Strategy
The credit card landscape has become an arms race. As detailed in publications like Bloomberg, major national issuers are locked in a battle for "top of wallet" status, deploying massive marketing budgets and ever-escalating rewards programs, from extravagant travel benefits to complex point ecosystems. For credit unions,
Governance
At the recent 2025 National Director’s Roundtable, I led a session on one of the most critical duties of governance: proactive board succession planning. In today's landscape of accelerating change, a reactive approach to filling board seats is a significant strategic risk. The question for every board
Strategy
At CU Conferences’ 2025 National Director’s Roundtable, I had the pleasure of presenting a framework for building a more resilient strategy. The core idea is that in today's unpredictable world, the old playbook for strategic planning is no longer sufficient. The old playbook, a rigid process of
Governance
We often attribute the success of a great manager to broad traits like vision or empathy. However, a groundbreaking 10-year study suggests their single most impactful skill is far more specific: the ability to identify an employee's unique strengths and guide them into the role where those
Governance
In the summer of 1975, a Great White shark terrorized the community of Amity Island, forcing Police Chief Martin Brody to famously conclude, "You're gonna need a bigger boat." That line became an emblem of being dangerously underequipped for a known threat. For today's
Governance
In credit union boardrooms, the words "sustainability" and "resilience" are used constantly, often interchangeably. While closely related, they are not the same. Understanding the distinct role each plays—and how they work together—is one of the most critical responsibilities of a forward-thinking board. Misunderstanding
Strategy
Can you explain your credit union's entire business model on a single page? Can every member of your board and leadership team articulate precisely how your institution creates, delivers, and captures value? If the answer is no, you're not alone. While credit unions operate as not-
Governance
Every leadership team has an inherent "risk personality." Some are predisposed to caution, meticulously analyzing every variable before acting. Others are naturally composed, embracing challenges head-on with confidence and decisiveness. Neither approach is inherently right or wrong, but an unawareness of this natural disposition can lead to
Governance
For many credit union boards, succession planning is a reactive process. A long-serving director retires, and the nominating committee scrambles to find a replacement—often someone with a similar background and skill set. This "like-for-like" replacement model feels safe, but in a rapidly changing industry,
Governance
In our last article, we discussed the difference between a reactive "compliance backstop" board and a proactive "strategic asset" board. The natural next question is: How do you make that transition? The answer lies in transforming your governance from a series of meetings into a continuous,
Governance
Every credit union board fulfills a vital fiduciary duty. Directors are the diligent stewards of the institution, ensuring regulatory compliance, reviewing financial performance, and safeguarding member assets. This role as a compliance backstop is non-negotiable. But is it the board's only role? For high-performing credit unions,
Performance
Knowing your credit union's performance score is the essential first step. An 8.2 HealthScore, for example, is a strong indicator of institutional health. But a number in isolation tells only half the story. The real question is not just "How are we doing?" but "