Submitted by Sal Silvester on June 8, 2011
Team in Name Only
- Unclear purpose, unclear agenda
- Individual egos, goals, and silos first
- Fear of debate, how others will react
- Meetings are a distraction from "real work"
- Rely on leader to integrate, accountability
Submitted by Sal Silvester on June 6, 2011
Rule #1: Do not avoid the difficult conversations. Your people will know, and you'll lose credibility in their eyes.
Rule #2: Everything you communicate can be done in a way that maintains or enhances a team member's self-esteem.
Rule #3: Own your feedback. Stop saying "we" think and start saying "I" think.
Rule #4: Ask for input.
Rule #5: Communicate what you know and what you don't know.
Submitted by Sal Silvester on May 25, 2011
In a recent blog post I stated that the number 1 reason why senior leadership teams aren't more strategically focused is....
"There isn't enough time."
And, you'll know your team isn't strategically focused if you spend the majority of your time doing what I call the "Round Robin" - where you go around the conference room table and everyone gives an update about their area that almost no one else cares about.
Submitted by Sal Silvester on May 17, 2011
Have you ever wondered what is motivating to your people?
It's important to know, because as leaders, we need to tailor everything we do based on our team members' preferences and priorities.
I was in a team building workshop last week, and one of my participants asked, "...but how do we know what motivates our team members?"
I simply replied, "Just ask."
Here are some questions you might ask your team members and co-workers to better understand their needs and aspirations.
1. What two or three aspects of your work do you enjoy most?
Submitted by Sal Silvester on May 10, 2011
Healthy conflict. Dialogue. Debate. Too often teams avoid it.
Here are three reasons.
Submitted by Sal Silvester on May 5, 2011
This is the fourth post in a 4-Part series. To get the scoop in why recognition is important, see Part 1. To understand some of the myths about recognition, see Part 2. To learn about the 4-level framework for a recognition program, see Part 3.
Submitted by Sal Silvester on May 3, 2011
In Part 1 of this series we talked about the "case" for recognition. In Part 2, we have debunked some of the myths around recognition, the next steps are to put a framework in place for an effective recognition program.
In The Carrot Principle, the authors outline a four-level approach to recognition that is straight forward and easy to implement.
Submitted by Sal Silvester on April 28, 2011
The Manager who approached me in Part 1 of this series had used his original question of 'Sal, why do I have to give people recognition for doing their job?' to set me up.
He was persistent and continued, "I don't give people recognition for just doing their jobs. That's what they get paid for."
The conversation went on, and he justified his position of not giving people recognition by saying that he had high standards. Hmmm. High standards, I thought. What does that have to do with it?
Submitted by Sal Silvester on April 4, 2011
The last three posts have been focused on overcoming challenges encountered on remote teams. Part 1 was focused on getting your virtual team aligned, Part 2 on building cohesion, and Part 3 on creating disciplined team processes.
Today's post is focused on remote team leadership.
Submitted by Sal Silvester on March 29, 2011
In my last two posts, we tackled a few challenges that remote teams face. Part 1 was focused on getting your remote team aligned. Part 2 on building cohesion.
In this post we'll focus on process.
For remote teams to maximize their effectiveness, they need to have disciplined processes in place. Here are some ideas you might consider: