1. Dialog Practices Connections Roundtable September 2014

2. Organizational Dialog Playbook Focus is reviewed annually during leadership team planning session Organization Playbook is created. It includes purpose, BHAG, strategic focus, and other highlights. Playbook distributed at annual staff meeting and appreciation dinner in January. 2

3. Organizational Dialogs Big Picture Discussions Input on Big Picture topic comes from entire organization. CEO sends out the Big Picture topic and reading materials in advance. Departments add the topic as an agenda item for their department dialogs. Big Picture topic is added as a discussion point on department agenda. The leadership team member brings thoughts and comments from their team to the organizational big picture discussion. 3

4. Organizational Dialog Core Value Stories Employees submit core value stories (nominating an employee) to the Leadership Team (via a Core Value mailbox). All nominees receive an email acknowledging their story and actions. All stories are read by CUNJ’s leadership team each month (org dialog); team votes on top four stories for the month. Awards are presented by the CEO. Symbol: Puzzle representing our logo and our four core values. Agenda for annual appreciation dinner 4

5. Organizational Dialog Talking Points At the end of each monthly organizational dialog, the leadership team develops 3 to 5 key talking points from the dialog discussions. Each leadership team member takes the key talking points and adds them to the agenda for their next department dialog. Communicating this information keeps each department informed about major decisions and the direction of the credit union. 5

6. Presentations and Celebrations Project Close-outs –Basic videos –Team presentation with team t-shirts –Power Point presentations with information, music, staff pictures, etc. Pin Board – all employees received a pin board –Project pins presented to each team member –Team picture with CEO –Also, pins are used for goal achievement and on-the-spot recognition to employees Agenda for annual appreciation dinner 6

7. Department Dialog Differences Time of dialogs varies – after hours, before hours, during regular work hours With telecommuting, some departments are using Go-to-Meeting for their monthly dialogs so everyone can participate. Dialogs for front line are run differently because of time constraints (1/2 hour). Focus on department critical measures, project updates, and review of organizational metrics. 7

8. Department Dialogs Department Managers run their dialogs but Leadership Team Members attend department dialog for their areas on a regular basis and other department dialogs periodically. Encourage full participation. Departments are asked to include all team members for critical measures, project teams, and leader role if possible. 8

9. Department Dialog Check-ins Coordinator attends one department dialog per month to observe process and provides comments or recommendations to executive leaders with copy to CEO. Department Managers develop annual critical measures for the new year based on the metrics for the organization. Coordinator reviews all departments pages at the start of each year to ensure alignment with organizational page. Renegotiations/check-ins for individuals and departments. 9

10. Individual Dialog Initially started with Individual Connections for Leadership Team, Managers, Assistant Managers, Supervisors. Back office staff just completed; leaving only front line. Connection Coordinator negotiates all individual and department dialogs; renegotiates periodically with process check-in. Initial training for individual dialogs includes the individual and their supervisor (for specific examples and clarification). 10

11. Annual Appreciation Dinner Themed event that includes: New Playbook Goal / Achievement Recognition (Critical Measures) Recognition of projects completed on organizational and department levels Years of Service Recognition Sales & Service Awards Giveaways Celebration & fun. 11

12. Thank You. 12