Surety Bond Quarterly - Summer 2015 - 15

THE FIRST STEP IN TRANSLATING
YOUR VISION INTO ACTION IS TO BE
CRYSTAL CLEAR ABOUT WHAT THAT
VISION IS AND TO BE COMFORTABLE
WITH IT.
Next, identify specific actions you can take to give life
to your vision. In my case, that began with re-energizing
our trainee hiring programs and re-focusing on succession planning and career development for our top
talent. For someone else, it could be introducing a new
customer service program or upgrading technology
to improve efficiency. Different leaders have different
values and visions for their organization.
Understand that along the way you'll be called upon to
make some tough decisions to support your vision. For
instance, to invest in talent and teams, I had to forego
other worthwhile investments, and I had to give people
stretch assignments they may not have been 100 percent
ready to undertake. Making and executing a plan are
important, but the real challenge is making day-to-day
decisions in ways that are consistent with your vision.
Building alignment
Talking about your values and making visible decisions to
support your vision helps achieve buy-in from your team
members. It creates a consistent environment so others
can make decisions that help further drive the vision. It
also becomes a kind of natural, self-selection process as
people who don't agree with your vision or who don't like
your decisions eventually leave your team. Over time, the
team becomes better aligned with your values as leader.
Your personal style will play a big role in your success
at building alignment. The way you listen and ask questions, your personal work habits, how you manage your
network and relationships-they all have a huge impact
on the people around you. It's pretty humbling to realize that because you are the leader, no word, comment,
action or inaction of yours is insignificant to your team
members. Everything you do is magnified.

Your style also impacts the people around you, especially if their own personal styles are different from
yours. Recognize that some individuals will have a style
different from yours, but do not equate those differences
with weakness. Leaders embrace and convey the idea
that a healthy team is made up of people with different
personal styles.
While it's desirable to have different personal styles,
it's harmful if people on the team don't buy into the leader's visions. Some team members who don't agree with
you may leave, while others may need to be removed
from the team. Healthy teams debate about tactics and
strategies, not about values and vision.
Leader's right to choose
As a leader, it's generally not your role to execute the
day-to-day activities, but rather to set the direction
and pace of your team-where you are going and how
quickly. You'll have to make tactical decisions (how will
I prioritize time?), strategic decisions (where do I invest
resources?) and talent decisions (who will I choose for
that next big job?). Decisions regarding talent-their
skills and competencies-may be among the most important and impactful that a leader must make. Staying
aligned with your values and vision can ease any doubt
about making these and other challenging decisions.
Finding your voice, style and vision is not a simple task.
But those who are willing to work hard to understand
their values and how to turn them into their vision have
made the first step toward becoming a leader. How well
you can communicate that vision while embracing differences and building alignment may determine if you
are a successful leader.
If you missed the first part of this article, be sure to
read it in the Spring 2015 issue of Surety Bond Quarterly
on pages 16 and 17.
●
Rick Ciullo is Chief Operating Officer of Chubb Surety in
Warren, NJ, where he oversees Chubb's worldwide surety
business. Ciullo can be reached at rciullo@chubb.com
or 908.903.5555.

Soren McAdam Christenson LLP

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Table of Contents for the Digital Edition of Surety Bond Quarterly - Summer 2015

NASBP Upcoming Meetings & Events
2015-2016 NASBP Executive Committee
From the CEO - There is Poetry in Surety Claims, Surely
Practical Insights: What You Need to Know - Hiding in Plain Sight: Specifications as a Source of Risk
Profile: President Susan Hecker
Developing Your Leadership Vision
Liability Issues - Can Public Owners be Held Liable to Subcontractors and Suppliers for Failure to Require General Contractors to Obtain Required Payment Bond?
An Introduction to Probate Bonds
Class Act - Surety Team’s Cooperative Efforts Enable School to Open on Time
NASBP’s Attorney Advisory Council - Participants Opine on Current Risk Management Challenges and Business Opportunities
The AIA Describes Updated and Expanded Design-Build Documents Family
Contractor Practices That may Result in Construction Claims to Recover for Delays and increased Costs
NASBP Annual Meeting Speakers - Veterans can benefit private sector, but need help finding jobs
Index to Advertisers
Surety Bond Quarterly - Summer 2015 - cover1
Surety Bond Quarterly - Summer 2015 - cover2
Surety Bond Quarterly - Summer 2015 - 3
Surety Bond Quarterly - Summer 2015 - 4
Surety Bond Quarterly - Summer 2015 - 5
Surety Bond Quarterly - Summer 2015 - 6
Surety Bond Quarterly - Summer 2015 - 2015-2016 NASBP Executive Committee
Surety Bond Quarterly - Summer 2015 - From the CEO - There is Poetry in Surety Claims, Surely
Surety Bond Quarterly - Summer 2015 - 9
Surety Bond Quarterly - Summer 2015 - Practical Insights: What You Need to Know - Hiding in Plain Sight: Specifications as a Source of Risk
Surety Bond Quarterly - Summer 2015 - 11
Surety Bond Quarterly - Summer 2015 - Profile: President Susan Hecker
Surety Bond Quarterly - Summer 2015 - 13
Surety Bond Quarterly - Summer 2015 - Developing Your Leadership Vision
Surety Bond Quarterly - Summer 2015 - 15
Surety Bond Quarterly - Summer 2015 - Liability Issues - Can Public Owners be Held Liable to Subcontractors and Suppliers for Failure to Require General Contractors to Obtain Required Payment Bond?
Surety Bond Quarterly - Summer 2015 - 17
Surety Bond Quarterly - Summer 2015 - 18
Surety Bond Quarterly - Summer 2015 - 19
Surety Bond Quarterly - Summer 2015 - 20
Surety Bond Quarterly - Summer 2015 - 21
Surety Bond Quarterly - Summer 2015 - An Introduction to Probate Bonds
Surety Bond Quarterly - Summer 2015 - 23
Surety Bond Quarterly - Summer 2015 - 24
Surety Bond Quarterly - Summer 2015 - 25
Surety Bond Quarterly - Summer 2015 - 26
Surety Bond Quarterly - Summer 2015 - Class Act - Surety Team’s Cooperative Efforts Enable School to Open on Time
Surety Bond Quarterly - Summer 2015 - 28
Surety Bond Quarterly - Summer 2015 - 29
Surety Bond Quarterly - Summer 2015 - NASBP’s Attorney Advisory Council - Participants Opine on Current Risk Management Challenges and Business Opportunities
Surety Bond Quarterly - Summer 2015 - 31
Surety Bond Quarterly - Summer 2015 - The AIA Describes Updated and Expanded Design-Build Documents Family
Surety Bond Quarterly - Summer 2015 - 33
Surety Bond Quarterly - Summer 2015 - Contractor Practices That may Result in Construction Claims to Recover for Delays and increased Costs
Surety Bond Quarterly - Summer 2015 - 35
Surety Bond Quarterly - Summer 2015 - NASBP Annual Meeting Speakers - Veterans can benefit private sector, but need help finding jobs
Surety Bond Quarterly - Summer 2015 - 37
Surety Bond Quarterly - Summer 2015 - Index to Advertisers
Surety Bond Quarterly - Summer 2015 - cover3
Surety Bond Quarterly - Summer 2015 - cover4
Surety Bond Quarterly - Summer 2015 - outsert1
Surety Bond Quarterly - Summer 2015 - outsert2
Surety Bond Quarterly - Summer 2015 - 43
Surety Bond Quarterly - Summer 2015 - 44
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