Submitted by Sal Silvester on October 28, 2010
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.
Submitted by Sal Silvester on October 26, 2010
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.
Submitted by Sal Silvester on September 29, 2010
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:
Submitted by Sal Silvester on August 5, 2010
"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:
Submitted by Sal Silvester on July 28, 2009
Submitted by Sal Silvester on July 1, 2009
How many SOPs does your organization have? Do you have SOPs on how to write an SOP?
What core values guide the people in your organization? Are those values real as you hire people, work together, and serve your clients? Or, are they just pretty posters on a boardroom wall?
How do you handle your training? Do you give people a list of the 791 things they can do, a list of the 427 things they can't do, and then have them sign the bottom of the page indicating they understand it all (I've heard it called "check a box training")?
Submitted by Sal Silvester on May 27, 2009
On May 23, 2009, Melissa Arnot became the first American Woman to summit Mount Everest for the second time. I met her father in a workshop last week, and he was beaming with pride. Melissa's team reached the summit in adverse conditions - conditions that seem to be threatening to end the climbing season on Everest earlier than usual this year.