The best of learning involves no school at all; “the world is school enough,” says George Leonard, a Zen philosopher and expert in Aikido. Our world today is opportunistic in its learning. Yet, there are no roadmaps, no curriculum, and no solidified outcomes. The path of mastery is not a goal; it is a process, a journey, every day in the boardroom, corner office, in the back office, and on the front line.
After establishing your board-organizing principle, consider four additional success factors.
by Peter Myers.
As with anything worth doing, board assessments are worth doing well—especially if the board has had an aversion to being “evaluated.” Committing to an assessment process begins with developing a shared understanding of what the board plans to accomplish and a realization that the path to achieving that goal might include a few branches and stones. But, the destination will be worth the trips.
When the not-knowing gets stressful, good leaders respond with action based on best practices.
Psychologists have studied people’s responses to the kinds of pressure that the COVID-19 pandemic is producing. These three research-based ideas about how to handle this pressure are mission critical for leaders in the present moment:
- Not knowing is more stressful than knowing.
- Discipline is your best friend.
- Take action in times of uncertainty by remembering that you can swim.
Embrace Your Gifts
For Deedee Myers, Ph.D., CEO of CUESolutions provider DDJ Myers Ltd., Phoenix, success centers on feeling “at home in her skin” with work and the people involved. It’s embracing and sharing her values, gifts and talents. If success were an equation, hers would be:
the right work
Deedee Myers, Phd – CEO of DDJ Myers is a featured author in:
Practical, Expert Guidance on Leadership, Human Resources, Financial Management, Lending, Cybersecurity, Marketing & Business Lending
The #1 impact is about people, how we see each other in this new way of life. I see an increase in capacity for empathy and compassion plus an expectation of self-accountability to fulfill your commitments with mastery. Revisit and refresh your succession process and plan and no longer hesitate to develop the right people or start a search to find the best of the best. We are assessing the impact on search timelines and encouraging clients to start sooner because the impact of an executive moving in the next few months may be a challenge. Boards will need a larger viable pool of CEO candidates in case of candidates withdrawing from the process. I have been saying for years that boards and CEOs need a strong partnership and both parties need to be masterful in vision, strategy, and execution. There is no more time to further compromise in this relationship. Credit unions are embracing innovation and technology in unprecedented ways. Over the past several years, many organizations have talked about being innovative, agile, and flexible and now it is a mandate. Boards that have resisted virtual meetings now do not have that choice. Organizations that procrastinated on a remote work practice are now scheduling rotations of employees at home and social distancing in the workplace. Impressive is the readiness of most credit unions with up to date pandemic policies. Teams are increasing, overnight, competency in fast-tracking membership acceptance of digital banking.
Deedee Myers, CEO, DDJ Myers, Ltd.