MISSION-BASED LEADERSHIP: LEVERAGING THE CREDIT! UNION DIFFERENCE TO GROW YOUR ORGANIZATION. January 27, 2014

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1 MISSION-BASED LEADERSHIP: LEVERAGING THE CREDIT! UNION DIFFERENCE TO GROW YOUR ORGANIZATION January 27, 2014

2 Michael Neill Michael Neill & Associates

3 ACTIONS FOLLOW MISSION Mission Dictates Model Ritz Carlton vs. Motel Six Sometimes we talk like we re the Ritz but act more like Motel Six We sometimes become operationally obsessed This will prevent failure but not create differentiation

4 WORKING DEFINITIONS Leaders Have Followers Casey Stengel Definition Keeping the guys who hate you away from the rest who are undecided. Outcome Based Leadership The leader has a primary focus on the desired outcomes and leads to develop an organization that will produce the outcomes

5 WORKING DEFINITIONS Missional Leadership The leader has a primary focus on the purpose of the organization, relative to those it serves, and leads to develop an organization that will fulfill purpose The cool thing is you ll also be very successful as measured by financial performance measures

6 THE NEED FOR MISSIONAL LEADERSHIP Everything around us is experiencing tumultous change. Some of the change is illogical and quite sudden We have begun to rethink success True success is based in providing value and receiving return from it This is who we are Not for profit, not for charity but for service.

7 MISSIONAL LEADERSHIP CREATES EMPLOYEE ENGAGEMENT Engagement The state of emotional and intellectual commitment to an organization or group producing behavior that will help fulfill an organization's promises to customers - and, in so doing, improve business results. - Hewitt Associates

8 THE CHALLENGE IN ENGAGING EMPLOYEES For years, employee engagement scores have declined despite the millions of dollars companies invest to boost sagging workforce morale. - Forbes Magazine 55% of employees say they are disengaged in the work of their organization 16% of employees say they are actively disengaged Gallup Group Research - Definition of Actively Disengaged They are CAVE dwellers "Consistently Against Virtually Everything

9 FINANCIAL PERFORMANCE AND ENGAGEMENT ARE LINKED Increased engagement Leads to 2-3% increase in operating margin while a reduction in engagement results in a 1-2% decrease in both operating margin and net profit Gallup's calculations Actively disengaged employees cost the American economy up to $350 billion per year in lost productivity

10 ENGAGED VS. DISENGAGED Can we be out-served by fast food restaurant? Every day we can see the difference in those who are engaged vs. disengaged How can I brand with behaviors that are not in alignment with mission?

11 THE THREE DRIVERS OF ENGAGEMENT FROM MISSIONAL LEADERSHIP Trust Can I believe you to be authentic? Values What is important to the organization? Purpose-Driven Mission A behavioral driver that is bigger than simply making money

12 HOW DOES IT WORK? When trust, values and a purpose-driven mission guide leadership decision-making and behavior, they give rise to a highly inspired group of super-engaged employees. Super-engaged employees exhibit many more specific engagement traits Willingness to put in a great deal of extra effort, Increased loyalty Greater willingness to recommend their company as an employer of choice Efforts to inspire others in the company Forbes Magazine A Quick Test of Engagement -

13 FILENE RESEARCH INSTITUTE STUDY OF TRANFORMATIONAL LEADERSHIP Specifically, we discovered the following: CEOs who exhibit Transformational Leadership behaviors Greater goal agreement with their vice presidents, which leads to Greater satisfaction with the CEO and their commitment to the credit union, which leads to Greater job performance, which leads to, A positive impact on credit union performance. - Filene Research Institute Study on The Effect of Transformational Leadership in Credit Unions.

14 HOW ENGAGEMENT IMPROVES BUSINESS OUTCOMES Leadership Prac-ces Create and Communicate a Compelling Mission Transform Behaviors in Alignment with Mission Don t Facilitate Ins>tu>onal Effort Equity Have a Commitment to both Internal and External Service Move the Organiza>on from Over- Managing to Coaching Business Performance Employee Results Sales Growth Missional Behaviors Market Share Overall Sa>sfac>on Produc>vity Employee Reten>on Long- Term Profitability Member Results Elapsed Time Excep>onal Service Product Quality Work Characteristics Overall Sa>sfac>on Member Loyalty

15 SUCCESS MENTALITY VS. PEER COMPARISON MENTALITY Outcome Leadership will keep you out of trouble but Missional Leadership will create success. Mike Neill -

16 MISSIONAL LEADERSHIP IS NOT WEAK LEADERSHIP It is not consensus based leadership Consensus is the absence of leadership Margaret Thatcher Many don t follow because they don t have a leader. Paint me a picture of the future that is better than where we are now. Sell me on the idea that you mean it. Then I will follow.

17 HOW DO MISSIONAL LEADERS CREATE CHANGE? I ll lead when everyone will buy in Buy in comes from leadership Leadership is not given license as a result of buy in

18 MISSIONAL LEADERS Create and communicate a compelling mission Transform behaviors in alignment with mission Don t facilitate institutional effort equity Have a commitment to both internal and external service Move the organization from over-managing to coaching

19 MISSIONAL LEADERS Create and communicate a compelling mission Develop a mission that is purpose-driven Communicate the mission in every aspect of daily life

20 CREATE AND COMMUNICATE A COMPELLING MISSION To be a missional leader you must have a compelling mission To improve the financial lives of our members and the communities we serve It is purpose driven and allows me to lead Missionally Bad Mission To be the biggest Credit Union in the State

21 GREAT MISSIONS! GREAT CREDIT UNIONS Tinker Federal Credit Union- 2.9 Billion We exist to help our members achieve their goals and realize their dreams. SeaComm Federal Credit Union Million To improve the quality of life in the communities we serve.

22 CREATE AND COMMUNICATE A COMPELLING MISSION What is the result of not have a compelling Mission My advice, short enough to be on a bumper sticker, but not a slogan Should make the reader think, I want to be a part of that. How often do you use your mission to explain the need to do something different, do something hard to do?

23 CREATE AND COMMUNICATE A COMPELLING MISSION Many leaders communicate change with regard to avoiding crises it does create action but Improve financial performance why that doesn t work? Show me a better place, rather than running away from where we are. Tie every change and performance back to mission In our continuing effort to improve the financial well being of our members and the communities we serve we are going to implement this will help us to live out our mission as it will allow us to better What happens if I don t? How does a Missional leader communicate the need to implement a new core processor?

24 MISSIONAL LEADERS Transform behaviors in alignment with mission Equal focus on behaviors as well as outcomes and systems Create behaviors in alignment with mission by catching people doing things right Create behaviors in alignment with mission through accountability

25 TRANSFORM BEHAVIORS IN ALIGNMENT WITH MISSION Outcomes change only because behaviors change We have become operationally obsessed outcome leaders Fast, Accurate & Friendly are dissatisfies As such we focus on what prevents failure Price Product Technology Location/Convenience

26 TRANSFORM BEHAVIORS IN ALIGNMENT WITH MISSION Most organizations delude themselves into thinking they are changing by implementing structures that allow them to think change is occurring. e.g.. Branch redesign, new products, sales training. The only thing that defines actual change in organizations is when behaviors change. Everything else is just an illusion. - John Kotter Leading Change

27 TRANSFORM BEHAVIORS IN ALIGNMENT WITH MISSION Over-Managers find a flaw and stop it. Missional Leaders Catch People Doing it Right. Most organizations use negative and neutral reinforcement. What happens when this is the environment? Employees want to do just enough not to get caught. Doing less works makes more sense in a negative environment

28 TRANSFORM BEHAVIORS IN ALIGNMENT WITH MISSION When employees want to avoid work or blindly follow procedures it is difficult to create exceptional outcomes Missional Leaders create an environment in which all employees feel comfortable suggesting ideas, and changing entrenched processes. - Filene Research Institute Study of Transformational Leadership

29 TRANSFORM BEHAVIORS IN ALIGNMENT WITH MISSION Move from an Error Log mentality obsessed with exceptions Create a environment of catching them doing it right And tie the behavior back to mission I am talking about culture not a never-ending program of catching you doing it right.

30 TRANSFORM BEHAVIORS IN ALIGNMENT WITH MISSION Accountability is missing in some leadership teams for behaviors that are not in alignment with the Mission There must be accountability for acting in alignment or out of alignment with Mission Many times we hold employees accountable for production outcomes rather than for behaviors that are not Missional.

31 MISSIONAL LEADERS Don t facilitate Institutional Effort Equity Missional Leaders expect effective performance across a broad range of important categories. Missional Leaders will not excuse non-missional behavior because of outstanding performance in other areas.

32 DON T FACILITATE INSTITUTIONAL EFFORT EQUITY Level 1 - Natural Effort Equity I will do the work that you have asked for the pay to which we have agreed. Level 2 - Comparative Effort Equity I will compare my performance to the lowest performer in every area I do not desire to perform. Level 3 - Institutional Effort Equity When leaders buy-in to Level 1 and 2. What you are willing to accept will become your standard.

33 MISSIONAL LEADERS Have a commitment to both internal and external service Missional Leaders understand the importance of internal service Missional Leaders create one culture, not two

34 COMMITMENT TO BOTH INTERNAL AND EXTERNAL SERVICE Missional Leadership Creates Great Internal Service According to Hamilton (2008), several positive outcomes can be observed mission and value focus; creativity and innovation; responsiveness and flexibility; commitment to both internal and external service; respect for employees; employee loyalty; and celebration of diversity.

35 COMMITMENT TO BOTH INTERNAL AND EXTERNAL SERVICE The service we provide to the member will never be better than the service we provide to each other. - Jan Carlson You can t out-serve yourself. Mike Neill Missional Language Support vs. Back-Office People become what you call them - o The Basement People!

36 COMMITMENT TO BOTH INTERNAL AND EXTERNAL SERVICE Deification of Butt-Heads Beware of Betty! But Betty is a SME! This compromise would never happen on the frontline! The Missional Leader has one culture, not two We don t have two areas, frontline and support. We have one mission. We have different roles in living mission.

37 COMMITMENT TO BOTH INTERNAL AND EXTERNAL SERVICE If we measure external service, we measure internal service Results are coached Improvements in missional behavior occur Scores have implications in the evaluation just as Mystery Shopping

38 MISSIONAL LEADERS Missional leaders move the organization from overmanaging to coaching Missional leaders understand the difference in managing and coaching Missional leaders create an organization that flows back to mission As missional leadership emerges so will missional coaching

39 MISSIONAL LEADERS MOVE THE ORGANIZATION FROM OVER-MANAGING TO COACHING Missional Leaders understand the difference in managing and coaching Management is about process and outcomes Many managers don t know how to coach so they parent employee It doesn t work, ask my mom.

40 MISSIONAL LEADERS MOVE THE ORGANIZATION FROM OVER-MANAGING TO COACHING Coaching is about people and behaviors Behavior change leads to outcome change Missional Coaching will follow Missional Leadership

41 MISSIONAL LEADERS MOVE THE ORGANIZATION FROM OVER-MANAGING TO COACHING Effective missional leaders help employees link their work with the larger Purpose communicated in the vision. This helps all employees understand their contribution to moving toward the organizational vision. - Filene Research Management approach to not meeting sales goals Number based focus No solution created No accountability for failure to live missionally

42 MISSIONAL LEADERS MOVE THE ORGANIZATION FROM OVER-MANAGING TO COACHING Coaching approach to not meeting sales goals Focused on mission Solutions based There must be accountability for failing to live missionally If I can get in more trouble for being out of balance than for failure to live our our mission, we are living Outcome Leadership not Missional Leadership.

43 VERTEX Driving Credit Union Productivity & Profitability

44 MOST DOWNLOADED REPORT!

45 WHO NEEDS VERTEX?

46 MANAGERIAL INCOMPETENCE = FAILURE 96%

47 DOESN T ADDRESS UNIQUE NEEDS

48 CUSTOM = EXPENSIVE & TIME CONSUMING

49 THE DETAILS: HOW DOES IT WORK?

50 HOW DOES VERTEX WORK? Step 1: Checkpoint 360 Degree Evaluation Comprehensive assessment of each participant s current management skills Attributes Strengths Opportunities for growth Management Skills Survey Vertex Coach Assigned: Debriefing of Checkpoint 360 and Skills Survey Customized Action Planning Based on Checkpoint 360 Results and Management Skills Survey

51 HOW DOES VERTEX WORK? Step 2: Management Training Eight web-based training modules with participant guides for each key management skill area: Team Building Employee Motivation Performance Through Coaching Strategic Thinking Leadership Employee Accountability Effective Delegation Effective Interviewing Each module includes a post-test

52 HOW DOES VERTEX WORK? Step 3: Monthly One-on-One Conference Call Review Action Plan Implementations Validate implementation of action steps Set new learning goals Discuss current challenges Review what was learned from the most recent Vertex Webinar. Ensure key learning points were understood. Discuss what the participant plans to implement from the webinar.

53 HOW DOES VERTEX WORK? Step 4: Accountability Quarterly Phone Conference with Particpant s Supervisor Provide feedback on engagement and development Provide suggestions for supporting learning and development Validate skill implementation

54 HOW DOES VERTEX WORK? Step 5: Final Assessment & Evaluation 2nd Management Skills Survey to assess progress Development of follow-up action plans for participants On-going development recommendations

55 VERTEX FOR FUTURE MANAGERS The Vertex version for those not yet in management who you want to be fully effective from the first day! Retain top performing employees by investing in their development Benefits Extremely low cost Self-paced No out-of-office time All the same training modules proven by research to be critical for success Accountability

56 VERTEX COACHES

57 VERTEX IS LIVE FedChoice Federal Credit Union Debbie Wright shares, This program has put me on the path to becoming a better leader. And, by having better leaders at FedChoice, the credit union will experience cascading benefits such as improved employee engagement, motivation and productivity. This program was truly eye opening and encouraged me to become more self-reflective and open to change" Collins Community Credit Union NuPath Community Credit Union 121 Financial Credit Union

58 NEXT STEPS More information including a demo of the training modules contact Tansley Stearns: Sign-up for Vertex - vertex-manager-training

59 QUESTIONS?

60 LET S CONNECT! Tansley Stearns

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