Submitted by Sal Silvester on April 9, 2012
Here's one thing every leader must know. People want to know that their contributions matter.
But recognition efforts often fail when the following happens:
Submitted by Sal Silvester on April 2, 2012
In the first of three posts about The Global Leadership Team, we talked about the importance of cultivating the team with agile leaders. Part 2 focused on creating the team's cultural building blocks. This post is focused on enhancing trust and respect among team members.
Building Trust and Respect Among Team Members
Submitted by Sal Silvester on March 28, 2012
In the first of three posts about The Global Leadership Team, we talked about the importance of cultivating the team with agile leaders. In this post we'll focus on the importance of creating the cultural building blocks.
Intentionally Creating the Team's Cultural Building Blocks
In our work with senior leadership teams, we typically start by helping the team put in place what we call the Cultural Building Blocks. These are the foundational components that enable a team to be successful - regardless of whether team members are co-located or global.
Submitted by Sal Silvester on March 26, 2012
Separated by time. Separated by distance. Separated by cultural differences.
Meet the global leadership team.
They are comprised of people living and working in various parts of the world. Sometimes all team members are remote. Usually some are co-located. The global leadership team faces many of the same challenges as a co-located leadership team, but require additional attention and intention to be successful. Consider these challenges that often derail global leadership team efforts.
Submitted by Sal Silvester on March 22, 2012
People are often promoted to positions of leadership because they were good at what they did technically - as a software developer, analyst, nurse, technician, etc.
Submitted by Sal Silvester on March 17, 2012
They are sometimes viewed as "caught in the middle."
And for good reason. Senior leaders above them impose strategy that they are required to implement, and the team members who work for them look up for direction and support.
Meet the middle manager.
Now, most middle managers I know are enthusiastic, smart, and able, but there are several challenges that they face that usually go unseen.
Challenge 1: They are expected to rollout strategy without clarity of a clear vision and goals from senior leadership.
Submitted by Sal Silvester on March 15, 2012
I have written in the past about how "vision" often alludes leaders. "I'm not visionary" is something I often hear in my leadership development programs.
As a result, leaders often fail to create and communicate a vision and instead develop project plans and product road maps. These are important tools, but they are management tools. They are tools for controlling what is happening today. I don't know anyone who was ever inspired by a project plan or a product road map.
Submitted by Sal Silvester on March 13, 2012
I am amazed at how many leaders don't know the cost of losing good people. They often only associate administrative costs, recruiting costs, and interviewing time toward the overall impact when a good person leaves.
The challenge is that the true costs are so much more.
Submitted by Sal Silvester on February 22, 2012
A great way to develop as a leader is to practice. Yes, literally practice.
For example, if you have found that you struggle being courageous in meetings, find some low risk opportunities to speak up. Practice.
Or, if you just go along for the sake of getting along, find a low risk opportunity to challenge the status quo. Practice.
Or, if you doubt yourself and defer to others, sit up straight and look the part unit there is no doubt. Practice.
Submitted by Sal Silvester on February 9, 2012
Do your conversations typically start with "can" or "can't?"
One generates dialogue. The other shuts it down.
If you answered "it depends," you fall into the "can't" category.