Finding and Nurturing Growth Leaders - The Answer to Organic Growth?

Carolyn Jordan
July 17, 2009 | COMMENTS

The topic of growth is huge at my credit union as it is in most credit unions today. The CU movement even has a task force appointed by CUNA that is devoted to the subject. How do we achieve more organic growth? Is it a certain strategy or set of tactics? Or do many of us have the answer hidden deep in departments and branches of our credit unions? Do we have untapped talent in the mid-level and front-line managers that run our operations day to day and who are closest to the members? The July 7, 2008 article from the Wall Street Journal, "In Search of Growth Leaders" would suggest that many companies that I suspect include credit unions have this new breed of managers ready and waiting.

The article insists that these type of managers can turbocharge results despite the fact that senior managers have much to learn about finding and cultivating them. So what is the profile of this growth leader? More than anything, they have a true entrepreneurial mindset with the talents to match. They look for ways to make things happen instead of dwelling on the obstacles. Here are some characteristics that distinguish these growth leaders as studied by the team (Carr, Liedtka, Rosen, and Wiltbank) at WSJ.

1. Rich in Experience - They have diverse and varied experiences early in their careers having worked in different areas. They accept challenges, take action and focus on results.
2. Changing the Rules - They thrive on uncertainty and are not disabled by groupthink. They know that sometimes the rules must be changed in order to grow and take advantage of new market opportunities.
3. Managing Risk - Surprisingly, this new type of growth leader is not an extreme risk seeker. The key is calculated risk that is minimized when possible. The authors described it as placing small bets fast instead of large bets slow.
4. Preferring People to Data - Success is based on customer or we will call it member needs. Direct knowledge of members is key. Who knows our members better than the front-line manager? In fact many of us sitting in offices could learn a thing or two about getting closer to the member and seeing the business through their eyes.
5. Pragmatic Idealists - Growth leaders hold people accountable but they engage them and leverage their passion "to build something great together." They are tough but fair. They are also at the same time described as "caring", "motivating" and "inspiring." They don't fight the organization but instead fight the marketplace.

In the end, it is suggested not to look for the next big disruptive idea for growth but simply focus on how to make members lives better. What can senior managers do? When you see these traits in your up and coming employees, don't squash it. Encourage and recognize it.

One of my favorite sayings taught to me by one of my mentors says to ask for forgiveness rather than permission. That would be the mantra of today's growth leaders.

This article was originally posted in Carolyn Jordan's blog, "Inspirations from Jordan," in CUNA Councils Connect. Blogs provide council members with their own information-sharing space, in which they may post ideas/opinions/thoughts to their very own online journal. Click here to learn more about blogs in CUNA Councils Connect.