Article: The Art Of Building Trust and Profits In Credit Union Management

By Natalie R. Manor, President

I received a note not too long ago from a CEO of a credit union that stated she thinks that her “new” team has some trust issues.  Not a good sign, but a great sign that she noticed and wants to know more about how this lack of trust is affecting her leadership and management team.

She is an experienced CEO who has grown up in the CU world so she knows when something is not working as well as it could.

Here is the background:

This CEO had a very good solid long term team.  Most of them at the CU for 10+ years. The CU grew well and took on new business products so their need for IT grew also.  She lost a long term senior member of her team; had to establish two new facilities; hired a new position never before in her team; hired 3 men on her team where the team had always been women.   She wanted to smoothly transition this newly gathered senior team.

Historically putting together a team has been obvious and seamless.  But with the onset and emphasis of greater transparency and communication needs, teams are having a hard time working together.

You grow.  You bring on new people who brief well on paper and interview well.  You put them in a room together and there seems to be such a disconnect that you wonder, really and truly wonder, what happened.

AND because you are busy growing your CU, you let some of the unease with the new team become habit.  Little cracks are not being filled and you are hoping for a magic maturity to take hold at your staff meetings that will clear up what is brewing right under the surface.

So what happened?  How did it get to this level of frustration and brewing.

New team members need to be revealed for who they are and introduced like newbies to a mature team.  The mature team needs to be revealed for who they are and introduced to the team with their historical information and challenges.

Some call it onboarding, but I don’t think that goes deep enough.

The “new” team deserves the time, effort and reveal on a continuous, focused and consistent basis.  A bit like bringing a new baby home – getting to know habits, needs and “must haves”.  This can be done easily, quickly and with trusting ease once you have the focus on the outcomes you want for your team.

You also need leadership, communication and behavioral performance assessments for each team member.  Not only does it provide valuable information, but once shared with the team, it allows the team members to discuss what is working and what is not, in trusting open communication.

The emphasis moves from frustration to ease when team members have their talents, strengths and values shared.

I would be pleased to share the tips, techniques and strategies NMA has used successfully for years with teams that want to create high value success and results…and then do.

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Biography
Natalie R. Manor, CEO, is a recognized leader in the field of executive development and specializes in working with emerging business leaders and senior executive clients from around the world to achieve leadership, communication and behavioral performance excellence. Manor and her organization NMA, Natalie Manor & Associates has successfully served a global client base since 1986 as recognized leaders in the field of performance development an expertise that consistently helps leaders maximize their potential and increase their productivity. 

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Rev 2019-02-12