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).”
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.
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.
Building ‘bench strength’ is a strategic imperative. Endorsement by a credit union’s board and leadership teams of a thoroughly vetted organizing principle facilitates a higher level of strategic execution across the organization.
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.