Developing mid-level managers’ leadership competencies is not about teaching tools. A common question that arises in our leadership development programs with executive teams or mid-level managers goes something like this: “I’ve got situation X at work. Which tool should I use to help me navigate the conversation?” We’ve also heard countless times, “If I had positional authority, I could turn this department around.”
To realize tomorrow’s strategic priorities, today’s mid-level talent must recognize and respond to the challenges that emerge in a continually shifting business landscape. Keeping pace with a steady stream of evolving threats and opportunities cannot be accomplished solely through the top-down dissemination of organizational priorities.
CUES has released the 2018 Executive Compensation annual report to the industry. Credit unions were asked to participate in CUES Executive Compensation Survey and/or CUES Employee Salary Survey. The report provides insight into credit union salary and compensation trends across the country to provide valuable data to attract and retain the professionals they need.
Leadership turnover is a serious issue credit unions must address in their strategic planning. That was the message from Deedee Myers, CEO of Phoenix-based consultancy DDJ Myers, speaking during the National Association of Federally-Insured Credit Unions’ annual conference in Seattle.
My high school years were spent surfing on the Outer Banks of North Carolina. Not exactly Hawaii’s North Shore, but those east coast beaches inspired me nonetheless. Since then, when time and budget allowed, I headed down to Central America for surf camp (check out Witch’s Rock in Tamarindo, Costa Rica). Alas, my prospects for a professional career in the oceanic arts never materialized.