Sarah Wirth has over 20 years of experience in employee assessment, leadership development, sales executive coaching, and customer service. She began her career as a talent analyst for an international human resource firm, where she coached leaders in organizations ranging from small not-for-profits to Fortune 500 companies. When named chair of leadership consulting and a […]
The pandemic altered not only the way in which we work, but also the relationships we have with coworkers. Now more than ever, both leaders and their teams crave deeper connection and more authentic relationships. But how can organizations accomplish this lofty goal — particularly knowing that it will require a reset of how leaders and teams interact? Leaders and team members must embrace a new mindset. They need to acknowledge that the leader-team relationship is more than a one-way service-oriented arrangement. Both sides need support equally if the relationship and what they do together is to be successful. Creating a new paradigm of partnership is possible through the development of a workplace covenant — consisting of vital behavioral and attitudinal promises that both partners agree to hold themselves to as a matter of personal and professional integrity. This process enables essential dialogue and engagement, which in turn helps create and continuously improve empathy, respect, trust, alignment, and — ultimately — partnership.
Since 1998, Dr. Silver has been the principal of Silver Consulting, Inc., an independent consulting practice, where he has worked with such diverse clients as: Alcoa, Alfred State College, Alstom, American Red Cross, Bausch & Lomb, Bosch Security Systems, Canada Employment and Immigration Union (CEIU), Cannon Industries, Canterbury Woods Senior Living, Cape Cod Healthcare, Charter One Bank, Excellus Blue Cross Blue Shield, Genesee Regional Bank, Government of Jamaica, Harris RF Communications, Jewish Senior Life Nursing Home, Klein Steel, Manulife Financial, Ontario County Government, Pactiv Manufacturing, Rochester Catholic Diocese, Toshiba Business Solutions, Ultralife Batteries, University of Ontario Institute of Technology (UOIT), University of Rochester Medical Center, and Xerox Corporation, to name a few. His work has included consulting to senior management on such topics as cultural change, employee engagement, and customer loyalty; working with leadership teams to increase effectiveness and performance; providing clients such services as executive coaching, strategic planning, and organizational diagnosis; and teaching employees professional skills and strategies for workplace success.
While leadership can develop to an extent through common sense and good judgement, there are a multitude of skills that must be learned and practiced for one to truly become a competent, exceptional leader. In its earliest stages, it is easy for the aspiring leader or executive coach to create an agenda that builds leadership skills: Take the lead, collaborate, chart a course, follow up, and revise. Be confident but not aggressive. After the leader masters the basics, the agenda gradually becomes murky and hard to detect.
For more than twenty-five years, Rick Tirrell, Ph.D., has helped leaders and mentors build their skills in publicly traded companies, privately held firms, nonprofits, and government organizations. His mastery of the art and science of leadership gives the aspiring leader an actionable toolbox for developing effective leadership skills. His seminars convert leadership theory into useful and achievable steps that every leader and mentor can take. His experience comes from working with frontline supervisors as well as the corner office. In his own leadership, he has founded and led two companies himself. His Ph.D. is in Psychology, and he is the author of the groundbreaking 2009 book, “The Wisdom of Resilience Builders.”
Crafting a clear agenda and attending to people’s states of mind can lead to far more effective meetings and build a sense of resilience and trust.Most team members aren’t fully present at meetings — they’re still processing thoughts and feelings from the meetings before. Creating an agenda that gives employees room to reflect and close […]
If America were an NCAA basketball team, we’d be looking at a 0-32 season. Employees are missing crucial shots as job worries spike to levels we haven’t seen in years. Our co-workers and communities have split into politically polarized shirts vs. skins, and as a result, we’re fouling out and fumbling mission-critical assists. The answer, say authors Lynn Guerin and Jason Lavin, is to unify our teams like legendary UCLA basketball coach John Wooden did. Wooden wasn’t only a record-breaking coach who won 38 straight NCAA tournaments and 10 championships in 12 short years. He was a beloved mentor and teacher, and his lessons are more relevant today than ever.
Lynn Guerin is CEO of The John R. Wooden Course and president and “Head Coach” of his family-owned coaching, training, and performance development firm, Guerin Marketing Services. For the past 20 years, he has had the unique privilege of partnering with legendary UCLA basketball coach John Wooden and the Wooden family.