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  1. 1 like
    This section had some amazing points, but it also had a few catch 22 moments as well. I strongly feel leaders lead from the front. In my daily walk, I try to stay engaged with what is going on in the lobby of each branch as well as the branch managers. I use this information to analyze the process, people, and products. The catch 22 of this is, I get trapped in the day to day operations and now I'm not able to step back and think. Where is the happy medium to this? Does anyone else find themselves in this situation? What have you found that works best for you?
  2. 1 like
    When I was Director of Business Development I was hands on and I felt that I had to live by example in order for me to lead the BD team. Now as a VP of BD & Marketing I completely agree I have challenge myself to plan and strategies. At first I felt that I was not busy since I was sitting in the office researching and trying to empower my team in developing thinking skills. I started managing my time for efficient which allows me to still be visible in the community through the BD aspect but my number one priority is to think. 0 Like this
  3. 1 like
    Ahhhhh.....did you address this from the negative. What if, the thinking translated to needing fewer team members to do the same or even better job and with less heartache. For example, everyone in our organization can look up the first interactions with Janine, what day, where they emails or calls, what was talked about, etc. FYI it was August 9, 2005 at 12:35 PM EST and this is just one of our approx 537 interactions (It's impossible to keep track of every thing and yet we're pretty good). We cut and paste whataspp and messenger dialogs. We have over 25328 names in our database, our filing systems across all the businesses we own are the same structure. We also use year-month-day 17-06-16 to file a document. Mind you this is just in one area of our operations. The thinking created the system that empowers the people. You'll learn GPP soon. My point, we need 50% or less people than most of the organizations I know in the same space AND I personally sleep like a baby knowing that we don't have to remember all this information. Thinking makes time, frees up resources, minimizes redos, helps retain employees, etc. One lost employee can be 50, 60, 70 hours of a headache. Just think about it.
  4. 1 like
    Jeremy, I totally agree with you. Total system overload on this chapter. I love the great tools. I have started downloading some of the models to help keeping straight. I will probably also reread this chapter a few times as well. I also like how David simplifies charts and states don't add to this chart. So challenging in volume but simple in approach.
  5. 1 like
    I agree.. it's one thing to step back to get your own perspective. But it would take it to a whole different level getting an outsiders perspective.
  6. 1 like
    When I started reading, i found myself falling into the trap of applying ET to my day-to-day activities and operations and how this is going to work out. What I found pretty quickly is that it's necessary to regularly step back, to a 50,000 foot level, and review the credit union goals and strategies, both short-term and long-term, to be able to make necessary adjustments. This, to me, is something that gets overlooked too often and I need to remember to to step back to see thing more clearly.