NMP - April 2017 - 67

special focus on LEADERSHIP

done most optimally, but it also
tends to discourage good
people from joining (and staying
with) the team.
In addition, a clear and
consistently administered
reward and recognition system
must be created along with
defined protocols and
standards for dealing directly
with sub-standard performers
(as applicable). Strong
performers warrant recognition
and rewards, while sub-

standard employees should be
given direct (and sometimes
harsh) feedback, as warranted-
up to and including termination).
By doing so, senior leaders
quickly develop a reputation
(both within the organization and
across the marketplace) that
makes others want to become
part of and join their team. A
reputation is quickly created that
strong performers get rewarded
and that "slackers" are given
honest and direct feedback (and

a special focus on LEAD

if necessary, removed from the
team so as not to hinder overall
performance).
In addition to the above,
other considerations for key
leaders to have include being:
l Confident in their abilities,
with humble intentions;
l Energetic and enthusiastic,
as excitement is contagious;
highly motivated and excited
continued on page 68

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n National Mortgage Professional Magazine n APRIL 2017

superior leaders must also be
strong communicators; oral,
aural and written
communication skills are
essential. Leaders must be
able to clearly and succinctly
describe what needs to be
done and expected completion
timelines. At the same time,
strong leaders must be able to
listen to others around them
and process relevant
marketplace inputs to adjust
their plans accordingly.
Communication of a common
vision helps to ensure that
everyone on the team is
working toward the same
goals.
Strong leaders must also
instill a sense of confidence
and control. Remaining calm
and confident permeates
throughout the organization;
staff take cues from their
leaders, so it is critical
therefore for leaders not to
panic in times of crisis and be
decisive. In addition,
maintaining a sense of humor
is a key attribute of any leader
that is often sidestepped; by
encouraging team members to
laugh at their mistakes (while
taking the matter seriously)
instead of crying, a happier
and healthier atmosphere is
likely to exist where employees
look forward to coming into
work rather than dreading it.
Commitment (getting down
in the trenches and working
alongside staff) is also critical
in that it demonstrates a
leader's willingness to "get
their hands dirty," and shows
that hard work is being done at
every level. It fosters a
reputation that leaders know
the details of what the staff are
up against, and that superiors
are willing to work hard. By
"walking the talk," leaders are
more apt to acquire the
respect of their employees.
Trusting and empowering
others creates a true
environment of mutual respect,
thereby making it easier to talk
openly and honestly with staff
and gain the unsolicited
support of key cross-functional
constituencies (i.e. finance,
legal, risk management,
compliance, etc.).
Finally, strong leaders must
continuously provide staff with
the tools and training
necessary to do the job. Failure
to do so not only inhibits the
staff's ability to get the job

a special focus on LEADERSHIP


http://www.NationalMortgageProfessional.com http://www.integritymtgs.com

Table of Contents for the Digital Edition of NMP - April 2017

Contents
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NMP - April 2017 - 1
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