Leadership

Leadership Competencies and Capacities (Part 1)

January 16, 2012 -- Sal Silvester

"Are leaders born?"

This is an interesting question that I am often asked in the leadership development programs we run at 5.12 Solutions.

We believe that leadership isn't about being charismatic and it’s not about some magical qualities that are bestowed upon you at birth. And you don’t have to go through special forces training as a rite of passage.

Leadership is about employing key skills and behaviors on a consistent basis.

And those skills and behaviors can be learned.

5 Ways for Every Leader to be a Coach

September 9, 2011 -- Sal Silvester

The best leaders spend up to 20% of their time coaching their direct reports.

It's a responsibility that leaders all too often overlook as they get caught up in pressing matters, but nothing can be more important to the health and future of an organization.

Coaching others not only helps develop their skills, it frees leaders to focus on more strategic initiatives as their junior leaders develop. It also builds the bench strength of an organization to ensure a competitive advantage in years to come.

A Common Leader Mistake: Part 6

August 15, 2011 -- Sal Silvester

Another  common and costly leader mistake that can result in a loss of  credibility and trust.

MISTAKE: Drawing clear lines in the sand.

The challenge in many organizations is that most leaders don’t get to know their people well enough to create a motivating environment. They like to draw lines in the sand between business and personal.

Actually, our business and personal lives often intersect and have a huge impact on each other.We need to make business personal.

A Common Leader Mistake: Part 1

July 26, 2011 -- Sal Silvester

A common and costly leader mistake that can result in a loss of credibility and trust...

MISTAKE: Getting caught up in the Popeye Syndrome – “I am what I am.”

The implied message here is: “I am the way I am and if you don’t like it, who cares?”

Leaders often exhibit this behavior when doing things like conducting meetings without involving team members, and when resolving team member issues without asking for input or engaging them in the problem-solving process.

The 3 Critical Ingredients to Making Values Work

July 1, 2009 -- Sal Silvester

How many SOPs does your organization have? Do you have SOPs on how to write an SOP?

What core values guide the people in your organization? Are those values real as you hire people, work together, and serve your clients? Or, are they just pretty posters on a boardroom wall?

How do you handle your training? Do you give people a list of the 791 things they can do, a list of the 427 things they can't do, and then have them sign the bottom of the page indicating they understand it all (I've heard it called "check a box training")?

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