Submitted by Sal Silvester on October 11, 2010
One of the biggest mistakes leaders make is leading by email (or by texting or by a project management tool or by chat or by some other technology) instead of Leading by Example. They provide feedback by email, delegate by email, and reset expectations over email. Even when their team members are sitting in cubicles right next to them!
Submitted by Sal Silvester on October 4, 2010
Have you ever had respect for a leader whose words did not match her actions? Have you ever had respect for a leader who preached personal values and then behaved differently?
The fundamental component of leadership is People-first™ Factor #1 Lead by Example. This is the core of leadership. This is the component that will either establish or kill your credibility. And if you aren’t credible, you will never gain commitment and trust from your team members.
Submitted by Sal Silvester on September 17, 2010
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Submitted by Sal Silvester on September 14, 2010
I went to the dentist last week for the first of two visits to get a crown placed on a cracked tooth. Honestly, I hate going to the dentist. Don't get me wrong. My dentist is extremely competent, and I trust his work.
Submitted by Sal Silvester on August 31, 2010
The thing about leadership is that its impact is often overlooked. In many organizations it's written off as "fluffy" or "soft." And, it's even less valued in companies where there is a heavy emphasis on engineering and technology. Boulder Denver
The problem with this perspective is that there is a real cost to organizations. The unaware leader who has no idea on how his or her style impacts team members is hurting employee productivity, engagement, and retention more than any other factor.
Submitted by Sal Silvester on August 25, 2010
In Part 1 of this article, I discussed the impact that senior leadership teams have on employee engagement, productivity, and retention. And, I made it very clear that the behaviors that originate at the executive team level ripple through the organization. Just like a wave that gets larger as it nears the shore, those behaviors get magnified and repeated - regardless of whether they have a positive or negative impact.
Submitted by Sal Silvester on August 24, 2010
Well, I am back after taking a few weeks off from my normal blogging routine. I hope you have enjoyed the summer as much as I have.
So, I thought I would jump back in with a concept I introduced in a webinar I conducted last week on The 4 Costliest Mistakes Senior Leadership Teams Make. It's a concept I call "getting stuck in always having to be right."
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 June 22, 2010
I moved this past weekend into a new home with my wonderful fiance. I couldn't bear to ask my friends for help as I know that by this point in time in our lives we have just helped others move way too many times. So, I decided to hire 4 college students from the University of Colorado in Boulder. Three showed-up and here's what I got.
Submitted by Sal Silvester on June 4, 2010
One of the costliest mistakes senior leaders make is drawing a clear line in the sand between what is personal and professional.
The challenge that this presents is that when leaders don't know their people at an individual level (a personal level), they never truly understand how to "lead" them.