Rao conceived the pioneering course Creativity and Personal Mastery; which is one of the most popular and highest rated courses at London Business School and Columbia Business School. Based on this course, Are You Ready to Succeed is an Eastern tradition inspired self-help book that promises readers the tools to effect fundamental life [...]]]></description>
			<content:encoded><![CDATA[<p>Dr. Srikumar Rao conceived the pioneering course Creativity and Personal Mastery; which is one of the most popular and highest rated courses at London Business School and Columbia Business School. Based on this course, Are You Ready to Succeed is an Eastern tradition inspired self-help book that promises readers the tools to effect fundamental life changes and find inner peace. At its heart, this is a case of Eastern philosophy leading Western MBAs along the path to self-improvement and corporate enlightenment, with a kinder and more productive working world as the ultimate goal.</p>
<p>Dr. Srikumar Rao visited Google&#8217;s Mountain View, CA headquarters to discuss &#8220;Are You Ready to Succeed?&#8221;. Stay tuned the next 48 minutes.</p>
<p><object classid="clsid:d27cdb6e-ae6d-11cf-96b8-444553540000" width="560" height="340" codebase="http://download.macromedia.com/pub/shockwave/cabs/flash/swflash.cab#version=6,0,40,0"><param name="allowFullScreen" value="true" /><param name="allowscriptaccess" value="always" /><param name="src" value="http://www.youtube.com/v/u20vVbhpM50&amp;hl=en_US&amp;fs=1&amp;" /><param name="allowfullscreen" value="true" /><embed type="application/x-shockwave-flash" width="560" height="340" src="http://www.youtube.com/v/u20vVbhpM50&amp;hl=en_US&amp;fs=1&amp;" allowscriptaccess="always" allowfullscreen="true"></embed></object></p>
<p> </p>
]]></content:encoded>
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		</item>
		<item>
		<title>Leaders that never say I</title>
		<link>http://porcupinex.net/site/item/leaders-that-never-say-i</link>
		<comments>http://porcupinex.net/site/item/leaders-that-never-say-i#comments</comments>
		<pubDate>Sun, 07 Feb 2010 23:18:24 +0000</pubDate>
		<dc:creator>admin</dc:creator>
				<category><![CDATA[Leadership]]></category>
		<category><![CDATA[management]]></category>
		<category><![CDATA[Peter Drucker]]></category>

		<guid isPermaLink="false">http://porcupinex.net/site/?p=858</guid>
		<description><![CDATA[The leaders who work most effectively, it seems to me, never say &#8220;I.&#8221; And that&#8217;s not because they have trained themselves not to say &#8220;I.&#8221; They don&#8217;t think &#8220;I.&#8221; They think &#8220;we&#8221;; they think &#8220;team.&#8221; They understand their job to be to make the team function. They accept responsibility and don&#8217;t sidestep it, but &#8220;we&#8221; [...]]]></description>
			<content:encoded><![CDATA[<p>The leaders who work most effectively, it seems to me, never say &#8220;I.&#8221; And that&#8217;s not because they have trained themselves not to say &#8220;I.&#8221; They don&#8217;t think &#8220;I.&#8221; They think &#8220;we&#8221;; they think &#8220;team.&#8221; They understand their job to be to make the team function. They accept responsibility and don&#8217;t sidestep it, but &#8220;we&#8221; gets the credit. This is what creates trust, what enables you to get the task done. (Peter F. Drucker)</p>
]]></content:encoded>
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		</item>
		<item>
		<title>The supreme quality for leadership</title>
		<link>http://porcupinex.net/site/item/the-supreme-quality-for-leadership</link>
		<comments>http://porcupinex.net/site/item/the-supreme-quality-for-leadership#comments</comments>
		<pubDate>Sat, 17 Oct 2009 19:35:58 +0000</pubDate>
		<dc:creator>dapp</dc:creator>
				<category><![CDATA[Leadership]]></category>
		<category><![CDATA[Dwight D. Eisenhower]]></category>

		<guid isPermaLink="false">http://porcupinex.net/site/?p=689</guid>
		<description><![CDATA[The supreme quality for leadership is unquestionably integrity. Without it, no real success is possible, no matter whether it is on a section gang, a football field, in an army, or in an office. (Dwight D. Eisenhower)]]></description>
			<content:encoded><![CDATA[<p>The supreme quality for leadership is unquestionably integrity. Without it, no real success is possible, no matter whether it is on a section gang, a football field, in an army, or in an office. (Dwight D. Eisenhower)</p>
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		<slash:comments>1</slash:comments>
		</item>
		<item>
		<title>The Last Self Improvement Book</title>
		<link>http://porcupinex.net/site/item/the-last-self-improvement-book</link>
		<comments>http://porcupinex.net/site/item/the-last-self-improvement-book#comments</comments>
		<pubDate>Sun, 26 Apr 2009 21:01:43 +0000</pubDate>
		<dc:creator>dapp</dc:creator>
				<category><![CDATA[Leadership]]></category>
		<category><![CDATA[Miscellaneous]]></category>
		<category><![CDATA[Stephen Shapiro]]></category>

		<guid isPermaLink="false">http://porcupinex.net/site/?p=491</guid>
		<description><![CDATA[&#160;We are taught from a young age that in order to achieve great success we must set and achieve our goals. However in doing so, we become focused on where we are going rather than enjoying where we are right now. We sacrifice today in the hope that a better future will emerge, only to [...]]]></description>
			<content:encoded><![CDATA[<p><a href="http://www.amazon.co.uk/gp/product/0471772801?ie=UTF8&amp;tag=pythozcom-21&amp;linkCode=as2&amp;camp=1634&amp;creative=19450&amp;creativeASIN=0471772801"><img width="90px" align="left" alt="" src="http://porcupinex.net/media/goalfreeliving.gif" /></a></p>
<p>&nbsp;We are taught from a young age that in order to achieve great success we must set and achieve our goals. However in doing so, we become focused on where we are going rather than enjoying where we are right now. We sacrifice today in the hope that a better future will emerge, only to discover that achievement rarely leads to true joy. Goal-Free Living presents an alternative philosophy &#8211; that we can have an extraordinary life now, all without goals and detailed plans. By living for each moment, it&rsquo;s possible to have a successful life and follow your passions at the same time.</p>
<p>
In Stephen Shapiro&rsquo;s book &ldquo; <a href="https://www.amazon.co.uk/dp/0471772801?tag=porcupinex-21&amp;camp=2902&amp;creative=19466&amp;linkCode=as4&amp;creativeASIN=0471772801&amp;adid=1E0PNN6MS36MEN1BH3Y3&amp;">Goal-Free Living</a>&rdquo; he presents his eight secrets to living life free from the constant pressure of goals:</p>
<ul>
<li>- Use a compass, not a map</li>
<li>- Trust that you are never lost</li>
<li>- Remember that opportunity knocks often, but sometimes softly</li>
<li>- Want what you have</li>
<li>- Seek out adventure</li>
<li>- Become a people magnet</li>
<li>- Embrace your limits</li>
<li>- Remain detached</li>
</ul>
<p>Goal-Free Living offers practical guidance on putting these secrets to work in your own life every day. Take them to heart and you&rsquo;ll be free of the tyranny of goals-and experience a life truly worth living.</p>
<p>A couple of random quotes from the book:</p>
<blockquote>
<p>
&quot;I started thinking about growth rather than downsizing. Innovation and creativity rather than efficiency.&quot;&nbsp;</p>
</blockquote>
<blockquote>
<p>&quot;The things to do are: the things that need doing: that you see need to be done, and no one else seems to see the need to be done. Then you will conceive your own way of doing that which needs to be done &#8211; that no one else has told you to do or how to do it. This  will bring out the real you that often get buried inside a character that acquired a superficial array of behaviors induced or imposed by other on the individual.&quot;</p>
<p>&quot;One of the side effects of living goal-free is that we don&rsquo;t end up with a neat and tidy set of accomplishments that defines us. We end up with lots of strings that cross, weave, twist, and turn. They all lead to the current moment, right now. They lead out into the future too, but we can only guess at where they will cross again. Any threads can take me almost anywhere I need to go, but to sort it out logically in terms of goals and accomplishments can really squeeze the life out of the stories, the threads, this life.&quot;</p>
<p>&quot;Networking isn&rsquo;t about business opportunities or social status. Rather it is about making new connections, gaining new experiences, and sharing passions.&quot;</p>
<p>&quot;Difference knowledge rather than more knowledge.&quot;<br />
&nbsp;</p>
</blockquote>
<p>I personally think this is a really amazing book &#8211; <a href="https://www.amazon.co.uk/dp/0471772801?tag=porcupinex-21&amp;camp=2902&amp;creative=19466&amp;linkCode=as4&amp;creativeASIN=0471772801&amp;adid=1E0PNN6MS36MEN1BH3Y3&amp;">Stephen Shapiro&rsquo;s Goal-Free Living</a>.</p>
<p>&nbsp;</p>
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		<item>
		<title>SCRUM Denmark 2008 Status</title>
		<link>http://porcupinex.net/site/item/scrum-denmark-2008-status</link>
		<comments>http://porcupinex.net/site/item/scrum-denmark-2008-status#comments</comments>
		<pubDate>Sun, 28 Dec 2008 21:00:56 +0000</pubDate>
		<dc:creator>dapp</dc:creator>
				<category><![CDATA[Leadership]]></category>
		<category><![CDATA[Software Development]]></category>

		<guid isPermaLink="false">http://porcupinex.net/site/?p=332</guid>
		<description><![CDATA[In Q1 2008 I started a free professional network in Denmark for people with interest in the SCRUM process framework in Denmark. Today the network hit 600 people! and the discussions treads seems to sparkle more and more&#8230; (600 may not seem as a lot but for a local network for people located in Denmark [...]]]></description>
			<content:encoded><![CDATA[<p><img width="100" height="50" align="left" src="http://porcupinex.net/site/wp-content/uploads/2008/12/scrum-big.png" alt="scrum-big" title="scrum-big" class="alignnone size-full wp-image-333" />In Q1 2008 I started a free professional network in Denmark for people with interest in the SCRUM process framework in Denmark. Today the network hit 600 people! and the discussions treads seems to sparkle more and more&#8230; (600 may not seem as a lot but for a local network for people located in Denmark with a interest in Scrum I think it is pretty good). I can&#8217;t think how it would be possible to connect 600 people in 8-9 months if it hadn&#8217;t been for the help of LinkedIn &#8211; great platform! Lets hit 1000 members in 2009&#8230;</p>
<p>Located in Denmark + Scrum = Join Scrum Denmark at <a href="http://www.linkedin.com/e/gis/61277">http://www.linkedin.com/e/gis/61277</a>&nbsp;;-)</p>
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		</item>
		<item>
		<title>The contrarian effect</title>
		<link>http://porcupinex.net/site/item/the-contrarian-effect</link>
		<comments>http://porcupinex.net/site/item/the-contrarian-effect#comments</comments>
		<pubDate>Sat, 15 Nov 2008 20:52:17 +0000</pubDate>
		<dc:creator>dapp</dc:creator>
				<category><![CDATA[Leadership]]></category>
		<category><![CDATA[Miscellaneous]]></category>
		<category><![CDATA[Networking]]></category>

		<guid isPermaLink="false">http://porcupinex.net/site/?p=299</guid>
		<description><![CDATA[In the book &#8216;The contrarian effect&#8217; Michael Port and Elizabeth Marshall writes about why It Pays (Big) to Take Typical Sales Advice and Do the Opposite. The typical old sales tactics we&#8217;re all familiar with no longer work. Cold calling gets you nowhere, door-to-door selling is a nonstarter, and today&#8217;s consumers are too savvy for [...]]]></description>
			<content:encoded><![CDATA[<p>In the book &lsquo;<a href="http://www.amazon.co.uk/gp/product/0470237902?ie=UTF8&amp;tag=pythozcom-21&amp;linkCode=as2&amp;camp=1634&amp;creative=6738&amp;creativeASIN=0470237902">The contrarian effect</a>&rsquo; Michael Port and Elizabeth Marshall writes about why It Pays (Big) to Take Typical Sales Advice and Do the Opposite.</p>
<p>The typical old sales tactics we&#8217;re all familiar with no longer work. Cold calling gets you nowhere, door-to-door selling is a nonstarter, and today&#8217;s consumers are too savvy for most traditional scripts and closing techniques. With those tactics, it takes more time and effort to reach fewer and fewer clients. If you&#8217;re still doing it the old-fashioned way, you&#8217;re probably barely keeping your career afloat.</p>
<p>High technology and instant communication have put customers firmly in control of the sales process. They don&#8217;t answer calls from unknown numbers; they demand honesty and transparency in the sales process; they are well informed about your product before they deal with you; and they have no patience for pressure tactics like closing questions. No wonder traditional sales methods no longer work.</p>
<p>The book ends with a contrarian primer with 9 &lsquo;rules&rsquo; here are 4 of them:</p>
<ol>
<li>Build relationships and make connections. <br />
    Each potential customer is a human just like you. He is not a &lsquo;prospect&rsquo;, a &lsquo;commodity, a &lsquo;potential sale&rsquo;, etc. Seek to understand their needs and make a sincere effort to connect with the person. </li>
<li>Respect your customers and honor their wishes. </li>
<li>Make relevant and timely offers. <br />
    When you listen to your target audience and understand their needs &#8211; you know what they want to buy and know what you sell &#8211; make the ends meet. </li>
<li>Practice radical transparency. <br />
    Be honest! </li>
</ol>
<p>
Book idea! It could be fun to mix the contrarian approach with the &lsquo;old school&rsquo; sales books like &lsquo;Advanced Selling Strategies&rsquo; (Brian Tracy):</p>
<ul>
<li>Wear dark cloth (dark blue/black) vs. funky green t-shirt with the slogan &lsquo;Anti <a href="http://www.songmeanings.net/songs/view/118932/">Mistadobalina Mr. Bob Dobalina</a>&rsquo;</li>
<li>No facial hair (hints that you want to hide something) vs. grow a beard like Santa Clause everyone need to believe in him with the bad stock market.</li>
<li>&#8230;</li>
</ul>
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