Recent Posts

The Friction Paradox – Compliance vs User Experience

By rich@leading2leadership.com | March 15, 2024

Friction /?frikSH?n/ noun – Any unnecessary obstacles users encounter while interacting with banking products or services. These manifest in various forms, including cumbersome account opening procedures, complex loan applications, processes that are not aligned or consistent from channel to channel, or outdated digital interfaces. While some friction is essential for security and regulatory compliance, excessive…

Marketing Must Be Seen!

By rich@leading2leadership.com | March 12, 2024

Marketing is not just an expense line; it is a strategic partner as credit unions face challenges adapting to rapidly evolving consumer preferences and technological advancements. By reimagining marketing’s place and purpose, credit unions can attract new members and reshape perceptions among their executives. First, let’s identify what marketing can and cannot control. What marketing…

ALM 101 for Marketing

By rich@leading2leadership.com | February 21, 2024

Asset Liability Management (ALM) at a credit union refers to the strategic management of assets and liabilities to ensure the credit union’s financial stability, liquidity, and profitability. Here’s what it involves: Asset Liability Management at a credit union is a comprehensive approach to balancing the institution’s assets and liabilities to optimize financial performance, manage risks…

Is Your Org Structure Shackling Strategic Success?

By rich@leading2leadership.com | February 21, 2024

Credit unions need to see their organizational structure as an organism, NOT a hierarchy. Innovation and adaptability reign supreme in credit unions. Being locked into a legacy organizational structure in a cross-functional, cross-silo operating environment often stifles short and long-term success. While these structures may have served the credit union well in the past, they…

The Empathic Leader: Investing in People Through Active Listening

By rich@leading2leadership.com | February 6, 2024

Investing in people has taken center stage in the ever-evolving business and leadership landscape. As organizations recognize the importance of their most valuable and expensive asset – their employees – the focus has shifted towards fostering a workplace culture prioritizing empathy and active listening. Leaders who prioritize their teams foster a culture of belonging where…

You Are a New Executive in a Credit Union, Onboard Yourself First!

By rich@leading2leadership.com | February 6, 2024

Joining a credit union as a CEO, EVP, SVP, or VP is exciting yet challenging. As an executive leader, your role is pivotal in driving the credit union’s strategies, mission, vision, values, growth, and member satisfaction. It is rare to find a credit union with a disciplined process to onboard executives, which, by the nature…

Feeling Pressure for a Hasty Executive Hiring Decision?

By rich@leading2leadership.com | February 5, 2024

Recently, I have observed several credit unions make hiring mistakes for key executives, including CEOs. The disruption these “hasty hires” cause is palatable. In one situation, a CEO who lacked the strategic mindset the credit union needed was hired. In another, there was a significant skill gap; they hired a “finance person” when they needed…

How to Retain Employees and Members

By rich@leading2leadership.com | February 1, 2024

Fostering a Culture of Belonging Employee burnout is a pervasive issue affecting organizations across various industries, and credit unions are no exception. The financial sector demands high commitment, attention to detail, and often long working hours, making credit union employees susceptible to burnout. However, creating a culture of belonging can be a powerful antidote to…

Striking the Right Balance Between Staffing Needs and Wants

By rich@leading2leadership.com | January 26, 2024

In the not-too-distant past, we saw quiet quitting, and it appears in 2024 that we are seeing a return to layoffs. For example, Kinecta Credit Union, with 806 full-time equivalent employees, recently laid off 84 employees due to a fall in earnings. And, Kinecta is not alone in this trend. The workplace looks and feels…