Submitted by Sal Silvester on June 4, 2010
One of the costliest mistakes senior leaders make is drawing a clear line in the sand between what is personal and professional.
The challenge that this presents is that when leaders don't know their people at an individual level (a personal level), they never truly understand how to "lead" them.
Submitted by Sal Silvester on May 26, 2010
Ahhh overwhelm. It's that moment in time where you feel stuck. Where there is so much going on you don't know where to start.
The stories that play inside our heads are ones that sound like:
"I have too much to do. I'll do it (the important thing) tomorrow."
"There are no jobs out there."
"I don't have time to develop knowledge about new topics, ideas, and legislation"
"I'm not experienced enough for that role"
"It's faster to do things than to train others to do it"
Submitted by Sal Silvester on May 25, 2010
So, you want to take your management team off site and work on building cohesion? After having conducted management team retreats for over 9 years, I have learned a few things. Here are some tips to keep in mind:
1. Identify your objectives. If you want maximum focus from your management team off site, get clear on what outcomes you want to achieve. Also identify what challenges will stop the team from achieving the expected results and what will be different when those challenges are overcome.
Submitted by Sal Silvester on May 19, 2010
One of the costliest mistakes senior leaders make is spending too much time IN the business instead of ON the business.
When senior leaders focus too much time on the technical and tactical aspects of the business, and playing the role of project managers, they fail to look at the strategic aspects of the business and the longer term plan.
This typically results in ambiguity of roles and responsibilities and a lack of alignment.
Answer the following questions:
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.
Submitted by Sal Silvester on May 13, 2010
I had the good fortune of speaking at a local Rotary Club meeting last week, and at the end of the meeting I was given a pen inscribed with "The 4-Way Test of the things we think, say, and do."
Now this wasn't just an ordinary pen. It was one of those cool "clicker" pens, where every time you push on the top of the pen a different message appears in its side window. In this case, the pen displays each of "The 4-Way Test" messages:
Submitted by Sal Silvester on May 11, 2010
Submitted by Sal Silvester on May 5, 2010
I have talked a lot about the importance of alignment in my past newsletters and blog posts and how alignment creates focus, clarity, and accountability. But, the glue that holds alignment together throughout the year is...feedback.
Submitted by Sal Silvester on May 4, 2010
I recently wrote a three-part series on reluctant new managers. One cause of reluctance that I wrote about was due to a fear of losing control (which often leads to a reluctance to delegate, hand over responsibilities, etc.).
I recently came across an article called When Teams Work Best by Frank LaFasto and Carl Larson and within their article they deal with a similar issue head on. And I quote: "The best way to manage your personal control needs as team leader is to demonstrate behaviors that share control.
Submitted by Sal Silvester on April 28, 2010
Maximizing Team Effectiveness Audio Program
This program is designed for small teams or businesses who want to take their team to the next level, but don’t have the budget for a significant training initiative. The program includes: