Leadership Matters: Orienting Mid-Level Leaders To Strategy

What would happen if they knew how to connect every project to the organization’s overall purpose? Being promoted is often thought of as an opportunity to work exclusively from the proverbial 30,000-foot view. Yet, as many executives know, a new title doesn’t make you a strategist.

Read more →

Why Your Title Does Not Define You As A Leader

It is Saturday morning and career coaching time. One of my favorite questions to ask a client is, “What’s next for you?” A multitude of responses include, “I have more potential to leverage,” “not sure—I am exploring,” “my career has been great, but I am not sure what is next—I feel a bit uncertain,” or “my career has progressed every three to five years, and it is time for me to be CEO (COO, SVP, or VP).”

Read more →

How (Personal) Accountability Drives Empowerment

Holding oneself accountable is more than a slogan or bumper sticker. A fundamental tenet extraordinary leaders embrace is that the degree to which they hold themselves accountable dictates the extent of their empowerment and ability to effect positive change. When this perspective is primary, it forwards actions and builds trust. When it’s absent, it not only feeds a blame game but narrows executives’ perspectives about how to make an impact.

Read more →

Three Ways To Grow Your Leadership Skills

A new white paper authored by DDJ Myers’ Senior Vice President Peter Myers, MCC, shares research on mid-level leadership practices from six years of cohorts in the Emerging Leaders Program. This 35-page white paper is rich with information on mid-level managers and their strategic leadership practices. Here are highlights of three of the eight characteristics of mid-level managers being developed as strategic leaders.

Read more →

How To Develop Your Emotional Intelligence

Emotional intelligence (EI) awareness and development in an individual, team, and organization increase performance, decision making, engagement, and a sense of well-being. All of these attributes add up to increased ability and capacity in leadership.

Read more →

After Strategic Planning: The Missing Link

The board of directors approved the strategic plan, and all the work that led up to the strategic planning event culminated in the alignment of the vision, mission, and strategic objectives. The hard work is behind us! Not really! After the plan is approved, the rubber hits the road with real-time action and deliverables. Clarity in communication, objective sharing, project planning, and task assignments still need to be assigned and monitored.

Read more →

6 ways – in 6 minutes each – to change the credit union movement

The first full day of the CU Leadership Convention, a conference formerly known as the CU Directors Convention that takes place the first week of August every year in Las Vegas, had a brand new feature known as 6 x 6. It was billed as the Top 6 ideas that can transform a credit union in six minutes or less. As readers may have guessed, speakers had just six minutes to present. Topics ranged from taking care of your staff to telling stories to using mobile to attract millennials. Read on for more stories from 6 x 6.

Read more →

Coaching in Complexity

Remember your first coaching experience at work? Most likely it was “You are doing great, keep it up!” Or, “We need to talk about . . .”

The profession of coaching has been more openly discussed in the past few years as a way to support organizational leaders or those who want to become leaders. More organizations need to be serious about allocating resources to develop and train managers and executives to be competent coaches in the workplace. Coaching on the spot in real time and at a scheduled time over weeks and months is a competitive advantage.

Read more →

Developing Talent Must Be A Strategic Priority

Though the executive team sets the course, mid-level leaders must be prepared for strategic execution.

Adapted from the white paper “The Missing Link in Strategic Execution: Developing Mid-Level Leaders,” from DDJ Myers. This white paper includes a description of the eight characteristics of strategically oriented mid-level leaders. 

The environment in which credit unions compete for members’ business has become increasingly crowded and complex, with threats posed by emerging rivals, new business models and the added burden of ever-increasing regulation. Maintaining a shared focus on strategic execution has never been more daunting or more essential.

Read more →
Call Now Button