1. Leading with Strength: Lead Yourself, Lead the Team
Year One – Chief Retail Officer Perspective
Laurie Callahan

2. 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

3. 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

4. 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

5. 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

6. This Session’s Critical Topics
Recognize the power of turning talent into strength for increased personal engagement and productivity
Leverage human capital by identifying talent as a critical business driver
Provide a language and process for team development and success

7. Power of Talent

8. Teaching smart people how to learn
Power of Talent
Teaching smart people how to learn
Leverage your personal assets
First, most people define learning too narrowly as mere “problem solving,” so they focus on identifying and correcting errors in the external environment. Solving problems is important. But if learning is to persist, managers and employees must also look inward. They need to reflect critically on their own behavior, identify the ways they often inadvertently contribute to the organization’s problems, and then change how they act. In particular, they must learn how the very way they go about defining and solving problems can be a source of problems in its own right.
By constantly turning the focus away from their own behavior to that of others, the professionals bring learning to a grinding halt. The manager understands the trap but does not know how to get out of it.

9. Why create a strengths-based culture?
Power of Talent
Why create a strengths-based culture?
Increased productivity
People operating from strengths produce significantly more and with better quality.
They learn the role faster and adapt to changes more quickly.
7.8% greater productivity at the individual level 12.5% greater productivity at the team level 8.9% greater profitability at the team level 14.9% lower turnover at the individual level
:04

10. is isn’t StrengthsFinder: what it is and isn’t :08
Power of Talent
StrengthsFinder: what it is and isn’t is
Tool for development
Clue to identify what energizes someone
Reflection of how people filter the world
Common language to foster self-awareness
Way to optimize productivity
Measure of the intensity of the themes within a person
isn’t
Complete explanation of who someone is
Way to compare two people with similar themes
Tool for hiring and advancement decisions
:08

11. Power of Talent
What is a talent?
talent a natural way of thinking, feeling, or behaving

12. Talents vs. talent themes
Power of Talent
Talents vs. talent themes
Responsibility
Theme
Reputation for dependability
Commitment to follow-through
Avoidance of excuses
Talents

13. How many different talent themes are there?
Power of Talent
How many different talent themes are there? 17 34
100
ZILLIONS!

14. How many different talents are there?
Power of Talent
How many different talents are there?
100
1,000
1,000,000
ZILLIONS!

15. Stand up if you … Power of Talent are fascinated by data.
find it easy to establish quick rapport with people.
make a list of things to do …even on the weekends.
like to get going … right now.
prefer to think and ponder before deciding.
have worked for your current organization for more than 10 years.
ask people “why” …a lot.
have alternative ways to proceed for any given scenario.
have ever lived outside of the United States.
are the calm in the storm.
are the storm.
prefer small groups of close friends rather than large gatherings.
inject energy and drama into your stories.
stay the course and not let distractions get you off track.
speak more than one language.
have an optimistic approach.
have ever served in the military.
prefer a paper newspaper over an electronic newspaper.
believe there are no coincidences …everything has a reason.
like to participate in activities like this.

16. Power of Talent
What is a strength?
strength the ability to consistently produce a nearly perfect positive outcome in a specific task

17. Talents are the raw materials for strengths
Power of Talent
Talents are the raw materials for strengths
Talents
Strengths

18. What does it take to build a strength?
Power of Talent
What does it take to build a strength?
Every strength starts with talent.
Talent x Investment = Strength
Can be learned
Must exist naturally

19. -Brent O’Bannon- Gallup Certified Strengths Coach

20. Four Domains of Leadership Strength
Power of Talent
Four Domains of Leadership Strength
Executing
Influencing
Relationship Building
Strategic Thinking
Achiever
Activator
Adaptability
Analytical
Arranger
Command
Developer
Context
Belief
Communication
Connectedness
Futuristic
Consistency
Competition
Empathy
Ideation
Deliberative
Maximizer
Harmony
Input
Discipline
Self-Assurance
Includer
Intellection
Focus
Significance
Individualization
Learner
Responsibility
Woo
Positivity
Strategic
Restorative
Relator

21. Leverage Human Capital

22. Relationship Building
Name
Executing
Influencing
 Relationship Building
 Strategic Thinking

23. Relationship Building
Name
Executing
Influencing
 Relationship Building
 Strategic Thinking
Laurie
Communication, Maximizer
 Harmony, Empathy, Positivity
 Rebecca
 Maximizer, Woo, Communication
 Includer, Connectedness
 Mike
 Analytical, Context, Intellection, Learner, Strategic
 Allison
 Arranger, Responsibility
Input, Learner, Strategic
 Cheryl
 Achiever, Focus, Responsibility
 Command, Significance
 Danny
 Command
 Relator
 Ideation

24. Themes play differently for everyone
Leverage Human Capital
Themes play differently for everyone
Maximizer
Relator
Connectedness
Strategic
Deliberative
Harmony

25. If you have dominant Activator talents…
Leverage Human Capital
When talents attract
Activator
If you have dominant Activator talents…
Activator
…and you meet another person with the same dynamic drive to get things started…

26. When talents attract Activator If you have dominant Activator talents…
Leverage Human Capital
When talents attract
Activator
If you have dominant Activator talents…
Activator
…and you meet another person with the same dynamic drive to get things started…
…you probably will quickly recognize and appreciate those talents.

27. But what occurs when your “Let’s get going!” essence…
Leverage Human Capital
When talents collide
Activator
Deliberative
…happens upon someone with highly Deliberative, “Let’s think this through” talents?
But what occurs when your “Let’s get going!” essence…

28. But what occurs when your “Let’s get going!” essence…
Leverage Human Capital
When talents collide
Because of your different natures, the encounter might be a bit frustrating.
Activator
Deliberative
…happens upon someone with highly Deliberative, “Let’s think this through” talents?
But what occurs when your “Let’s get going!” essence…

29. Copyright © 2006 The Gallup Organization, Princeton, NJ
Copyright © 2006 The Gallup Organization, Princeton, NJ. All rights reserved.

30. Bias - Can be wrong or skewed
Leverage Human Capital
Bias
A particular tendency, feeling, inclination 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

31. Reframing barrier labels
Leverage Human Capital
Reframing barrier labels
He’s unrealistic.
He’s clueless.
He’s arrogant.
She’s a pushover.
She’s bossy.

32. Application is everything!
Leverage Human Capital
Application is everything!
Analytical
Potential Productive Impacts
Potential Non-productive Impacts
Thorough
Logical
Insightful
Objective
Consultative
Credible
Too detailed
Overly critical
“Grilling”
Exhausting
Tedious
Confrontational
Talent themes should never be blamed or used as an excuse for non-productive behaviors.

33. Team Success

34. How you relate to people What you need from your partners
Name
How you relate to people
How you get stuff done
 What you need from your partners
 Hot buttons

35. How you relate to people What you need from your partners
Name
How you relate to people
How you get stuff done
 What you need from your partners
 Hot buttons
Laurie
I make fast connections with people and assume trust quickly
I need structure and a game plan – not good at creating from scratch
Creativity and honesty when things aren't going well
Making process harder and more complicated than it needs to be
 John -

36. Mitigating hot buttons
Team Success
Mitigating hot buttons
Challenge your assumptions and biases
Be specific on the behaviors you see or hear
Identify the impact
Ask for others’ opinions
Clarify expectations

37. Team Engagement Discussion
Team Success
Team Engagement Discussion
How do we hold each other accountable for what we commit to do?
How do we ensure we’re tapping people’s strengths?
What happens when hot buttons are pushed?
What’s our commitment to feedback?

38. Team room Dynamics Chart Strengths Chart
Team Success
Team room
Dynamics Chart
Strengths Chart
Team Engagement discussion questions
Daily specific feedback to be given on contributions and expectations

39. Your resources Instructors Community leaders Executive coaches
Team Success
Your resources
Instructors
Community leaders
Executive coaches

40. 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

41. 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

42. 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