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.
Submitted by Sal Silvester on May 26, 2010
Ahhh overwhelm. It's that moment in time where you feel stuck. Where there is so much going on you don't know where to start.
The stories that play inside our heads are ones that sound like:
"I have too much to do. I'll do it (the important thing) tomorrow."
"There are no jobs out there."
"I don't have time to develop knowledge about new topics, ideas, and legislation"
"I'm not experienced enough for that role"
"It's faster to do things than to train others to do it"
Submitted by Sal Silvester on May 18, 2010
One of the costliest mistakes senior leaders make is hiring people who are just like them. The problem with this mistake is that it often results in senior leadership teams rewarding behaviors that are similar to their behaviors and criticizing behaviors that are often needed in the workplace.
It's human nature to more easily get along with some people than others. But, when that tendency translates into our hiring practices it can have a negative impact on an organization's culture.
Submitted by Sal Silvester on May 13, 2010
I had the good fortune of speaking at a local Rotary Club meeting last week, and at the end of the meeting I was given a pen inscribed with "The 4-Way Test of the things we think, say, and do."
Now this wasn't just an ordinary pen. It was one of those cool "clicker" pens, where every time you push on the top of the pen a different message appears in its side window. In this case, the pen displays each of "The 4-Way Test" messages:
Submitted by Sal Silvester on May 5, 2010
I have talked a lot about the importance of alignment in my past newsletters and blog posts and how alignment creates focus, clarity, and accountability. But, the glue that holds alignment together throughout the year is...feedback.
Submitted by Sal Silvester on April 14, 2010
In Parts 1 and 2, I focused on how new managers can begin to make the transition from being a team member to being in charge.
Submitted by Sal Silvester on April 13, 2010
Recession depression is definitely impacting your people.
What is recession depression?
It is fatigue. It is low morale due to the way that people have been treated over the past year. It is the "doing more with less" that seems endless after a year or more of having to do more with less.
Submitted by Sal Silvester on April 6, 2010
One of the most frustrating experiences people can have in the workplace is when there are unspoken expectations between a team member and a manager.
In a typical employment situation, certain expectations, such as salary, hours, and job duties, are clearly understood by both employer and employee. Other expectations, however, are so intimately linked to an individual’s concept of work that they often go unspoken or unacknowledged.