Yasmine A. Branden, CCA NAWIC President-Elect

The Next Turn of the Flywheel “No matter how dramatic the end result, the good-to-great transformation never happened in one fell swoop. There was no single defining action, no grand program. Good to great comes about by a cumulative process – step by step, action by action, decision by decision, turn by turn of the flywheel – that adds up to sustained and spectacular results.” Jim Collins “Good to Great”

Leadership Wall Street Journal “Guide to Management” “Primal Leadership,” Daniel Goleman Less about your needs Organization & members’ needs Mindful engagement – Present in the moment Adapt leadership style to situation Emotional intelligence

Leadership Styles Visionary Coaching Affiliative Democratic Pacesetting Commanding

Visionary Leadership Style “Visionary leaders articulate where a group is going, but not how it will get there – setting people free to innovate, experiment, take calculated risks.” Organization needs new direction Move towards shared dreams NAWIC: – Increased membership – Virtual attendance – Respond to new membership needs – Respond to new needs of renewing members

Coaching Leadership Style “Coaching works best with those who show initiative and want more professional development.” One-on-one style focusing on developing individuals Show how to improve performance Help connect their goals to goals of organization Backfires if it’s perceived as micromanaging, undermining members’ self-confidence

Affiliative Leadership Style This approach is valuable “when trying to heighten team harmony, increase morale, improve communicatio n or repair trust in an organization.” Emphasizes teamwork Creates harmony by connecting people to each other Downside: – Mediocrity is tolerated – Emphasis on group praise can allow poor performance to go uncorrected

Democratic Leadership Style Draws on people’s knowledge and skills Creates group commitment to goals Works when direction is unclear & leader needs collective wisdom of group Won’t work when a decision is needed immediately or in times of crisis

Pacesetting Leadership Style “Our data shows that, more often than not, pacesetting poisons the climate.” Leader sets high standards for performance Better and faster than everyone else Expects everyone to perform at highest standard Can undercut morale, making people feel like failures

Commanding Leadership Style “Effective is only effective in a crisis, when an urgent turnaround is needed. Classic military model Most often used – least effective Rarely involves praise Employs criticism as motivation

Women Leaders NAWIC members exemplify these traits Clear vision Balance strategy with tactical Risk takers Influential Motivate Team builders Trust instincts

5 Fundamentals for a Great NAWIC Leader A Leader Plans A Leader Has Vision A Leader Shares Her Vision A Leader Takes Charge A Leader Inspires

A Leader Plans Plans for her committee / event / chapter / position Plans her succession Plans outreach Delegate – Delegate - Delegate

A Leader Has Vision The vision needs to make sense to everyone Why we need to go there Clearly articulate what you want, why you want it, how to get there

A Leader Shares the Vision Where do we want to go? How do we get from here to there? What tools do we introduce to reach that vision? How do I get buy-in?

A Leader Takes Charge Assigns tasks / goals Mentors members and non- members to lead Takes the risk to lead Shows it can be done

A Leader Inspires Mentor, mentor, mentor Define your message to touch members’ passion You are “all in” Show your passion

NAWIC Leaders Strategic Plan points the way Include members to determine the path to success Take risks Allow for mistakes Mentor

Yasmine A. Branden, CCA NAWIC President-Elect