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	<title>Comments for Transformational Leadership &#038; Service</title>
	<link>http://www.vanhooser.com/newsletter</link>
	<description>Practical examples, useful illustrations and workable ideas for successfully handling leadership, management and customer service issues like conflict and confrontation, motivating employees, building long-lasting customer relationships, managing change and building cohesive teams.</description>
	<pubDate>Sat, 05 Jul 2008 00:09:06 +0000</pubDate>
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		<title>Comment on Issue 100 - Knowing When to Go by Jim Hayes</title>
		<link>http://www.vanhooser.com/newsletter/2007/issue-100-knowing-when-to-go/#comment-6</link>
		<author>Jim Hayes</author>
		<pubDate>Tue, 21 Aug 2007 00:50:24 +0000</pubDate>
		<guid>http://www.vanhooser.com/newsletter/2007/issue-100-knowing-when-to-go/#comment-6</guid>
		<description>It is rare for a manager/leader to step down because the fire has dimmed and to do so voluntarily and with no prompting.  As in Mike Hargrove’s case, there was no apparent external event that triggered his decision.  I can only think of one other departure that was similar and that was Whitey Herzog with the Cardinals but he was getting fed up with managing the attitudes of his players.

I’m sure it’s across all businesses but you don’t get much of a chance to read in the newspapers about the manager/leader of a business who decides to leave for the same reason that Hargrove reached.  Sports figures, by nature of daily exposure, get the ink and also the speculation by their fans that “it’s time.” Most players stayed with the ball too long. Think of Willie Mays as a Met, Warren Spahn as a Giant, Hank Aaron as a Brewer, Harmon Killebrew as a Royal.  Barry Bonds as a Balloon comes to mind, too. 

Barry Sanders is the one that most closely resembles what Hargrove did and he never looked back.

For those manager/leaders that return to it later after they left, it’s usually not a case of redemption.  Instead, it’s more akin to watching an old-timer’s game where the play on the field is observed by always looking back.  Earl Weaver, Bud Grant, even Teddy Roosevelt made comeback attempts and who remembers?  If Hargrove comes back, I hope he’s reincarnated as Jim Leyland.</description>
		<content:encoded><![CDATA[<p>It is rare for a manager/leader to step down because the fire has dimmed and to do so voluntarily and with no prompting.  As in Mike Hargrove’s case, there was no apparent external event that triggered his decision.  I can only think of one other departure that was similar and that was Whitey Herzog with the Cardinals but he was getting fed up with managing the attitudes of his players.</p>
<p>I’m sure it’s across all businesses but you don’t get much of a chance to read in the newspapers about the manager/leader of a business who decides to leave for the same reason that Hargrove reached.  Sports figures, by nature of daily exposure, get the ink and also the speculation by their fans that “it’s time.” Most players stayed with the ball too long. Think of Willie Mays as a Met, Warren Spahn as a Giant, Hank Aaron as a Brewer, Harmon Killebrew as a Royal.  Barry Bonds as a Balloon comes to mind, too. </p>
<p>Barry Sanders is the one that most closely resembles what Hargrove did and he never looked back.</p>
<p>For those manager/leaders that return to it later after they left, it’s usually not a case of redemption.  Instead, it’s more akin to watching an old-timer’s game where the play on the field is observed by always looking back.  Earl Weaver, Bud Grant, even Teddy Roosevelt made comeback attempts and who remembers?  If Hargrove comes back, I hope he’s reincarnated as Jim Leyland.</p>
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		<title>Comment on Issue 100 - Knowing When to Go by Dave Kurlan</title>
		<link>http://www.vanhooser.com/newsletter/2007/issue-100-knowing-when-to-go/#comment-5</link>
		<author>Dave Kurlan</author>
		<pubDate>Fri, 17 Aug 2007 20:18:59 +0000</pubDate>
		<guid>http://www.vanhooser.com/newsletter/2007/issue-100-knowing-when-to-go/#comment-5</guid>
		<description>Great article.  Jeff Angus, Author of Management by Baseball, also had some management insights relative to Mike Hargrove's resignation.  They're at his blog, http://cmdr-scott.blogspot.com/ and if you scroll down to July 2 you'll see his thoughts there.

As a sales development expert and author of a sales book based on Baseball, I have professed for years that the single most important element is the desire for success sales. When the desire isn't there, one won't do the things they don't want to do, despite the importance of those things.</description>
		<content:encoded><![CDATA[<p>Great article.  Jeff Angus, Author of Management by Baseball, also had some management insights relative to Mike Hargrove&#8217;s resignation.  They&#8217;re at his blog, <a href="http://cmdr-scott.blogspot.com/" rel="nofollow">http://cmdr-scott.blogspot.com/</a> and if you scroll down to July 2 you&#8217;ll see his thoughts there.</p>
<p>As a sales development expert and author of a sales book based on Baseball, I have professed for years that the single most important element is the desire for success sales. When the desire isn&#8217;t there, one won&#8217;t do the things they don&#8217;t want to do, despite the importance of those things.</p>
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		<title>Comment on Issue 100 - Knowing When to Go by Phil Van Hooser</title>
		<link>http://www.vanhooser.com/newsletter/2007/issue-100-knowing-when-to-go/#comment-4</link>
		<author>Phil Van Hooser</author>
		<pubDate>Thu, 16 Aug 2007 21:04:11 +0000</pubDate>
		<guid>http://www.vanhooser.com/newsletter/2007/issue-100-knowing-when-to-go/#comment-4</guid>
		<description>&lt;p&gt;Too many of us simply want to go out on top, regardless the cost to others or to the organizations we represent.  In my opinion that is totally a self-centered desire.  More leadership-centric is the desire to go out when it's actually time to go out--not necessarily when we want to.  In other words, true leaders are more concerned about those and that which has been entrusted to them, than they are their own personal desires.&lt;/p&gt;
&lt;p&gt;I have forwarded this article to Mike Hargrove by way of an emissary.  I hope he gets it and I hope he finds some measure of satisfaction in knowing that at least one person appreciates his courage to do the right thing.&lt;/p&gt;
&lt;p&gt;Michael, I appreciate your perspective.  Thanks for commenting.&lt;/p&gt;
</description>
		<content:encoded><![CDATA[<p>Too many of us simply want to go out on top, regardless the cost to others or to the organizations we represent.  In my opinion that is totally a self-centered desire.  More leadership-centric is the desire to go out when it&#8217;s actually time to go out&#8211;not necessarily when we want to.  In other words, true leaders are more concerned about those and that which has been entrusted to them, than they are their own personal desires.</p>
<p>I have forwarded this article to Mike Hargrove by way of an emissary.  I hope he gets it and I hope he finds some measure of satisfaction in knowing that at least one person appreciates his courage to do the right thing.</p>
<p>Michael, I appreciate your perspective.  Thanks for commenting.</p>
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		<title>Comment on Episode 2 - Beware the Leadership Curse by Steve Cox</title>
		<link>http://www.vanhooser.com/newsletter/2007/episode-2-beware-the-leadership-curse/#comment-3</link>
		<author>Steve Cox</author>
		<pubDate>Thu, 16 Aug 2007 20:07:59 +0000</pubDate>
		<guid>http://www.vanhooser.com/newsletter/2007/episode-2-beware-the-leadership-curse/#comment-3</guid>
		<description>Great job! I agree.</description>
		<content:encoded><![CDATA[<p>Great job! I agree.</p>
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		<title>Comment on Issue 100 - Knowing When to Go by Michael Benidt</title>
		<link>http://www.vanhooser.com/newsletter/2007/issue-100-knowing-when-to-go/#comment-2</link>
		<author>Michael Benidt</author>
		<pubDate>Thu, 16 Aug 2007 17:16:44 +0000</pubDate>
		<guid>http://www.vanhooser.com/newsletter/2007/issue-100-knowing-when-to-go/#comment-2</guid>
		<description>Wonderfully deep article about an issue we all face - the struggle "to rise to that same level of commitment and performance personally."

Seth Godin has called it The Dip in his recent rather slight and rather odd book. He suggests that the most successful people know when to quit. 

Maybe we all face those questions of commitment. We certainly have. When is it time to quit in the face of adversity? When is it time to fight that adversity?

The current manager of the Detroit Tigers, Jim Leyland, left baseball a few years ago saying much the same things that Mike Hargrove has said. He knew when to quit, for sure, but he also knew when to come back. Under Leyland, the Tigers have had great success and he is clearly having a great time once again.  

We may see Mr. Hargrove again on the baseball stage. I sure hope so.

And, I hope you send your article to Mike Hargrove, Phillip. There is likely a good friendship there - and one he might need right now.</description>
		<content:encoded><![CDATA[<p>Wonderfully deep article about an issue we all face - the struggle &#8220;to rise to that same level of commitment and performance personally.&#8221;</p>
<p>Seth Godin has called it The Dip in his recent rather slight and rather odd book. He suggests that the most successful people know when to quit. </p>
<p>Maybe we all face those questions of commitment. We certainly have. When is it time to quit in the face of adversity? When is it time to fight that adversity?</p>
<p>The current manager of the Detroit Tigers, Jim Leyland, left baseball a few years ago saying much the same things that Mike Hargrove has said. He knew when to quit, for sure, but he also knew when to come back. Under Leyland, the Tigers have had great success and he is clearly having a great time once again.  </p>
<p>We may see Mr. Hargrove again on the baseball stage. I sure hope so.</p>
<p>And, I hope you send your article to Mike Hargrove, Phillip. There is likely a good friendship there - and one he might need right now.</p>
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