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5 Practices to Be a Better Peer

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5 minute read – There are countless references today to the “lone wolf” – the person who stands alone and doesn’t need anyone else to be successful, individualism marked as the key characteristic to success.  But the “lone wolf” is a temporary status because even the powerful and intelligent wolf depends upon the pack for survival.  It isn’t the lone wolf, but the pack who trusts each other, that survives and flourishes.   

It can be easy to silo ourselves and fall into the dangerous, “I’ll do it myself” mindset or the belief that it’s a sign of weakness to not have all the answers.  These challenges often stem from a more basic issue – lack of trust.  Perhaps we (unintentionally) fail to trust someone else to complete a task to our standards or we choose to not share ideas because we do not trust the reactions of our peers.  Here are a few tips for breaking out of singularity and embracing the power of collaboration and unity by focusing on the importance of trust:  

  • Build a foundation of trust.  Trust is a feeling that follows actions which demonstrate sincerity, competence, and reliability.  It can be helpful to shift your thinking about trust beyond the narrative of ethics and morality to a more grounded definition.  Approaching the idea of trust with curiosity may enable you to dig into why you trust or don’t trust yourself or a peer.  What biases or assumptions are influencing your evaluation of trust?  How can you get to the root of an issue in order to form a stronger foundation?   
  • Developing trust isn’t only about relationships with others.  Being consistently competent and demonstrating reliability requires honesty with oneself.  When we are used to being fiercely independent, we risk saying “yes” even if we do not have the capacity to meet the request.  This does not mean you shouldn’t push yourself to grow your skills and capacity!  More so, pause and consider resource allocation and get clear on a person’s request.  Are they really asking that you personally need to fulfill the request?  Or can you use your resources to ensure the request is fulfilled, on time, and with quality?  There are also moments when you may need to counteroffer on the timing and/or scope of the request.   
  • Clarify expectations.  In the process of building trust and moving out of your silo, it is important to be clear about expectations around roles, both yours and others’.  We often think we have mutual understandings but walk away from meetings with different interpretations.  Develop a common language.  Asking questions helps to close any gaps.  Provide and/or seek clarification.  If there is an expectation of a deliverable, make sure you agree on the date.  Unspoken expectations or assumptions can unintentionally result in unmet expectations, and ultimately chip away at trust.  Repeat back what you heard, checking that it is in alignment with what the speaker intended.  Taking small steps to establish more clarity in communication can mean fewer breakdowns or blunders across departments and stakeholders.   
  • Keep self-accountability top-of-mind.  It is one thing to set clear expectations around roles, it is another to create an environment in which people can assess the process and performance to determine how to be better going forward.  As a team, determine how to address accountability;  Incorporate opportunities to debrief and evaluate takeaways that fit with your values.  This includes self-accountability, stepping back and asking yourself how you could have shown up different.  Focus on accountability as a tool for growth and learning, not as a “gotcha” – you have a common goal of the betterment of the company, and helping individuals show up as their best selves adds up to this GOAL.    
  • Assume positive intentions as you champion discomfort.  Building trust around expectations and accountability often flies in the face of how we have learned to speak with our peers.  It will probably be a bit uncomfortable as you institute working agreements and norms around communication with the intent of building trust, self-accountability, and peer accountability.  Embrace the discomfort.  Like most skills, when we are beginners, we are often pretty bad – think of the first time you rode a bike.  If we give up because it’s hard or uncomfortable, we risk never growing our skills.  Be brave together and assume positive intentions as you grow your capacity for trust, expectations, and accountability.   

Unlike the lone wolf, the pack relies on its strength in numbers to face even the harshest conditions.  Lean into your team, embracing strengths and acknowledging weaknesses.  Compassion and empathy towards each other and yourself go a long way in developing trust, clarity, and a culture of collaboration.  And, while the financial institution may not quite be the tundra, leaning into the power of a well-developed team can take you to the next level. 

c. myers live – Maximizing Net Worth: Insights for Financial Institutions

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The financial services industry is changing day by day, and the impact of net worth on organizational performance and growth is relevant and top-of-mind for many institutions.  In this c. myers live, we explore the importance of strategic net worth considerations.  We also provide insights on how organizations can maintain optimal net worth levels through strategic planning and decision-making, while aggregating risks and always considering different opportunities.

For access to the interactive tools Rob and Charlene discussed in the podcast, please click here.  These tools are designed to help organize thoughts in order to have productive conversations around strategic net worth and other important topics.

About the Hosts:

Rob Johnson

Rob, one of five c. myers owners, has a reputation for deep, original thinking on asset/liability management and every conceivable modeling methodology, as well as analysis of investments, liquidity, aggregate risk, concentration risk, and other related topics. While Rob is a familiar face to the managements and boards of many of the largest organizations, he has helped financial institutions of all sizes tackle some of their toughest challenges, such as rebuilding capital and navigating safely and soundly with the smallest of margins. He has become quite familiar to many leaders in the regulatory world, both as an educator and a thought leader.

Learn more about Rob

Charlene Leland

Charlene LelandSince joining c. myers in 2004, Charlene has become one of the most diverse facilitators within the industry, especially with regard to helping financial institutions of all sizes address three necessary business objectives: relevancy, differentiation, and sustainability. Over the years, she has honed her skills for facilitating various types of sessions, including Strategic Planning, Strategic Implementation, Member Journey and Experience Improvement, and Strategic Financial Planning.

Learn more about Charlene

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4 Tips for a Growth Mindset

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4 minute read – Imagine you have begun climbing Mount Everest, you reach 24,000 feet and realize you didn’t bring enough oxygen.  Without oxygen, it is nearly impossible to complete the climb.  Do you take it as a failure?  Or do you acknowledge your disappointment and take it as an opportunity to reflect and assess how you can come better prepared next time?  Growing in your personal life and career might not be quite as dangerous as climbing Mount Everest, but we can only achieve our goals when we have the necessary tools.  So, what stops us from being the most successful version of ourselves?  Many of us haven’t taken the time for the introspection required in the process of continual optimization of self to even know what we need. 

Here are 4 steps to help you cultivate your toolbox for achievement: 

  • Have some honest conversations with yourself.  Dig into the root of your situation.  It can be uncomfortable to hold ourselves accountable in moments of disappointment or frustration.  Placing blame externally or identifying surface level fixes might be easier but ultimately leave you worse off because deeper needs are at play.  Make a habit of performing self-assessment:  What are your strengths?  How are you utilizing those strengths in your role?  What are the gaps between your strengths and the demands of your role?  Setting goals around self-accountability or developing a routine check-in process with yourself can help you focus your energies more effectively.  
  • Pinpoint your motivations and articulate your goals.  What are your absolutes and where can you be flexible or compromise in achieving your end goals?  How do you want to show up in your brand?  Clarifying goals and your metrics of success creates opportunity to hold yourself accountable.  Similar to having those sometimes difficult conversations with yourself, this needs to be a continual process, regularly revisiting and adjusting your goals and measures of success as you grow. 
  • Be present and be direct.  A key element to climbing Mount Everest is being ready for the unexpected, and while you might not face a snowstorm inside the office, being open to uncertainty can keep you better prepared to be flexible in situations.  Practice being present.  As humans, we are often thinking about our response to others or the next task on our to-do list rather than being present in the moment, leaving us unable to adapt in moments of the unexpected.  Additionally, practice being direct.  Cutting out filler words, extraneous information, and over explanation when making requests of others can promote more succinct, clearer communication, making sure you get what you need in an effective, timely manner.  
  • Fuel your tank.  Whether it is a quick walk outside between meetings or a week-long vacation to the Maldives, making time to step away from your duties can give you renewed clarity, increased concentration, and revived energy, leaving you feeling ready for the next leg of your climb.  Like the climb itself, creating opportunities for refueling may require some planning – delegating tasks and knowing when to negotiate requests outside your capacity can help you find balance.  In the fast-paced, connected world we live in, it can be tempting to push yourself to physical and mental limits, but growth requires respite from the grind.  

Many of us have gotten to this point in our careers because we get things done, grinding through situations and potentially wearing ourselves out; some of us even fall into that dangerous mentality of “I’ll just do it myself” rather than pause, reflect, and ask for help.   Pushing through can only get you so far; even the most experienced climbers can only get so far without oxygen – 26,000 feet to be exact.  Eventually, we must be willing to let our guard down and ask for our needs to be met, embracing each small step in the longer effort toward becoming our best selves. 

c. myers live – Liquidity Considerations on the Heels of SVB

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As the financial industry is discussing the ramifications of the recent closings of Silicon Valley Bank and Signature Bank, many are asking themselves, “Where do we go from here?”  This is an opportunity to take a step back and evaluate your institution’s next steps in this rapidly changing environment.  In this c. myers live, we address your questions and concerns about short-term and long-term liquidity management and analysis, the value of understanding the impact of your uninsured deposits, and the importance of maintaining trust and communication with your customers throughout this wild ride.  

We have written many blogs recently that touch on a number of issues covered in this podcast and amongst financial institutions every single day. 

Contact us about our Liquidity Analysis, we are here to help you think and discuss customized options for your institution.  

About the Hosts:

Brian McHenry

brian mchenry headshotBrian, one of five c. myers owners, has worked closely with financial institution Boards and managements of all sizes in a variety of capacities. As a strategic planning facilitator, CEOs regularly praise Brian’s industry knowledge, calming communication skills, ability to authentically engage anyone with whom he interacts, and ability to keep discussions focused on linking strategy with desired measures of success.

Learn more about Brian

Sally Myers

sally myers headshotSally is a founder of c. myers corporation and one of five owners. Driven by a deep commitment to helping financial industry leaders and regulators for more than two decades, her guidance has shaped c. myers’ focus on helping clients create opportunities and approach problem solving from a scalable perspective. She has also been a strategic force behind the development of c. myers’ financial models.

Learn more about Sally

Rob Johnson

Rob, President and one of five c. myers owners, has been instrumental in delivering on the vision of enabling leadership teams to have relevant and reliable financial decision-information at their fingertips, so that they can accelerate their strategic impact in providing value to their markets.  Clients find the speed of the decision-information, whether at the enterprise level or drilling into what is driving profitability at a category level, combined with Rob’s quick mind and critical thinking, to be invaluable.

Learn more about Rob

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5 Practical Ways to Engage Employees

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4 minute read The following blog post was written by c. myers and originally published by CUES on December 21, 2022.

As leaders, we know that engaged employees are good for morale, which is good for business.  It is also personally rewarding to help grow talent and deepen their connections and contributions to a higher purpose.   

Most people like to feel a sense of accomplishment, so they strive to be productive every day.  At the end of the day, they like to look back and say “I got these things done today” or “I made great strides…”  Part of a leader’s role is to guide in getting the right things or best things done, most of the time.   

In light of this, many leaders prioritize consistently communicating the organization’s strategy to all team members.  The hope is that it will result in employees who spend their time working on the right things and who connect what they’re doing with greater organizational objectives.  However, leaders are often unhappy with the outcome because top-down communication is only one component of what needs to be done.   

Following are 5 practical ways to enhance employee strategic understanding, connection, and engagement.   

1. Reverse the communication.  Have employees all across the organization tell their story of how what they “got done today” helped move the organization toward achieving its higher purpose.  It is so enlightening to see how employees are connecting what they do with the organization’s strategy.  You may be surprised in how they are making the connection and if their story is not on the right path, it is a great opportunity to have a gentle course correction.  Either way, you will have a better understanding of gaps.    

2. Focus on the middle of your organization because things get lost in translation.  Often, senior leaders grasp the bigger picture, and it is easier for them to make the appropriate decisions as to how they are spending their time relative to the impact the organization needs.  Unfortunately, many senior leaders assume the mid-level leadership and managers will also have a strategic mindset as they decide how to spend their time.  Remember, mid-level leaders are often deep in tactics so it can be hard for them to rewire their thinking, and view tactics from a strategic perspective.  Also, in many organizations, the mid-level leadership has more direct contact with most employees.  If you bring them along it can be a huge boost for the entire organization. 

3. Practice using strategy as a filter when discussing the big stuff.  As departments are having their meetings, ask them to practice using the strategy as a filter for prioritization of resources and projects.  When they are making recommendations ask them to link their recommendations to strategy.  Practice on the big stuff first.  Once they become more comfortable with this process on high-impact decisions, it is easier to make it a habit of thinking from this perspective on the little stuff.  

4. Cultivate emerging talent.  Identify those who show interest or capability and include them in bigger picture strategic discussions rather than limiting those discussions to existing leaders.  In addition to asking them for their thoughts during those discussions, ask for their recommendations and their rationale.  Some great question are: 

  • If you had to make the decision today, what would you decide, and why?   
  • What other information would you need or want to make a decision? 
  • If we don’t do X now, what could be the implications 1 year from now, 3 years from now, etc.?  
  • If we decided to do X, what might we have to forego and why? 

5. Don’t give up.  It takes focus, effort, and patience to incorporate this type of thinking organization-wide.  Remember, every 1% improvement matters.  Also, most people want to learn and relate to a higher purpose.   Get their ideas of what drives their engagement and connection, and take some risks to let them test some of their ideas.  

Taking steps to instill strategic understanding and thinking deeper into the organization is worth the additional thought and effort.  When your strategy becomes the guiding light for all employees, not just board members and executives, more of the impactful things will get done and more of your people will be inspired to be a part of it.