Alignment

3 Ways to Derail Team Formation: Part 1

July 13, 2011 -- Sal Silvester

Below is an excerpt from our latest article 3 Ways to Derail Team Formation.

Most teams struggle to reach their highest levels of effectiveness because of their inability to cultivate the right team of people from the beginning. As a result, communication breakdowns, unnecessary conflict, and poor decision making leads to a loss of key opportunities.

It doesn’t have to be that way.

The Clarity of Team Purpose

December 7, 2010 -- Sal Silvester

I recently worked with a team in Fort Collins, Colorado helping them build alignment and cohesion.

The CEO was a technologist. The Sales VP wanted to see a more sales-driven organization. The Engineering VP needed more engineers to meet the demands of a singificant customer contract. The CFO wanted to instill process and financial discipline. The HR VP was mostly focused on administration.

Each person came to the team with his/her own agenda and vision.

The team was a mess.

Laser Focused: 3 Keys to Getting Senior Leadership Teams Aligned for 2011

November 23, 2010 -- Sal Silvester

I am excited about our upcoming webinar Laser Focused: 3 Keys to Getting Senior Leadership Teams Aligned for 2011.

When: December 9, 2010; 12:00 - 12:47 mountain time

This webinar is meant to be a practical program for senior leadership teams, giving them tools to increase team effectiveness. What I have found throughout my experience over the past 17 years working with senior leadership teams is that they deal with some unique challenges that often limit their productivity and cohesion.

Shockwaves Part 3: Avoiding Costly Senior Leadership Team Mistakes

October 28, 2010 -- Sal Silvester

In the first two parts of this article, I discussed the impact that senior leadership teams have on their organization. The behaviors that begin at the senior leadership team level ripple through an organization, and just like a wave that grows as it nears its shore, those behaviors also grow and get repeated - regardless of whether they have a positive or negative impact on the organization.

Getting Clear on Your Vision for the Team

October 26, 2010 -- Sal Silvester

In almost any leadership book you read about, you'll hear that having a vision is important. But, for many people, the idea alone is difficult to understand. And, as a result, having a vision becomes elusive.

Getting clear about your vision for the team isn’t rocket science, and most leaders make it more complicated than it needs to be. It is simply being able to communicate the purpose of the team, where you would like the team to be, and how you would like the team to get there.

Culture Change: What does your organization reward?

September 29, 2010 -- Sal Silvester

Do you work in an environment where:

  • People are constantly running around focused on pressing matters instead of being able to think about the big picture.
  • There is never time to do anything except put out the latest and loudest fire.
  • The organization expects to move quickly but it crushes critical thinking and debate.
  • It is the norm to work 60+ hours per week.

How about an environment where:

Shock-waves: Avoiding Senior Leadership Team Mistakes

August 5, 2010 -- Sal Silvester

"The conduct of a company's leadership team is directly correlated with the organization's long-term performance."

In her article Lessons from Team Fumbles, Susan Lucia Annunzio goes on to say "Once-venerable institutions such as Bear Stearns, Lehman Brothers, Merrill Lynch and Royal Bank of Scotland paid the ultimate price for the behaviors of their leadership teams."

Some of the behaviors Annunzio is referring to includes:

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