Affinity FCU Manages Change From The Inside Out

MaryAnne Melanson’s career has been marked by experiencing and managing change.

She’s been with Affinity FCU ($4.1B, Basking Ridge, NJ) for the past 16 years, and has been the Garden State cooperative’s vice president for staff liaison communications and change management since October 2022.

Melanson says as her career has progressed, each new role has given her an understanding of members, employees, and organizational priorities — knowledge she now uses to amplify the credit union’s internal and external impact, on employees and members alike.

“A key aspect of my role is keeping our employees engaged during periods of change,” Melanson says. “By making sure we’re all unified, we strengthen member trust and enhance the overall Affinity experience.”

Here’s how she leads that work, especially during periods of change.

Forging The role

Why did Affinity FCU create this role? How might it translate to other forward-looking credit unions?

MaryAnne Melanson: My current role  was created for me because of my deep understanding of our organization’s culture and the need for someone who could connect the dots between leadership, employees, and Affinity’s strategic initiatives.

The position evolved to address a critical gap. We needed to bring together internal communication, change management, and staff engagement as interconnected pillars to drive our success. My role bridges these areas to create alignment and build trust.

By focusing on transparent communication and a people-first approach, we’ve been able to foster a culture of readiness and adaptability. For example, my Connect Express sessions to educate staff on organizational changes and inspire involvement. This empowered our teams to understand both the “what” and the “why” behind our company goals and plans. After each session, we ask the staff what additional topics they’d like to hear about to increase their engagement.

We needed to bring together internal communication, change management, and staff engagement as interconnected pillars to drive our success. My role bridges these areas to create alignment and build trust across our teams.

The Organizational Chart

Who do you report to? Who are your direct reports?

MM: I report directly to the CEO, and the internal communications team operates under my leadership. As a member of the executive leadership team, I collaborate daily with our C-suite, VP, and AVP teams to ensure alignment and consistency in leadership messaging. This collaborative approach not only strengthens team cohesiveness but also ensures that our messaging is authentic, impactful, and aligned with the Affinity’s vision.

Blending Disciplines

How do communication and change management intersect? What value does this combination bring to your role at Affinity?

MM: Effective change can’t happen without clear, transparent communication, and meaningful communication drives engagement during transitions. At Affinity, these disciplines are blended to ensure that employees not only understand changes but feel empowered to embrace them.

This approach creates trust, alignment, and a shared sense of purpose, ensuring that change is less disruptive and more impactful. By combining these areas, my role bridges strategy and execution, turning organizational goals into actionable, people-focused outcomes.

Leadership Philosophy

How do you approach organizational leadership to ensure alignment between internal and external messaging during times of change?

MM: My leadership philosophy is grounded in transparency, consistency, and empathy. I believe that during times of change, it’s crucial to align internal and external messaging by helping employees understand the “why” behind decisions. When people truly grasp the reasoning, they can represent the organization with authenticity and confidence.

During a recent shift focusing on community wellbeing, I led weekly sessions to engage and educate our 500-plus employees, providing clarity around the changes. To strengthen connections, the executive leadership team hosted [weekly smaller group sessions], fostering open dialogue and deeper engagement. These intimate gatherings gave staff a chance to ask questions, share feedback, and interact face-to-face with leadership, supporting transparency and building trust.

The response was overwhelmingly positive. Employees valued transparency and appreciated having a safe space to engage directly with leadership. To reinforce the learning and ensure everyone felt equipped, we followed up with quarterly micro-learning sessions. These were designed to be fun, interactive, and measurable, keeping the momentum going.

Driving Internal Engagement

Change management requires employee buy-in. How do you foster engagement and trust within Affinity’s teams during transformational initiatives?

MM: At Affinity, we use strategies like pulse surveys and as previously mentioned, our monthly Connect sessions for the entire staff to share updates, explain the “why” behind changes, and address questions directly.

The information we garner from having an open feedback loop with our staff builds transparency and trust by ensuring employees feel informed and involved. Two-way communication is prioritized through feedback loops and tailored messaging that resonates with different teams. This approach creates a culture of inclusivity, empowering employees to embrace and champion change.

Understanding the perspectives and emotions of employees is key to building trust during times of change.

Challenges In Change Management

What are the biggest challenges you’ve encountered in managing organizational change? How have you overcome them? Are there lessons from these experiences that are universal to other leaders?

MM: One of the biggest challenges in managing organizational change is overcoming resistance and building trust, especially when changes affect long-standing processes or roles. At Affinity, we prioritize transparent communication, involving employees early in the process, and providing clear answers to the “why” behind the change. Our focus on open dialogue helps alleviate concerns and fosters a sense of inclusion.

Another challenge has been sustaining momentum after initial rollouts. To address this, I focus on consistent follow-up through surveys, acting on employee feedback, and celebrating small wins to maintain engagement.

The universal lesson is that trust, transparency, and continuous communication are essential. Leaders must view change as a collaborative journey rather than a top-down directive.

Advice For Future Leaders

For aspiring leaders looking to excel in roles that combine communication and change management, what advice would you offer? What qualities or skills do you think are essential for success in this space?

MM: Strong communication skills are essential to craft clear, relatable messages that connect the big picture to individual roles. Prioritize empathy, adaptability, and clear storytelling. Understanding the perspectives and emotions of employees is key to building trust during times of change.

I’d also encourage future leaders to embrace continuous learning, and stay informed about new tools and methods to engage teams effectively. Building a feedback-rich environment where employees feel heard is critical.

Lastly, being resilient and adaptable is vital, as change often brings unexpected challenges. By combining these qualities with a focus on collaboration, aspiring leaders can create alignment, drive engagement, and lead transformational initiatives with confidence.

This interview has been edited and condensed.
Looking for more perspectives on change management? Read how Desert Financial ensures employees feel like they’re part of change. Read other articles about new roles in the industry in CreditUnions.com’s “What’s In A Name” series.