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Leadership

Stop wasting time and budget on leadership development “events”

Develop and execute a strategy that creates meaningful and sustainable impact

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Leadership development events can be a significant investment for credit unions looking to enhance the skill set and performance of current leaders, and/or develop the next generation of leaders. They can offer impactful insights, skill-building opportunities, and frameworks for personal and professional growth. While these resources can serve as a valuable component, they do not constitute an entire strategy for true leadership and organizational development. Without a well-defined internal structure, ongoing support, clear communication of leadership expectations, and built-in accountability, even the most well-designed programs will fall short of delivering meaningful organizational change.

Years ago, I participated in a comprehensive leadership development program. It was exceptionally well-designed and delivered. It included assessments that provided deep insights into personality traits and emotional intelligence. It offered growth in strategic thinking, business acumen, and leadership philosophy. All branch managers participated.

Many of us returned from the program energized, equipped with new tools, and eager to apply what we had learned. However, outside of a brief acknowledgment, "Glad you enjoyed the program”, there was little to no follow-up. No change in leadership expectations or accountability. No ongoing conversation about learnings, goals, and results. The only time the program was mentioned again was in internal and external promotions about how the organization was investing in leadership development. There was certainly a positive personal impact for many of us, which of course had some positive organizational impacts. However, it did not lead to any consistent or sustained organizational shift in leadership practices or accountabilities.

Years later, I had the opportunity to be involved in designing and executing a leadership development initiative for another credit union. Instead of relying solely on an external program, a layered approach was embedded in strategic plans and focus. The difference was clear: leadership development was not an isolated event; it was integrated into the fabric of daily leadership expectations and operations.

Key elements to consider:

  1. Clear communication of leadership expectations: Establish and communicate concise expectations for leadership behaviors and operational performance. Leaders at all levels must understand what is expected of them beyond their technical responsibilities.
  2. Define competencies at all leadership levels: Develop a framework of both behavioral and operational competencies, ensuring that leadership is not just about technical expertise but also about emotional intelligence, communication, and team development.
  3. Accountability structures: Leadership development is not just the responsibility of the individual participants or your L&D team. Leaders of leaders should be held accountable for having regular conversations with their direct reports about leadership performance (connected to the organizationally defined behavioral and operational accountabilities), personal growth, and development goals.
  4. Integration into strategic planning: Leadership development woven into the strategic planning process can result in it not being a one-time event, but an ongoing priority that influences decision-making (and support) at the highest levels.
  5. Ongoing conversations and coaching: Leadership expectations that are reinforced through continuous dialogue helps ensure that learning translates into action.

“Leadership development is a lifetime journey, not a quick trip.” – John Maxwell

Leadership development programs are not a "fix" to leadership challenges. They are not a one-stop solution to cultivating impactful leaders. They are a resource that can be highly effective when utilized alongside an internal structure and culture that truly embraces leadership as a daily practice.

Leadership growth and tangible impacts require intentional focus and sustained effort. Without ongoing conversations, structured support, and a genuine commitment to leadership performance, even the best development programs often fail to create lasting change.

Investing in leadership development is essential, but it must be done strategically. It takes more than sending leaders through a shiny program and calling it a day—it requires hard work, strategic intention and focus, and a commitment to long-term organizational success.

Linda Lafortune

Linda Lafortune

CUInsight.com