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Speaker: Nancy John
Attendees begin the day engaged in an activity, “Linking Leadership Lessons,” that will give them a chance to meet others at their table on a meaningful level, share a talent with their group, and learn others' talents. The activity is done several times during the day, adding depth and interest each time. The result is a paper chain that is hung in the room, showcasing everyone's talents; the longer-lasting result is a leader network containing an inventory of contact names with specific talents.
Emerging leaders arrive having already completed two key assessment tools that will be studied over the course of the day. The completed Strength Deployment Inventory and the Strengths Portrait are distributed and discussed, with a heavy emphasis on the conflict sequence, and Strengths. Leaders engage in hands-on activities that focus on: (1) their strengths, and relate the strengths to the talents outlined in the Linking Leadership Lessons activity, and: (2) how their conflict sequence impacts their preferred way to deal with conflict. Highlighting how actions might be interpreted by others when leaders inevitably find themselves under stress or in conflict provides insight and suggests actions to maintain high levels of personal and team effectiveness - even when things are not going well.
The last 2 hours of the day are spent learning hands-on methods showcasing how to deal with a variety of typical conflicts, using case studies to elicit best practices. Examples may include these:
Using the insights gained from Day 1, leaders begin by examining what needs to change as they “let go of,” continue, and start doing in order to better dedicate themselves to their day-to-day role as a leader of teams and individuals. Like all of the topics for the day, small-group and individual activities ensure energy remains high, and ideas and insights are easily transferred back to the credit union.
Two things that leaders need to start doing more of as leaders of teams are: (1) to accurately assess the current state of their team, and (2) to plan and implement strategies that will propel their teams forward. The entry point is through introducing proven characteristics of high-performance teams. Leaders then assess their own teams in order to uncover strengths and opportunities through the use of a diagnostic tool. Best practices are gleaned and shared for everyone to supplement their toolkit of actionable ideas.
Attention is shifted to leading individuals, with a recognition that two things that leaders need to start doing more of are: (1) to proactively motivate individuals (as individual contributors or as members of a team), and (2) to asking meaningful questions. Activities abound in the mid-late afternoon of the day, and conclude with a high-energy exercise which hones their ability to express appreciation using the style that will be most meaningful to the receiver.
Speaker: Brandi Stankovic
Utilizing the personal assessment and tools gained in the first two days, day three will focus on driving initiatives at your credit union organization. Understanding what motivates and drives your team will help you engage them in your strategic initiatives.
A good leader focuses on what matters, wins support for ideas, vision and direction and motivates their team to collectively move together toward achieving the vision. It is critical to build the power of your voice. Learn to develop your own personal strategic plan and the key strategies for building a culture that promotes professional growth.
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