STRATEGIC MANAGEMENT ISSUES Presented by: Osburn & Associates, LLC 1

Author/Lecturer DAVID L. OSBURN David is the founder and managing member of Osburn & Associates LLC, a Las Vegas-based business training and contract CFO firm that provides seminar, webinars, and keynote speeches for various groups including CPAs, bankers, attorneys, credit union employees, credit managers, and business owners. He also provides contract CFO services for contractors, real estate developers, financial institutions, and medical practitioners. His extensive professional background encompasses over 28 years in banking and finance. His bank commercial lending credentials include comprehensive loan underwriting, management, customer development, and loan workout experience. In addition, David is an Adjunct Professor for Regis University, an accredited MBA program and the College of Southern Nevada, a community college. He has taught college courses for over 27 years, covering Finance, Accounting, Economics, Marketing, Banking, Business Law, and Management. He earned an MBA in Finance/Marketing from Utah State University and a BS in Finance from Brigham Young University. He is also a graduate of the University of Oklahoma National Commercial Lending School. Osburn & Associates, LLC A Business Training & Contract CFO Firm David L. Osburn, MBA Managing Member 7426 Alamo Summit Drive Las Vegas, Nevada Direct: (702) Website: dlosburn.com 2

STRATEGIC MANAGEMENT ISSUES I. What is Strategic Management? Long-Run; Big Picture (Vision/Mission) “Leader” Role II. What is Tactical Management? Short-Run; Small Picture (Daily/Monthly/Annual Tasks) “Manager” Role 3

4 III. The Role of the Credit Union Leader from a Multi-Task, Multi- Function Approach a) What is Multi-Tasking? b) How do You Really Do It? c) How do You Motivate Your “Team” to Really Do It?

IV. “Basic” Required Analytical Skills: a) Marketing b) Finance c) Management d) Accounting e) Financial Statement Analysis f) Business Law (Labor Law) 5

V. Management Techniques: a) “People” skills b) Ability to delegate (The “Jethro” Principle) c) Ability to communicate (oral, written, body language, “space dynamics”) d) Ability to motivate e) Ability to negotiate f) Ability to manage “continuous” change (life management) g) Ability to manage time 6

VI. Time Management (Expanded): Three Time Factors: a) Time Wasters (stealers) b) Time Savers c) Time Management Techniques 7

8 VII. Performance Measurements: a) Annual Reviews b) Quarterly Reviews (tied to Compensation) c) Coaching Approach VIII. Compensation a) Money b) Recognition c) Combination (Money & Recognition) d) Time Factor

9 IX. Financial Analysis: a) Basic Knowledge: Credit Union b) Application to the Vision/Mission of the Credit Union c) Training Your Team (What do we Disclose?)

10 X. Strategic Management Theory, Models, and Applications: a) Trait Leadership: 1. Intelligence 2. Self-Confidence 3. Determination 4. Integrity 5. Sociability

11 b) Skills Leadership 1. Administrative Skills: a. Technical b. Human c. Conceptual 2. Organizational Leadership X. Strategic Management Theory, Models, and Applications (Continued):

12 c) Style Leadership: 1. Theory X 2. Theory Y 3. Theory Z X. Strategic Management Theory, Models, and Applications (Continued):

13 XI. Strategic Management Scenarios: a) You were just “appointed” by the President of the credit union to head up a new “business development” team. You are somewhat of an introvert by nature and do not feel comfortable in this role. In your previous position, you “managed” a team of 5 employees in “supporting” other departments within the credit union In this new position, you will be leading a team of 10 employees and be reporting your results to the Board of Directors on a quarterly basis. What do you do?

14 XI. Strategic Management Scenarios (Continued): b) You are the new President of a mid-size credit union and are responsible for leading 250 employees. In your previous position, you were responsible for a much smaller organization (35 employees) and took a “tactical” approach to managing the team. You realize in this new position, you will need to “shift” to more of a “strategic” leadership approach. How do you make the transition?

15 XI. Strategic Management Scenarios (Continued): c) You have just been hired as a new Regional Vice President for a large credit union. After meeting with your new boss for less than 5 minutes, you realize that you will be working for an “extreme” Theory X type of person. Your personal style of leadership is more Theory Z. How do you manage this situation?

16 XII. Credit Union Leader as a “Continuing ” Strategist: a) Continuous “Credit Union” Vision/Mission Emphasis! b) Continuous “Team” Vision/Mission Emphasis! c) Continuous “Personal” Vision/Mission Emphasis! The ABCs: 1. Positive Attitude 2. Believe in Yourself 3. Courage