Most people wouldn’t take a road trip without putting on their seatbelt first. Simone Suri wants credit unions to take the same approach with their AI journeys.

Suri is chief administrative officer and general counsel at Members Cooperative Credit Union ($1.2B, Duluth, MN). The cooperative started using artificial intelligence in earnest about a year ago, but leadership didn’t just hand over access and let staff loose. Rather, it grants access on a case-by-case basis to employees who request it. Employees with approval may use only the credit union’s licensed Microsoft Copilot, and they cannot submit member data into the tool.

“We don’t want people going to ChatGPT because we have no idea what’s going to happen to that data,” Suri says. “The idea is to use a tool where the data will remain safe. We want our data in a more controlled environment.”

Members Cooperative’s approach to AI revolves around a robust internal policy that provides guardrails for usage. That starts with a risk assessment and written documentation that details for all users when, where, and how they can use AI. Such documentation protects the credit union, staff, and members alike. Although most employees are excited about using AI, Suri says, most people don’t have a technology background. Having a policy like this in place is crucial for helping them understand the opportunities they can leverage as well as what to avoid.

“Anytime new technology and data is involved, we need to take a second and understand not only the benefits but also the risks and how we navigate those risks so we can get the benefits without compromising the security of our data,” Suri says. “This has to be a no-compromise situation.”

The Use Cases

Members Cooperative selected Copilot because of its security, data protections, and integration capabilities with the credit union’s existing tools, Suri says. Although the credit union does not allow member data in AI — which largely rules out use cases for member-facing staff — Suri says there are many ways AI drives back-office efficiencies. But even then, there are guardrails. Associates must disclose when they use AI, and human oversight is required, given AI’s propensity to make mistakes.

“You can’t assume everything coming out of an AI tool is like punching in two times two on a calculator and the answer is always four,” Suri says. “You really need to look at those results and validate them. We’ve had situations where information hasn’t been accurate. Most recently, I found that people like to put legal questions into AI. Again, you have to think about where AI is generating its answers. The information isn’t coming from an attorney on the other side of the wires answering your question. It’s pulling from all of these different databases, some of which are outdated or old or just might be illegitimate. At the same time, AI may be pulling from sources that are amazing and incredibly accurate, but you still need that human oversight.”

So what are the use cases at Members Cooperative? Like other credit unions, it is still figuring that out. But Suri says inputting existing policies into a licensed AI tool can help improve those policies, whether by making them more concise or uncovering gaps. Similarly, AI could conduct market research or even provide a starting point to draft an AI usage policy. One key, she notes, is the prompts that go into AI. The better the prompts, the better the outcomes.

“Each organization needs to figure out where its comfort level is,” she says. “Some studies have shown we’re not getting the efficiencies we think we’re getting.”

Best Practice: AI tools are everywhere — even Google’s first results are frequently an AI summary. Suri suggests closing off access to public AI sites on all credit union-owned computers. Doing so encourages employees to use credit union-licensed services and steers users away from potentially less secure tools. Plus, she adds, many credit unions are moving in that direction.

The Balancing Act

Suri acknowledges there’s a balancing act between empowering employees and exercising caution. The key, she says, is education. Leaders must ensure organizations are discussing the risks and advantages of AI, identifying use cases, and recognizing how those use cases might vary by department. What’s most important is to keep the conversation going.

“The biggest problem you’re seeing in credit union land today is we know AI is there and people are excited but not talking about how to use it safely,” she says. “Or we talk about a risk once and then not again for six months.”

Risk assessments and robust governance around AI can help alleviate the concern in departments like risk and IT, in part because that kind of documentation provides clear, objective guidance on do’s and don’ts.

“It allows you to recognize risks and contemplate what you’re willing to accept,” Suri says. “What risks are appropriate given the risk appetite of the credit union and which are not? Going through the process in a methodical way like a risk assessment makes it less personal. But you’ve got to have enough knowledge on both sides to have those tough conversations and work through those risks.”

In addition to clear standards for employees, Suri suggest examining all vendor contracts to better understand how those providers use AI. That can be a challenge, especially if the credit union’s point of contact does not have all the answers. If that’s the case, keep digging.

“You’ve got to ask questions about what type of AI tools your vendor is using, what data is going in, and identify associated risks, including compliance and operational risk,” she says. “Those are hard questions for a sales rep to answer, so you usually need to get other folks involved in those conversations.”

Suri adds that memorializing AI disclosure requirements in the contract can help the credit union if vendors change their practices later on.

“Third parties are a significant source of FI breaches,” she says. “If they start putting member data or other proprietary information into those tools, we’re vulnerable.”

The Lessons

Suri admits that even though Members Cooperative has a robust AI plan in place, it still has work to do.

“You could line up 10 employees, ask each one about their comfort level and what AI can do for them, and every single person will have a completely different answer,” she says.

But rather than pushing employees to use AI more, Suri says that varied level of comfort —  which is likely common at many credit unions — exemplifies the need for a thoughtful approach, including a risk assessment and well-formulated governance approach.

The big lesson might not be to shy away from AI, but to be thoughtful about how, when, and where it’s deployed — and always back up usage with human oversight.

“I’m finding more and more folks are getting comfortable with AI and pushing the boundaries, which is great,” Suri says. “It’s good to play with things and challenge yourself. But be cautious along that journey because we are seeing incorrect results. Not because AI has become less accurate, but because people are getting more comfortable and pushing the boundaries of what AI can provide.”

The post Governance And Guardrails Help Credit Unions Navigate AI appeared first on CreditUnions.com.

The club sponsors a variety of regular events, including everything from movies and educational offerings to day trips and international travel. Any member in that age group can join, but participants must hold at least $2,500 with the credit union in loans, deposits, credit card balances, or some combination thereof.

The credit union launched Adventure Club in 2019, then had to quickly pivot the group to virtual events during the pandemic. Since then, it has mixed virtual and in-person activities, says JulieAnn Worthen, Adventure Club coordinator.

The credit union was originally chartered to serve teachers and still maintains strong ties with that profession. With many longtime members now retired, My Credit Union recognized an opportunity to build on a shared history and sense of camaraderie, making a project like Adventure Club a no-brainer for keeping older members actively involved with one another and with the credit union.

The club currently has an email list of approximately 700 people, and participation in events varies. A recent “What Is AI?” seminar attracted 50 people or so, whereas a card-making course had a somewhat smaller draw. The group also sponsors local trips, like a visit to an Amazon fulfillment center. There are even overnight travel excursions, and a planned trip to the Theodore Roosevelt Presidential Library — expected to open this summer in Medora, ND — already has 30 people signed up.

“It’s a community, and they love traveling together,” says Worthen, adding that participants have not only made friendships but some also have formed other clubs because of their time in Adventure Club.

Adventure Awaits

Of course, events don’t come together on their own. In addition to Worthen serving as a dedicated coordinator, an advisory council also helps select Adventure Club activities, some of which Worthen automatically plans while others go to a vote that the club promotes through newsletters to the group, with Worthen having the final say.

“That helps me understand my crowd a bit,” Worthen says. “And I’m always open to ideas.”

Adventure Club caps advisory council membership at 10 people, but it’s open to anyone who’s a member of the club. The group officially meets two to four times per year; Worthen, however, has a year-round open-door policy.

That structure doesn’t just ensure pertinent programming; it also control costs. Adventure Club is able to offer some activities at no cost to participants whereas others require a fee, which varies depending on the event.

“The goal is to break even on these, not to make money,” Worthen says. “I have to look around and price things and be cost-conscientious. But if I can do it for free, I will.”

Any money the credit union does make on overnight trips for Adventure Club goes toward the group’s annual Thanksgiving lunch, an event that includes entertainment, bingo, live music, and more.

“About 200 people come to that,” Worthen says. “We showcase our services and they have a face they can put with [an employee’s] name.”

Although My Credit Union has reported declines in metrics like member growth and share growth, it maintains a stronger average member relationship than many credit unions within its peer group of credit unions with $250-$500 million in assets. Additionally, its net interest margin has been higher than or level with its peers for the past several years, and its loan-to-share ratio is more than 20 percentage points higher than its peers.

Meeting The Need

The club is one way the credit union is keeping top of mind as the Great Wealth Transfer approaches, when trillions of dollars are expected to pass from older generations to their Gen X and millennial inheritors. For My Credit Union, that means reinforcing trust and relevance with members whose relationships with the cooperative span decades.

According to Worthen, Adventure Club’s impact extends beyond social connection to long‑term loyalty, particularly among members who remember the credit union’s earliest days under Bob Lean, who ran operations out of his home in the 1950s.

“It was Bob Lean’s house, and people would go to the basement and do their transactions,” Worthen says. “It was people helping people. A lot of them remember that, and we’re trying to continue that legacy and carry on that idea of community.”

That continuity matters, Worthen says, because it strengthens the credit union’s role not just as a financial provider, but as a constant presence across life stages. And although the program fills a clear need within the membership, the work is also personal. Worthen’s parents were active in a similar group at their own credit union years ago.

“I have a soft spot for the seniors,” she says. “My parents were much older when I was born, so I took care of my parents until they passed. This is a neat way to give back and create that sense of community. It’s really important here.”

The post Aging Is An Adventure At My Credit Union appeared first on CreditUnions.com.

Here’s a look at how credits unions are making business members’ dreams come true.

A Multi-Sector Collaboration Takes Shape In St. Louis

St. Louis Community Credit Union ($433.6M, St. Louis, MO) is expanding affordable business lending thanks to a multi-sector partnership with some of the biggest employers in the community.

The three anchor institutions — BJC Health System, SSM Health, and the James S. McDonnell Foundation — are supplying nearly $15 million in low-cost deposits to SLCCU’s Community Impact Deposit program, boosting access to working capital, equipment, and real estate loans for underrepresented businesses.

Since its launch in 2022, the program has attracted more than $30 million in new deposits across private, public, and philanthropic entities. In turn, the credit union has used this money to fund a portion of the more than $40 million in business loans it issued during the same period.

The Missouri cooperative is a CDFI in addition to being a Black-owned Minority Depository Institution (MDI), and a full 90% of all business loans issued during this period have assisted Black-owned businesses.

In-Branch Kiosks Provide Valuable Visibility

City & County Credit Union ($1.2B, St. Paul, MN) has long used its branch locations as more than just transactional spaces. For more than a decade, several of its branches have sponsored a “Business of the Month” kiosk program that invites local businesses and nonprofits to display their offerings, interact with members, and build community awareness.

The program operates with careful structure: Participating businesses must include a call to action, such as QR codes or drawings, and meet weekly check-in standards for their display and engagement. Although the credit union doesn’t formally track ROI for the kiosk effort, leadership says the program has helped raise its brand awareness, sharpen its small-business product focus, and deepen its ties to the local entrepreneurial ecosystem.

Learn how the in-branch business kiosk reinforces a commitment to community prosperity in “Small Business Meets Big Community At City & County Credit Union.”

Support For Reno Entrepreneurs And Innovation

Greater Nevada Credit Union ($1.7B, Carson City, NV) will maintain its top-level sponsorship for Nevada’s Center for Entrepreneurship and Technology (NCET) in 2026 while also sponsoring NCET’s Innovation Summit during Reno Startup Week.

As a nonprofit organization, the NCET relies on this partnership and others to continue offering programs, events, and networking opportunities for the Reno business community. The Innovation Leader sponsorship level is only available to two entities each year.

John Ahdunko, senior vice president of member success, says the cooperative is proud to be a part of a partnership that supports entrepreneurs and technological innovation.

“This collaboration aligns with our passion to help more Nevadans live greater by fostering innovation and local business growth,” he told Nevada Business magazine in August.

More Grant Programs. More Grant Money.

It’s difficult to overstate the impact of grant money on small businesses and startups. The support not only reduces the pressure of debt and the risk of failure but also enables job creation, contributing to the overall health of the local economy.

InRoads Credit Union’s ($333.2M, St. Helens, OR) small business grant program launched this fall gives local entrepreneurs the chance to apply for one of 11 grants ranging from $1,000 to $5,000. The credit union will award $25,000 in total funding. Applicants must have been in business in Columbia County for at least one year and generate an annual gross income of less than $1 million.

To further its commitment to local entrepreneurs, InRoads also waived all small business loan origination fees from Sept. 15 through Nov. 15 across its entire field of membership.

Meanwhile, Verity Credit Union ($769.3M, Seattle, WA) is expanding its popular micro grant program to include both nonprofits and microbusinesses.

In a press release, CEO Tonita Webb says the goal of Grants For Growth is to empower local businesses and nonprofits to grow in a way that honors their values and strengthens the region.

“Through this initiative, we seek to give business owners and nonprofit leaders support, building confidence and camaraderie,” she says.

The microbusiness grant ranges from $7,000 to $10,000 in flexible funding and relationship support for businesses with less than $1 million in revenue and fewer than 10 employees. Eligible applicants include BIPOC-,LGBTQ+-, and veteran-owned businesses that have been operating for less than five years.

The nonprofit grant offers up to $5,000 in funding and support for grassroots 501(c)(3) organizations with assets less than $250,000 that serve historically marginalized groups. Applicants should focus on advancing social justice, environmental justice, equity, or financial wellness.

Your Next Great Idea Is A Roundtable Away. Credit unions are responding to the evolving needs of members with a variety of products and services. Callahan Roundtables put leaders in the same room to share solutions, solicit feedback, pose questions, and more. Learn more about Callahan Roundtables.

The post 3 Ways Credit Unions Showed Up For Small Businesses In 2025 appeared first on CreditUnions.com.

This year, industry leaders spoke candidly with CreditUnions.com about purpose, adaptability, and serving employees as well as members amid a shifting economic landscape. The lessons featured below capture — in their own words — how credit union leaders are redefining success by focusing on purpose over profit and long-term impact over short-term gains.

Enjoy these insights.

1. Don’t Be Scared To Do Things Differently

Leaders must recognize when to release outdated priorities and trust their teams with new directions. Leading with purpose requires leaders to carefully consider what to stop doing even as the excitement of new initiatives call.

Michael Crowl began his career at University Federal Credit Union ($4.2B, Austin, TX) in 2005 as a senior analyst. In the past two decades, he’s worked his way up the org chart, becoming president and CEO in 2022. Once at the helm, Crowl collaborated with UFCU’s board and executive team to launch a transformational strategic plan that pushed the credit union to rethink the way it approaches decisions.

Read more in “Purpose, Priorities, And The Power Of Letting Go.”

2. Impact Doesn’t Have To Be Complicated

If you see a need, and you’re not meeting it, dig in. It takes a lot of bravery to do that. Impact doesn’t require a lightning-in-a-bottle moment. It needs passion, presence, and the right people at the table.

As the community development manager at Alltru Federal Credit Union ($374.6M, Wentzville, MO), Tracy Verner was not only named a “Top 100 St. Louisans to Know to Succeed in Business” by St. Louis Small Business Monthly but also was honored at the U.S. House of Representatives earlier this year. She says it’s an honor to be recognized for the work that she loves, but she’s just getting started as a key advocate for financial empowerment.

Read more in “Tracy Verner Is Breaking Barriers In St. Louis Finance.”

3. Know How To Communicate A Vision

At the CEO level, at a $1.2 billion institution, what you physically do is ineffective. When you get to a certain level, it’s not what you do but how you get the people who work for you to see your vision and execute it.

Jeff Carpenter joined the credit union movement in the mid-1980s and credits Doug Fecher, former CEO of Wright-Patt Credit Union, for helping Carpenter build a leadership mindset. Carpenter later led CME Federal Credit Union before taking on his current role as CEO at WEOKIE Federal Credit Union ($1.5B, Oklahoma City, OK) in July 2020. All along the way, he’s been thankful to have found a career that balances his educational background in finance with the opportunity to help people every sing day.

Read more in “CEO Onboarding: Jeff Carpenter, WEOKIE FCU.”

4. Find Joy In Serving People

I get out of bed every day and go to work to serve our members, but equally important is empowering the team, trying to motivate them, and bringing them together to create a culture I want to work in.

Early in his career, Brent Rempe worked in education. He helped launch a high school in Kansas City, MO, and later guided middle school students through a grant-funded financial literacy program that opened more than 650 youth savings accounts at an Oklahoma credit union. That experience, along with his master’s degree in economic education, eventually led him to join the industry. Today, Rempe is the president and CEO of First Alliance Credit Union ($284.4M, Rochester, MN), where he is using that foundation of education and service to define his own brand of credit union leadership.

Read more in “Brent Rempe On Leadership.”

5. Don’t Get Too Comfortable

It’s better if the CEO has to hustle, to continuously earn that confidence and trust. Every new director needs to rehire me as the right CEO to lead the credit union forward. That’s a feature, not a bug. It means I can’t get complacent.

Jason Osterhage began his career in financial services in 2005 at Delta Community Credit Union in Atlanta. He joined Alliant Credit Union in Chicago as chief lending officer in 2012 and served nine years there before taking the helm at Everwise Credit Union ($5.5B, South Bend, IN) in 2022. In addition to working closely with Everwise’s own board of directors to mature as an institution and govern better as a team, Osterhage also serves on the board of the South Bend Regional Chamber of Commerce and actively participates in the Indiana chapter of the Young Presidents’ Organization.

Read more in “Board Term Limits Drive Mature Decisions At Everwise Credit Union.”

6. “The Road Goes On Forever, And The Party Never Ends.”

There’s never a moment when the work is done. It’s always going to evolve and change. Things will never stay static. We have to be intelligent and thoughtful and willing to learn and change and grow.

Josh Haney’s path to CEO at Perfect Circle Credit Union ($65.3M, Hagerstown, IN) began at the teller line two decades ago and wound through multiple departments, with each new role preparing him to take the helm. Along the way, Haney gained a 360-degree view of operations — from lending to compliance — and built a leadership philosophy rooted in adaptability and member focus, essential skills in today’s credit union movement.

Read more in “20 Years. 6 Roles. 1 Credit Union.”

7. Redefine Resilience For A Complex World

Resilient leaders don’t just plan for change. They create adaptable, values-driven systems that thrive under pressure. True resilience includes culture, flexibility, employee engagement, and member alignment. As credit union leaders head into 2026 strategic planning, many are applying lessons from the pandemic to today’s looming “what ifs,” including tariffs, taxation, technology, and more.

Jay Johnson has spent his entire career in financial services, including more than 25 years at Callahan & Associates and nearly a decade at a top 20 bank. He served on the NACUSO board of directors for more than 10 years and currently serves on the board of NACUSO Business Services. Drawing on experience as a strategic planning facilitator, Johnson argues that resilience, not rigid roadmaps, is the cornerstone of effective strategic planning. His insights show credit union leaders how to stay agile and mission-focused as they navigate uncertainty in 2026 and beyond.

Click here to read more in “5 Strategic Planning Priorities For 2026 And Beyond.”

What Can You Learn From Like-Minded Leaders? Callahan’s Roundtables connect credit union leaders with peers from across the industry, allowing everyone the opportunity to pose questions, share best practices, and talk openly about how to respond to the evolving needs of members and employees. Learn more today.

The post 7 Leadership Lessons From 2025 appeared first on CreditUnions.com.

Zohran Mamdani just won the mayoral election for New York City with the highest record count since the 1960s.Whether you agree with Mamdani’s proposals, his ability to connect with everyday New Yorkers on a central message of affordability — through authenticity, clarity, and hope — offers insights far beyond politics. For credit unions, which exist to serve those same everyday needs, his campaign offers four lessons in purpose-driven communication.

1. Focus on clear, meaningful issues, and don’t get sidetracked.

Mamdani’s campaign ran with a relentless focus on affordability in housing, transportation, and cost-of-living burdens. In his daily campaign, he didn’t chase a dozen topics; instead, he returned again and again to what matters most to people’s daily lives.

Credit unions can similarly do more by doing less. Truly understanding what matters to your constituents — e.g., the people in your field of membership — is crucial to creating a compelling narrative for why you deserve their trust when it comes to their financial wellbeing. Narrowing your focus to a few high-impact areas where you can truly make a difference strengthens your identity and deepens impact.

In Ohio, Wright-Patt Credit Union ($9.4B, Beavercreek, OH) has made affordable housing one of its defining priorities. A cross-departmental Housing Collective there unites lending, financial education, and philanthropy to expand the credit union’s reach and relevance in the housing space. The collective partners with local nonprofits to support first-time homebuyers and turn purpose into property. It also serves as a strong reminder that when you pick a single need and commit to it, people take notice.  You can read about that on CreditUnions.com.

2. Speak in the language of real-life problems, not financial industry jargon.

Rather than talk in policy code, Mamdani told true stories about long commutes, rent burdens, the cost of childcare, and grocery bills. He showed people he understood their frustration with a system that wasn’t working in their best interest.

Credit unions can tap that same understanding of people’s lived experiences. And, most importantly, credit unions have the right ownership structure to ensure they’re working on behalf of member-owners.

Unfortunately, too often credit unions translate that message into rates and ratios rather than real-life narratives. Members under financial stress don’t care about an extra 25 basis points on their credit card rate; they care about saving an extra $50 this month. They don’t need a car loan; they need a safe way to get to work tomorrow. And even when they don’t need a specific product, they need to have faith that their financial institution isn’t trying to milk them for every penny on behalf of external shareholders.

That’s one reason we at Callahan & Associates launched The Member Story Project: to elevate the everyday ways credit unions help members save, borrow, and thrive. This storytelling space is a testament to the impact credit unions make and proof that cooperative finance isn’t abstract, but deeply human.  

3. Cultivate belief, not just awareness.

Movements grow when people see themselves inside them. Mamdani’s campaign didn’t just describe what he’d do, it painted what life could look like if he succeeded. That sense of shared possibility built belonging among voters, motivating record turnout in an off-year election.

Credit unions can build belonging, too. To do so, they must move beyond awareness campaigns and product pushes and instead focus on something much bigger — their belief in a movement that redefines what financial success means for ordinary people. You’re not just providing products and services; you’re helping members regain control of their financial future and creating peace of mind.

What might that look like for credit unions? At Affinity Federal Credit Union ($4.1B, Basking Ridge, NJ), it looks like measuring member financial success through a sense of peace rather than a budget, in terms of confidence and not just solvency. The credit union reminds us that belonging and belief are stronger retention tools than any single rate promotion. Read more about that on CreditUnions.com in “How A Financial Wellbeing Strategy Offers Less Stress And More Success.” 

4. Engage the next generation where they are.

Connection starts by showing up in your members’ worlds. Mamdani’s campaign drew in young voters through social-first storytelling on the issues that matter to them, grassroots community events, and a citywide scavenger hunt that drew thousands of participants. His team connected the candidate to voters and voters to one another. It invited them to imagine a fairer future. 

Credit unions must embrace similar creativity and innovation if they hope to reach younger members who might otherwise default to national banks or fintechs. When Affinity Plus Federal Credit Union ($4.5B, Saint Paul, MN) discovered through data analysis that its members are enthusiastic supporters of live music, the credit union didn’t respond with an ad campaign; it sponsored The Fillmore music venue in downtown Minneapolis, creating a real-world space where community, connection, and culture meet. 

“Banking is what we do. People is who we are.” says Dave Larson, CEO of Affinity Plus. To understand what it looks like to meet people where they are — literally and emotionally — the credit union offers a playbook worth studying.  

A Credit Union Call to Action

Mamdani’s campaign reminds us that clarity of message, grounded in real-life needs and delivered with conviction built from authenticity, still cuts through the noise. Every day, credit unions — institutions born from cooperation and committed to community — help members escape debt traps, buy their first homes, build emergency savings, and access fair credit when others turn them away. Credit unions don’t just tell stories of hope; they build the financial tools that make those stories possible.

If we want more Americans to understand the power of cooperative finance, our industry must find its voice. Like Mamdani’s campaign, we need to focus relentlessly on the consumers and small businesses who need help most, and we must speak clearly, consistently, and hopefully. And, we must deliver.

The post What Credit Unions Can Learn From Mamdani’s Campaign appeared first on CreditUnions.com.

This summer, the credit union launched its Impact CD, a deposit product aimed at those who want to use their deposits in a way that also benefits the community.

“One thing about the region is we have more nonprofits per capita than a lot of other spaces,” says Brent Rempe, president and CEO of First Alliance. “We also have a little higher-than-average income levels in our community. So being in a highly altruistic community that’s supportive of nonprofits, it feels like there’s an appetite in our community.”

The Rochester, MN market has grown substantially in recent years thanks in part to growth at the Mayo Clinic, but like many suburbs, housing hasn’t kept up with demand. Olmsted County, which includes Rochester, needs an additional 18,000 affordable housing units in the next decade to keep up with projected demand, according to a 2020 study. Another report found Minnesota as a whole needs 100,000 new housing units.

First Alliance plans to use funds from the CD to fuel its mortgage lending, including loans for lower-income consumers, as well as support vehicle purchases, small business expansion, financial access for individuals with ITINs, assistance for those seeking a fresh start, and more. But this isn’t charity — it’s a deliberate strategy to channel deposits into meaningful, measurable change.

“It’s not about donations,” Rempe says. “It’s about funding a lending program for impact.”

The CD offers slightly below what the credit union would pay for its typical CD, but account holders can add on to the certificate balance without resetting the maturation clock. They can also elect to donate the interest earned to the credit union’s foundation.

Not A CDFI, But…

The Impact CD is like a traditional CD, but balances start at $100,000. Five-, seven- and 10-year terms are available at 2.0%, 2.5% and 3.0% APY, respectively, although those rates are subject to change. Importantly for these high-dollar deposits, the credit union has secured excess share protection from ASI/ESI to protect up to $5 million in deposits rather than the $250,000 federal limit available through the National Credit Union Administration.

First Alliance is not certified as a Community Development Financial Institution, although it is exploring the option. One aspect that could make that more challenging, notes Rempe, is the fact that average salaries in its market are fairly high. All the area’s growth, however, means many who need affordable housing are struggling to access it.

With interest rates beginning to come down and further cuts from the Fed expected, credit unions can expect the cost of funds to decline in the years to come. Regardless, says Rempe, the Impact CD strategy provides a cheaper source of funding than brokered CDs or credit from the Federal Home Loan Bank for the same term. Additionally, First Alliance is working to align its lending and deposit products, matching its five-year Impact CD with its five-year ARM, for example.

Long-Term Outcomes

First Alliance is banking on its community relationships and a reputation for doing the right thing to draw interest in the Impact CD.

“I’ve always said I see us not as a financial institution but as a community development institution that happens to offer financial services,” Rempe says. “We’ve developed relationships with nonprofits that are starting to trust us, and we’re hoping there’s some trust transfer there from a user-standpoint. Some of it is just being known for purpose-driven banking.”

First Alliance has used member testimonials in its advertising for years and the Impact CD is part of a larger strategy around how the credit union showcases and lives its mission, vision, and values. Some member stories are already showing up online, with text and video components that emphasize how First Alliance is living its mission.

Rempe didn’t share specific goals surrounding the new CD — credit union leaders are still determining how they’ll track the product — but that doesn’t mean the vision is vague.

“For me it’s about attracting liquidity and who it impacts,” the CEO says. “It’s focused not necessarily on dollars but on how many families become homeowners. How many immigrants we help.”

Don’t Stop Here. To succeed in today’s competitive climate, credit unions must commit to values, transparency, and member engagement, not just financial performance. Hear Brent Remp, CEO of First Alliance Credit Union, discuss how his cooperative is redefining success by putting values and member needs at the heart of everything it does. Watch now.

The post First Alliance Debuts Mission-Driven Deposits appeared first on CreditUnions.com.

Brand integration isn’t something to tackle alone. Luckily, credit union marketers have myriad ways to make great connections within the industry and learn from the experiences of others. From conferences to professional groups, league support, and even Callahan Executive Roundtables, an extensive network is a valuable resource for leaders.

Here, three credit union marketing leaders provide experience-based tips for approaching the challenge.

1. Find Commonalities

“Look for what both organizations have in common,” says Kendrick Walker, vice president of marketing and business development for MyUSA Credit Union ($343.5M, Lebanon, OH).

His own credit union, MyUSA, was born from the merger of MidUSA Credit Union and Heartland Federal Credit Union in the summer of 2021. The merger combined state-chartered and federally chartered entities that were founded to serve steelworkers on the one hand and the communications industry on the other.

“Even though our organizations served different core memberships, we were able to lean in to how everyone in the communities we serve comes together,” Walker says.

That shared sense of place became the foundation for MyUSA’s brand identity as the credit union focused on the local creeks and waterways its Greater Miami Valley communities enjoy.

“We all enjoy getting outside, hiking on the miles of local trails or taking canoes or kayaks on the water,” Walker says. “It supersedes everything else and binds us together. We all love calling Southwestern Ohio home.”

2. Read From The Same Page

When Hiway Federal Credit Union and SPIRE Credit Union merged in early 2024 and rebranded as Blaze Credit Union ($4.5B, Falcon Heights, MN), leaders of the combined entity worked together to overcome the hurdles of merging two strong brands and similarly sized institutions.

“Since this was a merger of equals, we knew we had to change the name to create a new cooperative with a new vision,” says Lisa Lehman, vice president of marketing and business development for Blaze. “Once everybody got around that idea, the actions we needed to take became much clearer, and it was easier to start having conversations.”

The internal team began by brainstorming about who Blaze wanted to be, what its history was, how it defined values, what its future would look like, and what messages it wanted to put into the market.

“During the initial stages, it was just a few senior leaders involved in the discussion,” Lehman says. “We also interviewed several people from each organization to better understand their thoughts and what their credit union was all about.

As that process continued, the marketing teams from both organizations along with an outside agency and a couple of executives led the charge to rebrand. The team completed most of this work behind-the-scenes as SPIRE and Hiway didn’t know for certain whether members and regulators would approve the merger, but they had to have things ready to go.

Like MyUSA, before becoming Blaze, SPIRE and Hiway served two very different fields of membership. Fortunately, Blaze had a common thread to build upon.

“We had a pick-up truck mascot named Archie after our founder Edgar Archer,” Lehman says. “That pick-up truck tied in nicely to the road that was so prevalent in Hiway’s brand, so we started going down that path and discussing the road of life and blazing trails.”

3. Tell A Compelling Story

Following the merger of Charlotte Metro and Premier FCU, the internal team knew the combined organization needed a brand that would embrace all its communities while symbolizing its mission to teach, guide, direct, and educate consumers so they may live a richer, more meaningful, and expansive lifestyle.

That’s the story behind Skyla Credit Union ($1.6B Charlotte, NC).

“The new Skyla brand embodies our vision — building financial freedom for all — by providing the support and personalized banking experience to help our members plan, implement, and achieve their goals,” says Rachel Garnham, vice president of marketing for Skyla Credit Union. “Our positioning strategy is the story of possibility: Skyla is your friendly, neighborhood credit union — here to make things possible! We’re in your community, meeting you wherever you are in your financial journey, and helping put your goals within reach.”

4. Pay Homage To History

Although the focus of any rebranding is typically on the future, taking the time to understand and pay homage to the past is also important.

“As we rolled out our new brand, we acknowledged our roots in the steel and communications industries,” Walker says.

That recognition of the new cooperative’s dual legacy was present in everything from MyUSA’s press releases to its website and brand introduction video.

“We still have a branch where we lean into those roots, using more blue-collar imagery, as it’s located in what was AK Steel, now Cleveland-Cliffs,” he says.

For Blaze, getting the right people in the room — including leadership, board, and marketing representatives from both credit unions — helped ensure the new brand reflected the legacies of SPIRE and Hiway.

“Rebranding after a merger requires marrying the past with where you want to go in the future,” Lehman says. “Your brand should help tell your story. How your credit union is different from other financial institutions and how you use that difference to benefit your marketplace are what make you stand out.”

5. Communicate Clearly. Communicate Often.

All three credit unions tout the importance of external and internal communications, relying on physical letters, emails, social posts, PR announcements, and mass media like TV, billboards, and digital advertising. Plus, branch signage.

“We focused on getting our name out into the market and clearly tying it back to SPIRE and Hiway,” says Lehman at Blaze. “All of our messaging the first three to four months focused on that key message: Hiway and SPIRE are now Blaze.”

According to Lehman, the credit union opened a record number of new checking accounts in the first six months after the rebrand Blaze.

For Skyla, its biggest surprise was how long the trademarking process took. However, that also provided the credit union the time it needed to roll out its new name and brand all at once.

“We kept our member communication timeline short,” Garnham says. “Throughout the merger, members were aware that we were working toward a new name for the unified organization. Once ready, we ripped off the band-aid quickly and flipped member-facing assets at the same time.”

6. Address Concerns … But Stay Positive

Change, even positive change, is stressful. MyUSA found involving staff as well as its leadership team in the rebranding process was helpful.

“We did a high-level survey of staff to see what they understood about a brand in general, how the organizations were viewed in the past, and what they’d like to see in the future,” Walker says.

From there, the leadership team explored various brand attributes and even conducted its own brand camp to ensure everyone was on the same page and set goals for what they wanted to accomplish together. Overall, the entire process took approximately two months — a tight timeframe for developing an entirely new brand.

According to Lehman at Blaze, employees and members alike both had strong affiliations with the SPIRE and Hiway names going into their merger.

“We tried to be positive about the change,” she says. “Our approach has been to consistently focus on the benefits and how this helps us compete in the market.”

7. Celebrate The New Brand

When it comes to new-brand employee buy-in, celebration is the name of the game. Daily touchpoints can include surveys, focus groups, online and in-person meetings, scavenger hunts, new swag, and more; a big event that reveals the new brand and creates excitement is another effective way to make a splash.

Blaze hosted a launch party for its new name in November 2023. More than 600 associates attended the event, which included dinner and a program that addressed the new name, what it meant, brand colors, and more.

“The official name change happened Jan. 1, 2024, so the timing was great,” Lehman says. “It helped us build excitement and prepare our team to talk about the new brand.”

Choosing a new brand is a deeply personal decision that carries the weight of legacy, identity, and future vision. The name must reflect the organization’s mission while honoring its roots and inspiring its future. And once the credit union has its name, it must craft a story that members can connect with and rally behind.

“It’s not any different from naming a child on some level,” Lehman says. “A marketer’s job is to tell the story. You can’t sell a secret, which is why we are so focused on clearly explaining what our name means and how it ties back to our mission and vision.”

The post 7 Tips To Rebrand After A Major Merger appeared first on CreditUnions.com.

A first-of-its-kind collaboration could signal a new avenue for liquidity for mid-sized institutions.

Alloya Corporate Federal Credit Union announced the settlement of its first multi-issuer auto loan asset-backed securitization (ABS) in July, pooling together auto loans originated by three of its member credit unions: Blaze Credit Union, Consumers Credit Union, and Interra Credit Union.

Although selling loans is a well-established financing tool in the credit union industry, packaging loans from separate institutions into a single deal is not. According to Alloya’s chief investment officer, Andy Kohl, it was the bundle’s diversity — three credit unions across three states provided a wide spread — that attracted investors.

“Every tranche was oversubscribed, some seven times over,” he says. “The demand was strong.”

A Hunt For Creative Solutions

The approach required the four institutions — all with their own underwriting, lending, and operational teams — to work closely together for a little more than a year; after which, the corporate credit union sold $150 million in bonds to 16 investors.

Kohl says the idea for a multi-issuer ABS sprang from an effort to identify alternative liquidity solutions post-pandemic.

“During COVID, all that stimulus money flowed in and then out again very rapidly,” he says. “Historically, credit unions needing liquidity could turn to other credit unions that had it, but in that situation, fewer credit unions had liquidity available, and the whole system felt the strain.”

Securitization opens access to investors outside of the credit union ecosystem, such as insurance companies, pension funds, and investment firms. However, it can be expensive and complex, making it unrealistic for smaller financial institutions. Alloya hoped a multi-issuer approach would help circumvent that challenge.

Talks began internally in early 2024. Ryan McCarroll, Alloya’s vice president of Capital Markets, led the charge and formalized the initiative in June.

“None of us knew exactly what this would require,” McCarroll says. “We had to learn a lot on the fly, which meant urgent requests, lots of asks, and figuring things out as we went.”

According to McCarroll, working with the right people was an essential component of success.

“We needed partners willing to ‘build the airplane while flying it,’ and this group stepped up,” he says.

Kohl echoes that sentiment.

“The three credit unions we partnered with couldn’t have been better,” the CIO says. “They were motivated by service to the system, not immediate need. That was key.”

Cooperation Over Competition

You wouldn’t see something like this in the banking world. For us, it was about supporting the broader system.

Blaze Credit Union ($4.4B, Falcon Heights, MN saw the opportunity as a way to give something back to the industry.

“Ten or 15 years ago, we needed our leagues and corporate credit unions to step up for us, and they did,” says Justin Burlseon, the credit union’s senior vice president and chief operating and financial officer. “Now that we’re larger, we see it as our duty to do the same for others. You wouldn’t see something like this in the banking world. For us, it was about supporting the broader system.”

Similarly, Jim Henning, chief financial officer at Interra Credit Union ($1.9B, Goshen, IN), says the collaboration was a way to access capital markets that had historically been closed to the Indiana cooperative.

“Being part of building that pathway was important, regardless of immediate need,” he says.

Regardless of individual reasons, all three credit unions — Blaze, Interra, and Consumers — say buy-in was unanimous.

“Our CEO [Amy Sink] had been behind a strategy like this for years,” Henning says. “So internally and with the board, it was an easy sell.”

At Consumers Credit Union ($4.2B, Lake Forest, IL), chief financial officer Sean Bowers says prior experience selling loans individually put his institution’s board at ease with the strategy. Plus, it required no extra hurdles when it came to staffing.

“We actually budgeted for this in 2025 and brought it to the finance committee,” Bowers says.

The collaboration served as a valuable learning experience for all parties involved. According to Bowers, it challenged his team to learn more about the credit union’s own data and loan portfolio.

“We had to dig into disclosures and requirements and really analyze things differently,” he says. “Being part of this deal gave us new insights into how our portfolio is structured and how to think about future pricing strategies.”

Consumers broke down its pricing by credit grade and shared those results internally to see how it could better align pricing with member value while staying relevant to the market. Over at Blaze, Burleson says the deal motivated his staff members to realize they can do more than previously thought.

“Without being pushed, we might not have taken on a deal like this,” he says. “But the team rose to the challenge.”

At Interra, Henning says joining forces with two other credit unions was motivating.

“It wasn’t just about us at Interra succeeding or failing,” he says. “If we didn’t deliver, the others would feel it too. That accountability pushed us forward.”

Blazing The Trail For Future Deals

Greg Hill is a strategic initiatives consultant at Alloya. Looking back at the effort from start to finish, he says what stood out to him most was how open everyone’s teams were.

“Every part of the process was a lesson learned,” he says. “None of us had done this before, so everything from legal to ratings agencies to structuring was new. No one was rigid about how things had to be done. That openness let us build a template that not only worked for this deal but also will help future ones.”

Burleson called the process an example of the industry’s cooperative principles in action.

“Philosophically, this is proof of the credit union difference. We sometimes get flack for our tax status, but this is why we’re structured differently,” he says.

“I’ll second that word for word. Underline it, bold it, italicize it,” Henning says.

According to Hill, now that Alloya has a playbook, the goal is to bring in more credit unions and complete more deals.

“The $150 million was a proof of concept,” he explains. “We wanted to test the structure, the ongoing management, and the investor appetite. This opens the door for somewhat smaller organizations to participate by partnering together.”

Henning calls the strategy a huge increase in access.

“Before this, maybe 100 credit unions could realistically access the secondary markets through this type of model,” he says. “With what Alloya built, that number could expand to 1,000.”

Consumers’ CFO encourages other credit unions to get involved.

“This isn’t a one-and-done,” Bowers says. “There will be future deals, and the more participants, the stronger the program becomes. Even if you don’t need liquidity today, it’s another tool in the toolbox.”

The post Midwestern Credit Unions Break New Ground With Auto Loans appeared first on CreditUnions.com.

Dave Larson, CEO at Affinity Plus Federal Credit Union ($4.5B, St. Paul, MN), launched the credit union’s Plus It Forward Day in 2013 to provide staff a paid day off to volunteer and give back to the communities Affinity Plus serves. Area credit unions joined Affinity Plus in the ensuing years, and eventually Affinity Plus passed it on to the Minnesota Credit Union Network, which rebranded the event as CU Forward Day.

“Twelve years [after its launch] we’re still managing the program and still encouraging credit unions to participate,” says Andrea Molnau, director of public engagement and strategic initiatives at the Minnesota Credit Union Network.

Power, Amplified

In addition to its Minnesota efforts, MNCUN has packaged the program and made it available to other states, with Illinois, Michigan, Wisconsin, Pennsylvania, Maine, and others now carrying the mantle. The Minnesota league’s toolkit includes information on the day itself, how to promote it to credit unions, how to organize around it, what data to collect, sample media materials, and more. Each state takes its own approach — with some using different branding — but MNCUN encourages all participants to track the same metrics:

• Number of volunteer participants.
• Total amount of money donated.
• Total hours worked.
• The number of or list of organizations impacted by the event.

“The magic of the day is the fact that all of these credit unions are coming together and sharing kindness in one day,” Molnau says. “Credit unions are doing community-involvement work throughout the year. Bringing it all together like this shows that the whole is greater than the sum of its parts. It amplifies the impact of the day for a visualization of the credit union difference.”

The sizable impact that comes from dozens of credit unions working in tandem — even if they all work on different projects — demonstrates how the industry can amplify its power to make a difference. That difference isn’t just evident within the communities, however. It’s evident in the very volunteers that work to make the day a success.

It feels good to put some good in the world; that’s part of the attraction of the day.

“We get so much feedback from our credit unions that their employees love this day,” Molnau says. “Giving back feels good, and employees start planning for the next year the day after it happens. There’s this energy of the day that people hear about, they see it, and they talk about it. It feels good to put some good in the world; that’s part of the attraction of the day.”

Molnau adds that making the event as easy as possible but also customizable has had a huge impact in helping the event gain traction.

Flexibility In Impact

Illinois launched CU Kind Day in 2019; in 2024, more than 80 credit unions and partners participated. The event has directed more than $500,000 into Illinois communities since its inception.

“It’s a concept that is impossible not to love,” says Staci Hering, ICUL’s director of culture and engagement. “Community work is foundational to the credit union movement. All of our credit unions were doing it, but this gives them the space to show, collaboratively, what the movement looks like when it comes together and how it prioritizes helping people.”

Like in Minnesota, ICUL sponsors its event every year on Columbus Day and Indigenous Peoples’ Day. It also ensures the event is customizable so individual cooperatives can plan events that resonate with those they serve. That has been key to getting buy-in from credit unions of all sizes and in a variety of locations. After all, how a credit union in Chicago incorporates what it holds near and dear might be different from how a credit union in Southern Illinois makes an impact in its community, Hering says.

“The beauty behind CU Kind Day is it allows a lot of flexibility to make an impact where it matters most  in their community,” Hering says. “They don’t have to color in the lines of what the league puts together.”

That doesn’t mean the league is totally hands-off. It does provide lists of organizations in need as well as past examples of credit union activities. It also engages member institutions in league-organized givebacks, including a hands-on service project. Some examples from past years include working in food banks, creating dog toys to donate to animal shelters, and creating care packages for Ukrainian refugee children. For 2025, participants will be packing child literacy kits.

In addition to in-person givebacks, ICUL offers a virtual fundraiser in support of Credit Unions 4 Kids and Children’s Miracle Network hospitals. It also offers a branded online shop of CU Kind Day items for purchase and donates 100% of those funds to CMN hospitals, Hering says.

Giving Back Collaboratively

Although state leagues coordinate CU Kind Day and other similar events, credit unions in Arizona have banded together for Arizona Credit Union Week for past three years. This year, 18 different organizations are expected to participate.

One of those is Vantage West Credit Union ($3.2B, Tucson, AZ), coming back for its second year with the event. The credit union closed branches on Monday in observance of Indigenous People’s Day and planned an all-staff event to recognize the holiday and celebrate the credit union’s 70th anniversary.

After that, the giving back kicks into high gear.

On Tuesday, Vantage West and others will participate in Pay It Forward Day, focused on small businesses that contribute to the local economy.

“We could’ve just found local businesses in the community, but it was about celebrating our [small business] membership, as well,” says Rosanna Ramirez, public relations and market development manager at Vantage West. “We’ll go out and do things like complimentary services, so if someone’s getting a haircut at a barber, we’ll pick up the tab. If you get a cup of coffee, we’ll pick up your cup of joe.”

Next comes the AZCU Day of Service, when credit union employees will come together for community service volunteer projects throughout the state.

Ramirez notes that part of what makes the event special is that all participating credit unions are working as one.

“We’re all wearing the same shirt — we’re not advertising our own locations,” she says. “We’re here collaboratively and doing this work together.”

The remainder of the week will include International Credit Union Day celebrations and a focus on financial education for students.

The ripple effect of giving back has caught in on Arizona just as it has in Minnesota, Illinois, and elsewhere — not just with staff, but with the community at large.

“There’s hype around it,” Ramirez says. “People want to be part of Credit Union Week. They want to do these activities because it’s so significant.”

No Such Thing As Failure

Given widespread economic uncertainty and consumer anxiety, there could be increased need for this sort of giveback in 2025 — but Illinois’s Hering says 2020 was a dry run, of sorts.

“The beauty of this day is that it allows people to be responsive to what’s happening in their communities on a moment-by-moment basis,” she says. “We don’t make people lock in their plans two months ahead of time. We want them to keep their finger on the pulse of what is needed so they can respond in a way that makes the most impact.”

Hering says as of last week she was still gathering all participating credit unions’ plans; but she hasn’t yet looked for trends. Some of the good work that happens across the day was occurring before the advent of CU Kind Day, of course, but it didn’t have the same level of coordinated cooperation and intent, she says.

Both Hering and Molnau credit these events for reinvigorating staff at all levels. Simplicity and flexibility in the day’s design, too, has helped it catch on and become self-perpetuating, Molnau says.

For her part, Hering says the most important element is simply to participate.

“It’s hard to make a mistake with it,” she says. “If your intentions are to do something good, you’re not going to fail.”

The post There’s Nothing Random About These Acts Of Kindness appeared first on CreditUnions.com.

There are leadership lessons that come out of teaching middle school that are applicable to my day-to-day work — the biggest one is leaning in with curiosity.

Brent Rempe is the president and CEO of First Alliance Credit Union ($284.4M, Rochester, MN), but his path to leadership didn’t begin in finance.

Early in his career, Rempe worked in education, helping to launch a Cristo Rey Catholic high school in Kansas City, MO, and later guiding middle school students through a grant-funded financial literacy program that opened more than 650 youth savings accounts at an Oklahoma credit union. That experience — along with his master’s degree in economic education — sparked his interest in the cooperative model and eventually led him to WEOKIE Federal Credit Union ($1.5B, Oklahoma City, OK), where he ran education programs before pursuing executive leadership roles.

Today, Rempe is building on that foundation of education and service to define his own brand of credit union leadership, first with four years as chief lending officer at Allegiance Credit Union ($358.6M, Oklahoma City, OK), then by taking the helm at First Alliance a little more than two years ago.

Read on for his reflections on the industry, partnerships, and the path ahead.

On leadership styles …

Brent Rempe: The idea of being a purpose-driven leader is something I’ve always identified with. I wake up every day excited to come to work for two reasons. First, I’ve found a credit union that aligns philosophically with serving the underserved. Second, I get out of bed every day and go to work to serve our members, but equally important is empowering the team, trying to motivate them, and bringing them together to create a culture I want to work in. I try to lean on the team to offset some of my weaknesses as a leader.

On empowering employees …

BR: Our board, like me, recognizes that while we can define mission and vision, they only come to life when our team feels genuine ownership. That’s why, when we revised our mission, vision, and values in 2024, we invited a peer-elected group of employees to lead the process—ensuring the result reflected not just leadership’s words, but the team’s voice.

Employees don’t care about the bottom line; they care about getting behind a mission. Our mission is: We show up, listen to your story, and provide possibilities.

That’s what we do every day.

We execute that through storybook lending. Our operating expense ratio is higher than our peers because we take time with members to make an underwriting decision based on if their story makes sense versus [big box] lending where they’re just their credit score, their DTI, and their LTV. Our vision is a financial oasis where everyone has access to the opportunities they deserve.

On culture and recruiting …

BR: Our values are passion, persistence, and presence — that’s what we expect from one another and that describes the qualities of our ideal team member. That’s helped change the culture of the organization and plays into being a mission-aligned organization and trying to get people behind that mission.

What’s been beautiful is that we’re attracting a lot of talent who are interested in living that mission. Some of our hires recently have come from the nonprofit space and are better aligned to us than if we hired a banker, for instance. I believe bankers can be reformed as credit unionists, if you will, but this mission alignment has been really good for us.

On the overlap between Catholic and cooperative values …

BR: If you look at Catholic social teachings and cooperative principles and values, there’s some commonality, like solidarity, self-help, and self-responsibility. I saw some overlapping themes between the two and quickly realized the cooperative space offered me the principles and values I was looking for in an organization.

On his credit union mentor …

BR: Amy Downs [the retired CEO of Allegiance] recruited me, saw potential in me, and saw a potential successor in me. I went from WEOKIE briefly to TruStage to becoming a senior executive at Allegiance. Amy poured so much education and mentoring into me that I would not be a CEO if it wasn’t for her tutelage.

On purpose inside the office …

BR: We want to authentically live our mission, vision, and values. We’re trying to use an impact certificate as an avenue to attract values-driven investors and depositors who want their money to do good in the community. One thing about the region is we have more nonprofits per capita than a lot of other spaces. We also have a little higher-than-average income levels in our community — our biggest employer here is the Mayo clinic. So being in a highly altruistic community that’s supportive of nonprofits, it feels like there’s an appetite in our community.

On purpose outside the office …

BR: We’ve started Meaningful Mornings to create a space not just in the office but for people across the community who want to have conversations around meaning and purpose. Regardless of age, I think it’s true across the board that we’re kind of at an inflection point in society where a lot of us are wanting more out of life than that 8:00 to 5:00.

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 paying it forward …

BR: From an industry perspective, I believe my leadership as a CEO provides the most unique impact in advancing the credit union difference—mentoring leaders, supporting the Credit Union Development Education (DE) program, and helping others integrate cooperative principles into their work. Through facilitating and mentoring DE, co-leading the Minnesota Credit Union Network’s Exploring Why Workshop, and offering the principles and philosophy training at First Alliance Credit Union, I work to inspire and equip others to carry this movement forward.

Internally, it’s about providing the team opportunities through education, access, and conversation. We invest heavily in our training budget to provide staff access to the movement. We’re not a CDFI yet —  we’re potentially working toward that — but community development is our primary purpose. We’re trying to expose our team to community development work within the credit union movement — providing opportunities for DE, for attending conferences like Opportunity Finance Network, Inclusiv, the African American Credit Union Coalition conference, or the NLCUP conference.

On commonalities between leadership in education and credit unions …

BR: There are leadership lessons that come out of teaching middle school that are applicable to my day-to-day work — the biggest one is leaning in with curiosity.

The most interesting thing about middle-schoolers is that out of the spectrum of secondary education, middle-schoolers want the most autonomy and want to be treated like adults — even more than most high schoolers, in a lot of cases. They’re at that stage of life where they’re learning how to lean in with curiosity and learning how to listen, and that applies to leading adults.

Followership is the most important thing missing from leadership. Part of being a good follower is open-ended questions, listening to understand, and leaning in with curiosity. For me, that was the most valuable lesson from teaching middle school.

This interview has been edited and condensed.

The post Brent Rempe On Leadership appeared first on CreditUnions.com.