Submitted by Sal Silvester on January 30, 2016
In our last blog post we announced Coachmetrix, our new leadership development coaching platform launching this month. The response was so overwhelmingly positive that I’m inspired to share more of the story with you.
It was three years ago that I was clear on the roadblocks that limited my leadership development programs, but I knew the solution was outside my expertise. That’s when I reached out to a good friend and web developer who patiently listened to my dream of accelerating learning and behavior change for the coachees in our leadership development programs. Our first step was to tackle an online action planning system. Easy, right? It was just the beginning of many starts and stops but over time we made it work and are now thrilled to have our own mobile planning and measurement tool.
Over the last two-plus years, hundreds of participants in our leadership development and coaching engagements have adopted our system. While it was seamless on the coachee’s end, it was clunky and hard to use on the backend by anyone but my team and me. I was happy to see a quote from Reid Hoffman, the founder of LinkedIn, “If you’re not embarrassed by your first launch, you launched too late.” The first launch worked, but in retrospect it was embarrassing.
Submitted by Sal Silvester on January 16, 2016
It was about three years ago that I recognized key issues that limited almost every leadership development program I had witnessed – programs I saw dozens of other trainers running and programs that I was running.
Submitted by Sal Silvester on November 12, 2015
When we asked executive leaders to describe what effective senior leaders do, their responses centered around empowering people (versus micromanaging) and building others up. Here were a few of the raw comments from the executives we surveyed.
The effective senior leader…
Submitted by Sal Silvester on October 16, 2015
In our last two posts we've focused on how to make the mindset shift from consensus or compliance (depending on your tendencies) to commitment. The first of three focus areas was to provide intentional and structured communication to help win the hearts and minds of your people. The second was explaining the Big Why.
Allow for Dialogue
Submitted by Sal Silvester on September 21, 2015
In our last post, we began the discussion on how to actually make the shift from consensus or compliance (depending on your tendencies) to commitment. The first of three focus areas was to provide intentional and structured communication to help win the hearts and minds of your people.
The second, outlined here, is to explain "The Big Why."
Submitted by Sal Silvester on August 20, 2015
Submitted by Sal Silvester on July 30, 2015
Submitted by Sal Silvester on April 20, 2015
Submitted by Sal Silvester on April 15, 2015
Submitted by Sal Silvester on March 30, 2015
In our last post, we began to explore the second mindset shift that leaders need to make to successfully navigate the transition into senior leadership. It’s a shift from a problem orientation to an outcome orientation.
The three components to actually making this shift are (1) cross-organizational advocacy, (2) driving strategic vision, and (3) building people capacity. We’ll explore the first component in this post.