When was the last time someone told you what to do without explaining the reason behind their directive? What was your reaction? Did you unquestionably cooperate?
Sal Silvester's blog
The "100-year flood" hammered Boulder, Colorado. Between September 10th and September 15th, 17+ inches of rain poured down, including over 9 inches on September 12th alone. The torrent overwhelmed the steep terrain of the foothills and flat-landers to the east.
Are your future leaders prepared for roles that will directly impact business results? Are there people on your team you'd like to groom for future leadership positions but don't seem to have enough time to effectively mentor? Is your leadership bench primed with skilled leaders who will enable the business to navigate rapid growth?
Are your teams and leaders effectively collaborating to reach year-end goals?
Today’s global business environment requires leaders to navigate geographical and cultural differences that team members and constituents bring to the business. Perhaps it’s remote employees based in China, India, or the Philippines. Maybe it’s the sales relationship with customers in different regions of the country.
So, you are a leader in a matrix organization. Perhaps you are the Line Manager to whom a Team Member reports directly, although you rarely see each other.
One of the challenges senior leaders face is that for the first time in their career they may find themselves on multiple teams. For example, they lead their own team of managers who run the function of an organization such as Sales or Engineering. And, they may also belong to a leadership team comprised of fellow hard-charging peers from other functions of the organization that report up to a General Manager or CEO.
In my last post, I introduced the idea that developing a deep level of interpersonal agility is critical to being successful as a senior leader. That's partially because as senior leaders rise to higher levels in their organization, they are less likely to hear the truth.
As leaders rise to higher levels within an organization, they are required to navigate increasingly complex and chaotic situations. There are hand-offs and trade-offs with stakeholders and constituents. There are executive leaders to please and junior leaders to lead. Fellow peers with competing agendas from other functions such as Sales, Engineering, and Finance, vie for the same set of limited resources. And, decisions become more and more consequential to the organization.
Sal Silvester, Executive Team Consultant & Leadership Coach with 5.12 Solutions Consulting Group, will present his keynote speech Ignite! The 4 Essential Rules For Emerging Leaders on June 17 at the 2013 Society for Human Resource Management Annual Conference & Expo at the McCormick Place Convention Center in Chicago. The keynote is based on his book of the same title and offers the essentials for generating team member commitment, igniting the potential of people and avoiding the pitfalls and mistakes new leaders often make.