Submitted by Sal Silvester on August 30, 2018
Imagine what becomes possible with colleagues who are able to interact without fear of repercussion and who give each other the benefit of the doubt. They don’t get bogged down in drama, over analysis and political turf wars. Instead, they make decisions more quickly and pivot when needed.
Submitted by Sal Silvester on October 16, 2015
In our last two posts we've focused on how to make the mindset shift from consensus or compliance (depending on your tendencies) to commitment. The first of three focus areas was to provide intentional and structured communication to help win the hearts and minds of your people. The second was explaining the Big Why.
Allow for Dialogue
Submitted by Sal Silvester on June 26, 2015
Have you ever found yourself in a weird space at work - an awkward, strange, uncomfortable, how-did-this-happen kind of place? And then you just let it pass…and pass…and pass?
Submitted by Sal Silvester on May 30, 2015
There are basically two different types of team-building programs – those designed to reward & those designed to fix organizational problems.
Submitted by Sal Silvester on January 31, 2015
Audrey works as a software engineer in a fast growing technology company in Denver. She’s young, smart, and a rising star on her team. She’s got a great attitude that is equally matched with performance. You might call her a “high potential” team member or even an “A” player.
Submitted by Sal Silvester on January 18, 2015
Submitted by Sal Silvester on June 14, 2014
The latest workplace communication craze called "Yes and" has recently been popularized by team builders and improv folks who've never stepped into the business board room. It's a technique that minimizes disagreement and encourages agreement. So, instead of responding to a team member's idea with a "No" or a "But," people are trained to respond with a "Yes and…."
Submitted by Sal Silvester on November 18, 2013
Most leaders struggle with how to give team members feedback. Use this model to provide feedback in a way that will engender team member commitment.
Submitted by Sal Silvester on October 7, 2013
In my last post I wrote about "The Big Why" - the importance for leaders to communicate the rationale behind their decisions. After all, who wants to be told what to do? And emotional commitment only comes when people understand why.
Submitted by Sal Silvester on October 2, 2013
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?