Kim Alexander On Leadership

Never believe you know better than everyone else in the room. Be the kind of leader you would want your kids to learn from.

After three decades of management experience, including the past 17 at Blue Federal Credit Union ($1.9B, Cheyenne, WY), Kim Alexander knows the importance of good planning. In fact, the chief strategy and growth officer already knows what she wants the rest of this decade to look like.

After 15 years as chief financial officer at Blue, Alexander took on her new role in September 2021. She is currently leading the execution of the cooperative’s “Blueprint2030” strategy, which focuses on purpose-driven growth beyond financial metrics. In her new role, she oversees marketing, business development, innovation initiatives, and a project management office.

Key elements of Blueprint2030 include a business model that emphasizes experimentation, trendsetting, and risk-taking under three main pillars dubbed “My Life, My Money, My Community.”

“With employee and member-focused vision setting, strong operations, and a spirit of innovation, we’re building an agile, purposeful organization ready for the future,” Alexander says.

That future includes a recently approved merger with Aventa Credit Union ($296.9M, Colorado Springs), which will help expand Blue’s reach beyond its current branch network that stretches from its headquarters in Wyoming’s capital city through the Fort Collins and Denver areas in Colorado.

Here, Alexander talks about the importance of in-person relationships and learning from others.

On embracing different leadership styles …

Sitting on the back end of a 30-year stretch of leadership, I find it hard to pinpoint any one leadership style. I’ve been proud of some of my leadership styles and cringe at others.

In my more senior roles, I enjoy a collaborative and open leadership style. I’m not the type of leader that thinks I know all the answers. I enjoy brainstorming with other leaders for the best solution. I’m a critical thinker and tend to seek the broader impact of decisions. In my current role I’ve also been called a “recovering CFO” as it’s hard to ignore the financial implications of the strategies we’re working on.

On creating culture in changing times …

We’ve focused on our internal culture the past few years and created a “culture blueprint,” a booklet that builds off Blue’s cultural foundation of continuously working to improve as a credit union.

During the pandemic we were quick to bring staff back to the office and did not adopt a work-from-home philosophy. Yes, more staff is working from home today than three years ago, but it’s a small minority. We’re now working through more of a hybrid work environment. We believe in our culture and the strength in relationships, which can’t be built to the same level through online chat and meetings.

On sharing strategies across the credit union …

We’ve just wrapped up Phase 1 of our 10-year Blueprint2030 strategy and recently held a planning session with our board of directors to build the strategies for Phase 2.

I’m currently visiting each department and branch in person to share our Phase 1 journey and the results. At the same time, I’m presenting our “My Life, My Money, and My Community” strategy drivers for Phase 2, which we plan to execute from 2024 through 2027.

In-person visits create so much enthusiasm and interest — even pride — in what we’re building. Employees are proud of what we’re doing, not only for them but also for our membership and communities.

On advice for leaders …

Be yourself and take a learning approach to every day. Leaders learn from their teams, so don’t be afraid to challenge your staff to build on their ideas and speak up when they have an idea or strategy to share. Never take yourself too seriously. Never believe you know better than everyone else in the room. Be the kind of leader you would want your kids to learn from.

This interview has been edited and condensed.

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