Submitted by Sal Silvester on September 10, 2012
Our destination was the summit of the Grand Teton in Teton National Park, WY. At 13,775 feet above sea level, we'd have a 5,000 foot hike over 7 miles and then 2,200 feet of technical rock.
We took a day to hike in. Then we got an alpine start on the Petzoldt Ridge, an exposed 800 foot rock route leading to a more moderate 1,200 feet on the Upper Exum Ridge. Almost 14 hours later we were back at our camp.
Submitted by Sal Silvester on July 31, 2012
Effective delegators know that a one-size fits all approach to delegation isn't very effective. The best leaders adapt how they delegate based on their team members' level of competency and confidence. Here is a simple chart that we use in our leadership development and executive coaching programs in Denver and Boulder, Colorado to show the Directing, Coaching, and Empowering delegation styles.
Submitted by Sal Silvester on July 10, 2012
New leaders often get promoted because they were good at what they did. They rarely receive the training and development to be successful at their new level.
If you are interested in elevating your leadership effectiveness, join us for our introductory People-First Leadership™ Seminar on July 18th in Boulder, Colorado.
This 3-hour seminar will give you insight into our practical and powerful 4-point People-First Leadership model to help ignite your leadership potential and the potential of the people around you.
Submitted by Sal Silvester on July 5, 2012
Imposing your own goals on team members is one of the fastest ways to lose their commitment.
Goal setting is a collaborative process. The role of the leader is to provide coaching to ensure everyone is in line with overall team goals. Make sure any online collaboration tools or other technology you use to support the goal-setting process doesn’t take the place of crucial in-person conversations.
Submitted by Sal Silvester on June 30, 2012
"It's faster to do it myself than to delegate it to others..." or "If I want it done right, I'm the one who has to do it..." or "Let me do this for you..."
These are the words of the Rescuer - the person, or in this case the leader, who solves problems for others that they should solve for themselves.
Submitted by Sal Silvester on June 18, 2012
No one likes to hurt someone else’s feelings, but that doesn’t justify providing feedback that’s so fluffy you never actually state the main point.
Don’t get me wrong — I’m not asking you to be ruthless. Use positives, but don’t smother the message with them. The challenge is to make sure the constructive part of your feedback is clear, or else there’s no sense giving feedback!
Submitted by Sal Silvester on June 15, 2012
One of the first mistakes new leaders make is to hold back on communication. Usually, this reluctance comes from fear, and it often breaks down into two (bad!) leadership styles:
Leaders who are concerned about losing control often overcompensate by micromanaging and being overly focused on tasks and results. They dole out stingy bits of information on a need-to-know basis, even though their people definitely need to know!
Submitted by Sal Silvester on May 17, 2012
I am very excited to announce that my book Ignite! The 4 Essential Rules for Emerging Leaders will be officially launched and widely available on May 31st!
Submitted by Sal Silvester on April 21, 2012
In the first part of this article, published in our March newsletter, we talked about 4 challenges mid-level managers face. They are often viewed as "caught in the middle" between the senior leaders above them who impose strategy that they are required to implement, and the team members who work for them that look up for direction and support. The four common and costly challenges I outlined were:
Submitted by Sal Silvester on April 11, 2012
The performance management process in many organizations is irrelevant. Create 12-month/annual goals and then ignore the goals throughout the year.
How about a more agile process instead?
1. Create quarterly or more frequent goals that are aligned with organizational goals.
2. Make the review process more frequent - e.g., quarterly.
3. Update goals throughout the year so that they are in line with the latest organizational and market changes.