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Leadership Division: Building Exceptional Leaders Through Involvement
Printer-friendly VersionThe Leadership Division provides its members the opportunity to develop lifetime business relationships with the best and brightest people in community banking across the country. From networking with peers to political activism, members have the opportunity to help ensure the future of the Texas community banking industry.
Want to become a part of our team? Click here for a membership application.
Want to become a part of our team? Click here for a membership application.
Leadership in Action
Recently, IBAT launched a new resource for members of the Leadership Division and top-level management in member banks, the Leadership in Action newsletter. Through a partnership with Multiview, an online publisher, IBAT has added another dimension to the benefits of being a member of Leadership Division.
Published on Friday of each week, Leadership in Action contains easy-to-read, practical resource articles focused on the areas of management, leadership, communications and team building.
“With lives busier than ever, we don’t always have the time to seek out resources and read books that give us the skills to be more effective leaders,” said Chris Williston, IBAT President and CEO. “Leadership in Action is intended to be a short, directed source of practical reminders that will help community bank leaders succeed.”
In addition to providing resources for member bankers, Leadership in Action also represents a new opportunity for IBAT Associate Members to reach their audience through advertising.
In the News...
Todd McKee has been promoted to Vice Chairman of the Board at Peoples Bank, Lubbock Todd has served as President and member of the Board of Directors since the bank was established in 1999 and heads the loan committee, serves on the ALICO, and the network documentation and security assessment committee of the board. He will continue as Chief Lending Officer while taking on additional leadership roles.
Amarillo National Bank recently promoted Amy Henderson to Vice President. Amy joined the bank in 2008 and is a senior mortgage loan officer.
Christy Hester has joined the executive management team at Texas Bank and Trust, Longview. As Chief Credit Administration Officer, Hester manages the bank's loan policies and procedures, administers credit risk review policies and procedures, monitors credit risk situations and provides guidance to line of business lending managers. She is also the bank's principal liaison with regulators, examiners and auditors to ensure lending compliance.
Test Yourself: How Well Do You Get Along?
One of the most important skills for success is your ability to get along with others. Take the quiz below and give it to your team members too. Rate yourself as follows:
How often do you...
_____ Listen to others attentively, even when you disagree?
_____ Boost good feelings in others?
_____ Project a positive presence?
_____ Express a positive attitude even when it's difficult?
_____ Give people credit for their ideas?
_____ Resolve conflicts with diplomacy?
_____ Treat others with respect even when you find it challenging?
_____ Honor differences of opinion and keep an open mind?
_____ Act as a catalyst to help others get what they want?
_____ Accept responsibility for a mistake you've contributed to or caused?
_____ Adapt your communication style to the needs of others?
_____ Seek to understand how others see a situation?
_____ Provide ample opportunity for people to air their grievances or concerns?
_____ Give feedback tactfully?
_____ Receive feedback willingly?
_____ Work to find the best solutions for all parties involved?
_____ Model the same behaviors you want others to express?
_____ Seek to respond to what others want or need?
_____ Master your emotions when angry or frustrated?
_____ Create a sense of safety and openness?
_____ Keep current as to what's important and valued by others?
_____ Act in ways that make people feel valued?
_____ Drop any need to be right?
_____ Let go of grudges?
_____ Keep your commitments?
_____ Communicate respect?
Scores:
115-125: You're a Get Along Guru!
105-114: You're using some excellent connection strategies, but you're missing some important connecting cues.
95-104: Explore more ways to connect to what others want, need or value.
94 and under: Pump up your Get Along Power! You may find yourself often frustrated by misunderstandings and missed opportunities.
Source: Communication Briefings, May 2012. The author is Arnold Sanow, a speaker, seminar leader, facilitator and coach. He is the author of Get Along With Anyone, Anytime, Anywhere.
1 = Never
2 = Almost never
3 = Sometimes
4 = Almost always
5 = Always
2 = Almost never
3 = Sometimes
4 = Almost always
5 = Always
How often do you...
_____ Listen to others attentively, even when you disagree?
_____ Boost good feelings in others?
_____ Project a positive presence?
_____ Express a positive attitude even when it's difficult?
_____ Give people credit for their ideas?
_____ Resolve conflicts with diplomacy?
_____ Treat others with respect even when you find it challenging?
_____ Honor differences of opinion and keep an open mind?
_____ Act as a catalyst to help others get what they want?
_____ Accept responsibility for a mistake you've contributed to or caused?
_____ Adapt your communication style to the needs of others?
_____ Seek to understand how others see a situation?
_____ Provide ample opportunity for people to air their grievances or concerns?
_____ Give feedback tactfully?
_____ Receive feedback willingly?
_____ Work to find the best solutions for all parties involved?
_____ Model the same behaviors you want others to express?
_____ Seek to respond to what others want or need?
_____ Master your emotions when angry or frustrated?
_____ Create a sense of safety and openness?
_____ Keep current as to what's important and valued by others?
_____ Act in ways that make people feel valued?
_____ Drop any need to be right?
_____ Let go of grudges?
_____ Keep your commitments?
_____ Communicate respect?
Scores:
115-125: You're a Get Along Guru!
105-114: You're using some excellent connection strategies, but you're missing some important connecting cues.
95-104: Explore more ways to connect to what others want, need or value.
94 and under: Pump up your Get Along Power! You may find yourself often frustrated by misunderstandings and missed opportunities.
Source: Communication Briefings, May 2012. The author is Arnold Sanow, a speaker, seminar leader, facilitator and coach. He is the author of Get Along With Anyone, Anytime, Anywhere.
Find Balance Across Generations
While multigenerational co-workers struggle to understand each other, some of the most difficult situations involve managing a much older or younger staff.
Reporting to a young manager can trigger feelings of inadequacy, feeling “old” and regret in an older worker. The worker may think back to when he began his career and second-guess choices. Older employees struggling to accept their younger managers should focus on getting along with them and supporting them as they would any other boss. In managing the situation, the older worker should:
Reporting to a young manager can trigger feelings of inadequacy, feeling “old” and regret in an older worker. The worker may think back to when he began his career and second-guess choices. Older employees struggling to accept their younger managers should focus on getting along with them and supporting them as they would any other boss. In managing the situation, the older worker should:
- Keep an open mind about the younger manager. Almost everyone we encounter at work can teach us something. Most younger managers have fresh new ideas that can invigorate the workplace.
- Learn technology that the younger boss uses. That will impress the manager and increase your skill set.
- Respect the years of experience the older manager brings to the table. Acknowledge that a decision you don’t agree with may be based on the manager’s experience.
- Accept that meetings and phone calls may be preferred over texting, Skype, instant messaging and email.
Capture the Boss’s Attention
You send email and leave voice-mail messages but your boss never responds. When you run into each other, your boss is always too busy to talk. Use these strategies to gain the attention you need:
- Discuss the problem. Your boss might not even recognize that there is a problem. While you worry that the boss is disappointed in your performance and intentionally ignoring you, the boss may think that because you are an excellent worker you don’t need much direction. Explain your concerns and tell your boss what you need. Example: “Because this is the first project of this size that I have managed, I would feel more comfortable gaining your approval at these key points…”
- Schedule a meeting. Put yourself on your boss’s busy schedule, even if it’s only for 10 minutes once a week. Explain how a regularly scheduled meeting will benefit both of you by ensuring that you have the answers you need to do your work well. Send a reminder a few hours before your appointment with any background materials. Be on time and be brief.
- Make it simple. Make it easy for your boss to respond. Say upfront what you need. Example: Write in your email subject line “Need approval on Wilson project budget.” Format your questions so the boss can respond with a “Yes” or “No.”
Leadership Events
- May 24 2012
- Jun 14 2012 - Jun 16 2012
In The Spotlight: Tim Teske, Green Bank, N.A., DallasTim is a member of the Leadership Division and is a Senior Vice President of Green Bank N.A., Dallas… read more.
Thoughts on Books
Book List Added – For our Leadership Division members, we are adding a list of recommended books. Please sign-in and check the “Resource” tab for “Thoughts on Books.” Send us your recommendations on leadership or management style related books that you would recommend to your colleagues.
