When all parties are agreeable, collaboration is easy. It is when the parties are not agreeable that a leader goes to work. Disagreements can come from many sources and for many reasons, but the key to connecting opposing positions starts with understanding all sides. How can a leader create a collaborative effort when disagreement is…

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Change is in my DNA. We don’t need to face change; we also need to embrace change. If you feel your credit union or CUSO needs to look at change differently and would like the steps to implement change,  my core competencies include the following:Digital transformation – building a digital strategy, the tactics, the organizational…

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All teams have three participants: change agents, change neutrals, and change resistors. The key to leading change is empowering the change agents, influencing the change equivocators, and helping the change resistors understand the WIIFM (what’s in it for me). Here are the critical steps to leading change. First, identify who fits into these categories because…

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At the top of the hierarchy, there are all kinds of leaders from all sorts of backgrounds. But typically in a world of shareholder returns, ROE, ROA, capital ratios, and expense ratios, the corner office is often a numbers expert, usually from the CFO ranks. Is this leadership succession the best thing for an organization?…

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Many of us have seen this from afar, some of us from close at hand. The CEO is getting close to retirement and has set a course for the organization of just “drifting off into the sunset.” This syndrome happens when the strategic leader and driver of the credit union have decided to retire but…

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Competing in the digital space is getting more and more difficult but also more and more essential to the credit union’s sustainability. Chances are your current digital strategy is missing these five things. Organizational Alignment – most credit unions have all their data in silos. IT is doing one thing, marketing another, branches another, call…

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Fifty-four third party integrations to core; what does this number mean? This number represents: 54 separate IT projects that include hours upon hours of IT resources 54 separate contacts for professional services and the related costs 54 different technologies that may have to be updated or tested with every core or system update 54 times…

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