Kiona Bell On Leadership

My best advice is to lead with both head and heart, balancing strategic thinking with a deep understanding and care for your team’s needs and experiences.”

Kiona Bell has held a lot of roles at Credit Union West ($1.2B, Glendale, AZ) — teller, branch manager, regional branch manager, and, currently, director of digital delivery and member experience.

During her 13-year career, Bell has taken advantage of industry educational and training opportunities as well as completed her associate degree at Yavapai College using her employer’s tuition reimbursement program. She’s now planning to earn a bachelor’s degree in organizational management and leadership.

Bell is quick to add that her own work experience — which includes more than two years as a front-end supervisor for Target — has been invaluable for understanding what goes into good customer service and how to support those who provide it.

Here, she shares some thoughts on leadership and management.

On responsibilities and team structure …

My primary responsibilities revolve around our member contact center, operations support, and multiple branch locations. A significant part of my job is to ensure our digital delivery channels are exceptional in providing seamless member experiences across all contact points. I’m constantly strategizing to enhance our members’ and team members’ experience through technology and people.

Additionally, I’m responsible for the performance of our sales, service, and operational controls. This involves everything from ensuring the accuracy of document management to overseeing the management of specialty accounts, like trusts and estates. Part of my duty is also to analyze and interpret performance metrics, identify trends, and recommend process improvements.

Management and leadership are key components of my role. I’m involved in preparing professional documents for employees, coaching managers on effective documentation, and ensuring performance expectations are met. My aim is to foster a collaborative environment that develops and recognizes quality talent.

I have three managers as my direct reports and 29 people under my management umbrella. I work closely with executive management and other stakeholders to develop long-term plans for optimizing and transforming our service delivery.

“It’s important to me to create ‘human moments’ where leaders and team members alike can be their authentic selves.”

On styles of leadership …

My leadership style is centered on setting high standards and fostering a culture of excellence. I strive to cultivate top-performing teams by leading with compassion and inclusion.

It’s important to me to create “human moments” where leaders and team members alike can be their authentic selves. This means connecting with each person, understanding their strengths, and leveraging those in ways that benefit both the individual and our organization.

Collaboration is a cornerstone of my approach; I see it as my role to facilitate engagement and drive initiatives across the organization. Ultimately, I aim to create an environment where everyone feels valued and empowered to contribute to our shared success.

“We’re not just offering jobs — we’re kick-starting careers.”

On appreciating the work of employees …

Reflecting on my journey from a front-end supervisor at Target to direct member service roles and eventually managing branches, I’ve gained a profound respect for the individuals who are at the forefront of our operations.

I keep in mind what it’s like to be in their shoes — the challenges and triumphs that come with being on the front lines. Our team members are the lifeblood of what we do, and it’s our responsibility as leaders to create positive, lasting impacts in their lives.

We’re not just offering jobs; we’re kick-starting careers, complete with the benefits and developmental tools necessary to make a significant impact.

Having come up through the ranks of customer and member service, I’ve experienced firsthand those extraordinary moments when you help someone through a tough time — it’s nothing short of magical. These experiences have shaped my approach to leadership, reminding me that our teams face a spectrum of situations daily. It’s crucial to equip them with the confidence, the tools, and the understanding that it’s OK to step back and take a lap after a tough interaction.

On how appreciation is reflected in management style …

I understand each interaction has the potential to be pivotal, and I lead with a focus on empathy and support. I ensure my team has not only the necessary tools and resources but also the confidence to handle any situation with poise and professionalism.

It’s important to acknowledge the human aspect of our work. This means celebrating the wins, however small, and providing a supportive space for team members to regroup after tough interactions. I prioritize open communication and encourage my team to share their experiences and insights, which further strengthens our collective ability to serve our members effectively.

Moreover, I’m committed to fostering a culture where continuous learning and development are integral. By remembering my days on the ground and coupling that with a strategic vision for growth and improvement, I strive to create an environment where each team member feels valued and knows that their contribution is vital to our shared success at Credit Union West.

On changing leadership styles amid the pandemic and shift to working from home …

The past few years have brought significant changes, and my leadership style has evolved. The pandemic underscored the need to be agile and responsive to our team’s needs and the changing expectations of our members. A critical area of focus has been fostering open-mindedness towards workplace flexibility.

Credit Union West has embraced a flexible work model to accommodate the diverse needs and preferences of our team. Currently, within our member contact center and branch services, we have seven people working in the office. Twelve team members telework full-time. The rest prefer a hybrid setting and split their time between working remotely and coming into the office.

Another profound change has been in recognizing the importance of mental health. The pandemic’s impact on our collective wellbeing has been significant, and we’re still uncovering the full extent years later. As a result, we’re committed to developing programs and training that prioritize mental health awareness and support. We’re not just reacting to the changes — we’re proactively creating a supportive environment that acknowledges and addresses the mental health needs of our team.

In essence, my leadership style has become more empathetic, more flexible, and more innovative, with a strong emphasis on the mental and emotional wellbeing of our staff.

What does a director of digital delivery and member experience do at Credit Union West? Download the job description and see for yourself today. Or, browse hundreds of ready-to-use job descriptions in the Callahan Policy Exchange, then tweak your favorites to make hiring as efficient as possible.

On maintaining a culture that can deal with the changing workplace while maintaining service standards …

We firmly believe in the adage that happy employees make for happy members. Our leadership team is deeply committed to this philosophy, and it drives us to continuously cultivate a workplace that can adeptly navigate changes while simultaneously enhancing member service standards.

To achieve this, we prioritize understanding and addressing the factors that contribute to employee satisfaction. We engage in regular dialogue with our teams, solicit feedback, and actively seek insights into how we can improve their work experience. By focusing on these key drivers of satisfaction, we’re not only boosting morale but also ensuring our members receive the best service possible.

We also stay ahead of the curve by developing processes and programs that promote adaptability and learning. This includes offering training and development opportunities that empower our employees to excel in a changing environment and encouraging a culture of innovation that welcomes and nurtures new ideas aimed at improving member services.

We’ve seen firsthand how a satisfied and engaged workforce can lead to outstanding member experiences. Our approach has allowed us to not only keep pace with the evolving workplace but also use it as an opportunity to enhance our quality of service.

CreditUnions.com’s On Leadership series spotlights notable leaders across the credit union landscape by discovering how they joined the movement, learning what makes them tick, uncovering career lessons and successes, and seeking advice for the future of the movement. Read the whole series today.

On lessons learned and career takeaways …

The ever-evolving landscape of our industry, especially highlighted by recent challenges like the pandemic, underscores the need for leaders who can swiftly adapt to change while maintaining a strong, empathetic connection with their teams.

Effective leadership isn’t just about driving results or implementing strategies — it’s equally about understanding and valuing the human element of our organizations. This means actively listening to teams, being open to new ideas and ways of working, and genuinely caring for the wellbeing of individuals. When leaders foster a culture where employees feel heard, valued, and supported, it not only boosts morale but also drives innovation and dedication.

Another key takeaway is the power of leading by example. As leaders, we set the tone for our organization’s culture. Embracing change, showing resilience in the face of challenges, and demonstrating a commitment to continuous learning and growth can inspire the entire team to follow suit.

My best advice is to lead with both head and heart, balancing strategic thinking with a deep understanding and care for your team’s needs and experiences. This approach not only drives success but also creates a more fulfilling and sustainable work environment for everyone involved.

This interview has been edited and condensed.

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