deploy: d4d9f9c

QubitPi · Aug 1, 2024 · 39d145e · 39d145e
1 parent 931aa01
commit 39d145e
Show file tree

Hide file tree

Showing 61 changed files with 150 additions and 32 deletions.
diff --git a/2/index.html b/2/index.html
diff --git a/_astro/_category_.Cs2vn3O9.css b/_astro/_category_.Cs2vn3O9.css
diff --git a/_astro/_category_.DIagfFno.css b/_astro/_category_.DIagfFno.css
diff --git a/_astro/_page_.fevZk8Se.css → _astro/_page_.D7Nl4aGn.css b/_astro/_page_.fevZk8Se.css → _astro/_page_.D7Nl4aGn.css
diff --git a/_astro/_page_.Uha1Vp7U.css b/_astro/_page_.Uha1Vp7U.css
diff --git a/_astro/_page_.ptozhpvU.css b/_astro/_page_.ptozhpvU.css
diff --git a/_astro/about.214WUibn.css → _astro/about.C5wPj-PB.css b/_astro/about.214WUibn.css → _astro/about.C5wPj-PB.css
diff --git a/_astro/cover.D228WDKY_1jJLFv.webp b/_astro/cover.D228WDKY_1jJLFv.webp
diff --git a/about/index.html b/about/index.html
diff --git a/archive/category/Leadership/index.html b/archive/category/Leadership/index.html
diff --git a/archive/category/Management/index.html b/archive/category/Management/index.html
diff --git a/archive/category/Philosophy/index.html b/archive/category/Philosophy/index.html
diff --git a/archive/category/Theory/index.html b/archive/category/Theory/index.html
diff --git a/archive/category/uncategorized/index.html b/archive/category/uncategorized/index.html
diff --git a/archive/index.html b/archive/index.html
diff --git a/archive/tag/Ethics/index.html b/archive/tag/Ethics/index.html
diff --git a/archive/tag/Leadership/index.html b/archive/tag/Leadership/index.html
diff --git a/archive/tag/Management/index.html b/archive/tag/Management/index.html
diff --git a/archive/tag/Public Speech/index.html b/archive/tag/Public Speech/index.html
diff --git a/archive/tag/Technologies/index.html b/archive/tag/Technologies/index.html
diff --git a/archive/tag/Theory/index.html b/archive/tag/Theory/index.html
diff --git a/index.html b/index.html
diff --git a/pagefind/fragment/en_115b767.pf_fragment b/pagefind/fragment/en_115b767.pf_fragment
diff --git a/pagefind/fragment/en_934aa95.pf_fragment → pagefind/fragment/en_219f907.pf_fragment b/pagefind/fragment/en_934aa95.pf_fragment → pagefind/fragment/en_219f907.pf_fragment
diff --git a/pagefind/fragment/en_35706b8.pf_fragment b/pagefind/fragment/en_35706b8.pf_fragment
diff --git a/pagefind/fragment/en_3d91f31.pf_fragment b/pagefind/fragment/en_3d91f31.pf_fragment
diff --git a/pagefind/fragment/en_4083ca2.pf_fragment b/pagefind/fragment/en_4083ca2.pf_fragment
diff --git a/pagefind/fragment/en_587a7b1.pf_fragment b/pagefind/fragment/en_587a7b1.pf_fragment
diff --git a/pagefind/fragment/en_58c0c18.pf_fragment b/pagefind/fragment/en_58c0c18.pf_fragment
diff --git a/pagefind/fragment/en_5ee79ec.pf_fragment b/pagefind/fragment/en_5ee79ec.pf_fragment
diff --git a/pagefind/fragment/en_6c25223.pf_fragment b/pagefind/fragment/en_6c25223.pf_fragment
diff --git a/pagefind/fragment/en_876d944.pf_fragment → pagefind/fragment/en_78d3309.pf_fragment b/pagefind/fragment/en_876d944.pf_fragment → pagefind/fragment/en_78d3309.pf_fragment
diff --git a/pagefind/fragment/en_7aa7ddd.pf_fragment b/pagefind/fragment/en_7aa7ddd.pf_fragment
diff --git a/pagefind/fragment/en_801e214.pf_fragment b/pagefind/fragment/en_801e214.pf_fragment
diff --git a/pagefind/fragment/en_21d6ebc.pf_fragment → pagefind/fragment/en_8d27de7.pf_fragment b/pagefind/fragment/en_21d6ebc.pf_fragment → pagefind/fragment/en_8d27de7.pf_fragment
diff --git a/pagefind/fragment/en_a2f521b.pf_fragment b/pagefind/fragment/en_a2f521b.pf_fragment
diff --git a/pagefind/fragment/en_413b2c6.pf_fragment → pagefind/fragment/en_b36339c.pf_fragment b/pagefind/fragment/en_413b2c6.pf_fragment → pagefind/fragment/en_b36339c.pf_fragment
diff --git a/pagefind/fragment/en_df454cc.pf_fragment b/pagefind/fragment/en_df454cc.pf_fragment
diff --git a/pagefind/fragment/en_e9fdb26.pf_fragment b/pagefind/fragment/en_e9fdb26.pf_fragment
diff --git a/pagefind/fragment/en_ef468d6.pf_fragment b/pagefind/fragment/en_ef468d6.pf_fragment
diff --git a/pagefind/fragment/en_f0ab2ff.pf_fragment b/pagefind/fragment/en_f0ab2ff.pf_fragment
diff --git a/pagefind/index/en_4625d59.pf_index b/pagefind/index/en_4625d59.pf_index
diff --git a/pagefind/index/en_9e2f154.pf_index b/pagefind/index/en_9e2f154.pf_index
diff --git a/pagefind/index/en_c0a05fa.pf_index b/pagefind/index/en_c0a05fa.pf_index
diff --git a/pagefind/index/en_e75632c.pf_index b/pagefind/index/en_e75632c.pf_index
diff --git a/pagefind/pagefind-entry.json b/pagefind/pagefind-entry.json
@@ -1 +1 @@
-{"version":"1.1.0","languages":{"en":{"hash":"en_8182658996","wasm":"en","page_count":11}}}
+{"version":"1.1.0","languages":{"en":{"hash":"en_dd8df2d9a5","wasm":"en","page_count":12}}}
diff --git a/pagefind/pagefind.en_8182658996.pf_meta b/pagefind/pagefind.en_8182658996.pf_meta
diff --git a/pagefind/pagefind.en_dd8df2d9a5.pf_meta b/pagefind/pagefind.en_dd8df2d9a5.pf_meta
diff --git a/posts/good-leaders-make-you-feel-safe/index.html b/posts/good-leaders-make-you-feel-safe/index.html
diff --git a/posts/history-of-management/index.html b/posts/history-of-management/index.html
diff --git a/posts/inspire-action/index.html b/posts/inspire-action/index.html
diff --git a/posts/john-kennedy-space/index.html b/posts/john-kennedy-space/index.html
diff --git a/posts/kant-view-of-mind-and-consciousness/index.html b/posts/kant-view-of-mind-and-consciousness/index.html
diff --git a/posts/managing-tech-assets-common-lib-or-not/index.html b/posts/managing-tech-assets-common-lib-or-not/index.html
diff --git a/posts/oliver-twist/index.html b/posts/oliver-twist/index.html
diff --git a/posts/pro-lege-manilia/index.html b/posts/pro-lege-manilia/index.html
diff --git a/posts/reading-notes-critique-of-pure-reason/index.html b/posts/reading-notes-critique-of-pure-reason/index.html
diff --git a/posts/reading-notes-de-administrando-imperio/index.html b/posts/reading-notes-de-administrando-imperio/index.html
diff --git a/posts/나의-아저씨/index.html b/posts/나의-아저씨/index.html
diff --git a/rss.xml b/rss.xml
@@ -1,4 +1,112 @@
-<?xml version="1.0" encoding="UTF-8"?><rss version="2.0" xmlns:content="http://purl.org/rss/1.0/modules/content/"><channel><title>Jack&apos;s Leadership Blog</title><description>Leadership is, at root, about Influencing Others</description><link>https://leadership.qubitpi.org/</link><language>en</language><item><title>History of Management</title><link>https://leadership.qubitpi.org/posts/history-of-management/</link><guid isPermaLink="true">https://leadership.qubitpi.org/posts/history-of-management/</guid><description>History of Management</description><pubDate>Sun, 21 Jul 2024 00:00:00 GMT</pubDate><content:encoded>&lt;p&gt;My background of Physics told me to truly master a concept, one cannot ignore its origin. If I teach you Maxwell
+<?xml version="1.0" encoding="UTF-8"?><rss version="2.0" xmlns:content="http://purl.org/rss/1.0/modules/content/"><channel><title>Jack&apos;s Leadership Blog</title><description>Leadership is, at root, about Influencing Others</description><link>https://leadership.qubitpi.org/</link><language>en</language><item><title>Why Good Leaders Make You Feel Safe</title><link>https://leadership.qubitpi.org/posts/good-leaders-make-you-feel-safe/</link><guid isPermaLink="true">https://leadership.qubitpi.org/posts/good-leaders-make-you-feel-safe/</guid><description>What makes a great leader? Management theorist Simon Sinek suggests, it&apos;s someone who makes their employees feel
+secure, who draws staffers into a circle of trust. But creating trust and safety -- especially in an uneven economy --
+means taking on big responsibility.
+</description><pubDate>Wed, 31 Jul 2024 00:00:00 GMT</pubDate><content:encoded>&lt;h2&gt;TED Talk by Simon&lt;/h2&gt;
+&lt;p&gt;&amp;lt;iframe width=&quot;100%&quot; height=&quot;468&quot; src=&quot;https://www.youtube.com/embed/lmyZMtPVodo?si=MUyXmgCjeeVCHmIt&quot; title=&quot;Why good leaders make you feel safe | Simon Sinek | TED&quot; frameborder=&quot;0&quot; allow=&quot;accelerometer; autoplay; clipboard-write; encrypted-media; gyroscope; picture-in-picture; web-share&quot; allowfullscreen&amp;gt;&amp;lt;/iframe&amp;gt;&lt;/p&gt;
+&lt;h3&gt;Video Transcript&lt;/h3&gt;
+&lt;p&gt;There&apos;s a man by the name of Captain William Swenson who recently was awarded the congressional Medal of Honor for his
+actions on September 8, 2009.&lt;/p&gt;
+&lt;p&gt;On that day, a column of American and Afghan troops were making their way through a part of Afghanistan to help protect
+a group of government officials, a group of Afghan government officials, who would be meeting with some local village
+elders. The column came under ambush, and was surrounded on three sides, and amongst many other things, Captain Swenson
+was recognized for running into live fire to rescue the wounded and pull out the dead. One of the people he rescued was
+a sergeant, and he and a comrade were making their way to a medevac helicopter.&lt;/p&gt;
+&lt;p&gt;And what was remarkable about this day is, by sheer coincidence, one of the medevac medics happened to have a GoPro
+camera on his helmet and captured the whole scene on camera. It shows Captain Swenson and his comrade bringing this
+wounded soldier who had received a gunshot to the neck. They put him in the helicopter, and then you see Captain Swenson
+bend over and give him a kiss before he turns around to rescue more.&lt;/p&gt;
+&lt;p&gt;I saw this, and I thought to myself, where do people like that come from? What is that? That is some deep, deep emotion,
+when you would want to do that. There&apos;s a love there, and I wanted to know why is it that I don&apos;t have people that I
+work with like that? You know, in the military, they give medals to people who are willing to sacrifice themselves so
+that others may gain. In business, we give bonuses to people who are willing to sacrifice others so that we may gain. We
+have it backwards. Right? So I asked myself, where do people like this come from? And my initial conclusion was that
+they&apos;re just better people. That&apos;s why they&apos;re attracted to the military. These better people are attracted to this
+concept of service. But that&apos;s completely wrong. What I learned was that it&apos;s the environment, and if you get the
+environment right, every single one of us has the capacity to do these remarkable things, and more importantly, others
+have that capacity too. I&apos;ve had the great honor of getting to meet some of these, who we would call heroes, who have
+put themselves and put their lives at risk to save others, and I asked them, &quot;Why would you do it? Why did you do it?&quot;
+And they all say the same thing: &quot;Because they would have done it for me.&quot; It&apos;s this deep sense of trust and
+cooperation. So trust and cooperation are really important here. The problem with concepts of trust and cooperation is
+that they are feelings, they are not instructions. I can&apos;t simply say to you, &quot;Trust me,&quot; and you will. I can&apos;t simply
+instruct two people to cooperate, and they will. It&apos;s not how it works. It&apos;s a feeling.&lt;/p&gt;
+&lt;p&gt;So where does that feeling come from? If you go back 50,000 years to the Paleolithic era, to the early days of Homo
+sapiens, what we find is that the world was filled with danger, all of these forces working very, very hard to kill us.
+Nothing personal. Whether it was the weather, lack of resources, maybe a saber-toothed tiger, all of these things
+working to reduce our lifespan. And so we evolved into social animals, where we lived together and worked together in
+what I call a circle of safety, inside the tribe, where we felt like we belonged. And when we felt safe amongst our own,
+the natural reaction was trust and cooperation. There are inherent benefits to this. It means I can fall asleep at night
+and trust that someone from within my tribe will watch for danger. If we don&apos;t trust each other, if I don&apos;t trust you,
+that means you won&apos;t watch for danger. Bad system of survival.&lt;/p&gt;
+&lt;p&gt;The modern day is exactly the same thing. The world is filled with danger, things that are trying to frustrate our lives
+or reduce our success, reduce our opportunity for success. It could be the ups and downs in the economy, the uncertainty
+of the stock market. It could be a new technology that renders your business model obsolete overnight. Or it could be
+your competition that is sometimes trying to kill you. It&apos;s sometimes trying to put you out of business, but at the very
+minimum is working hard to frustrate your growth and steal your business from you. We have no control over these forces.
+These are a constant, and they&apos;re not going away.&lt;/p&gt;
+&lt;p&gt;The only variable are the conditions inside the organization, and that&apos;s where leadership matters, because it&apos;s the
+leader that sets the tone. When a leader makes the choice to put the safety and lives of the people inside the
+organization first, to sacrifice their comforts and sacrifice the tangible results, so that the people remain and feel
+safe and feel like they belong, remarkable things happen.&lt;/p&gt;
+&lt;p&gt;I was flying on a trip, and I was witness to an incident where a passenger attempted to board before their number
+was called, and I watched the gate agent treat this man like he had broken the law, like a criminal. He was yelled
+at for attempting to board one group too soon. So I said something. I said, &quot;Why do you have to treat us like cattle?
+Why can&apos;t you treat us like human beings?&quot; And this is exactly what she said to me. She said, &quot;Sir, if I don&apos;t follow
+the rules, I could get in trouble or lose my job.&quot; All she was telling me is that she doesn&apos;t feel safe. All she was
+telling me is that she doesn&apos;t trust her leaders. The reason we like flying Southwest Airlines is not because they
+necessarily hire better people. It&apos;s because they don&apos;t fear their leaders.&lt;/p&gt;
+&lt;p&gt;You see, if the conditions are wrong, we are forced to expend our own time and energy to protect ourselves from each
+other, and that inherently weakens the organization. When we feel safe inside the organization, we will naturally
+combine our talents and our strengths and work tirelessly to face the dangers outside and seize the opportunities.&lt;/p&gt;
+&lt;p&gt;The closest analogy I can give to what a great leader is, is like being a parent. If you think about what being a great
+parent is, what do you want? What makes a great parent? We want to give our child opportunities, education, discipline
+them when necessary, all so that they can grow up and achieve more than we could for ourselves. Great leaders want
+exactly the same thing. They want to provide their people opportunity, education, discipline when necessary, build their
+self-confidence, give them the opportunity to try and fail, all so that they could achieve more than we could ever
+imagine for ourselves.&lt;/p&gt;
+&lt;p&gt;Charlie Kim, who&apos;s the CEO of a company called Next Jump in New York City, a tech company, he makes the point that if
+you had hard times in your family, would you ever consider laying off one of your children? We would never do it. Then
+why do we consider laying off people inside our organization? Charlie implemented a policy of lifetime employment. If
+you get a job at Next Jump, you cannot get fired for performance issues. In fact, if you have issues, they will coach
+you and they will give you support, just like we would with one of our children who happens to come home with a C from
+school. It&apos;s the complete opposite.&lt;/p&gt;
+&lt;p&gt;This is the reason so many people have such a visceral hatred, anger, at some of these banking CEOs with their
+disproportionate salaries and bonus structures. It&apos;s not the numbers. It&apos;s that they have violated the very definition
+of leadership. They have violated this deep-seated social contract. We know that they allowed their people to be
+sacrificed so they could protect their own interests, or worse, they sacrificed their people to protect their own
+interests. This is what so offends us, not the numbers. Would anybody be offended if we gave a $150 million bonus to
+Gandhi? How about a $250 million bonus to Mother Teresa? Do we have an issue with that? None at all. None at all. Great
+leaders would never sacrifice the people to save the numbers. They would sooner sacrifice the numbers to save the
+people.&lt;/p&gt;
+&lt;p&gt;Bob Chapman, who runs a large manufacturing company in the Midwest called Barry-Wehmiller, in 2008 was hit very hard by
+the recession, and they lost 30 percent of their orders overnight. Now in a large manufacturing company, this is a big
+deal, and they could no longer afford their labor pool. They needed to save 10 million dollars, so, like so many
+companies today, the board got together and discussed layoffs. And Bob refused. You see, Bob doesn&apos;t believe in head
+counts. Bob believes in heart counts, and it&apos;s much more difficult to simply reduce the heart count. And so they came up
+with a furlough program. Every employee, from secretary to CEO, was required to take four weeks of unpaid vacation. They
+could take it any time they wanted, and they did not have to take it consecutively. But it was how Bob announced the
+program that mattered so much. He said, it&apos;s better that we should all suffer a little than any of us should have to
+suffer a lot, and morale went up. They saved 20 million dollars, and most importantly, as would be expected, when the
+people feel safe and protected by the leadership in the organization, the natural reaction is to trust and cooperate.
+And quite spontaneously, nobody expected, people started trading with each other. Those who could afford it more would
+trade with those who could afford it less. People would take five weeks so that somebody else only had to take three.&lt;/p&gt;
+&lt;p&gt;Leadership is a choice. It is not a rank. I know many people at the seniormost levels of organizations who are
+absolutely not leaders. They are authorities, and we do what they say because they have authority over us, but we would
+not follow them. And I know many people who are at the bottoms of organizations who have no authority and they are
+absolutely leaders, and this is because they have chosen to look after the person to the left of them, and they have
+chosen to look after the person to the right of them. This is what a leader is.&lt;/p&gt;
+&lt;p&gt;I heard a story of some Marines who were out in theater, and as is the Marine custom, the officer ate last, and he let
+his men eat first, and when they were done, there was no food left for him. And when they went back out in the field,
+his men brought him some of their food so that he may eat, because that&apos;s what happens. We call them leaders because
+they go first. We call them leaders because they take the risk before anybody else does. We call them leaders because
+they will choose to sacrifice so that their people may be safe and protected and so their people may gain, and when we
+do, the natural response is that our people will sacrifice for us. They will give us their blood and sweat and tears to
+see that their leader&apos;s vision comes to life, and when we ask them, &quot;Why would you do that? Why would you give your
+blood and sweat and tears for that person?&quot; they all say the same thing: &quot;Because they would have done it for me.&quot; And
+isn&apos;t that the organization we would all like to work in?&lt;/p&gt;
+&lt;p&gt;Thank you very much.&lt;/p&gt;
+&lt;p&gt;Thank you. (Applause)&lt;/p&gt;
+&lt;p&gt;Thank you. (Applause)&lt;/p&gt;
+</content:encoded></item><item><title>History of Management</title><link>https://leadership.qubitpi.org/posts/history-of-management/</link><guid isPermaLink="true">https://leadership.qubitpi.org/posts/history-of-management/</guid><description>History of Management</description><pubDate>Sun, 21 Jul 2024 00:00:00 GMT</pubDate><content:encoded>&lt;p&gt;My background of Physics told me to truly master a concept, one cannot ignore its origin. If I teach you Maxwell
 equations now you would end up with a blank mind. You need to start with &quot;what is an electric charge&quot;, &quot;what is a
 field&quot;, and &quot;how a moving charge could produce magnetic field&quot; so on and so forth. At the end of the day, you will be
 making a perfect sense of what Maxell equations mean. It it only through this way you can start applying Maxwell&apos;s

diff --git a/sitemap-0.xml b/sitemap-0.xml
@@ -1 +1 @@
-<?xml version="1.0" encoding="UTF-8"?><urlset xmlns="http://www.sitemaps.org/schemas/sitemap/0.9" xmlns:news="http://www.google.com/schemas/sitemap-news/0.9" xmlns:xhtml="http://www.w3.org/1999/xhtml" xmlns:image="http://www.google.com/schemas/sitemap-image/1.1" xmlns:video="http://www.google.com/schemas/sitemap-video/1.1"><url><loc>https://leadership.qubitpi.org/</loc></url><url><loc>https://leadership.qubitpi.org/2/</loc></url><url><loc>https://leadership.qubitpi.org/about/</loc></url><url><loc>https://leadership.qubitpi.org/archive/</loc></url><url><loc>https://leadership.qubitpi.org/archive/category/Leadership/</loc></url><url><loc>https://leadership.qubitpi.org/archive/category/Management/</loc></url><url><loc>https://leadership.qubitpi.org/archive/category/Philosophy/</loc></url><url><loc>https://leadership.qubitpi.org/archive/category/Theory/</loc></url><url><loc>https://leadership.qubitpi.org/archive/category/uncategorized/</loc></url><url><loc>https://leadership.qubitpi.org/archive/tag/Ethics/</loc></url><url><loc>https://leadership.qubitpi.org/archive/tag/Leadership/</loc></url><url><loc>https://leadership.qubitpi.org/archive/tag/Management/</loc></url><url><loc>https://leadership.qubitpi.org/archive/tag/Public%20Speech/</loc></url><url><loc>https://leadership.qubitpi.org/archive/tag/Technologies/</loc></url><url><loc>https://leadership.qubitpi.org/archive/tag/Theory/</loc></url><url><loc>https://leadership.qubitpi.org/posts/%EB%82%98%EC%9D%98-%EC%95%84%EC%A0%80%EC%94%A8/</loc></url><url><loc>https://leadership.qubitpi.org/posts/history-of-management/</loc></url><url><loc>https://leadership.qubitpi.org/posts/inspire-action/</loc></url><url><loc>https://leadership.qubitpi.org/posts/john-kennedy-space/</loc></url><url><loc>https://leadership.qubitpi.org/posts/kant-view-of-mind-and-consciousness/</loc></url><url><loc>https://leadership.qubitpi.org/posts/managing-tech-assets-common-lib-or-not/</loc></url><url><loc>https://leadership.qubitpi.org/posts/oliver-twist/</loc></url><url><loc>https://leadership.qubitpi.org/posts/pro-lege-manilia/</loc></url><url><loc>https://leadership.qubitpi.org/posts/reading-notes-critique-of-pure-reason/</loc></url><url><loc>https://leadership.qubitpi.org/posts/reading-notes-de-administrando-imperio/</loc></url></urlset>
+<?xml version="1.0" encoding="UTF-8"?><urlset xmlns="http://www.sitemaps.org/schemas/sitemap/0.9" xmlns:news="http://www.google.com/schemas/sitemap-news/0.9" xmlns:xhtml="http://www.w3.org/1999/xhtml" xmlns:image="http://www.google.com/schemas/sitemap-image/1.1" xmlns:video="http://www.google.com/schemas/sitemap-video/1.1"><url><loc>https://leadership.qubitpi.org/</loc></url><url><loc>https://leadership.qubitpi.org/2/</loc></url><url><loc>https://leadership.qubitpi.org/about/</loc></url><url><loc>https://leadership.qubitpi.org/archive/</loc></url><url><loc>https://leadership.qubitpi.org/archive/category/Leadership/</loc></url><url><loc>https://leadership.qubitpi.org/archive/category/Management/</loc></url><url><loc>https://leadership.qubitpi.org/archive/category/Philosophy/</loc></url><url><loc>https://leadership.qubitpi.org/archive/category/Theory/</loc></url><url><loc>https://leadership.qubitpi.org/archive/category/uncategorized/</loc></url><url><loc>https://leadership.qubitpi.org/archive/tag/Ethics/</loc></url><url><loc>https://leadership.qubitpi.org/archive/tag/Leadership/</loc></url><url><loc>https://leadership.qubitpi.org/archive/tag/Management/</loc></url><url><loc>https://leadership.qubitpi.org/archive/tag/Public%20Speech/</loc></url><url><loc>https://leadership.qubitpi.org/archive/tag/Technologies/</loc></url><url><loc>https://leadership.qubitpi.org/archive/tag/Theory/</loc></url><url><loc>https://leadership.qubitpi.org/posts/%EB%82%98%EC%9D%98-%EC%95%84%EC%A0%80%EC%94%A8/</loc></url><url><loc>https://leadership.qubitpi.org/posts/good-leaders-make-you-feel-safe/</loc></url><url><loc>https://leadership.qubitpi.org/posts/history-of-management/</loc></url><url><loc>https://leadership.qubitpi.org/posts/inspire-action/</loc></url><url><loc>https://leadership.qubitpi.org/posts/john-kennedy-space/</loc></url><url><loc>https://leadership.qubitpi.org/posts/kant-view-of-mind-and-consciousness/</loc></url><url><loc>https://leadership.qubitpi.org/posts/managing-tech-assets-common-lib-or-not/</loc></url><url><loc>https://leadership.qubitpi.org/posts/oliver-twist/</loc></url><url><loc>https://leadership.qubitpi.org/posts/pro-lege-manilia/</loc></url><url><loc>https://leadership.qubitpi.org/posts/reading-notes-critique-of-pure-reason/</loc></url><url><loc>https://leadership.qubitpi.org/posts/reading-notes-de-administrando-imperio/</loc></url></urlset>
Original file line number	Diff line number	Diff line change
		@@ -1 +1 @@
		{"version":"1.1.0","languages":{"en":{"hash":"en_8182658996","wasm":"en","page_count":11}}}
		{"version":"1.1.0","languages":{"en":{"hash":"en_dd8df2d9a5","wasm":"en","page_count":12}}}
Original file line number	Diff line number	Diff line change
		@@ -1 +1 @@
		<?xml version="1.0" encoding="UTF-8"?><urlset xmlns="http://www.sitemaps.org/schemas/sitemap/0.9" xmlns:news="http://www.google.com/schemas/sitemap-news/0.9" xmlns:xhtml="http://www.w3.org/1999/xhtml" xmlns:image="http://www.google.com/schemas/sitemap-image/1.1" xmlns:video="http://www.google.com/schemas/sitemap-video/1.1"><url><loc>https://leadership.qubitpi.org/</loc></url><url><loc>https://leadership.qubitpi.org/2/</loc></url><url><loc>https://leadership.qubitpi.org/about/</loc></url><url><loc>https://leadership.qubitpi.org/archive/</loc></url><url><loc>https://leadership.qubitpi.org/archive/category/Leadership/</loc></url><url><loc>https://leadership.qubitpi.org/archive/category/Management/</loc></url><url><loc>https://leadership.qubitpi.org/archive/category/Philosophy/</loc></url><url><loc>https://leadership.qubitpi.org/archive/category/Theory/</loc></url><url><loc>https://leadership.qubitpi.org/archive/category/uncategorized/</loc></url><url><loc>https://leadership.qubitpi.org/archive/tag/Ethics/</loc></url><url><loc>https://leadership.qubitpi.org/archive/tag/Leadership/</loc></url><url><loc>https://leadership.qubitpi.org/archive/tag/Management/</loc></url><url><loc>https://leadership.qubitpi.org/archive/tag/Public%20Speech/</loc></url><url><loc>https://leadership.qubitpi.org/archive/tag/Technologies/</loc></url><url><loc>https://leadership.qubitpi.org/archive/tag/Theory/</loc></url><url><loc>https://leadership.qubitpi.org/posts/%EB%82%98%EC%9D%98-%EC%95%84%EC%A0%80%EC%94%A8/</loc></url><url><loc>https://leadership.qubitpi.org/posts/history-of-management/</loc></url><url><loc>https://leadership.qubitpi.org/posts/inspire-action/</loc></url><url><loc>https://leadership.qubitpi.org/posts/john-kennedy-space/</loc></url><url><loc>https://leadership.qubitpi.org/posts/kant-view-of-mind-and-consciousness/</loc></url><url><loc>https://leadership.qubitpi.org/posts/managing-tech-assets-common-lib-or-not/</loc></url><url><loc>https://leadership.qubitpi.org/posts/oliver-twist/</loc></url><url><loc>https://leadership.qubitpi.org/posts/pro-lege-manilia/</loc></url><url><loc>https://leadership.qubitpi.org/posts/reading-notes-critique-of-pure-reason/</loc></url><url><loc>https://leadership.qubitpi.org/posts/reading-notes-de-administrando-imperio/</loc></url></urlset>
		<?xml version="1.0" encoding="UTF-8"?><urlset xmlns="http://www.sitemaps.org/schemas/sitemap/0.9" xmlns:news="http://www.google.com/schemas/sitemap-news/0.9" xmlns:xhtml="http://www.w3.org/1999/xhtml" xmlns:image="http://www.google.com/schemas/sitemap-image/1.1" xmlns:video="http://www.google.com/schemas/sitemap-video/1.1"><url><loc>https://leadership.qubitpi.org/</loc></url><url><loc>https://leadership.qubitpi.org/2/</loc></url><url><loc>https://leadership.qubitpi.org/about/</loc></url><url><loc>https://leadership.qubitpi.org/archive/</loc></url><url><loc>https://leadership.qubitpi.org/archive/category/Leadership/</loc></url><url><loc>https://leadership.qubitpi.org/archive/category/Management/</loc></url><url><loc>https://leadership.qubitpi.org/archive/category/Philosophy/</loc></url><url><loc>https://leadership.qubitpi.org/archive/category/Theory/</loc></url><url><loc>https://leadership.qubitpi.org/archive/category/uncategorized/</loc></url><url><loc>https://leadership.qubitpi.org/archive/tag/Ethics/</loc></url><url><loc>https://leadership.qubitpi.org/archive/tag/Leadership/</loc></url><url><loc>https://leadership.qubitpi.org/archive/tag/Management/</loc></url><url><loc>https://leadership.qubitpi.org/archive/tag/Public%20Speech/</loc></url><url><loc>https://leadership.qubitpi.org/archive/tag/Technologies/</loc></url><url><loc>https://leadership.qubitpi.org/archive/tag/Theory/</loc></url><url><loc>https://leadership.qubitpi.org/posts/%EB%82%98%EC%9D%98-%EC%95%84%EC%A0%80%EC%94%A8/</loc></url><url><loc>https://leadership.qubitpi.org/posts/good-leaders-make-you-feel-safe/</loc></url><url><loc>https://leadership.qubitpi.org/posts/history-of-management/</loc></url><url><loc>https://leadership.qubitpi.org/posts/inspire-action/</loc></url><url><loc>https://leadership.qubitpi.org/posts/john-kennedy-space/</loc></url><url><loc>https://leadership.qubitpi.org/posts/kant-view-of-mind-and-consciousness/</loc></url><url><loc>https://leadership.qubitpi.org/posts/managing-tech-assets-common-lib-or-not/</loc></url><url><loc>https://leadership.qubitpi.org/posts/oliver-twist/</loc></url><url><loc>https://leadership.qubitpi.org/posts/pro-lege-manilia/</loc></url><url><loc>https://leadership.qubitpi.org/posts/reading-notes-critique-of-pure-reason/</loc></url><url><loc>https://leadership.qubitpi.org/posts/reading-notes-de-administrando-imperio/</loc></url></urlset>