Submitted by Sal Silvester on December 18, 2014
So - you want to be a better leader? One way is to start thinking about your interactions from the perspective of being a coach.
At the core of being a better coach is the coaching conversation itself. If you think about any good book or even a well facilitated meeting, there's always a clear beginning, middle, and end. The same holds true for the coaching conversation. Here's a simple model to help structure your future coaching conversations.
Submitted by Sal Silvester on July 21, 2014
Do you want to make your meetings more effective? Here's a simple tool to help you out.
I call it the "half-time adjustment." Conduct the following process about 1/3 or 1/2 of the way into your meeting:
Submitted by Sal Silvester on July 13, 2014
The word “mentor” is used in a variety of contexts in today’s workplace. Sometimes it refers to a senior person who formally or informally provides guidance and advice to a junior team member. At times it refers to a team member’s direct manager who is partially responsible for his or her career development. In some organizations, mentors are formally paired with a mentee. In others, mentors are simply sought after by an eager team member looking to grow. A quick search on dictionary.com defines the word mentor as “a wise and trusted counselor or teacher; an influential senior sponsor or supporter.”
Submitted by Sal Silvester on June 14, 2014
The latest workplace communication craze called "Yes and" has recently been popularized by team builders and improv folks who've never stepped into the business board room. It's a technique that minimizes disagreement and encourages agreement. So, instead of responding to a team member's idea with a "No" or a "But," people are trained to respond with a "Yes and…."
Submitted by Sal Silvester on June 7, 2014
A new Vice President joins your organization from a similar company in the same industry. Only his former company is bigger and arguably more successful. The leader has a grand vision that if implemented will have a significant impact on the company's end customers and shareholder value. He comes in blazing and doesn't just want to move the chairs on the deck, but wants to shift the direction of the boat.
Submitted by Sal Silvester on June 2, 2014
In the past 3 posts I've made the case that the most important shift a leader has to make to be successful in a senior leader role is to make the shift from being Smart to being Aware.
Submitted by Sal Silvester on May 27, 2014
If you missed Part 1 and Part 2, read those first. Then come back here for more details on the shift from being Smart to being Aware.
Submitted by Sal Silvester on March 9, 2014
In our last post, we began exploring the first shift leaders need to make to be successful in senior leadership roles (Directors, VPs, etc.).
So, what does this shift of being smart to being aware look like? It will seem easy on the surface, but it's a lifetime of work. And it’s comprised of 3 parts:
Submitted by Sal Silvester on March 2, 2014
We recently completed a survey about senior leadership. We asked executive leaders what they expect of their senior leaders. We asked senior leaders about what they wish they knew more about prior to being prompted to senior leadership. And, we asked team members what they wanted to see more of from their senior leaders.
Submitted by Sal Silvester on February 9, 2014
My wife Rachel and I have an 8- month old. During Rachel's 9 months of pregnancy, everyone kept saying to us – “everything is going to change.” Frankly, that "advice" wasn't helpful. It didn't help me understand how things would be different as a father and as a parent.