2 minutes
Imagine, if you will, that your credit union leadership role comes with its own superhero cape. It’s not visible, yet others definitely know it’s there.
Do you picture your cape flowing out behind you like the one shown on our cover, encouraging others to grab on and join you in accomplishing the credit union’s mission? Or does your cape drape close to your body, making it difficult for staff and other CU stakeholders to grasp your vision?
In this issue’s cover story, “The Impact of Leadership,” we look at the value of understanding our capes, which represent our individual leadership style, or brand, and the shadow it casts on others.
After all, writes contributing author Jamie Swedberg, “The way employees do their jobs is greatly influenced by the cues they receive from above—whether those cues are intentional or unintentional, articulated or implied.”
A CEO’s leadership style affects the credit union’s overall culture. But individual managers have a big impact on employee engagement, that willingness to go the extra mile for your credit union, writes Kerry Liberman in “Loving Their Work.”
President of People Perspectives LLC, she shares research from Gallup showing that “the relationship with the manager is the top driver of employee engagement. This includes the type and amount of supervision and direction leaders give to their employees, being treated fairly, receiving feedback and direction, having a strong working relationship based on mutual respect, and the managers getting to know them as individuals.”
In her article, Liberman describes six areas managers can work on to improve engagement—including communication and teamwork—and tells of a highly engaging branch manager who exemplifies these qualities.
For another example of a leader who has successfully built a we’re-all-in-this-together atmosphere, in part by taking time to celebrate success, check out “Owning Sales Goals—and Rewards,” p. 10, featuring CUES member Jennifer Oliver, CCE, president/CEO of $85 million South Bay Credit Union, Redondo Beach, Calif.
Adjusting management styles requires commitment and coaching. Liberman’s article offers ways credit unions can help, including ensuring that managers are moving in the right direction. These range from holding them accountable for voluntary turnover, to conducting a leadership assessment. Feedback from direct reports and others can help managers at all levels understand and maximize the power of their own superhero capes.
Mary Auestad Arnold
Editor and Publisher
