Whether you are a seasoned CEO or one that was recently selected/promoted to the position, being in the corner office is a tribute to your hard work, dedication, decision-making, and leadership. 

Also, the role is fraught with many demands, risks, and stress. In this ascension to the top of the hierarchy, you moved from having responsibilities for a specific discipline required when you are responsible for EVERYTHING.

At Leading2Leadership LLC, we are here to help you answer these questions and more:

• How do you prioritize the demands the Board and the management team placed upon you and keep a strong focus on strategy, family, community, and industry?
• How do you balance the demands of the financials, the examiners, and culture and still do the work to ensure the organization not only sustains but thrives?
• How do you balance the tactical needs of the organization with the development needs of your management team and key, high-potential employees?
• How do you move from directing specific actions to defining your strategic intentions while holding your management team accountable to attain those objectives?

Finding a way to balance all
of these demands requires these things:

• Continual learning
• Professional coaching and mentoring
• An objective ear and voice
• A resource can bring new ways of addressing these demands

Here are some resources that have been designed for you, the CEO:

• The Leadership Mentor – Do you have high-potential employees looking to develop their leadership competencies? This virtual (Zoom) leadership development course is designed to help you build the next leaders for the credit union. This is not a theory course but a course that focuses on leadership behaviors, self-awareness, and creating a leadership presence.
• Executive Coaching – Do you, at times, feel the loneliness of the top? It would help if you had an experienced coach and mentor who would listen to your challenges and facilitate the thought process of working through them. This resource will help you make the best decisions, help you with managing Board challenges, and provide you with an outlet for frustration and anxiety.
• Succession Planning – Do you want a succession plan to sustain and advance the organization? This engagement is designed to bring a process to succession planning by identifying leadership tendencies, cultural alignment, and skill gaps of potential successors.
• Strategic Planning – Do you want to evolve your strategic planning to a plan that can be operationalized? This engagement goes beyond setting aspirational goals; it also identifies leadership and cultural tendencies while discovering where gaps in strategic alignment exist. The process doesn’t end until strategic ownership has been defined and a business plan has been agreed upon for each objective. This process will allow monitoring of goal progress and facilitate reporting this progress to the Board.
• Cultural Transformation – Are you unsure that everyone in the organization is aligned, rowing in the same direction? Through this engagement, strategic, cultural, and behavioral alignment will be discovered. It will also identify where there is evidence of significant differences in the leadership styles. Once the gaps are identified, a plan will be put into place to close the gaps and get the organization aligned strategically, culturally, and with compatible leadership models.
• Board Development – Does the Board tend to move into the weeds and begin to tell management how to do their job? Is the Board modeling the leadership and culture of the organization? This engagement is designed to discover the Board and its members, how they interact with each other and the management team, and how they manage and interact with their sole employee, the CEO. The outcome of this engagement is to understand each board member and recommend development plans to take the board to the next level of competency, govern better, and become more strategic leaders for the organizations.
• Board Training – A competent Board is an asset for the CEO and the entire organization. Board competency comes from the directors having critical strategic, financial, and analytical skills to make vital decisions and provide essential feedback on ideas. Getting to this point of value to the CEO requires a basic understanding of the organization's business model and an understanding of their role and authority. This seven-week Zoom course will "jump-start" your new directors into this essential role. The course will teach these six basic skills:
• The Income Statement
• The Balance Sheet
• The Key Ratios and how they are derived
• The difference between Governance and Management
• The difference between Strategy and Tactics
• What they need to know to govern the organization properly
• Succession Planning