Submitted by Sal Silvester on October 28, 2010
In the first two parts of this article, I discussed the impact that senior leadership teams have on their organization. The behaviors that begin at the senior leadership team level ripple through an organization, and just like a wave that grows as it nears its shore, those behaviors also grow and get repeated - regardless of whether they have a positive or negative impact on the organization.
Submitted by Sal Silvester on October 26, 2010
In almost any leadership book you read about, you'll hear that having a vision is important. But, for many people, the idea alone is difficult to understand. And, as a result, having a vision becomes elusive.
Getting clear about your vision for the team isn’t rocket science, and most leaders make it more complicated than it needs to be. It is simply being able to communicate the purpose of the team, where you would like the team to be, and how you would like the team to get there.
Submitted by Sal Silvester on October 11, 2010
One of the biggest mistakes leaders make is leading by email (or by texting or by a project management tool or by chat or by some other technology) instead of Leading by Example. They provide feedback by email, delegate by email, and reset expectations over email. Even when their team members are sitting in cubicles right next to them!
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 September 29, 2010
Do you work in an environment where:
- People are constantly running around focused on pressing matters instead of being able to think about the big picture.
- There is never time to do anything except put out the latest and loudest fire.
- The organization expects to move quickly but it crushes critical thinking and debate.
- It is the norm to work 60+ hours per week.
How about an environment where:
Submitted by Sal Silvester on September 17, 2010
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Submitted by Sal Silvester on September 14, 2010
I went to the dentist last week for the first of two visits to get a crown placed on a cracked tooth. Honestly, I hate going to the dentist. Don't get me wrong. My dentist is extremely competent, and I trust his work.
Submitted by Sal Silvester on September 7, 2010
There is one thing that is common to every individual, relationship, team, family, organization, nation, economy, and civilization throughout the world - one thing which, if removed, will destroy the most powerful government, the most successful business, the most thriving economy, the most influential leadership, the greatest friendship, the strongest character, the deepest love.
Submitted by Sal Silvester on August 31, 2010
The thing about leadership is that its impact is often overlooked. In many organizations it's written off as "fluffy" or "soft." And, it's even less valued in companies where there is a heavy emphasis on engineering and technology. Boulder Denver
The problem with this perspective is that there is a real cost to organizations. The unaware leader who has no idea on how his or her style impacts team members is hurting employee productivity, engagement, and retention more than any other factor.
Submitted by Sal Silvester on August 25, 2010
In Part 1 of this article, I discussed the impact that senior leadership teams have on employee engagement, productivity, and retention. And, I made it very clear that the behaviors that originate at the executive team level ripple through the organization. Just like a wave that gets larger as it nears the shore, those behaviors get magnified and repeated - regardless of whether they have a positive or negative impact.