Submitted by Sal Silvester on June 22, 2011
There are two common and costly mistakes leaders make that can result in a loss of credibility and trust.
MISTAKE 1: 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?”
Submitted by Sal Silvester on January 27, 2011
One of the challenges that senior leadership teams face is what I call an "interesting duality."
On on hand, a senior leader is often responsible for a functional unit or team within an organization. On the other hand, they are asked to be on a team with other leaders - usually headed by a Director, VP, or CEO.
Submitted by Sal Silvester on December 14, 2010
In my last blog post, I talked about a client I worked with in Fort Collins, Colorado and how important it is to have clarity about your senior leadership team's purpose.
But let me take a step back.
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 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.
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.