Lead Yourself, Lead the Team – Leadership Touch Point Year One – Chief Retail Officer Perspective Laurie Callahan Sit with your teams!

Executive Banking School Roadmap GROWING Capability Confidence Courage YEAR THREE Chief Executive Officer Perspective YEAR ONE Chief Retail Officer Perspective YEAR TWO Chief Financial Officer Perspective

Executive Banking School Roadmap GROWING Capability Confidence Courage YEAR THREE Chief Executive Officer Perspective YEAR ONE Chief Retail Officer Perspective YEAR TWO Chief Financial Officer Perspective

Year One – Chief Retail Officer Perspective Retail Strategy Curriculum Leadership Communication Leading the Retail Line of Business via a Balanced Scorecard Discovering Customer Segments & Consumer Behaviors Successfully Communicating & Advertising in Retail Banking Developing and Pricing Profitable Bank Products Modernizing & Optimizing Delivery to Meet Customer Requirements Facing Ethical Dilemmas in Banking Applying Concepts Learned to Today’s Market Chief Retail Officer Perspective

Year One – Chief Retail Officer Perspective Retail Strategy Curriculum Leadership Communication Leading the Retail Line of Business via a Balanced Scorecard Discovering Customer Segments & Consumer Behaviors Successfully Communicating & Advertising in Retail Banking Developing and Pricing Profitable Bank Products Modernizing & Optimizing Delivery to Meet Customer Requirements Facing Ethical Dilemmas in Banking Applying Concepts Learned to Today’s Market Chief Retail Officer Perspective

This Session’s Critical Topics Explore stages of group development Reflect on individual contribution and leadership lessons Determine next steps for enhanced team effectiveness 6

Share Build Knowledge Team Improve Learn Motivate Collaborate Development Navigate Direction Leadership Inspire Team Relationships Improve Education Mentor Collaborate Performance Feedback Opportunities Together Exposure Skills Structure Network Insight Share Future Connections Knowledge Experience Learn Intentional Work Engage Focus Listen Examples Improve Quality Build Motivate Tools Strategies

Look familiar?

Bias A particular tendency, feeling, or opinion that results in judgment without question. - Provides mental shortcuts based on experiences - Helps create meaning - Filters information - Can be wrong or skewed - Based on perceived experience, not necessarily reality 11

Reframing Barrier Labels He’s unrealistic. He’s clueless. He’s arrogant. She’s a pushover. She’s bossy.

Stages of Group Development

Forming Storming Norming Performing Not clear on what we’re supposed to do. Roles / responsibilities are articulated. Feedback is objective and well received. We” versus “I” orientation. Wondering where we’re going. Problem solving doesn’t work well. Appreciation and trust build. High openness and support. No group history; unfamiliar with group members. Anxiety abounds. Competition is high. Team confidence is high. Open Communication. Collaborating with other teams. Interested but skeptical Trying new ideas. Team is creative. High empathy. Concerned about own competence in learning new skills. Level of participation is at its highest for some and its lowest for some. Commitment is gained from all members on direction and goals. Little waste. Very efficient team operations. Little or no commitment or trust. Feeling closer to some but not others. More individual motivation. Team members have objective outlook. Norms of the team are not established. Struggling with not placing blame More proactive than reactive. Feeling like “owners” High learning. People push for position and power. Success occurs. Ok to risk confrontation.

Next Steps for Team Effectiveness

Action Steps: “Forming” to “Storming” Action Steps: “Storming” to “Performing” Action Steps: “Norming” to “Performing” Figure ways to build trust. Everyone works actively for supportive environment. Self-evaluate without a fuss. Set goals. Buy into objectives and activities. Communicate all the time. Establish roles. Build trust by honoring commitments. Delegate freely within the team. Decide once and for all to be on the team. Request and accept feedback. Share responsibility. Take risks. Agree on individuals’ roles and responsibilities. Praise and complement each other. Leader must be directive. Listen to each other. Share leadership role based on who does what the best. Assess whether you are going along to get along. Build trust by honoring commitments Keep raising the bar with how things get done

Individual Reflection Next Steps for Team Effectiveness Individual Reflection What specific ways did I serve the team productively with my talents? What can I do differently to add greater value to the team and process? What is working well for the team? What is the greatest opportunity to improve team effectiveness? What leadership lessons have been learned or confirmed?

Team Reflection What’s working well for us? Next Steps for Team Effectiveness Team Reflection What’s working well for us? What’s the greatest opportunity to improve team effectiveness? What leadership lessons have been learned or confirmed?

Team Assignment

Team Room Team Reflection Questions Team Assignment Team Room Team Reflection Questions Daily specific feedback to be given on contributions and expectations

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Start with talent – finish with strength ‟Leadership is not about changing the mindset of the group, but in the cultivation of an environment that brings out the best and inspires the individuals in that group.” -Arthur F. Carmazzi

Questions?

Year One – Chief Retail Officer Perspective Retail Strategy Curriculum Leadership Communication Leading the Retail Line of Business via a Balanced Scorecard Discovering Customer Segments & Consumer Behaviors Successfully Communicating & Advertising in Retail Banking Developing and Pricing Profitable Bank Products Modernizing & Optimizing Delivery to Meet Customer Requirements Facing Ethical Dilemmas in Banking Applying Concepts Learned to Today’s Market Chief Retail Officer Perspective

Executive Banking School Roadmap GROWING Capability Confidence Courage YEAR THREE Chief Executive Officer Perspective YEAR TWO Chief Financial Officer Perspective YEAR ONE Chief Retail Officer Perspective