Submitted by Sal Silvester on May 12, 2011
Are you tired of showing up at meetings and not knowing why you are there to begin with?
That seems to be the norm in most organizations.
The problem is that when there isn't a clear purpose and agenda for a meeting, people waste time and energy endlessly talking around each other - never closing on decisions and moving actions forward.
Do you know what the Number 1 excuse is for not having an agenda?
"We don't have enough time."
People are too busy, overwhelmed, and overloaded.
Submitted by Sal Silvester on May 10, 2011
Healthy conflict. Dialogue. Debate. Too often teams avoid it.
Here are three reasons.
Submitted by Sal Silvester on May 5, 2011
This is the fourth post in a 4-Part series. To get the scoop in why recognition is important, see Part 1. To understand some of the myths about recognition, see Part 2. To learn about the 4-level framework for a recognition program, see Part 3.
Submitted by Sal Silvester on May 3, 2011
In Part 1 of this series we talked about the "case" for recognition. In Part 2, we have debunked some of the myths around recognition, the next steps are to put a framework in place for an effective recognition program.
In The Carrot Principle, the authors outline a four-level approach to recognition that is straight forward and easy to implement.
Submitted by Sal Silvester on April 28, 2011
The Manager who approached me in Part 1 of this series had used his original question of 'Sal, why do I have to give people recognition for doing their job?' to set me up.
He was persistent and continued, "I don't give people recognition for just doing their jobs. That's what they get paid for."
The conversation went on, and he justified his position of not giving people recognition by saying that he had high standards. Hmmm. High standards, I thought. What does that have to do with it?
Submitted by Sal Silvester on April 27, 2011
Recognition in the workplace is a critical element toward creating a cohesive team. So, the next several posts will deal with the topic.
In this post we'll start with the business case - the "why" - for recognition.
Submitted by Sal Silvester on April 4, 2011
The last three posts have been focused on overcoming challenges encountered on remote teams. Part 1 was focused on getting your virtual team aligned, Part 2 on building cohesion, and Part 3 on creating disciplined team processes.
Today's post is focused on remote team leadership.
Submitted by Sal Silvester on March 31, 2011
Are you interested in learning how DiSC can help accelerate management development, sales, and improved workplace relationships in your organization?
If so, join us for an upcoming Virtual Client Showcase presented by the publisher of DiSC…Inscape Publishing.
Here are some upcoming showcases:
Submitted by Sal Silvester on March 29, 2011
In my last two posts, we tackled a few challenges that remote teams face. Part 1 was focused on getting your remote team aligned. Part 2 on building cohesion.
In this post we'll focus on process.
For remote teams to maximize their effectiveness, they need to have disciplined processes in place. Here are some ideas you might consider:
Submitted by Sal Silvester on March 24, 2011
In Part 1 of this series, we discussed some of the challenges of working on remote teams and ideas for getting your remote team aligned. But, to truly be effective, your remote team has to find a way to build cohesion. After all, only when people are working together on the right things can we gain efficiencies.
Here are a few ideas: