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	<title>Linked 2 Leadership &#124; The Leadership Collaboratorymanagement &#8211; Linked 2 Leadership | The Leadership Collaboratory</title>
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		<title>4 Tips to Staying Organized as an Office Manager</title>
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		<pubDate>Tue, 14 Mar 2017 02:52:18 +0000</pubDate>
		<dc:creator>L2L Contributing Author</dc:creator>
				<category><![CDATA[Emotional Intelligence]]></category>
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				<description><![CDATA[Some people love to organize, while others take a more lackadaisical approach to their home and professional lives. Regardless of your natural organizational skills, however, you can find success as an office manager with the following four organizing tips. or·gan·ized  [ˈôrɡəˌnīzd]  ADJECTIVE: Arranged in a systematic way, especially on a large scale. 1) Make Organization Beautiful [&#8230;]]]></description>
			<content:encoded><![CDATA[Some people love to organize, while others take a more lackadaisical approach to their home and professional lives. Regardless of your natural organizational skills, however, you can find success as an office manager with the following four organizing tips. or·gan·ized  [ˈôrɡəˌnīzd]  ADJECTIVE: Arranged in a systematic way, especially on a large scale. 1) Make Organization Beautiful [&#8230;]]]></content:encoded>
	

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		<title>L2L Infographic: How to Become a Hero-Leader</title>
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		<pubDate>Mon, 30 May 2016 06:00:48 +0000</pubDate>
		<dc:creator>Tom Schulte</dc:creator>
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		<category><![CDATA[Infographic]]></category>
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				<description><![CDATA[Infographic Courtesy of EPOS Systems]]></description>
			<content:encoded><![CDATA[Infographic Courtesy of EPOS Systems]]></content:encoded>
	

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		<title>Imaginary Leadership (Part 2 of 2)</title>
		<link>https://linked2leadership.com/2016/01/27/imaginary-leadership-part-2-of-2/?utm_source=rss&#038;utm_medium=rss&#038;utm_campaign=imaginary-leadership-part-2-of-2</link>
		<comments>https://linked2leadership.com/2016/01/27/imaginary-leadership-part-2-of-2/#respond</comments>
		<pubDate>Wed, 27 Jan 2016 16:01:55 +0000</pubDate>
		<dc:creator>Richard Dillard</dc:creator>
				<category><![CDATA[Leadership Development]]></category>
		<category><![CDATA[Professional Growth]]></category>
		<category><![CDATA[Teamwork]]></category>
		<category><![CDATA[Leadership]]></category>
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				<description><![CDATA[Many leaders may be imaginary, but the pain, problems and privation they cause to people, productivity and profit are all too real! In part one of the two-part series, I compared the profile of Imaginary Leaders to that of Real Leaders—a distinction with a profound difference—and introduced what I consider to be the top three [&#8230;]]]></description>
			<content:encoded><![CDATA[Many leaders may be imaginary, but the pain, problems and privation they cause to people, productivity and profit are all too real! In part one of the two-part series, I compared the profile of Imaginary Leaders to that of Real Leaders—a distinction with a profound difference—and introduced what I consider to be the top three [&#8230;]]]></content:encoded>
	

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		<title>Imaginary Leadership (Part 1 of 2)</title>
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		<pubDate>Wed, 06 Jan 2016 16:03:18 +0000</pubDate>
		<dc:creator>Richard Dillard</dc:creator>
				<category><![CDATA[Leadership Development]]></category>
		<category><![CDATA[Personal Growth]]></category>
		<category><![CDATA[Professional Growth]]></category>
		<category><![CDATA[Leadership]]></category>
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		<guid isPermaLink="false">https://linked2leadership.com/?p=315</guid>

				<description><![CDATA[Have you ever met an Imaginary Leader or experienced the displeasure of working for one? Unfortunately, it is altogether likely that you have, and it is a foregone conclusion that you didn’t like it.&#8221; It also follows naturally that the group/ company suffered as a result. The reality is, there are a lot of Imaginary [&#8230;]]]></description>
			<content:encoded><![CDATA[Have you ever met an Imaginary Leader or experienced the displeasure of working for one? Unfortunately, it is altogether likely that you have, and it is a foregone conclusion that you didn’t like it.&#8221; It also follows naturally that the group/ company suffered as a result. The reality is, there are a lot of Imaginary [&#8230;]]]></content:encoded>
	

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		<title>How to Ensure Motivation Trickles From the Top Down</title>
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		<comments>https://linked2leadership.com/2015/12/16/how-to-ensure-motivation-trickles-from-the-top-down/#comments</comments>
		<pubDate>Wed, 16 Dec 2015 23:00:41 +0000</pubDate>
		<dc:creator>Robert Cordray</dc:creator>
				<category><![CDATA[Emotional Intelligence]]></category>
		<category><![CDATA[Leadership Development]]></category>
		<category><![CDATA[Organizational Health]]></category>
		<category><![CDATA[Personal Growth]]></category>
		<category><![CDATA[Professional Growth]]></category>
		<category><![CDATA[Servant Leadership]]></category>
		<category><![CDATA[employee engagement]]></category>
		<category><![CDATA[Leadership]]></category>
		<category><![CDATA[management]]></category>
		<guid isPermaLink="false">https://linked2leadership.com/?p=262</guid>

				<description><![CDATA[Motivation is considered to be one of the most important contributing factors to high levels of employee engagement and satisfaction. However, as illustrated below, motivation must start from the top in order to be most effective. Executive Engagement Research shows that the modern work environment has drastically changed. To illustrate, workplaces are more complex, markets [&#8230;]]]></description>
			<content:encoded><![CDATA[Motivation is considered to be one of the most important contributing factors to high levels of employee engagement and satisfaction. However, as illustrated below, motivation must start from the top in order to be most effective. Executive Engagement Research shows that the modern work environment has drastically changed. To illustrate, workplaces are more complex, markets [&#8230;]]]></content:encoded>
	

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