Management Development Program

Brochure/Registration Form | Pre-Requisites

Early bird cutoff: March 5, 2020

WBA Members: $2,450 early bird, $2,950 regular | Non Members: $2,950 early bird, $3,050regular

April 8, 2020
Banking today is a challenging, competitive and ever-changing industry. What worked in the past may not work going forward. This challenging landscape requires leaders and managers who can create an environment in which their employees not only perform, but also grow and develop into the leaders of tomorrow. The market is crowded with multinational, regional and community banks, not to mention credit unions and non-bank competitors. What do bankers need to do to keep the confi dence of the American people and their local communities? How can banks attract and retain the best and brightest talent available? The second half of the day will be spent reviewing the learning methodology of the Management Development Program, discussing the role of the mentor relationship, reviewing program expectations and more.

Discuss critical issues facing the banking industry today, including:

  • Reduction of the number of banks in the U.S.
  • The impact of shrinking margins on bank profitability
  • Impact of a changing bank environment
  • Finding talented employees for your bank’s continued success
  • Changing customer expectations and how they are utilizing bank services today

Presented by Joe Zavaglia, Zavaglia Consulting

April 9, 2020
Recent studies have shown emotional intelligence to be a key factor in leadership effectiveness, specifically, in a rapidly changing business environment. Emotionally intelligent managers create psychologically safe workplaces that lead to improved employee job satisfaction, retention, creativity, performance, and wellbeing. Emotionally intelligent leaders recognize and leverage emotions as a latent capacity and a reservoir of human capital to benefit their organizations and impact the bottom line. They have the self-awareness and skills to manage their own emotions as well as influencing others. Emotionally intelligent leaders motivate and respond to the needs of their staff through active and empathic listening and promoting high-trust relationships.


  • Explain what emotional intelligence is and how it is different from other intelligences
  • Outline the key components of emotional intelligence
  • Understand why emotionally intelligent leaders are more effective
  • Explain the role of emotional intelligence in building high trust relationships
  • Describe the relationship among trust, commitment and achievement
  • Use emotional intelligence to become a more effective leader

Presented by Dariush Khaleghi, Leadership Edge, LLC, Seattle, WA

May 6, 2020 
Critical to the success of bank leaders and their organizations is how well they communicate. Understanding one’s own limiting perceptions and blind spots is paramount to listening and speaking effectively. Listening skills impact job effectiveness and the quality of professional relationships. By becoming a better listener, productivity, the ability to influence, persuade and negotiate; all will improve thus helping to avoid conflict and misunderstandings. Organizations demand constant feedback. Leaders who are skilled in handling difficult conversations exude confidence and respect. Job satisfaction is most impacted by how much individuals feel appreciated and valued for their work, rather than by their salaries or benefits. This session will introduce ways to help determine how to develop teams that feel appreciated and to master the art of successful communication.


  • How to build critical communication skills
  • Become aware of perceptions and blind spots
  • Expand listening skills to draw out critical conversations
  • Learn effective day-to-day communication
  • Deliver powerful and effective feedback to all levels of the organization
  • Understand how team members feel valued and appreciated

Presented by Derek Olsen, Henley Leadership Group, Seattle, WA

June 3, 2020
Team members need to understand how their work contributes to the overall success of the organization. By ensuring they understand this connection, the Performance Management Process (PMP) helps drive an organization’s productivity and success. The manager plays a critical role in a successful performance management process: planning and encouraging mutual involvement and accountability, monitoring and providing proper direction, coaching for change, and evaluating results. Unfortunately, too often team members receive little or no feedback on their performance. When challenged with why this is occurring, managers often mention that they lack time; the “process” is too complicated; they have insufficient staff; or that they are concerned with employee morale. The PMP helps managers answer their employees’ key questions related to performance, including: What do you want me to do? Why is it important? How do you want me to do it? How will I know if I am successful? What’s in it for me?


Improve your team by learning both the “what” and the “how” of:

  • Getting the right person onboard
  • Understanding the latest in employment law
  • Interviewing do’s and don’ts
  • Motivating team members and beyond
  • Coaching and contracting for change
  • Four phases of the PMP

Presented by Karl Ahlrichs, HiringSmart, Carmel, IN

July 8, 2020
Effective managers are problem solvers whom employees can rely on to mitigate difficult situations. In today’s banking environment, those with a positive pattern of negotiating ethical solutions quickly become the most valuable players in their organizations. This session is about recognizing patterns of conflict, defining the clash, and mustering the courage to leverage change and create solutions. Participants will be armed with the necessary tools to effectively negotiate to find solutions. This session includes no lecture as participants will be negotiating a live scenario-based conflict within the first 30 minutes. The remainder of the day will be dedicated to interactive banking related challenges and diffusing common emergencies.


In order to build your ability to produce results you need to:

  • Understand the value and importance of productive conflict
  • Understand intent vs. impact and its role in interpersonal conflict
  • Practice a technique to overcome interpersonal conflict
  • Identify your standard conflict strategies and their consequences
  • Learn a new approach to negotiation that opens the possibility of both parties getting more of their needs met
  • Practice using the new negotiation approach

Presented by Chris Wheatley, Chris Wheatley Consulting, Spokane, WA

August 5, 2020
There is an obvious disconnect between the service banks think they are providing and the reality of what customers experience. No banks appear on the lists of the top service providers in the United States. Yet when bank employees are asked to rate the customer service level of their bank they are consistently rating themselves highly. Banks aren’t alone in this misperception. In the U.S. today, 80 percent of companies think they provide good service, but only 8 percent of their customers agree. But this disconnect can be especially harmful because we have limited opportunities to interact with our customers – many only visit their banks six times a year! Correcting these issues requires a workforce that is highly engaged. Research proves that companies with highly engaged employees beat the market and their peers when it comes to profitability. So how can bank managers engage their employees, produce excellent customer service and in turn enhance our profitability?

SESSION HIGHLIGHTS Learn how to take your bank’s service to the next level by:

  • Analyzing what top service providers do differently to make a significant impact in service quality
  • Assessing a bank’s service levels and comparing them to service leaders
  • Identifying key service metrics
  • Shopping and measuring what the competition is providing vs. these metrics
  • Discussing the impact an engaged workforce has on a bank’s profitability

Presented by Joe Zavaglia, Zavaglia Consulting, Seattle, WA

* Attendance at WBA programs is limited to employees, officers and directors of WBA members, non-members eligible for membership in the WBA and members of other state banking associations which grant reciprocal privileges to WBA members.

Cancellation Policy: For all cancellations that occur up to seven days prior to the start date, a $50 cancellation fee will be charged. For cancellations with less than seven days notice, there will be no refunds. A substitute can attend at no fee. For cancelled courses and/or seminars, full fees will be refunded.
Cancellation Procedure: Cancellations must be sent in writing to the WBA office via email, fax, or mail. No refunds will be granted until a written cancellation request is received by WBA.