CEO Onboarding: Brandon Michaels, OneAZ Credit Union

OneAZ Credit Union ($3.4B, Phoenix, AZ), the largest state-chartered credit union in the Grand Canyon State, has a long history dating to its creation in 1951 as Arizona State Employees’ Credit Union.

The venerable Phoenix-based cooperative has just filled its top job with a credit union leader with a lot of history in the movement himself. In May, Brandon Michaels succeeded the retiring Kim Reedy as OneAZ’s president and CEO.

Michaels is a third-generation CEO with two decades of experience that include CEO stints at Mazuma Credit Union ($971.1M, Overland Park, KS) and Wellby Financial FCU ($2.6B, Houston, TX). He also spent several years in CFO and controller positions at three California credit unions.

Michaels spent the first couple years after college as a bank examiner and most recently was head of corporate development with Allied Solutions, a major provider of financial services products for financial institutions and automotive dealerships.

He’s back in the credit union fold now and bringing together the best of credit union principles and technological ability to elevate financial services to members. He’s been through a lot of leadership transitions along the way, and as an experienced CEO, he brings a different perspective to the critical onboarding experience than someone in the role for the first time.

The biggest difference in onboarding now is the level of familiarity and experience I bring to the role. Having served as a CEO in different organizations, I have a broader perspective and a deeper understanding of the intricacies of leading an organization.

You’ve worked for credit unions in the past. Why did you return?

Brandon Michaels: Coming back to credit unions was a difficult, but natural, decision for me. Being a third-generation CEO, I’ve witnessed firsthand the positive impact credit unions can have on their members and communities. The values of collaboration, community focus, and member-centricity have always resonated with me.

My journey in the credit union industry has been an incredible one, starting from an early age when I observed my mother and grandmother leading their respective credit unions. The banking industry has changed a lot since then, but the credit union spirit has remained the same. The challenge is making sure credit unions remain relevant for the next generation.

As CEO of OneAZ, I aim to capitalize on the fundamental shifts in the industry to deliver a 21st-century banking experience with the soul of a credit union.

Describe your current onboarding process and how that’s different from what you’ve experienced in the past.

BM: The onboarding process I’m currently going through at OneAZ Credit Union has been designed to maximize the building of relationships and trust. Our chief administrative officer and his team did an incredible job ensuring a smooth transition and making me feel incredibly welcome and valued. The board has done a wonderful job of being engaged and providing space to build relationships with my team.

This onboarding experience differs from my previous experiences in that it is more tailored to the specific needs and dynamics of OneAZ and our communities. The board and executive leadership have been terrific ambassadors for the organization, and that has come through in every aspect of my onboarding.

I should add that every organization has its own culture, values, and goals, so it’s important to understand all of that before making significant decisions. OneAZ is a successful organization that is on the precipice of enormous growth. It’s important to me to talk to every associate, one on one, all 550, to build trust and also hear directly from them on what should stay the same, change, concerns they have, etc.

Early on, I was focused solely on performance and growth. Doing things differently. Doing things quickly to achieve success. Although I was successful at building and energizing organizations, I am now more focused on building relationships and empowering systems and structures.

What’s the biggest difference between onboarding as a third-time CEO and doing so as a first-timer?

BM: The biggest difference in onboarding now is the level of familiarity and experience I bring to the role. Having served as a CEO in different organizations, I have a broader perspective and a deeper understanding of the intricacies of leading an organization.

Although every organization has its own needs and is built from different legacies, my experience brings clarity to understanding the drivers of success and what organizations need to do to compete in their marketplace.

Early on, I was focused solely on performance and growth. Doing things differently. Doing things quickly to achieve success. Although I was successful at building and energizing organizations, I am now more focused on building relationships and empowering systems and structures.

There’s this desire as a first-timer to come in and prove right away that the board made the right choice, that you’re smart enough, that you know what you’re doing. That can manifest in making quick decisions that are more knee-jerk than if you had taken the time to really listen and understand.

But you need confidence and maturity in this role to do that. You need the right setting, too, and One AZ provides that.

What have you liked best and least about the various onboarding experiences you’ve had?

BM: What I liked best was the opportunity to connect with the team and immerse myself in the organization’s culture and purpose. I really like meeting the team and allowing them to see I am a regular person who is no better than anyone else. Building relationships and understanding the dynamics of the team is by far the best experience. Another essential for effective onboarding is clear communication and well-defined goals from the board.

It’s also been an informative experience to see how different organizations operate. Even though we are in the same industry, the operations of each organization have been wildly different.
The most challenging part of past onboarding experiences has been whenever I’ve encountered any ambiguity or lack of clarity regarding expectations or the strategic direction of the organization. Many organizations believe they have a strategy but instead have an aspirational statement or vision. Because of this, many organizations fishtail their way to execution or growth, chasing opportunities and focusing too much on what their competitors are doing.

Have you tweaked your leadership style with different organizations? What’s evolved? What’s changed? What’s stayed the same?

BM: Throughout my career as a CEO, I’ve recognized the importance of continuously evolving and adapting my leadership style to effectively address the challenges and opportunities presented by each organization.

I’ve tried to stay true to core principles of being team-centered, member-centric, and innovative but have learned over the past few years that each organization’s pace and desire for change is different and the leadership of such should be flexible.

Transparency has always been a cornerstone of my leadership approach. I firmly believe in open and honest communication, ensuring that all team members are well-informed and understand the strategic direction of the organization. This helps create an environment of trust and accountability, giving everyone the opportunity to contribute their best to the organization’s collective success.

Collaboration is another fundamental aspect of my leadership style. I value the input and diverse perspectives of my team members, recognizing that the collective wisdom and expertise of the group far surpasses any individual contribution.

A positive and inclusive work culture is vital for the success and wellbeing of our team. I strive to create an environment where every individual feels valued, respected, and empowered. I also prioritize fostering a sense of camaraderie and support, ensuring we operate as ONE Team, not individual teams.

Innovation is a key driver of success in today’s dynamic business landscape, and it’s been a core tenet of my approach to being a CEO. I encourage a culture of innovation, where team members are empowered to challenge the status quo, explore new ideas, think critically, and take calculated risks.

As you settle in at OneAZ, how do you recognize what needs to change while staying true to yourself?

BM: Settling in requires a delicate balance between understanding the existing organizational dynamics and bringing in new perspectives and ideas. It’s essential to spend the first three months listening, observing, and learning from the team and other key stakeholders. The team will start to see your style in meetings, the questions you ask, etc., but no declarative decisions or opinions should be made in the first few months.

Right now, I’m in the process of meeting with every single OneAZ associate — all 550 of them. I’m using these meetings to connect with each one, to learn about their vision for the credit union, their concerns, their hopes, and aspirations. By listening and building relationships based on trust and respect, I can identify areas where change is necessary while staying true to the core values and principles that define me as a leader.

What have you learned about yourself through these transitions? How does this knowledge inform your leadership style now?

BM: Every organization I’ve led has required a different approach to leadership, which has pushed me to adapt, learn, and grow as a leader. Each experience has provided valuable insights into my strengths, areas for growth, and the impact of my leadership style on the organization and its outcomes. This self-awareness allows me to continuously improve as a leader and make more-informed decisions.

How have you navigated all those different leadership teams and personalities? What have you learned about working with different teams at different times?

BM: One of the most important qualities of a strong leader is learning to leverage the unique talents and experiences of team members and creating an environment where everyone feels valued and empowered.

That starts with understanding each person’s “authentic self,” not their “work self,” or the personality they bring to the office. We all have masks we wear on different occasions and in different environments. Having a deeper understanding of the individual helps develop trust and will inspire them toward greatness.

I’ve learned not to opine on their leadership style until I understand who they are as a person, their background, the challenges they’ve had in their lives, how they got here. When you’re a new CEO at an organization, everyone’s putting on their best face, their mask, and you don’t get to see their authentic self often at first. The problem there is you can find yourself building a leadership team and philosophy around that and not who your people truly are.

What have you taken from each of these CEO roles that you applied to the next ones?

BM: I’ve been fortunate enough to serve as CEO at three credit unions, and each time I’ve learned valuable lessons and experiences that I’ve carried forward. One of the most important lessons

I’ve taken from one organization to the next is the importance of elevating people and energizing organizations. Each organization is different, and the ability to adapt to various organizational cultures and industry landscapes has been instrumental in my ability to drive positive change and achieve growth.

From one organization to another, I’ve learned the importance of strategic planning, execution, effective communication, and cultivating a purpose-driven mindset. Another strength I’ve taken from one CEO role to the next is the ability to elevate people and energize organizations.

This interview has been edited and condensed.

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