TARGETED

DEVELOPMENT
GUIDE

ENTERPRISE
LEADER

This guide is a resource to help Enterprise Leaders prepare for

future roles, improve leadership effectiveness and implement
development for current or future Enterprise Leaders.

Search RJnet: Guiding Behaviors

 TARGETED DEVELOPMENT GUIDE
ENTERPRISE LEADER Instructions &
Table of Contents

Discuss Development Opportunities

Instructions With Your Manager

Review this document to prepare for future • Agree on a development plan

roles, improve leadership effectiveness and
implement development plans for current or • Document results achieved
future enterprise leaders.
• Get feedback on progress
• Choose a guiding behavior

• Look for the key action icon

identified under the guiding
behavior. Table of Contents
• Each key action details suggested
growth activities, MyLearning
courses, workshops, books, videos, 1 DEVELOP 4
and more. These are presented
following the 70-20-10 model:
2 COLLABORATE 8
• Experience (70%) includes: on-
the-job training, projects, and 3 DECIDE 13
stretch assignments

• Exposure (20%) includes: 4 DELIVER 18

mentoring, coaching,
networking, and communities 5 IMPROVE 22
• Education (10%) includes:
conferences, workshops,
SUBJECT INDEX 26
classes, resources and books

PAGE | 2
 TARGETED DEVELOPMENT GUIDE
ENTERPRISE LEADER
Development

DEVELOPMENT OPPORTUNITIES FOR ALL LEVELS

OF ENTERPRISE LEADERS
Core and Common Join an Inclusion Network WIN Library
Programs

RJ Inclusion Network The WIN Library contains

Join an Inclusion Network as books and other materials
a committee member to related to professional
participate in events while development, management,
networking. All groups are industry, and many additional
inclusive and open to topics of interest to Raymond
everyone. James leaders and
associates.

Situational Leadership II
The Situational Leadership II
model provides leaders with
simple, practical tools,
supported by a Hire an Executive Coach to Foster
common language to increase
their effectiveness providing
Personal and Professional Growth
associates with coaching, Work with your HRBP to identify opportunities to hire an
support and direction. executive coach to:
• Improve cross-functional plans and hiring innovative
leaders
• Identify strengths and gaps in fostering constructive
feedback
• Discover how your unique skills and abilities fit into the
organization
• Learn how to help associates through times of change
• Identify ways to break through your own barriers and
Ethical Workplace open up to innovation
Leadership
The EWL workshop helps
leaders handle workplace
concerns, provide a safe,
professional and inclusive work ($) -- MINIMAL (<$100) ADDITIONAL COSTS APPLY / FUNDED THROUGH
environment, and appropriately DEPARTMENT OR UNIT (NOT OTD FUNDED)
welcome concerns effectively. ($$) – Additional Costs (> $100) apply / Funded through department or unit

PAGE | 3
 TARGETED DEVELOPMENT GUIDE
ENTERPRISE LEADER
Develop

GROWS PROFESSIONALLY, AND INSPIRES OTHERS TO DO THE SAME

Compares future business needs with today’s 1. Hires or promotes associates who drive the organization
KEY ACTIONS organizational capabilities and creates plans to forward
ensure we have the necessary talent to achieve 2. Helps associates understand and leverage their strengths
3. Helps associates understand and address their
business objectives
opportunity areas
4. Addresses skills gaps present in their workforce

EXPERIENCE EXPOSURE
Invest in a Strengths and Hire / Promote Leaders Who Address Skill Gaps in
Opportunities Assessment Can Drive the Firm Forward Workforce

Invest time and resources into When hiring for and/or Work with your HR Business Establish a Mentoring
an effective strengths and promoting leaders, pay Partner to conduct a strategic Relationship
opportunities assessment. attention to the challenges skill gap analysis to ensure
Assess your leaders by specific to the role. Identify you identify the critical roles
thinking through their skills, capabilities and and skills required for both Identify someone who is highly
readiness factors (skills, experiences required for the current and future business successful in a business segment
capabilities, experiences). Help role that will allow them to needs and growth. and/or leadership capacity where
them understand and leverage drive the firm forward. How to Conduct a you have an opportunity to
their strengths and address When Hiring Execs, Skills Gap Analysis strengthen yourself. Enter into a
opportunities. mentoring agreement to share
Succession Planning Context Matters Most
goals, best practices and new
perspectives, solicit feedback, and
Lead a Workforce Planning discuss your strengths and
Effort Utilize Leaders’ Strengths Develop Leaders
opportunities.
Ted Talk: Great Leadership
Lead efforts to align strategic Utilize the unique strengths Evaluate and discuss
planning with talent planning. represented within your
Starts With Self
development opportunities
Create a clear vision of future leadership team. Help leaders with your leaders. Make Leadership
business opportunities along leverage their strengths, talents connections between
with an understanding of current and life experiences both at RJ opportunities, strengths, and
and future talent demands. and within the community. career goals.
Workforce Planning is Leadership In Your Midst Individual Development
Essential Plan Worksheet

article podcast
EDUCATION

How Johnson & Johnson and How Companies Can Tap Into Talent Explore Networking with a
American Express are Developing Clusters Cross-Industry Experience
Leaders Bill Kerr, HBR
Rebecca Ray, HBR Study the increasing importance of talent Gain a diverse range of new
This study examined the management clusters in our age of rapid technological perspectives, capabilities and
and development preferences of advances. Companies need to react and tap fresh thinking by networking while
America’s young and rising corporate into those talent pools, but moving the company participating in a cross-industry
leaders. to one isn’t always an option. initiative or effort.

PAGE | 4
 TARGETED DEVELOPMENT GUIDE
ENTERPRISE LEADER
Develop

GROWS PROFESSIONALLY, AND INSPIRES OTHERS TO DO THE SAME

KEY ACTIONS Promotes an environment where ongoing,

constructive, multi-directional feedback is
Promotes an environment where ongoing, constructive,
multi-directional feedback is encouraged
encouraged and used to drive leadership
development and readiness to step into
broader or advanced roles

EXPERIENCE EXPOSURE
Present a Business
Ask For a Pressure Test Arrange Leaders' Feedback
Proposal to Senior Leaders

Arrange a 360 Feedback

Solicit senior leader feedback, Ask your leaders to pressure Arrange for your leaders to Assessment
explain a complex issue, test your business goals and receive on-going feedback
and/or seek feedback on a or initiatives. Use this test to from their associates, peers,
decision for a line of business strengthen your strategies clients, leaders to gain both Work with your HR Business
and/or firm-wide initiative. before implementing them. downward and upward Partner to arrange a 360 feedback
Keys for Presenting to a 4 Ways to Pressure perspectives on strengths and assessment. Invite successful
opportunities. peers with a cross-business
Board Test Strategic
How to Use 360 and/or industry perspective to
Decisions participate. Model this for your
Feedback Effectively for
leaders and identify some of them
Executive Coaching to participate in a 360 feedback
session.
Conduct Challenging article book
Conversations
21 Articles About The Feedback
Feedback Imperative: How to Give
Marshall Goldsmith Everyday Feedback
Anna Carroll ($)
EDUCATION

This resource has 21

pages worth of articles This book reveals the
on feedback, ranging hidden reasons why
on everything from giving feedback to Network While Participating
giving feedback to top associates can be so
Practice engaging your leaders in a Cross-Industry
performers to meeting difficult and yet so
in challenging conversations challenges. urgently needed. Problem Solving Initiative
and provide them with ongoing
constructive criticism.
Conducting Challenging online resource Network while participating in a
cross-industry problem solving
Conversations effort to foster unique leadership
Feedback Essentials
and Harvard Manage Mentor approaches that combine
Improving Retention flexibility, open-mindedness,
Contact Organization and Talent Development or
humility, and fierce resolve.
Through Constructive your HRBP for access.
Wicked Problem Solvers:
Criticism Lessons from Successful
Cross-Industry Teams
PAGE | 5
 TARGETED DEVELOPMENT GUIDE
ENTERPRISE LEADER
Develop

GROWS PROFESSIONALLY, AND INSPIRES OTHERS TO DO THE SAME

KEY ACTIONS Maintains a succession plan and creates

high-impact development opportunities to
1. Provides development opportunities to associates
(e.g., training, mentoring, cross-functional
ensure the organization can meet its growth experience)
2. Ensures the readiness of next generation leaders
objectives
(i.e., succession planning, etc.)

EXPERIENCE EXPOSURE
Invest in Your Talent Empower Strategic
Develop Leadership Vision
Assessment Leadership

Lead a visioning exercise with Invest time and resources into Focus on an upcoming critical Leverage Own Strengths
your top leaders. Have them your own talent assessment. business initiative, delegate to
develop their own personal Assess your talent by thinking your leadership team, clearly
leadership vision. Provide through readiness factors communicate expectations, Work with a mentor to identify
specific feedback to leaders (skills, capabilities, and provide support and your strength(s) and identify
about development experiences). Understand and mentoring as needed. ways to use them to help RJ
opportunities. leverage your strengths and 4 Ways Leaders Can meet their growth objectives.
Worksheet for address opportunities.
Protect their Time and Why Leaders Need to
Developing a Personal Succession Planning Cultivate Strengths
Empower their Teams
Leadership Vision
Deliver a Key Business
Support Leaders' Overcome Derailments to Identify Business Growth Update
Development Succession Planning Opportunities
Work with your HR Business
Partner to identify a leader that
Provide your leaders with an Be aware of what can derail a Have your leadership team will coach you on delivering a key
individualized approach to succession plan and minimize review business growth business update and/or proposal
development. their impact(s). objectives and determine if they to senior leaders. Ask them to
13 Ways to Regularly Overcoming Common are in line with the firm’s provide strategies for success.
strategies and market trends. Keys for Presenting to a
Support Your Problems
Growth Strategies:
Employees’ Personal Board
Identifying Opportunities
Development
in Market Trends Establish a Mentoring
Relationship
Video worksheet
EDUCATION

Identify someone who is highly

Coach For Executive Presence Worksheet for Developing a Personal successful in a business segment
(Developing Employees’ Leadership Leadership Vision and/or leadership capacity where
Presence) HMM you have an opportunity to
Amy Jen Su, HBR Use this worksheet to draft your personal strengthen yourself. Enter into a
Amy Jen Su, coauthor of Own the Room, leadership vision. mentoring agreement to share
offers five practical ways to cultivate your goals, best practices and new
employees' leadership presence. perspectives, solicit feedback, and
discuss your strengths and
opportunities.

PAGE | 6
 TARGETED DEVELOPMENT GUIDE
ENTERPRISE LEADER
Develop

GROWS PROFESSIONALLY, AND INSPIRES OTHERS TO DO THE SAME

KEY ACTIONS Leads the organization through change and

adversity by adjusting goals and strategies
1.
2.
Actively works to develop own skills and abilities
Adjusts goals and strategies based on lessons learned
based on learnings from prior setbacks

EXPERIENCE EXPOSURE
Lead a Wrap Up Increase Leaders' Confidence
Boost Agility Build Leaders’ Response to
Conversation and Willingness to Change
Change

Build your leaders’ readiness

and response to change.
Network with other leaders to
identify best practices for how
to support leaders and
associates reactions to change
Improve responsiveness and Discuss a recent initiative with Increase your leaders’ and generate positive
agility to compete as a leader a wrap up conversation. willingness to accept change momentum.
in the industry. Identify Record and define the type of by increasing their
expected changes in your unit lessons learned and potential confidence. Encourage them Working with People
for the next 12 months. (Do this impacts/outcomes. Identify through mistakes and Across the Reaction
with leader plus direct reports lessons learned to be turned celebrate incremental
or leader plus direct reports into strategies for future improvements.
Continuum
and their direct reports). initiatives. How Confidence and
5 Things to Increase Effective Lessons Participate in a Change
Willingness to Change Discussion
Business Agility Learned Discussion are Related

Sell a Change Overcome Resistance to Lead a Change Management Network with thought leaders
Change Planning Session outside the firm and discuss
best practices for increasing
Present a change initiative Uncover what can cause Lead a change management leaders’ comfort level with
and/or strategy before senior resistance to change. planning session to identify change.
leaders. Sell the change, Discover how to use the strategies and key actions How to Identify and Act
overcome resistance, and resisters’ valid concerns as that will overcome barriers. on Opportunities in a
increase leader confidence. important feedback for Change Management
How to Win the Buy- improving the change effort. Fast Changing World ($)
In: Setting the Stage Change is Good, Now,
for Change How to Get Buy-In

video book worksheet

EDUCATION

Six Keys to Leading Mindful Transformation Worksheet for

Change of Teams, Products, Communicating About
Roseabeth Moss Kanter, Services, Businesses Change
Ted Talk and Ecosystems HMM
Michael Lewrick ($) Explore how to talk about
An actionable guide to change with your team
the future of business. with this discussion guide.

PAGE | 7
 TARGETED DEVELOPMENT GUIDE
ENTERPRISE LEADER
Collaborate

WORKS WITH AND THROUGH OTHERS TO ACHIEVE DESIRED OUTCOMES

KEY ACTIONS Creates and promotes networks that span the

organization and industry to prevent silos and
1. Collaborates and builds networks across business
units to achieve firm-wide objectives
accomplish enterprise-wide objectives 2. Maintains relationships with external industry
contacts to stay informed of the latest developments
and best practices

EXPERIENCE EXPOSURE
Develop a Cross-Unit
Expand Your Network Learn From Senior Leaders
Project Team

Interact With Senior

Leaders
Strategically expand your Identify the key leaders at RJ Facilitate the creation of a
network to discover high that influence and lead firm- cross-unit team to work on a
impact business opportunities. wide results. Answer the high profile project. Showcase Identify opportunities to gain
Use insights to develop following: How do they get best practices, break down exposure and interact with senior
strategies, and lead efforts to things done? What do they do silos, and share talent leaders. Discover duties,
drive business results. differently? How do they effectively. Discover how to responsibilities, and best practices
Learn to Love obtain information and match the capabilities of for interacting with senior leaders.
influence decisions? leaders to their role on the The Role of an Executive
Networking and
How to Identify Your team.
Director and
What is Business Capitalizing on
Network Board Staff Interaction
Networking Capabilities
Lead a Cross-Functional article book Network Outside Your Unit
Team
7 Professional Linked: The Science of
Networking Tips for New Networks Network with leaders outside
Executives Albert-Laszlo Barabasi ($) your unit to better understand
their function. Take their best
EDUCATION

Sarah White, CIO Career An eye-opening book

Coach that challenges you to practices and bring them back
walk across disciplines to your unit for implementation.
These seven networking
tips will help you control by stepping out of the
your executive image, box of reductionism. It is Participate in Global
Lead an effort that requires while strengthening your an invitation to explore Industry Networking
cross-functional professional network to link by link the next
representation and broaden your influence scientific revolution: the
leadership from different and reach. new science of networks. Begin networking with
departments and levels of the executives in the finance
organization. industry at global events.
Ovation course
Strategies to Develop Top 100 Banking and
Developing Professional Presence Finance Events
Cross Functional This workshop focuses on relationship building and
Teams demonstrating confidence.

PAGE | 8
 TARGETED DEVELOPMENT GUIDE
ENTERPRISE LEADER
Collaborate

WORKS WITH AND THROUGH OTHERS TO ACHIEVE DESIRED OUTCOMES

KEY ACTIONS Fosters a diverse and inclusive organization,

promotes firm-wide alignment of business
1. Intentionally seeks feedback from those with different
skills, knowledge, or perspectives to accomplish goals
strategies, and capitalizes on associates’ 2. Fosters an inclusive environment where everyone feels
welcomed, respected, and valued
unique abilities and contributions

EXPERIENCE EXPOSURE
Connect Your Unit Strategies Open Up a Diversity
With RJ Strategies Promote Diversity Dialogue

Identify How to Coach a

Review how your unit
Diverse Team
Prioritize the creation of a Open up dialogue with
strategies align with RJ firm- safer, more diverse leaders about RJ’s vision for
wide strategies. Apply key workplace. Lead efforts to diversity.
insights to further align your promote diversity and What if? Short Stories Ask a mentor to help you
unit to firm-wide strategies. inclusion within your identify ways to build trust and
Worksheet for department. to Spark Inclusion and team bonding to accomplish
Ensuring Alignment Podcast: Effective Diversity Dialogue ($) goals. Discuss how to select a
diverse team to complete a
Diversity project and how to observe a
problem and solution from
different perspectives.
HBR video: Set the Tone for

article book Trust

Lead Diversity Alignment

How to Foster Diversity Diversity Managers: Work With a Coach Using

and Inclusion in the Angels of Mercy or Diversity as a Business Tool
Workplace Barbarians at the Gate?
Assessment of Diversity
EDUCATION

K. Hickey, BetterUp
Discuss some of the Management and Work with your HR Business
most effective practices Organizational Partner to identify a leader who
for creating diverse and Effectiveness will coach you on diversity.
inclusive work Dr. Sheldon Goode ($) Approach diversity as you would
Lead a discussion about environments, and Business can find best any other business imperative.
organizational roles and how recruiting diverse teams. practices to achieve With your coach, discuss the
each leader’s diversity and organizational goals. firm’s strategy and how to model
unique abilities can that for your team; establish
contribute to the success of worksheet goals for diversity including a
firm-wide strategies. roadmap, milestones and
Worksheet for Ensuring Alignment accountability. Answer the
A Simple Way to Test HMM following: What is your target?
Your Company’s An action plan worksheet that you can use to check a Why do you want to achieve it?
Strategic Alignment projects’ alignment. Who will implement it?

PAGE | 9
 TARGETED DEVELOPMENT GUIDE
ENTERPRISE LEADER
Collaborate

WORKS WITH AND THROUGH OTHERS TO ACHIEVE DESIRED OUTCOMES

KEY ACTIONS Inspires and engages the organization by

communicating a sense of collective purpose
Motivates associates by communicating a vision for the future

and a motivating vision for the future

EXPERIENCE EXPOSURE
Read About Inspirational Increase Engagement and
Pressure Test Your Vision
Leaders Drive Results

Volunteer at a Community
Event
Identify and read about Communicate your vision with Become a results driven
inspirational business leaders other successful leaders; leader while building an
Volunteer for a community
like Stephen Covey, deliver your vision with clarity engaged team.
event. Network with the
Reshma Saujani, or and conviction, request How Managers Drive organizers to discover best
feedback and refine and
Indra Nooyi. Discover what strengthen your vision. Results & Employee practices for motivating others to
volunteer. Utilize their ideas to
makes them inspirational, and Communicating the Engagement at the motivate your own leaders.
how you can create similar Vision Same Time
authenticity and vision.

Strengthen Negotiation Skills article book

How to Be An Vivid Vision: A Tool for

Inspiring Leader Aligning Around a Shared Network at a Finance
Eric Garton, HBR Vision of the Future Conference
Cameron Herold ($)
EDUCATION

Inspired employees are

themselves far more A book that will help
productive and, in turn, owners, CEOs, and senior Network with business
inspire those around managers create executives at a finance
them to strive for inspirational, detailed, and conference to discuss industry
Learn tips for strengthening greater heights. actionable three-year best practices.
your negotiation tactics, mission statements for their
selling your position, and companies.
Strategic Leadership
arming yourself with data. Forum
Investigative Ovation course
Negotiation Confident Communication
Perfect for the high-potential audience, gives
participants real-world actionable tactics and tips to
overcome today’s communication challenges.

PAGE | 10
 TARGETED DEVELOPMENT GUIDE
ENTERPRISE LEADER
Collaborate

WORKS WITH AND THROUGH OTHERS TO ACHIEVE DESIRED OUTCOMES

KEY ACTIONS Aligns the organization on shared goals, sets a

clear call to action on critical issues, and holds
Unifies the organization by setting a clear call to action

others accountable for following through

EXPERIENCE EXPOSURE
Align Your Department Drive Alignment and
Encourage Action
Goals Accountability

Coach Leaders’
Accountability
Align your department goals Discuss alignment to firm Remove barriers to execution
with organizational shared goals and provide feedback on and incite action for your
goals, set a clear call to action critical issues. Hold leaders change initiatives. Work with your HR Business
on critical issues, and hold Partner to identify a coach that will
accountable for following How to Encourage help you take personal ownership
others accountable for following through on goals. Establish
through. Action Among Your of the department’s goals and
How Aligned is Your Accountability Employees become invested at a higher level
in everyone’s success.
Organization? The Oz Principle: Getting
Results Through Individual
and Organizational
Accountability ($)
Create a Why Statement article book
Network and Collaborate on
The Right Way to The Cross Functional a Critical Issue
Hold People Business: Beyond
Accountable Teams: How to Drive
Innovation, Network and collaborate with
EDUCATION

Peter Bregman, HBR

Learn what you can do Accountability and leaders from across the
to foster accountability Growth Across the Entire organization to solve critical
in the people around Organization issues. Define problem(s),
you. Lisa Woods ($) assumptions and potential actions.
Create a “why” statement for A book about building the Action Learning Steps
shared business goals. online resource mindset of an organization
Share your “why” statement through constructive dialog Hire an Organizational
Promote Learning
with leaders to generate a Agility that drives innovation, Effectiveness Consultant
call to action. Explain the Harvard Manage Mentor accountability and growth
unique contribution and Contact Organization company-wide. It’s a team
Work with your HR Business
impact of these goals to your and Talent building exercise, a
Partner to hire an organizational
unit and to RJ. Development or your communication exercise, a
effectiveness consultant ($$) to
How to Find Your Why goal setting exercise, and a
HRBP for access. help analyze business goals
tool for career growth.
and/or critical issues. Have the
consultant assist with best
practices to hold leaders and
associates accountable.

PAGE | 11
 TARGETED DEVELOPMENT GUIDE
ENTERPRISE LEADER
Collaborate

WORKS WITH AND THROUGH OTHERS TO ACHIEVE DESIRED OUTCOMES

KEY ACTIONS Models transparent and respectful

communication, and inspires the highest
1. Builds trust by modeling transparent, candid, and
respectful communication
standards of ethics and integrity 2. Inspires the highest standards of integrity in others

EXPERIENCE EXPOSURE
Apply Personal Ethics and
Model Integrity in Your Unit Model Team Integrity
Values

Discuss Civility and

Respect
Examine all the things you tend To build high standards of To build high standards of
to say that are values and integrity in your unit, model integrity on your team, you
ethics statements. Reflect on behaviors you expect from must model the behavior for Network with leaders and start a
how you apply values and others, practice following them first. Follow through on discussion on the topic of
ethics within your role. through and building trust with your commitments, keep your promoting a culture of respect.
What’s the Matter with your leaders. word, and build trust with your
Civility and Respect
Ted Talk: Building Trust associates.
Business Ethics Worksheet
Through Committed Ted Talk: Lead Like the
and Ted Talk: Legal vs.
Leadership Great Conductors Learn How to Model
Ethical Liability
Respect and Transparency

Open Transparent Address a Challenging

Lead With Ethics Work with your HR Business
Communication Business Issue
Partner to identify someone to
coach you on how to turn
Learn why transparency Communicate respectfully Identify a challenging associates into leaders by
matters, and how to open two- and be a leader who models business issue, solicit modeling respect and
way lines of communication. ethics and integrity. feedback from respected transparency.
Promoting Ted Talk: What Really leaders, lead efforts to
5 Ways to Ensure That
address and resolve the issue
Transparency & Open Motivates People to Be with ethics and integrity. Team Members Develop Into
Employee Honest in Business Great Leaders
Communication

video book online resource

EDUCATION

Creating Ethical Meeting the Ethical Workplace Ethics

Cultures in Business Challenges of Leadership: Harvard Manage Mentor
Brooke Deterline, Ted Talk Casting Light or Shadow Foster Integrity
Craig Johnson ($) Harvard Manage Mentor
Explore the ethical demands Contact Organization
of leadership, leading in a and Talent
moral manner and creating Development or your
an ethical culture. HRBP for access

PAGE | 12
 TARGETED DEVELOPMENT GUIDE
ENTERPRISE LEADER
DECIDE

MAKES PROMPT, PRAGMATIC CHOICES AND ACTS WITH THE CLIENT IN MIND

KEY ACTIONS Exemplifies and champions the value of

serving clients’ best interests when making
Considers clients’ best interests along with the firm’s
needs when making decisions
decisions, and balances this priority with the
best interests of the firm and its shareholders

EXPERIENCE EXPOSURE
Improve Client Service Drive an Effective Service Balance Stakeholder
Expectations Model Interests

Nurture Your Clients

Lead a thorough review of the Examine your current list of Learn about the best practices
firm’s current client strategies. clients and services. Identify for balancing the interests of Brainstorm with a thought leader
Ask: How well does RJ keep primary services provided, boards, directors, shareholders how you can mentor your
clients? How does the firm and opportunities to improve and governance. Lead leaders to meet and exceed
currently meet client the effectiveness of your strategies to align client needs client expectations.
expectations? How would you business service model. with RJ business interests. Managing Customer
implement steps for enhancing The Four Things a Preserving Balance in
clients’ expectations and
Expectations
loyalty? Analyzing Your
Service Business Must Corporate Governance
Company’s Customer Get Right
Service Strategies
Lead Client Centric article video
Strategies
16 Customer Service I Was Exceptional
Customer Service
Balance Client Needs with
Skills that Every
Employee Needs John Boccuzzi, Jr. Business Priorities
Gregory Ciotti, Help
Scout
EDUCATION

Covers the 16 most Discuss with a mentor or thought

needed customer leader how to balance clients’
service skills. needs with RJ’s priorities.
Analyze current RJ client worksheet The Balanced Scorecard:
centric strategies. Identify Measures that Drive
opportunities and lead efforts Worksheet on
to improve client satisfaction Building Customer
Performance
and attract more clients. Loyalty and
25 Surefire Ways to Profitability online course
HMM
Improve Customer Use this worksheet to Decision Making
Satisfaction help your team Strategies
maintain and enhance Linkedin Learning ($-$$)
loyalty and profitability Learn the art and science
among clients. of decision making.

PAGE | 13
 TARGETED DEVELOPMENT GUIDE
ENTERPRISE LEADER
DECIDE

MAKES PROMPT, PRAGMATIC CHOICES AND ACTS WITH THE CLIENT IN MIND

KEY ACTIONS Applies relevant knowledge and experience to

forecast downstream and enterprise-wide
Evaluates the likely impact of decisions across the firm

impacts of decisions

EXPERIENCE EXPOSURE
Use the Power of Lead a Multi-Business
Evaluate Impacts
Downstream Data Decision

Present a Business
Proposal to Senior Leaders
Discover the power of data for Before you set a goal, Lead a multi-line business
sensing demand to predict evaluate whether or not the decision by applying business
consumer patterns, demand goal will have its intended knowledge and experience to Present a solution to senior
and drive a reliable forecast. impact. Analyze the following: forecast downstream and leaders on a complex issue,
Downstream Data how will the goal be achieved? enterprise-wide impacts and and/or seek a decision for a line
What will contribute to its risks, involve key stakeholders, of business and/or firm-wide
success/ failure? What will be influence outcomes and clearly initiative.
the firm-wide impacts? communicate desired
Keys for Presenting to a
How to Evaluate outcomes.
Who Has the D? How Board
Corporate Strategy
Clear Decision Roles
Enhance Organizational
Performance

article video online resource

Who Has The D? High Impact Decision Making Decision Making
Paul Rogers, HBR Columbia Business School, Harvard Manage Mentor Discuss Decision Making
Your organization Recorded Webinar Contact Organization
EDUCATION

can become more and Talent

decisive and Development or your Ask a mentor to discuss best
implement HRBP for access practices for how to make a
strategy more decision. Discuss an upcoming
quickly if you worksheet decision, the timing, who should
know where the Worksheet for be involved, who will make the
bottlenecks are Implementing a decisions and the impact on the
and who is Decision firm.
empowered to HBR Clarifying the Decision
break through
them.
Use this worksheet to Process
support the successful
implementation of your
decisions.

PAGE | 14
 TARGETED DEVELOPMENT GUIDE
ENTERPRISE LEADER
DECIDE

MAKES PROMPT, PRAGMATIC CHOICES AND ACTS WITH THE CLIENT IN MIND

KEY ACTIONS Sets strategic direction for the organization

using key insights, projections, and industry
Sets an appropriate strategic direction for the business
unit using key insights, projections, and market/industry
trends that span lines of business trends

EXPERIENCE EXPOSURE
Lead a Firm-Wide Action Use Analysis to Generate Assess Market / Industry
Plan Change Trends

Discuss Long-Term
Strategy
Drive a firm-wide action plan View change through a Carry out a market/industry
through leading cross- positive lens. Gather data, trend analysis to identify
functional team(s) to gather key industry trends and key direct impacts on the firm and
insights, set strategic direction, performance indicators to on your unit. Keep track of Discuss with a mentor a current or
identify essential tasks and formulate positive change and industry influencers and upcoming unit or firm
change considerations, and foster organizational publications. Use digital tools goal/objective. Ask: is this in line
organize and lead improvement. and analytics to assess with the firm’s long term strategy?
implementation efforts. Overcoming an market industry behavior. What could a competitor
Cracked it! How to Solve Video: What is Strategic reasonably do in reaction to this?
Individual’s Immunity Is this sustainable?
Big Problems and Sell to Change ($) Planning, Really? Financial Goals and
Solutions Like Top Strategic Consequences
Strategy Consultants ($) Engage in a Culture
Set Strategic Direction
Discussion
Network for Impact
Opportunities
Set strategic direction for RJ Take a look at the key factors
through considering key of culture that senior leaders
business insights and engage in to provide cross- Network with other successful
projections, industry trends functional perspectives. leaders to discover high impact
and firm-wide business data. Engage leaders in a business opportunities, use
Develop a Strategic discussion about culture, insights to create strategies for
management and dashboard developing unit direction, and
Plan metrics. lead efforts to drive business
Place Culture Front results.
and Center
video book article
EDUCATION

How Data Will Evidence-Based Management: How to Use Setting Strategic Direction:
Transform Evidence to Make Better Organizational Vision, Strategy, and
Business Decisions Tactics
Philip Evans, Eric Barends ($) Stever Robbins, Inc.
Ted Talk Provides managers and organizational leaders with Follow the firm’s vision with
the knowledge and practical skills to improve the direct action, strategy and
quality and outcome of their decision-making. tactics.

PAGE | 15
 TARGETED DEVELOPMENT GUIDE
ENTERPRISE LEADER
DECIDE

MAKES PROMPT, PRAGMATIC CHOICES AND ACTS WITH THE CLIENT IN MIND

Makes strategic decisions involving 1. Makes decisions in a timely manner to ensure

KEY ACTIONS complexity, ambiguity, and risk that set the continuous progress
organization’s direction and delegates 2. Evaluates risk appropriately when making decisions
3. Empowers associates to make decisions based on
decisions regarding execution to the team
their expertise and experience

EXPERIENCE EXPOSURE
Overcome Delegation Empower Strategic Develop a New
Obstacles Leadership Organizational Direction

Take On Risk

Become familiar with Focus on an upcoming critical Implement a new strategy.

delegation obstacles and business initiative, delegate to Evaluate risks, set clear Volunteer to tackle a tough,
create strategies to overcome your leadership team, clearly expectations, measureable cross-functional, complex issue
them. communicate expectations, goals and objectives. Openly or any major problem that the
Overcoming Delegation and provide support and discuss accountability with firm needs fixed quickly. Present
mentoring as needed. your leadership team. the issue and solution(s) to
Obstacles
4 Ways Leaders Can To Set Direction, Your senior leaders. Show them your
Protect their Time and Message Must Be Clear ability to assess a situation
calmly, make decisions under
Empower their Teams pressure, take responsible risks,
rally others, and persevere in the
face of adversity.

Let the Team Help You

article book Become a Leader in a
3 Rules of Delegating Delegating Work Financial Services
CEO Responsibilities HBR, 20 Minute Manager ($) Association
Figure out some tasks that H.O. Maycotte, Forbes Quickly walks you through
you are having trouble with or
If you want to grow, the fundamentals of:
EDUCATION

can delegate to a team. Meet

you have to let go. At a • Establishing a Take on a leadership position
with your leaders/associates
certain point, you just productive environment at a financial industry
to discuss which tasks they
can’t do it all, so here • Assigning the right work
can do, and empower them association. (Click here for
are some ideas for how to the right people
to do those tasks. Discuss
standards, key things to be
to let go. • Monitoring without a list) Gain valuable
completed, and how they will micromanaging experience with a broad range
do the tasks. of business processes and
Deliberate Delegation: worksheets networking opportunities.
Worksheet for Accomplishing Goals Four Professional
When to Say “No” and HMM Associations Advisors
When to Let “Go” Finding the Right Delegate Worksheet
HMM
Should Join
Use these worksheets for identifying goals and
assigning responsibility for them.

PAGE | 16
 TARGETED DEVELOPMENT GUIDE
ENTERPRISE LEADER
DECIDE

MAKES PROMPT, PRAGMATIC CHOICES AND ACTS WITH THE CLIENT IN MIND

KEY ACTIONS Sets and communicates cohesive long-term

strategies and plans for the organization that
Actively participates in discussions regarding the
strategic direction of their business unit and/or the firm
consider client needs, industry trends,
workforce planning, and regulatory changes

EXPERIENCE EXPOSURE
Proactively Address
Set Strategic Direction Take the Lead on Strategy
Regulatory Changes

Build Financial Industry

Skills While Networking
Research ideas for cohesive Gather a diverse group of Create a strategic plan for your
long-term strategies for your leaders to discuss upcoming unit—including client needs,
unit. Decide how you can align regulatory changes. What are industry trends, workforce Network and build skills and
the strategy with the firm. the potential changes coming? need and anticipated confidence in financial analysis
Consider client’s needs, How will the regulatory regulatory changes. Form a techniques, set realistic
industry trends, succession requirements affect business consortium with other leaders performance goals and play a
planning, and regulatory goals and process? What is the and present the issue and a bigger role in helping RJ
changes. firm’s broader strategy? plan backed up with data and optimize its financial resources.
Aligning Quality Deloitte’s 2019 Banking rationale. Gain power to build stronger
Objectives with Regulatory Outlook Setting Unit Goals strategies and network with
Guide other top financial industry
Strategic Direction executives. Consider taking the
Harvard Business School
Focus on Long-Term articles online resource Executive Education Series—
Strategy Finance for Senior
Reflect on a recent unit or
Workforce Planning is Strategy Execution Executives. (Additional Costs
Essential to High Harvard Manage May Apply)
organizational
Performing Organizations Mentor
EDUCATION

goal/objective. Ask yourself:

Peter Louch, SHRM Contact Organization
Is this in line with the
department’s strategies? This article outlines what a and Talent
Pull a team together to pragmatic and operational Development or your
discuss the unit’s business workforce planning process HRBP for access
strategies. Ask for their should look like.
ideas, and decide how they
align with the department’s Turning Great Strategy
goals. into Great Performance
Michael Mankins, HBR
8 Ways to Companies typically realize
Join a Strategy Task Force
Communicate Your only about 60% of their
Strategy More strategies’ potential value.
Volunteer to network and serve
By following seven simple
Effectively on a task force on a strategic
rules, you can get a lot
issue at RJ.
more than that.

PAGE | 17
 TARGETED DEVELOPMENT GUIDE
ENTERPRISE LEADER
DELIVER

TAKES OWNERSHIP AND HOLDS SELF AND OTHERS ACCOUNTABLE FOR DELIVERING RESULTS THAT MATTER

KEY ACTIONS Communicates short- and long-term plans for

the organization to help others prioritize, stay
1. Clearly communicates short-term top priorities and goals
2. Clearly communicates long-term priorities and goals
focused, and execute against their goals

EXPERIENCE EXPOSURE
Execute Against Business Communicate Short and
Set Mission Critical Priorities
Goals Long Term Strategies

Use Communication to Get

Results
Leverage successful goal List your goals in order of Use strategies to communicate
setting in your unit, analyze priority. Organize them into: short and long term strategies
them from beginning to end. highly critical, important but not to leaders to build trust in Work with your HR Business
How Leaders Create and critical, and less important and leadership and align goals with Partner to identify a leader who
less critical. When faced with the firm’s growth. can coach you on using tactics
Use Networks to communicate short and long
choices or multiple things to Communicating
do, apply the scale and always term strategies. Use this to help
choose the highest level. Strategy to Employees associates build trust in
Prioritization—How to and 8 Ways to leadership and help leaders
prioritize and execute goals.
Do the Right Things In Communicate Your Speak Like a CEO:
the Right Order Strategy Effectively Secrets for Commanding
Prioritize Department Attention and Getting
article online resource
Objectives Results ($)
What unit objectives do you How to Prioritize Work Goal Setting and
need to accomplish to ensure When Everything is #1 Accomplishment
Tatyana Sussex, Liquid Harvard Manage
the success of the department
objectives? Guide your team Planner Mentor
EDUCATION

to identify and prioritize the Know how to prioritize work Contact Organization
high impact needs. which affects the success and Talent
Evaluating, Generating of your project, the Development or your
engagement of your team, HRBP for access
Alternatives; Creating a and your role as a leader. Be the Bridge Between the
Prioritization Matrix Firm and Senior Leaders
book
Start with Why Network with leaders and
Simon Sinek ($) associates at all levels, within and
outside your business. Serve as a
Simon Sinek started a
conduit between the firm and the
movement to help people
senior leaders and position
become more inspired at
yourself as a team builder.
work, and in turn inspire
their colleagues. The Fastest Path to a
CEO Job

PAGE | 18
 TARGETED DEVELOPMENT GUIDE
ENTERPRISE LEADER
DELIVER

TAKES OWNERSHIP AND HOLDS SELF AND OTHERS ACCOUNTABLE FOR DELIVERING RESULTS THAT MATTER

KEY ACTIONS Aligns resources across the firm to build

inter-departmental teams and achieve
Secures interdepartmental resources and support to
achieve firm-wide initiatives
enterprise-wide priorities

EXPERIENCE EXPOSURE
Tackle an Issue Plan Implementation Align Resource Needs

Mentor Resource Access

Pull together an inter- Successfully align the firm and Align resources by assessing
departmental team to tackle a resources to drive strategy. RJ’s processes. Discover Ask your mentor to help you
company-wide business Develop goals that create when processes take place access inter-departmental
priority. Research, assign benchmarks for success and what steps need to be resources. Ask “What do other
tasks, create a timeline, focus efforts on plan followed to get the resources business units have that I need?
network to access resources implementation. needed, how initiatives are What can I do for them that may
and align the priority with firm 4 Strategies to Align screened and prioritized, and allow give and take? How can I
goals. who determines the funding. turn this into a win for all of us?”
How to Implement a Capabilities, Resources Align the resources and fix Interdepartmental
New Strategy Without and Goals any gaps.
Ask…How to Get What Communication
Disrupting Your
You Want and Need at
Organization
Work ($) Get Senior Leader Support
for a Project
article books worksheet
Think about an upcoming unit
10 Tips to Align The Silo Effect: The Peril of Worksheet for project that has strategic
Your Company’s Expertise and the Promise of Ensuring Alignment
EDUCATION

implications for the firm, either

Goals, Priorities, Breaking Down Barriers HMM directly for clients or indirectly by
Actions and Culture Gillian Tett ($) Use this worksheet to enabling more efficient internal
David Finkel, Inc.com Asks a basic question: Why do check for alignment activities in support of clients.
The most successful normally clever people fail to and then to evaluate Work with your HR Business
companies get all see risks and opportunities that proposed changes to Partner to ask a senior leader for
their moving parts later seem blindingly obvious? refine your action support. Work directly with them
working in alignment plan. for ways to reinforce the
with each other to Executive Presence: The Art importance of the project, and
achieve their top of Commanding Respect Like secure resources needed.
objectives in a a CEO Gain Executive Leadership
manner consistent Harrison Monarth ($)
with their core values A book full of practical advice
Support
and priorities. on how to handle situations as
a CEO would.

PAGE | 19
 TARGETED DEVELOPMENT GUIDE
ENTERPRISE LEADER
DELIVER

TAKES OWNERSHIP AND HOLDS SELF AND OTHERS ACCOUNTABLE FOR DELIVERING RESULTS THAT MATTER

KEY ACTIONS Helps associates across the organization to

take ownership for their role in driving the
1.
2.
Holds self-accountable for delivering meaningful results
Holds others accountable for delivering meaningful results
firm’s success, and holds everyone
accountable for achieving their goals

EXPERIENCE EXPOSURE
Have a Wrap Up Model Integrity to Your
Drive Goal Accountability
Conversation Team

Coach Accountability
Practice discipline towards Discover the difference To build high standards of
goals. Make it a habit to between accountability and integrity on your team, model Ask your mentor for tips on how
conduct a wrap up responsibility. Use this behaviors you expect from to coach your own leaders to
conversation immediately after information to hold yourself others. Practice following through establish accountability with
milestone efforts—win or lose. accountable and practice and building trust with your their associates.
Hold Yourself integrity. leaders. Discover How to Hold
Accountable Ted Talk: Accountability Video: Building Trust People Accountable:
Models and 4 Ways to Through Committed Coaching for Leaders
Hold Leaders Leadership
Accountable Increase the Cultural
Accountability Investment
Create Ethical Alignment articles podcasts
Network with other leaders to
3 Ways to Increase Trust in Coaching For discuss why RJ should invest
Your Employees (And Their Leaders more resources into helping its
Trust In You) Database of monthly leaders build accountability.
Shawn Rhodes, Bizjournals podcasts on a variety Discuss: How are leaders
EDUCATION

Having employees trust their of coaching topics accountable? How have you
leaders isn’t difficult — if gone about holding leaders
leaders prove they’re accountable? What has worked
book and what hasn’t? Demonstrate
trustworthy first.
Check for misalignment of Supportive what you have discovered with
ethical values between you, Here’s How 12 Successful Accountability: How senior leaders so you can deliver
your leaders, your unit and the CEO’s Set Their Goals to Inspire People and meaningful results.
firm. Work on alignments with Sarah Kimmorley, Business Improve Performance A Culture of
business unit values, and Insider Sylvia Melena ($) Accountability Drives
guide your leaders in Looking for ways to make This is a tool that will be
successful ways they can sure associates stick with valuable for seasoned Effective Leadership
support the company. their annual goals, they professionals. Goes
The Right Way to Hold asked 12 executives what through the lessons in a
they do each year to ensure logical progression.
People Accountable
success.

PAGE | 20
 TARGETED DEVELOPMENT GUIDE
ENTERPRISE LEADER
DELIVER

TAKES OWNERSHIP AND HOLDS SELF AND OTHERS ACCOUNTABLE FOR DELIVERING RESULTS THAT MATTER

KEY ACTIONS Creates a transparent environment in which

results achieved and lessons learned are
Openly discusses results achieved and lessons
learned across teams
openly discussed for the benefit of other
business units

EXPERIENCE EXPOSURE
Promote Transparency at Combine Transparency and Have a Wrap Up
Work Collaboration Conversation

Discuss Lessons Learned

Make sure everyone has the Bring transparency to modern Lead a wrap up conversation
information they need to do work environments to improve meeting with a project team. Ask your mentor to discuss
their jobs effectively. Create a collaboration and allow leaders Discuss lessons learned and lessons learned in making
chart of responsibilities so to thrive by fostering a deeper opportunities for improvement. teams work with your own
everyone is aware of what is sense of trust. Have the team share their leaders. Utilize and implement
being worked on and who they Transparency Policy: experiences with a team from a those lessons prior to starting a
need to go to ask for guidance, different unit.
The Why and How of team project.
resources etc. 9 Tips for Getting the
Transparency— Building One that Teams: Lessons Learned
Most Out of Post-
Leadership Lessons from Works Mortem Meetings
India
Increase Project article books
Management Effectiveness
10 Things Encouraging the Heart:
Communicate about a past A Leader’s Guide to
Transparency Can Do Open Up Discussion on
project with a team, and Recognizing and
For Your Company
discover what went well, and Rewarding Others Transparency
William Craig, Forbes
what did not go well. Capture
EDUCATION

Ten practical steps your James Kouzes ($)

and share lessons learned,
both good and bad and company can take to be Shows how true leaders
Network with leaders from
further mature project a part of this cultural encourage and motivate
those they work with by another unit to begin a
management. change.
making them feel like discussion on transparency.
Lessons Learned heroes. Take steps to go before senior
video
Technique or leaders to discuss making it part
The Sweet Spot The Limits of of the firm’s culture.
How to Facilitate an Transparency: Ambiguity
Between Privacy and 6 Things Leaders Can Do
Effective Lessons Transparency and the History of
HBR Video International Finance to Promote Transparency
Learned Discussion
How to boost productivity J. Best ($) in the Workplace
within an open work The ways in which politics
environment. are fundamental to
economic theory.

PAGE | 21
 TARGETED DEVELOPMENT GUIDE
ENTERPRISE LEADER
IMPROVE

CONTRIBUTES TO THE CONTINUOUS EVOLUTION OF OUR BUSINESS

KEY ACTIONS Recognizes long-term business threats and

promotes an organizational culture that
Rewards progressive ideas that may enhance business
strategy and growth
rewards new and unconventional thinking that
leads to better strategies and capabilities

EXPERIENCE EXPOSURE
Drive Innovation Through
Think Like an Expert Communicate Threats
Cultural Experience

Experience Job Shadowing

Work with your HR Business Take on an assignment Do an industry analysis,
Partner to find an inside expert, outside of your current competitor analysis, and Identify an executive position or
thought leader or an external organizational area or region economic analysis. unit you are interested in and
consultant. Ask them what to practice working with a Communicate with leaders work with your HR Business
long-term threats they look for different organizational or and clients and come up with Partner to ask for a job
and observe what they global culture. Use this a list of threats to the shadowing experience. Spend a
consider significant and non- experience to drive company. Discuss with a team day immersing yourself in their
significant. Devise five key innovation and creativity in how you can mitigate these role and gather information on
areas or questions you can your own unit. threats. what development the role or
consider each time a business Porter’s Five Forces unit requires.
threat comes up.
How to Start a
Competitive Analysis: Lead an Organization Examine How Creativity
Readiness Assessment Impacts Results
57 Questions You Need
to Ask Perform a Political, Economic, Examine your management
Social, and Technological principles/practices for their
(PEST) analysis to gather an appropriate applicability and
unconventional thinking. Network With Financial
awareness of external macro-
Examine the effectiveness at Executives
environmental trends in the
RJ. As an Enterprise Leader
industry. Take a diagnostic
examine how out of the box
“snapshot” of RJ’s business
thinking impacts results.
threats, and their readiness to Network with financial industry
effectively respond to industry executives, sharing
opportunities. professional development, peer
networking, conferences, and
audio book industry research. Consider
EDUCATION

joining the Financial

Continuous Improvement The Power of Paradox: Uncover
Should be a Part of Your Culture Radically Innovative Solutions Executives International
Lee Cockerell, Disney Executive Deborah Schroeder-Saulnier ($) (FEI) network of over 10,000
Continuous improvement is part of This book will help you face chronic financial industry executives.
the culture. If you get your culture challenges with confidence and uncover ($)
right, everything else gets easier. unexpected and infinitely better solutions.

PAGE | 22
 TARGETED DEVELOPMENT GUIDE
ENTERPRISE LEADER
IMPROVE

CONTRIBUTES TO THE CONTINUOUS EVOLUTION OF OUR BUSINESS

KEY ACTIONS Creates and supports a culture that prioritizes

change as an opportunity for improvement and
1.
2.
Prioritizes change as an opportunity for improvement
Helps clients and business units overcome resistance
removes obstacles to innovation to change

EXPERIENCE EXPOSURE
Invest In Incremental Innovate Your Business Promote Innovative
Innovation Model Leadership

Join a Change Initiative

Learn lessons from Study RJ’s business model Create and support a culture
investment banker Steve and identify an opportunity, that prioritizes change as an Join an RJ cross-functional change
McClure about how to create inspire others, create a opportunity for improvement initiative. Network and discover:
steps to incremental investing coalition, pick targets of and removes obstacles to Why is the change taking place?
and innovation. opportunity, and remove innovation. Identify ways to What organizational goals does it
seek to advance? What are its
Innovation is obstacles. lead an innovation mindset.
objectives? What are the obstacles
Management Overcoming the 5 Ted Talk: Be The Change and how will you remove them?
Biggest Obstacles to You Want to See in How will it improve the
organization? How long will it take
Innovation Your Company and who will be involved in
implementing it? What actions can
you take to ensure the regular flow
of information?
Expand Thinking article book

Change the Change Rules at Radical

Google Transformational
Li-Ming Pu, SHRM Blog Leadership
Google developed a simple Monica Sharma ($)
A new approach to
EDUCATION

framework to rethink reorgs

and it starts by asking “Do we transformational
even need this change?” leadership, one that Discuss Increasing Leaders’
creates systems of
Some of the greatest video change where
Change Acceptance
innovations were simply Lead and Be the Change everyone can engage.
variations on a theme, Mark Mueller-Eberstein, Ted Talk Network with leaders to discuss
borrowed ideas or putting online resource best practices for increasing
together old ideas in a new Innovation leaders’ ability to accept change
way. Look around you and Harvard Manage and respond positively to
think of ways to innovate the Mentor opportunities.
products nearby. Think Contact Organization A Way to Assess and
about what obstacles would and Talent
get in the way of your ideas Prioritize Your Change
Development or your
and how to overcome them. HRBP for access Efforts

PAGE | 23
 TARGETED DEVELOPMENT GUIDE
ENTERPRISE LEADER
IMPROVE

CONTRIBUTES TO THE CONTINUOUS EVOLUTION OF OUR BUSINESS

KEY ACTIONS Builds a culture that supports and rewards

responsible risk-taking and the acceptance of
Values responsible risk-taking and occasional setbacks
in the interest of driving positive change
occasional failure in the interest of driving
growth and efficiency

EXPERIENCE EXPOSURE
Conduct a Risk Audit Discuss Positive Risk Launch New Service

Drive Growth with Industry

Networking
Take stock of risks that could Direct leaders and associates Join a team that will be
come up in a future or current to see risks as positive. launching a new service.
project. Position risks as intelligent See it through the entire Network with other financial
Conduct a Risk Audit and informed decisions process: idea, design, testing industry executives. Share best
through guided leadership. and launch. Analyze risks practices and make connections
Risk Management: A and mitigate them along the with industry thought leaders to
way. drive RJ growth and efficiency.
Guide for Executives ($) A 6-Part Tool for Financial Executives
Ranking and Networking Group
Assessing Risk

Manage Risks article book

3 Most Important Traits Business Lessons from
Sometimes producing results of Growth Minded the Edge: Learn How
involves pushing the Leaders and How They Extreme Athletes Use Present Firm-Wide
envelope, taking chances Drive Success Intelligent Risk Taking to Responsible Risk Tactics
and trying bold new Marissa Levin, Inc.com Succeed in Business
EDUCATION

initiatives. Increase your There are 3 traits that Jim McCormick, Maryann
comfort with responsible determine how effective a Karinch ($) Network and discuss with
risk-taking and learn why risk leader will be in growing This guide shows you how leaders what “responsible risk
is not just a compliance their company, and to capture the winning taking” should look like at RJ.
issue and how it can be used developing personally mind-sets of champions for How should the senior leaders
to avoid business and professionally. extreme success in encourage it? How should this
disruptions. business. be presented to associates?
Managing Risks a Decide on tactics that fit in with
the culture and present it to
New Framework video senior leaders.
Breaking Down Risk Encouraging Smart
Steve Fisher, Ted Talk
Risks in the Workplace

PAGE | 24
 TARGETED DEVELOPMENT GUIDE
ENTERPRISE LEADER
IMPROVE

CONTRIBUTES TO THE CONTINUOUS EVOLUTION OF OUR BUSINESS

KEY ACTIONS Sets challenging growth goals for the firm Sets challenging but attainable growth goals for the
organization

EXPERIENCE EXPOSURE
Leverage Shared Goals and Set Goals For Your
Set Challenging Goals
Risks Outside Your Unit Business Unit

Network Goal Growth

Analyze the measureable Go outside your unit to reach Set your unit goals and
goals that your unit’s leaders your goals and objectives. Use objectives to achieve a Network with industry leaders to
need to focus on and set your networking, influencing standard everyone agrees to discover best practices for
challenging goals that meet skills, understanding and trading measure accomplishments setting and achieving
objectives. abilities. Think about: What do against. Set your unit stretch challenging growth goals. Refer
3 Methods for Setting a the peers you are contacting goals. Set checkpoints to be to Everyone Hates Setting
need? How does what you are able to measure progress. Give
Goal That Will Help working on affect their results? yourself and others as much Goals to learn how Google
You Achieve Your Turning Goals into feedback as you can. motivates their employees.
Potential Results Why You Should Stop
Setting Easy Goals

Prioritize Growth Objectives articles books

4 Ways Growth The Most Powerful Goal
Leaders are Different Achievement System in
Alison Evring, Inc.com the World Network to Shift Focus
Four important traits Mike Pettigrew ($)
of growth leaders that
EDUCATION

This guide shows you how

you can learn from. to achieve goals faster, Network with diverse leaders
know exactly what you across the organization. Move
7 Ways to Set want, charge your goals beyond the day-to-day focus
Smarter Growth with powerful emotion, set on strategy execution, shift to
Think about: What unit Goals deadlines, plan effectively exploring the future and
objectives do you need to Peter Caputa, Databox and overcome your limiting become aware of the
accomplish to ensure the Management beliefs. interconnectedness of the
success of company goals? Read about methods firm’s systems to create
What individual objectives do that lead to smarter The Psychology of challenging growth strategies.
you need to accomplish to goal setting. Taking Action
ensure success of unit Patrick King ($)
objectives? How do your unit Gain the ability to get
and individual objectives match things done and hit your
up to the company’s overall goals, no matter the
strategy? circumstances.
Ted Talk: Setting Goals

PAGE | 25
 TARGETED DEVELOPMENT GUIDE
ENTERPRISE LEADER SUBJECT
INDEX
SUBJECT INDEX

SUBJECT PAGE(S) SUBJECT PAGE(S)

Accountability 11, 20 Industry 8, 15, 17
Adversity 7 Innovation 22, 23
Alignment 9, 11, 19 Inspiration 10
Call To Action 11 Integrity 12
Challenging Conversations 5 Interdepartmental 19
Change 7, 23, 24 Key Insights 15
Collective Purpose 10 Leadership Development 4, 5, 6, 7
Communication 8, 10, 12, 18 Lessons Learned 7, 21
Constructive Feedback 5, 9 Motivation 10, 12
Multi-Directional
Corporate Governance 13 5
Feedback
Creativity 22 Networking 8
Critical Issues 11 Opportunities 4
Organizational
Cross-Functional 15 4
Capabilities
Culture 22, 23, 24 Plans 4
Customer Service / Client’s Best
13, 17, 23 Priorities 18
Interests
Data 14, 15 Projection 15
Decisions 13, 14, 16 Regulatory Changes 17
Delegate 16 Resources 19
Direction 16 Risk 16, 24
Diversity 9 Setbacks 7, 24
Downstream 14 Skill Gaps 4
Empowerment 16 Strategy 7, 14, 15, 16, 17, 19, 22
Engagement 10 Strengths 4
Enterprise Wide Objectives 8, 14, 19 Succession Planning 6
Ethics 12 Team 16, 21
Facilitation 5 Threats 22
Failure 24 Transparency 12, 21
Forecasting 14 Timely 16
Future 10 Trust 9, 12, 20
Goals 7, 11, 16, 18, 25 Vision 10

Growth Objectives 6, 22, 25 Workforce Planning 4, 17

PAGE | 26