Pub. 9 2018 Issue 4

Winter 2018 15 West Virginia Banker Jill E. Hall Justin M. Harrison Mark H. Dellinger COLORADO INDIANA KENTUCKY OHIO PENNSYLVANIA WASHINGTON, D.C. WEST VIRGINIA www.jacksonkelly.com 500 Lee Street East, Suite 1600, Charleston, WV 25301 Ellen S. Cappellanti, CEO: 304.340.1000 They bring decades of experience in resolving workplace issues, including traditional labor, employment and ERISA litigation, and human resources and employee benefit counseling and training. Welcome the Newest Members of our Labor & Employment Team. Explore the new jacksonkelly.com Healthy teams have strong processes to resolve conflicts in ways that benefit the organization and the individual managers as well. Continuity Continuity is perpetuation of the man- agement team. Continuity requires retention, recruitment and development of managers. Management teams struggling with continuity often struggle with succession planning. They also find it difficult to get younger managers to take initiative or engage in professional development. Healthy management teams recognize the challenges for managers to develop new skills while accomplishing their routine responsibilities. They recognize that professional development is a team effort. How Planning Meetings Can Help Management teams negotiate hundreds if not thousands of interactions every day. Their perspective becomes focused on overcoming near-term challeng- es. Established ways of doing things become less effective over time. It is often beyond the ability of one or two managers to devise a solution. Culture, communication, coordination and conti- nuity suffer. Bringing teams together for planning gives managers the opportunity to con- sider issues from a different perspective. Managers can see patterns that limit the effectiveness of the team; meanwhile, senior management can communicate priorities and receive feedback. Man- agement team health improves. Meeting Facilitation Is Important The key to an effective planning meet- ing is encouraging the participants to engage in an open discussion of the important issues. Everyone must feel free to advocate for his or her position. It is difficult for a participating manager to encourage discussion while at the same time offering opinions that may be contrary to those of other participants. A good outside facilitator can encourage participation, keep discussions on track and suggest alternative points of view that are not obvious to those close to the issues. Good meeting facilitation is much more than encouraging participa- tion. It begins long before the managers meet. It begins by understanding the issues and the managers’ concerns. Managers should leave a well facilitated planning meeting with a renewed sense of purpose, a better understanding of management challenges, ideas for more effective communication and coordina- tion, and a clear understanding of the organization’s mission and priorities. A very healthy situation.  Mark Mangano is counsel with Jackson Kelly PLLC. Mark is an attorney focusing on strategic planning and bank regulatory issues. He has 26 years of experience as theCEOand owner of a community bank. You can contact mark at mark.mangano@ jacksonkelly.como r304-284-4104.