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Strength and Vulnerability: A Balancing Act of Leadership Characteristics (Part 2)

May 5, 2009 -- Sal Silvester

In my recent blog post, Courage and Humility: A Balancing Act of Leadership Characteristics, I mentioned that leadership often requires a unique balance of sometimes opposing characteristics. In Part 1,  I spoke wrote about Courage and Humility.

The second set of characteristics that I believe is required of a successful leader is the balance of strength with vulnerability.

Do You Have the Courage to Lead?

April 29, 2009 -- Sal Silvester

Climbing at 19,000' in Ecuador

Just because you have the title of "leader" doesn't make you are a leader. And just because you don't have the title of leader doesn't mean you aren't a leader.

People are called upon to do many things - both inside and outside of the workplace. Those who have the courage to do the right things, especially when the right things are difficult to do, deserve the title of leader.
Consider the following:

Tip #20: The "Commander's Intent"

April 29, 2009 -- Sal Silvester

When army officers issue an operations order, they include a statement in the order called "Commanders Intent." The purpose of this statement is to provide people with guidance so that decisions can be made and action can be taken in the face of ambiguity.

The same can be applied in the work place. If you are a leader, make sure your people understand the overall purpose of the task at hand. If you are a team member, take responsibility for understanding how your task fits into the bigger picture.

Add clarity in the face of ambiguity. Understand your "manager's intent."

Perceptions: How do they Influence You?

April 23, 2009 -- Sal Silvester

We all perceive the world according to our own reality. The experiences we have had in the past and the experiences we have today all create the perceptions that we hold about other people. Those perceptions influence our biases (and we all have biases), which in turn influence our behaviors.

Sometimes our biases are so ingrained that we don't even know they exist.

To be successful leaders and successful team members we have to become aware of our biases and how they influence our interactions with others in the workplace.

"I Am Who I AM" - The Popeye Syndrome: 5 Keys to Interpersonal Success

April 15, 2009 -- Sal Silvester

"I am who I am."

I can still remember sitting in front of the TV after school watching my favorite spinach-eating character flexing his "musKles" and saving the day.

But, my perspective of Popeye's quote, "I am who I am" recently changed when I heard a client use the phrase to describe people who had no interest in adapting and no interest in working with others who were different from them. "I am who I am, and if you don't like me - who cares."

Change – Get on board. The train is leaving.

April 9, 2009 -- Sal Silvester

I think one of the most important characteristics of successful leaders and people – regardless of their role – is that they embrace change.

It’s not good enough to just be comfortable with change. It’s not good enough to just recognize that change happens. That breeds complacency and comfort.

People who embrace change thrive on uncertainty. They do not need every detail to make decisions. You rarely hear them say, “as soon as (FILL IN THE BLANK) happens, I am going to (BE HAPPY, DO THIS, ACHIEVE THAT, FILL IN THE BLANK) .

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