Submitted by Sal Silvester on July 8, 2013
In my last post, I introduced the idea that developing a deep level of interpersonal agility is critical to being successful as a senior leader. That's partially because as senior leaders rise to higher levels in their organization, they are less likely to hear the truth.
Submitted by Sal Silvester on June 24, 2013
As leaders rise to higher levels within an organization, they are required to navigate increasingly complex and chaotic situations. There are hand-offs and trade-offs with stakeholders and constituents. There are executive leaders to please and junior leaders to lead. Fellow peers with competing agendas from other functions such as Sales, Engineering, and Finance, vie for the same set of limited resources. And, decisions become more and more consequential to the organization.
Submitted by Sal Silvester on May 20, 2013
Take the time to really get to know your employees. Find out what motivates each one. Respect people’s differences.
Submitted by Sal Silvester on May 6, 2013
In last week's Ignite Leadership Launch training workshop here in Colorado, a curious participant asked, "How do I deal with an employee who isn't changing even after I give her feedback?" An insightful response came from another participant that I thought would be helpful to share. Here's a summary of what she had to say…
Submitted by Sal Silvester on April 22, 2013
Ignite Leadership Launch is a two-hour Leadership Training seminar that will ignite your potential as a leader, and the potential of the people around you. Whether you’re a future, emerging, transitioning or senior leader, you’ll gain insight and practical skills to elevate your effectiveness in the workplace. Led by author, speaker and consultant Sal Silvester, this seminar is now offered to individuals and is based on his popular book Ignite! The 4 Essential Rules for Emerging Leaders.
Submitted by Sal Silvester on April 6, 2013
Have you ever worked for a leader who was overly focused on results?
How about the leader who placed too much emphasis on relationships?
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 25, 2013
As I mentioned in my post last week, one of the interesting observations I've noticed in my leadership development programs here in Denver and Boulder, Colorado is that some leaders are naturally inclined to be more effective in different aspects of leadership. In other words, our personality styles can help or hinder us in various aspects of leadership. The post last week identified the behavioral best practices of leaders who excel at Championing Execution.
Submitted by Sal Silvester on March 18, 2013
One of the interesting observations I've noticed in my leadership development programs is that some leaders are naturally inclined to be more effective in different aspects of leadership. For example, in my last post, I pointed out some principles one executive uses to successfully execute on his vision. His natural tendencies enable him to get things done. Other leaders might be more visionary or even better equipped at aligning their teams.
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.