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Poor leadership is common among CEO's of credit union and other not-for-profit organizations. The financial and emotional impact on the organization, its stakeholders and the community that relies upon the organization may be difficult to quantify; however, the costs would include reputation risk, high-staff turnover, inability to accomplish approved strategies, and low morale.
Reputation risk may manifest itself in declining membership growth, increased scrutiny by the local press and examiners, and staff turnover can be very costly with estimates in a range of 25% to 200% of annual salary. As the organization fails to grow loyal members, the productivity ratios become stressed and that begins a downward spiral that places undue stress on staff, the board of directors, and leadership.
In my 29 years as a credit union executive, here is what I observed as the most common causes of poor leadership, and how you can avoid the pitfalls:
1. Be passionate about your role awareness and self direction as a leader. What does that look like? Become a lifetime learner, or die. Real and meaningful commitment to remaining fully competent will require hard work and courage. Look at those with whom you interact and have formed the opinion that they are incompetent, not excited or engaged in their work, or they get by on the length of their employment versus skills and knowledge. Are you perceived that way by others?
How do you feel about the many roles you play? Are any of them fuzzy and ambiguous? What if you learned to say "no" to requests to serve on another board, committee, or extra-curricular activity? Leaders are sought out for their ability to get things done, contacts, or pocketbook. Where are your time, talents and money best used? I too served on a lot of not-for-profit boards, committees, and national organizations such as CUES and the scheduling became difficult. I knew it was too much and my organization was the loser for the time I was out of the office. This is the time of year that thousands of credit union leaders are in Washington, DC. Ask yourself why and what are the rewards? Consequences?
Self direction, or the lack of, is almost always associated with role awareness and when I see a person that lacks self direction it is a sign that they have not conducted a long-term strategic plan for their life. Leaders are good at planning other's lives, and planning for their organization, but not so much for themselves.
2. Be a great listener. Listening is not just with your ears. It is you, your eyes, your undivided attention and your heart. Thinking back to that person you perceive as incompetent, they are in all likelihood a poor listener. I met a lot of them and they can be volunteer directors, examiners, staff, vendors, or members. The fact that they don't get it or see it is the challenge. People that talk the most have the least to say. They are not passionate about their job and that is their developmental issue.
3. Build a bridge. Leaders that have not demonstrated a willingness to do so are reluctant to engage because of past failures. Perhaps your board or the examiner does not share your view of success. It is different for all. Theirs is often a world of "one size fits all". To change a system does not need to be adversarial. Unless the other parties are hopelessly incompetent (and I accept that some are), or they have been poorly trained, or simply lack the resources, there is room for compromise. Building relationships across divisions of culture, and honoring what people are compels you to build bridges.
Steps you can take can include commitment, deliberate action, courage to face change, ongoing action, and accountability. All are reasons that you can be a successful leader and take your organization to greater heights.
To correct this problem you need to identify those characteristics in yourself that are possible obstacles to be overcome.
To receive a complimentary assessment of your leadership traits, contact KES Group at info@kesgroupllc.com.
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