Submitted by Sal Silvester on November 16, 2010
"Leading from good to great does not mean coming up with the answers and then motivating everyone to follow your messianic vision. It means having the humility to grasp the fact that you do not yet understand enough to have the answers and then to ask the questions that will lead to the best possible insights."
- Jim Collins, Good to Great
Submitted by Sal Silvester on November 5, 2010
I was recently facilitating a strategic team building offsite for a senior leadership team in Colorado, and at the break one of the leaders approached me to talk about one of his team members. This particular team member was having a negative impact on the overall team, but the leader was having a difficult time putting his finger on what the team member was doing that was creating such a ripple effect.
Submitted by Sal Silvester on October 28, 2010
In the first two parts of this article, I discussed the impact that senior leadership teams have on their organization. The behaviors that begin at the senior leadership team level ripple through an organization, and just like a wave that grows as it nears its shore, those behaviors also grow and get repeated - regardless of whether they have a positive or negative impact on the organization.
Submitted by Sal Silvester on September 17, 2010
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Submitted by Sal Silvester on September 7, 2010
There is one thing that is common to every individual, relationship, team, family, organization, nation, economy, and civilization throughout the world - one thing which, if removed, will destroy the most powerful government, the most successful business, the most thriving economy, the most influential leadership, the greatest friendship, the strongest character, the deepest love.
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 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 July 15, 2010
Have you ever watched a 400-meter relay team work?
On a good team, their hand-offs are impeccable.
In fact, given two teams of equal quality runners, the team with the more efficient
hand-offs always wins. The same holds true in the work place.
Submitted by Sal Silvester on July 1, 2010
In my previous blog post, I talked about the 4 reasons why team building fails and how it is important to be aware of those common pitfalls so that you can design a program that makes a positive impact on your team.
Team building can have a profound effect on the way teams collaborate, but to achieve that level of success you must incorporate The 4 P's of Strategic Team Building.
Submitted by Sal Silvester on June 29, 2010
The concept of "team building" means different things to different people. Over the past 9 years I have spent a ton of time with hundreds of clients and thousands of people creating successful team building programs. Our shorter programs may span only four to eight hours in duration, and our programs focused on helping teams make a significant shift in how they collaborate may last over 9 months.
Regardless of how long the program is, I have always defined team building in three ways:
1. It is a tool to help accelerate team formation.