Leadership

Escaping the Predict and Control Trap: Reflections from Lake Tahoe

Glatt Consulting founder Tom Glatt shares key takeaways from the 2026 Directors Critical Skills Conference, exploring how credit unions can escape the Predict and Control trap.

I recently wrapped up two intensive days leading the 2026 Directors Critical Skills Conference at Harrah's Lake Tahoe. The goal of our time together was clear: equip credit union leaders with the frameworks necessary to break free from stagnant planning and transform reactive boards into forward-looking strategic assets.

The financial landscape is shifting rapidly, and relying on outdated governance and planning models creates a dangerous execution gap. For those who could not attend, here is a look at the core principles we tackled.

Moving Beyond "Predict and Control"

We spent considerable time dismantling the traditional "Predict and Control" trap. Governing from the rear-view mirror using static, multi-year plans that rarely survive contact with the market is no longer a viable strategy. Instead, credit unions must develop "Adaptive Velocity"—the ability to rapidly sense environmental shifts, decide on a direction, and deploy resources efficiently. Velocity is not just about moving fast; it is about moving fast with clear, strategic direction.

The Architecture of a Living System

One of our most critical discussions centered on the governance framework—moving from a static binder to an actionable operating system. We explored how to build this architecture from the ground up: establishing the board’s "True North" through core governance Principles, mapping out the distinct domains of board oversight via the six Pillars, and translating those domains into auditable Responsibilities. Finally, we brought it all together by activating these duties through a year-round Governance Calendar, ensuring that proactive oversight replaces reactive management.

Stress-Testing in the Wind Tunnel

We moved beyond standard planning exercises to test strategies against high-impact, low-probability events, or "Black Swans". Using the Dual-Hemisphere Business Model Canvas, attendees learned how to evaluate their credit union's relevance and capability under pressure. We utilized AI-generated scenarios as a "Wind Tunnel" to expose vulnerabilities and determine exactly what must change for the business model to survive severe market disruptions.

Redefining Measurement

A brilliant strategy is useless if it is eaten by the daily operational "whirlwind". We discussed replacing bloated metric dashboards with a focused, dual-measurement system:

Key Health Indicators (KHIs): These are the vital signs used to protect the asset.
Objectives & Key Results (OKRs): These are the time-bound, measurable milestones used to build the future.

The Leadership Ecosystem

Finally, we explored the psychology of the boardroom. A board composed entirely of identical risk profiles cannot achieve Adaptive Velocity. We examined how tools like the Risk Type Compass help identify behavioral gaps and manage the board as a dynamic ecosystem, ensuring the team possesses the emotional intelligence to govern effectively.

Join the Next Conversation

If you missed the sessions in Tahoe, the work continues. My next speaking engagement will be at the upcoming National Director's Roundtable Conference. I am honored to be serving as your MC for the conference, and I will also be leading the optional pre-conference workshop: Board Liabilities and Responsibilities: A Systems Approach to Oversight. During the main conference, I will deliver a general session on The Psychology of Risk: How Personality Shapes Decision-Making. Every strategic decision is filtered through the personality of the leaders making it, so we will leverage the Risk Type Compass framework to explore the human side of governance—helping you discover your own risk disposition and learn how to balance those personalities within your board and executive team to avoid "groupthink".

You can find the details and register here: