Submitted by Sal Silvester on May 16, 2015
How do you structure your teams to get the most out of each employee and deliver the best results for your customers?
Submitted by Sal Silvester on April 15, 2015
Submitted by Sal Silvester on February 24, 2015
“It is good to see ourselves as others see us. Try as we may, we are never
able to know ourselves fully as we are, especially the evil side of us.
This we can do only if we are not angry with our critics but will take in good heart whatever they might have to say.”
― Mahatma Gandhi
Submitted by Sal Silvester on February 10, 2015
We are 43 days into the New Year. How are you tracking toward your personal goals? Have you gained momentum on your fitness, finance, and family aspirations? How about your professional goals? Have you focused on developing those team and leadership skills? Are you building that power network? Have you made strides toward acquiring that new technical skill?
Submitted by Sal Silvester on January 18, 2015
Submitted by Sal Silvester on October 7, 2013
In my last post I wrote about "The Big Why" - the importance for leaders to communicate the rationale behind their decisions. After all, who wants to be told what to do? And emotional commitment only comes when people understand why.
Submitted by Sal Silvester on October 2, 2013
When was the last time someone told you what to do without explaining the reason behind their directive? What was your reaction? Did you unquestionably cooperate?
Submitted by Sal Silvester on July 20, 2013
So, you are a leader in a matrix organization. Perhaps you are the Line Manager to whom a Team Member reports directly, although you rarely see each other.
Submitted by Sal Silvester on April 1, 2013
In my last few posts, I have been exploring the behavioral best practices of leaders who Craft a Vision and Champion Execution.
As I mentioned in both of those posts, our personality styles impact how we lead. Sometimes our natural preferences help in a specific area of leadership. Other times those same natural tendencies hinder our leadership effectiveness.
Submitted by Sal Silvester on March 12, 2013
I had an amazing visit with a senior executive last week to kick-off a 7-month leadership development program here in Denver, Colorado. Our conversation focused mostly on the concept of execution.
When people speak of leadership, they often describe visionary and charismatic people. They rarely speak about the need for leaders to be involved in the execution of a vision. But without a focus on execution, a leader's vision often goes unrealized and organizational change efforts fail. Here are a few key principles that guide this executive.