According to Deedee Myers, Ph.D., in this latest episode of the CUES Podcast, more and more CEOs are looking at their organizations and asking themselves, “What does it need to be in the future?” The answer to that question, she says, has to be put in the context of unprecedented times with the hybrid remote work environment taking hold and the need for leadership skills really changing.“As humans, we need to ‘North Star’ right now,” says Myers, CEO of DDJ Myers, an ALM First company, a CUESolutions provider and the sponsor of CUES’ Advancing Women publication. “We need a reason to come to work. We need to come together with one voice and have a place to go. Call it a vision or North Star organizing principle, we need to know why we matter every day. That’s lost right now in a lot of organizations. That's why a lot of CEOs are looking at the organization of the future. What is that compelling reason?”Myers suggests that when CEOs are designing the organization of the future, they should talk with many stakeholders about “three time zones.” That is, they should have conversations about the credit union’s past, where it has been, what it has done; the credit union’s present, where it is, what is working, what is not working, what has stayed the same, what is changing; and of course, the credit union’s future, what it could be.Myers suggests CEOs listen to not only what board members have to say but also executives, middle-level leaders, front-line staff and trusted vendors, including fintechs.Going on such a “listening tour,” Myers emphasizes in the show, requires CEOs to look to remove their biases so they can get a fresh perspective and practice really good listening skills.“I think the CEO has to shape themselves in a way that people will want to share and go below the surface,” she says. For example, it might seem simpler to have this conversation with the whole board at once. “But when we pick up the phone and talk to each board member, we get to hear really what they care about, and what they’re concerned about.”The show also gets into:How to set the ground rules to support a successful listening tourThe value of CEOs having a personal centering practice to help them listen to all feedback, even the difficult-to-hear feedbackThe value of intention and awareness in being a good listenerSpecial considerations for new CEOs and female CEOsWhat to do with the information collection on a listening tourIdentifying both low-hanging fruit leaders can address readily and deeper work the organization needs to doLinksDDJ Myers, an ALM First companyBecome a CUESolutions providerDDJ Myers sponsors Advancing WomenPodcast 73: How to Smash a CEO Interview, with guests Deedee and Peter Myers

According to Deedee Myers, Ph.D., in this latest episode of the CUES Podcast, more and more CEOs are looking at their organizations and asking themselves, “What does it need to be in the future?” The answer to that question, she says, has to be put in the context of unprecedented times with the hybrid remote work environment taking hold and the need for leadership skills really changing. “As humans, we need to ‘North Star’ right now,” says Myers, CEO of <a href="http://www.ddjmyers.com/" rel="nofollow" target="_blank">DDJ Myers</a>, an ALM First company, a CUESolutions provider and the sponsor of CUES’ <a href="http://www.cumanagement.com/advancing-women" rel="nofollow" target="_blank">Advancing Women</a> publication. “We need a reason to come to work. We need to come together with one voice and have a place to go. Call it a vision or North Star organizing principle, we need to know why we matter every day. That’s lost right now in a lot of organizations. That's why a lot of CEOs are looking at the organization of the future. What is that compelling reason?” Myers suggests that when CEOs are designing the organization of the future, they should talk with many stakeholders about “three time zones.” That is, they should have conversations about the credit union’s past, where it has been, what it has done; the credit union’s present, where it is, what is working, what is not working, what has stayed the same, what is changing; and of course, the credit union’s future, what it could be. Myers suggests CEOs listen to not only what board members have to say but also executives, middle-level leaders, front-line staff and trusted vendors, including fintechs. Going on such a “listening tour,” Myers emphasizes in the show, requires CEOs to look to remove their biases so they can get a fresh perspective and practice really good listening skills. “I think the CEO has to shape themselves in a way that people will want to share and go below the surface,” she says. For example, it might seem simpler to have this conversation with the whole board at once. “But when we pick up the phone and talk to each board member, we get to hear really what they care about, and what they’re concerned about.” The show also gets into:<ul><li>How to set the ground rules to support a successful listening tour</li><li>The value of CEOs having a personal centering practice to help them listen to all feedback, even the difficult-to-hear feedback</li><li>The value of intention and awareness in being a good listener</li><li>Special considerations for new CEOs and female CEOs</li><li>What to do with the information collection on a listening tour</li><li>Identifying both low-hanging fruit leaders can address readily and deeper work the organization needs to do</li></ul>Links<ul><li><a href="https://ddjmyers.com/" rel="nofollow" target="_blank">DDJ Myers</a>, an ALM First company</li><li>Become a <a href="https://www.cues.org/suppliers/cuesolutions" rel="nofollow" target="_blank">CUESolutions provider</a></li><li>DDJ Myers sponsors <a href="http://www.cumanagement.com/advancing-women" rel="nofollow" target="_blank">Advancing Women</a></li><li>Podcast 73: <a href="https://www.cumanagement.com/podcasts/2019/05/how-smash-ceo-interview" rel="nofollow" target="_blank">How to Smash a CEO Interview</a>, with guests Deedee and Peter Myers</li></ul>

How CEOs Can Design the Organization of the Future

Omar Jordan says a mantra he lives by personally and professionally is, this one from Tony Robbins: "Stop being afraid of what could go wrong, and start being excited of what could go right." As founder/CEO of the credit union service organization Coviance, Des Moines, Iowa, Jordan believes that credit unions would benefit from not being afraid to take a risk to see what good could come of it—especially a calculated risk related to home equity lending, lending automation and working with fintechs. “In this industry, as you know, … we're good at managing risk,” Jordan says in the show. “And that's primarily what I hear. ‘We manage risk, we manage risk.’ And to that I say, … 'Everything is scary until it's not.’ And so, it's okay to take risks every now and then as long as we're not putting one out of business. Let's … continue along the path of innovation.” In this episode of the CUES Podcast, Jordan talks about trends in the HELOC market. “We've been actually predicting home equity lending demand to rise, and our predictions became reality,” he says. “We're seeing industry headwinds such as high interest rates, home values being on the rise [and] lack of demand for refinance and purchase mortgage turn into opportunity or tailwinds for credit unions, and especially credit unions who are looking to expand on their TAM, their total addressable market and their member share of wallet.” In addition to describing Coviance’s lending automation offering and its potential to bring a credit union a return on its investment, Jordan also offers his thoughts about partnering with fintechs that will enhance your core business versus compete with it. “There are competing fintechs, and they … are going after our credit union members—and not just on the lending side but nearly every product that credit union offers,” he says in the show. "And there are fintechs, such as Coviance, [that] … are primarily focused on providing credit unions the technology solutions, the product … they need ... to lend at ... the speed of today's borrower—because your members’ expectations today aren't what your members’ expectations were five years ago.” The show also gets into: the difference between lending automation tools and loan origination systems—and how credit unions can benefit from having both.  what the Coviance system offers Jordan’s big-picture thoughts about how credit unions can best partner with fintechs ideas worth considering regarding digital transformation, digital optimization and innovation. Links for this show: Coviance Transcript 

Omar Jordan says a mantra he lives by personally and professionally is, this one from Tony Robbins: "Stop being afraid of what could go wrong, and start being excited of what could go right." As founder/CEO of the credit union service organization <a href="http://www.coviance.com/" rel="nofollow" target="_blank">Coviance</a>, Des Moines, Iowa, Jordan believes that credit unions would benefit from not being afraid to take a risk to see what good could come of it—especially a calculated risk related to home equity lending, lending automation and working with fintechs. “In this industry, as you know, … we're good at managing risk,” Jordan says in the show. “And that's primarily what I hear. ‘We manage risk, we manage risk.’ And to that I say, … 'Everything is scary until it's not.’ And so, it's okay to take risks every now and then as long as we're not putting one out of business. Let's … continue along the path of innovation.” In this episode of the CUES Podcast, Jordan talks about trends in the HELOC market. “We've been actually predicting home equity lending demand to rise, and our predictions became reality,” he says. “We're seeing industry headwinds such as high interest rates, home values being on the rise [and] lack of demand for refinance and purchase mortgage turn into opportunity or tailwinds for credit unions, and especially credit unions who are looking to expand on their TAM, their total addressable market and their member share of wallet.” In addition to describing Coviance’s lending automation offering and its potential to bring a credit union a return on its investment, Jordan also offers his thoughts about partnering with fintechs that will enhance your core business versus compete with it. “There are competing fintechs, and they … are going after our credit union members—and not just on the lending side but nearly every product that credit union offers,” he says in the show. "And there are fintechs, such as Coviance, [that] … are primarily focused on providing credit unions the technology solutions, the product … they need ... to lend at ... the speed of today's borrower—because your members’ expectations today aren't what your members’ expectations were five years ago.” The show also gets into: <ul><li>the difference between lending automation tools and loan origination systems—and how credit unions can benefit from having both.  </li><li>what the Coviance system offers </li><li>Jordan’s big-picture thoughts about how credit unions can best partner with fintechs </li><li>ideas worth considering regarding digital transformation, digital optimization and innovation. </li></ul>Links for this show: <ul><li><a href="http://www.coviance.com/" rel="nofollow" target="_blank">Coviance</a> </li><li><a href="https://www.cumanagement.com/sites/default/files/2023-07/Podcast%20147%20Omar%20Jordan%20Coviance_otter_ai.pdf" rel="nofollow" target="_blank">Transcript</a> </li></ul>

The Value of a ‘Can-do’ Mindset for HELOCs and Fintech

In this episode of the CUES Podcast, Lesley Sears says she loves the commercial in which “Polly Pratz wore many hats.” While the commercial is for an online university, Sears loves the many hats idea as it relates to having an organization-wide skills taxonomy—a system for deeply understanding the skills of each employee and the organization overall. Having a skills taxonomy can help an organization not just think about their people within the boundaries of their position or role (such as teller or chief marketer) but rather think broadly about what they can or could do—their current and developable skills (such as accuracy or setting marketing strategy), explains Sears, , CUES’ VP/consulting services who heads up CUES Consulting.In the commercial, the female protagonist “has on a firefighter’s hat and the coach’s hat and … all of these different things that she has done in the past,” Sears says. “The skills taxonomy really begins to identify that for the organization, … so people really understand who their workforce is and what they’re bringing to the table on any given day.”In the show, Sears says a skills taxonomy is like a biological taxonomy that classifies plants or animals into kingdom, phylum, class and so on. The difference, of course, is that a skills taxonomy organizes people’s skills.Having an organizational skills taxonomy opens the door to being better able to address skills gaps both in the organization overall and in individual employees; understand the skills big picture when hiring new team members (e.g., what additional skills would we like in the new loan officer to fill out our organizational taxonomy?); and knowing how to build better cross-departmental teams, Sears explains. Skills-based talent strategy built on a skills taxonomy can help streamline people processes, saving both time and money.“So, you, the CEO, the CFO, … everybody within the credit union, understands what the objectives are, … the mission, the vision, … the objectives and anything that the people strategy can do to make that work better, or … make your resources go further,” she says. “You've got a team of people that want to move toward that objective.” In other words, focusing on skills helps to align the organization and move it toward its overall goals.Sears acknowledges that developing a skills taxonomy might seem overwhelming at first. But fortunately, talent development research has illuminated a set of common skills that your organization might have—or might want to have. So, it’s just a matter of finding out. And again, research has helped refine effective ways to dig in and find out, Sears says.Links for this show:TranscriptCUES ConsultingMore content from Sears, including her monthly Purposeful Talent Development blogs TalentNEXT, for HR, talent and people execs

In this episode of the CUES Podcast, Lesley Sears says she loves the <a href="https://www.youtube.com/watch?v=CeVy845m3fo" rel="nofollow" target="_blank">commercial</a> in which “Polly Pratz wore many hats.” While the commercial is for an online university, Sears loves the many hats idea as it relates to having an organization-wide skills taxonomy—a system for deeply understanding the skills of each employee and the organization overall. Having a skills taxonomy can help an organization not just think about their people within the boundaries of their position or role (such as teller or chief marketer) but rather think broadly about what they can or could do—their current and developable skills (such as accuracy or setting marketing strategy), explains Sears, , CUES’ VP/consulting services who heads up <a href="http://www.cues.org/cuesconsulting" rel="nofollow" target="_blank">CUES Consulting</a>. In the commercial, the female protagonist “has on a firefighter’s hat and the coach’s hat and … all of these different things that she has done in the past,” Sears says. “The skills taxonomy really begins to identify that for the organization, … so people really understand who their workforce is and what they’re bringing to the table on any given day.” In the show, Sears says a skills taxonomy is like a biological taxonomy that classifies plants or animals into kingdom, phylum, class and so on. The difference, of course, is that a skills taxonomy organizes people’s skills. Having an organizational skills taxonomy opens the door to being better able to address skills gaps both in the organization overall and in individual employees; understand the skills big picture when hiring new team members (e.g., what additional skills would we like in the new loan officer to fill out our organizational taxonomy?); and knowing how to build better cross-departmental teams, Sears explains. Skills-based talent strategy built on a skills taxonomy can help streamline people processes, saving both time and money. “So, you, the CEO, the CFO, … everybody within the credit union, understands what the objectives are, … the mission, the vision, … the objectives and anything that the people strategy can do to make that work better, or … make your resources go further,” she says. “You've got a team of people that want to move toward that objective.” In other words, focusing on skills helps to align the organization and move it toward its overall goals. Sears acknowledges that developing a skills taxonomy might seem overwhelming at first. But fortunately, talent development research has illuminated a set of common skills that your organization might have—or might want to have. So, it’s just a matter of finding out. And again, research has helped refine effective ways to dig in and find out, Sears says. Links for this show:<ul><li><a href="https://www.cumanagement.com/sites/default/files/2023-06/146%20Lesley%20TD%20Skills%20Taxonomy_otter_ai.pdf" rel="nofollow" target="_blank">Transcript</a></li><li><a href="http://www.cues.org/cuesconsulting" rel="nofollow" target="_blank">CUES Consulting</a></li><li><a href="https://www.cumanagement.com/author/lesley-sears" rel="nofollow" target="_blank">More content</a> from Sears, including her monthly <a href="https://www.cumanagement.com/search?search=%22purposeful+talent+development%3A%22" rel="nofollow" target="_blank">Purposeful Talent Development</a> blogs </li><li><a href="https://www.cues.org/professional-development-and-events/talentnext" rel="nofollow" target="_blank">TalentNEXT</a>, for HR, talent and people execs</li></ul>

Align and Streamline Your Organization Using a Skills Focus

A decade before CUES member Dana DeFilippis, CCE, became CEO of Merck, Sharp &amp; Dohme Federal Credit Union in Chalfont, Pennsylvania, she decided she wanted the job.Coming to credit unions from public accounting, DeFilippis prepared for the CEO role by adding leadership of the IT department to her duties as VP/finance of the $825 million institution, excelling at opportunities her CEO gave her to present to the board, attending CUES’ CEO Institute and earning her certified chief executive designation, and getting to know every part of the organization.Now CEO for two years, DeFilippis has leveraged the knowledge she gathered to help her use technology and teamwork to promote staff innovation and better serve members.“So, our ultimate goal is that we free up our employees’ time (from) doing mundane things, so that they can be more innovative; they can think about how things are being done and how do we, you know, continue to improve our processes, improve our products and services that we’re offering to our men members,” DeFilippis explains, noting that automating month-end close by implementing SkyStem’s ART month-end close system was one way that’s been done. “So yes, the ultimate goal is because we’re … pretty lean … to be able to really free up people's time so that they can be more innovative and think about ways to be more productive."CUES thanks SkyStem for sponsoring this show and for being a CUES Supplier member at the supporting level.The episode also gets into DeFilippis’ advice for aspiring CEOs, including strategies for learning; the benefits she got from attending CUES' CEO Institute; her deep-seated belief in teams with representation from across the organization; Merck, Sharp and Dohme FCU’s recent mobile banking implementation; and inspiration for taking on new challenges.Links for this show: Merck, Sharp &amp; Dohme Federal Credit UnionSkyStem and ART, its month-end close systemCUES’ CEO InstituteFive Signs It’s Time for Your Credit Union to Automate Month-End CloseWhy Every Credit Union Should Value and Optimize Flux AnalysisPodcast: Easing the Pain of Month-End CloseTranscript

A decade before CUES member Dana DeFilippis, CCE, became CEO of <a href="https://www.msdfcu.org/home" rel="nofollow" target="_blank">Merck, Sharp &amp; Dohme Federal Credit Union</a> in Chalfont, Pennsylvania, she decided she wanted the job. Coming to credit unions from public accounting, DeFilippis prepared for the CEO role by adding leadership of the IT department to her duties as VP/finance of the $825 million institution, excelling at opportunities her CEO gave her to present to the board, attending CUES’ CEO Institute and earning her certified chief executive designation, and getting to know every part of the organization. Now CEO for two years, DeFilippis has leveraged the knowledge she gathered to help her use technology and teamwork to promote staff innovation and better serve members. “So, our ultimate goal is that we free up our employees’ time (from) doing mundane things, so that they can be more innovative; they can think about how things are being done and how do we, you know, continue to improve our processes, improve our products and services that we’re offering to our men members,” DeFilippis explains, noting that automating month-end close by implementing <a href="https://skystem.com/art/" rel="nofollow" target="_blank">SkyStem’s ART</a> month-end close system was one way that’s been done. “So yes, the ultimate goal is because we’re … pretty lean … to be able to really free up people's time so that they can be more innovative and think about ways to be more productive." CUES thanks SkyStem for sponsoring this show and for being a <a href="https://www.cues.org/suppliers/supplier-memberships" rel="nofollow" target="_blank">CUES Supplier member</a> at the supporting level.The episode also gets into DeFilippis’ advice for aspiring CEOs, including strategies for learning; the benefits she got from attending CUES' <a href="https://hubs.la/Q01R5n_N0" rel="nofollow" target="_blank">CEO Institute</a>; her deep-seated belief in teams with representation from across the organization; Merck, Sharp and Dohme FCU’s recent mobile banking implementation; and inspiration for taking on new challenges. Links for this show:<ul><li> <a href="https://www.msdfcu.org/home" rel="nofollow" target="_blank">Merck, Sharp &amp; Dohme Federal Credit Union</a></li><li><a href="https://skystem.com/?source=CUESPodcastPage" rel="nofollow" target="_blank">SkyStem and ART</a>, its month-end close system</li><li>CUES’ <a href="https://hubs.la/Q01R5n_N0" rel="nofollow" target="_blank">CEO Institute</a></li><li><a href="https://www.cumanagement.com/blogs/2023/05/17/five-signs-its-time-your-credit-union-automate-month-end-close" rel="nofollow" target="_blank">Five Signs It’s Time for Your Credit Union to Automate Month-End Close</a></li><li><a href="https://www.cumanagement.com/blogs/2023/04/26/why-every-credit-union-should-value-and-optimize-flux-analysis" rel="nofollow" target="_blank">Why Every Credit Union Should Value and Optimize Flux Analysis</a></li><li>Podcast: <a href="https://www.cumanagement.com/podcasts/2022/09/easing-pain-month-end-close" rel="nofollow" target="_blank">Easing the Pain of Month-End Close</a></li><li><a href="https://www.cumanagement.com/sites/default/files/2023-05/Podcast_145_Dana_DeFilippis_SkyStem.pdf" rel="nofollow" target="_blank">Transcript</a></li></ul>

Becoming a CEO With a Vision for Technology and Teamwork

Tyler Leet takes credit union cybersecurity very seriously. For him, it’s not just a job. It’s a duty.“We have an obligation,” says Leet, director of risk and compliance services for the regulatory compliance group at CSI, Paducah, Kentucky, the sponsor of the latest episode of the CUES Podcast. “Businesses have an obligation, credit unions have an obligation to keep their members secure, their data secure, their money secure.”In this show, Leet shares his 20 years of experience in information security, risk and compliance by describing best practices in “going on offense” to defend your credit union and the data it generates against hackers. These best practices include knowing:The key differences between “vulnerability assessments” and “penetration testing” as well as between “compliance” and “security” The value of assessments and tests—and how to put each in contextHow to build a well-balanced cybersecurity programLeet urges credit unions to not be afraid of the results they might get from doing vulnerability assessments and penetration tests—even though it might be disappointing to find holes in your defenses against cyberattacks.“It’s a learning exercise,” he explains. “I mean you’re looking to improve. It's not about just making the document to make examiners happy. It’s: ‘What are we figuring out along the way? What insights are we gaining into our organization?’”Leet also reminds every listener that they contribute to overall organizational security, even if they’re not in IT:“You are an end user, whether you’re a teller or a loan officer or an executive,” he says. “You have access to systems, and you are a potential target. You are a potential avenue into that network and can make a mistake that could cost your organization. So, while you’re not expected to be a security expert, you can learn basics about good security hygiene and to avoid being one of the reasons your organization gets compromised.”Links for this show:CSIMore great content on cybersecurity from CU Management magazineTranscript

Tyler Leet takes credit union cybersecurity very seriously. For him, it’s not just a job. It’s a duty.“We have an obligation,” says Leet, director of risk and compliance services for the regulatory compliance group at <a href="http://www.csiweb.com/" rel="nofollow" target="_blank">CSI</a>, Paducah, Kentucky, the sponsor of the latest episode of the CUES Podcast. “Businesses have an obligation, credit unions have an obligation to keep their members secure, their data secure, their money secure.” In this show, Leet shares his 20 years of experience in information security, risk and compliance by describing best practices in “going on offense” to defend your credit union and the data it generates against hackers. These best practices include knowing:<ul><li>The key differences between “vulnerability assessments” and “penetration testing” as well as between “compliance” and “security” </li><li>The value of assessments and tests—and how to put each in context</li><li>How to build a well-balanced cybersecurity program</li></ul>Leet urges credit unions to not be afraid of the results they might get from doing vulnerability assessments and penetration tests—even though it might be disappointing to find holes in your defenses against cyberattacks.“It’s a learning exercise,” he explains. “I mean you’re looking to improve. It's not about just making the document to make examiners happy. It’s: ‘What are we figuring out along the way? What insights are we gaining into our organization?’”Leet also reminds every listener that they contribute to overall organizational security, even if they’re not in IT: “You are an end user, whether you’re a teller or a loan officer or an executive,” he says. “You have access to systems, and you are a potential target. You are a potential avenue into that network and can make a mistake that could cost your organization. So, while you’re not expected to be a security expert, you can learn basics about good security hygiene and to avoid being one of the reasons your organization gets compromised.” Links for this show:<ul><li><a href="http://www.csiweb.com/" rel="nofollow" target="_blank">CSI</a></li><li>More <a href="https://www.cumanagement.com/search?search=cybersecurity" rel="nofollow" target="_blank">great content on cybersecurity</a> from CU Management magazine</li><li><a href="https://www.cumanagement.com/sites/default/files/2023-05/Podcast%20144%20Tyler%20Leet%20CSI_otter_ai.pdf" rel="nofollow" target="_blank">Transcript</a></li></ul>

How to Build a Money- and Reputation-Saving Cyberdefense

The 17 Sustainable Development Goals of the United Nations are central to the corporate social responsibility program for $8 billion United Nations Federal Credit Union, New York.These goals such things as living wages, clean water, ending poverty and empowering women and girls, explains Yma Gordon in this episode of the CUES Podcast. Gordon is VP/Corporate Social Responsibility and Impact for UNFCU and the Executive Director of the UNFCU Foundation. “Credit unions are known to have purpose,” Gordon says. “And so for us, it's about really living that value to put people, planet and prosperity ahead of profit.”Gordon makes an important distinction between “CSR” and another common buzzword, “ESG”—or environmental, social, governance. To Gordon, CSR has to do with the work of delivering on the mission of its members—employees of the United Nations—to leave the world a better place. So that includes “our collective action, our policy, our investments,” work done both internally and externally.“Corporate social responsibility is an extension for us of our mission to serve the people who serve the world, and that we first of all hold up sustainability, for example, as a value,” she explains. “And so for us, that means really conducting business as a good corporate citizen. That's important to us.”In contrast, Gordon says, ESG is more about measuring the work of CSR. “It is how we see that our stakeholders can understand, rate and score our risk and value of the work … that we're doing in terms of CSR,” she says. “Increasing in our ESG journey makes total sense in terms of the (overall) journey that we're on.”The show also gets into:the history of UNFCU’s CSR programthe work of the UNFCU Foundationhow the United in Sustainability Network supports other credit unions in their effortsUNFCU’s sustainability-minded product offeringswhat’s next for UNFCU’s CSR workLinks for this show:TranscriptUnited Nations Sustainable Development GoalsUN Global Compact Action Manager (free assessment tool)United in Sustainability NetworkUnited in Sustainability SummitGet added to the United in Sustainability email list or ask a question about UIS United in Sustainability on LinkedInABCs of ESG whitepaper

The 17 <a href="https://sdgs.un.org/goals" rel="nofollow" target="_blank">Sustainable Development Goals</a> of the United Nations are central to the corporate social responsibility program for $8 billion United Nations Federal Credit Union, New York. These goals such things as living wages, clean water, ending poverty and empowering women and girls, explains Yma Gordon in this episode of the CUES Podcast. Gordon is VP/Corporate Social Responsibility and Impact for UNFCU and the Executive Director of the UNFCU Foundation.  “Credit unions are known to have purpose,” Gordon says. “And so for us, it's about really living that value to put people, planet and prosperity ahead of profit.” Gordon makes an important distinction between “CSR” and another common buzzword, “ESG”—or environmental, social, governance.  To Gordon, CSR has to do with the work of delivering on the mission of its members—employees of the United Nations—to leave the world a better place. So that includes “our collective action, our policy, our investments,” work done both internally and externally. “Corporate social responsibility is an extension for us of our mission to serve the people who serve the world, and that we first of all hold up sustainability, for example, as a value,” she explains. “And so for us, that means really conducting business as a good corporate citizen. That's important to us.” In contrast, Gordon says, ESG is more about measuring the work of CSR.  “It is how we see that our stakeholders can understand, rate and score our risk and value of the work … that we're doing in terms of CSR,” she says. “Increasing in our ESG journey makes total sense in terms of the (overall) journey that we're on.” The show also gets into: <ul><li>the history of UNFCU’s CSR program</li><li>the work of the UNFCU Foundation</li><li>how the United in Sustainability Network supports other credit unions in their efforts</li><li>UNFCU’s sustainability-minded product offerings</li><li>what’s next for UNFCU’s CSR work</li></ul>Links for this show: <ul><li><a href="https://www.cumanagement.com/media/7701" rel="nofollow" target="_blank">Transcript</a></li><li><a href="https://sdgs.un.org/goals" rel="nofollow" target="_blank">United Nations Sustainable Development Goals</a></li><li><a href="https://app.bimpactassessment.net/get-started/partner/ungc" rel="nofollow" target="_blank">UN Global Compact Action Manager</a> (free assessment tool)</li><li><a href="http://www.uisnetwork.org/" rel="nofollow" target="_blank">United in Sustainability Network</a></li><li><a href="https://www.uisnetwork.org/uis-summit/" rel="nofollow" target="_blank">United in Sustainability Summit</a></li><li><a href="http://info@uisnetwork.com/" rel="nofollow" target="_blank">Get added</a> to the United in Sustainability email list or <a href="http://info@uisnetwork.com/" rel="nofollow" target="_blank">ask a question about UIS</a> </li><li>United in Sustainability <a href="https://www.linkedin.com/groups/8988497/" rel="nofollow" target="_blank">on LinkedIn</a></li><li><a href="https://www.cumanagement.com/whitepapers/2022/09/abcs-esg" rel="nofollow" target="_blank">ABCs of ESG</a> whitepaper</li></ul>

Inspiration and Resources for Your Corporate Social Responsibility Program Launch

In this episode of the CUES Podcast, Alex Johnson underscores the idea that knowledge is power when it comes to credit unions' success in understanding and making decisions about fintech. The creator and author of the Fintech Takes newsletter, Johnson describes ways credit union leaders can track trends in fintech and even recommends several of his favorite fintech resources. In the show, Johnson also emphasizes the importance of credit unions staying strategic as they contemplate fintech and how to engage with it.“I think when you’re trying to decide … what’s hyped or overhyped or maybe not hyped up enough, … it needs to be done through the lens of … who are members or customers and what problems are we trying to solve for them? And how does this technology contribute to that goal?” he says.“We don’t have unlimited resources to throw at this stuff,” he adds. “We don’t have an unlimitedly large technology staff or sometimes any technology staff at all. We don’t have a huge budget for this stuff. And so you do have to pick your spots very carefully."In the show, Johnson uses P2P, digital account opening and chatbots like ChatGPT as examples of technology that might be super interesting to credit union leaders. And yet, he says, sorting out where to spend your time in fintech must be driven more by member needs than by a keen interest in any particular technology or a desire to keep up with a competitor.“If you ever find yourself making a decision around technology or fintech that is in any way motivated by a feeling of, ‘We’re missing out, oh, it’s embarrassing that we don’t have this and our peers do,’ that’s just a terrible motivation,” he says in the show. “And I would try almost to sort of train your brain to recognize that motivation because it’s very natural, and it creeps in that drives all of our decision-making all the time. But to the degree you can identify and sort of stamp out that motivation when making these decisions, I think that’ll help in focusing on the things that really are strategically the most important.”The show also gets intoFintech trends Johnson recommends credit unions follow most closelyThe value of looking to solve members problems in “financial services-adjacent” spacesWhether credit unions should be partnering with fintech companiesLinks for this showTranscriptFintech Takes by Alex JohnsonWhat 4 Wildly Optimistic Visions of P2P Tell Us About the Future of Moving MoneyCUESolutions provider Cornerstone Advisors‘ report, “What’s Going on in Banking?”Andreeson Horowitz fintech newsletterFintech Business Weekly podcast by Jason MikulaThis Week in Fintech newsletterCEO Institute: Fintech, prework due March 21, in-person event April 17-20 in New YorkCEO Dialogue, a place to get perspective on financial service-adjacent spaces

In this episode of the CUES Podcast, Alex Johnson underscores the idea that knowledge is power when it comes to credit unions' success in understanding and making decisions about fintech. The creator and author of the <a href="https://workweek.com/brand/fintech-takes/" rel="nofollow" target="_blank">Fintech Takes</a> newsletter, Johnson describes ways credit union leaders can track trends in fintech and even recommends several of his favorite fintech resources.  In the show, Johnson also emphasizes the importance of credit unions staying strategic as they contemplate fintech and how to engage with it. “I think when you’re trying to decide … what’s hyped or overhyped or maybe not hyped up enough, … it needs to be done through the lens of … who are members or customers and what problems are we trying to solve for them? And how does this technology contribute to that goal?” he says. “We don’t have unlimited resources to throw at this stuff,” he adds. “We don’t have an unlimitedly large technology staff or sometimes any technology staff at all. We don’t have a huge budget for this stuff. And so you do have to pick your spots very carefully." In the show, Johnson uses P2P, digital account opening and chatbots like ChatGPT as examples of technology that might be super interesting to credit union leaders. And yet, he says, sorting out where to spend your time in fintech must be driven more by member needs than by a keen interest in any particular technology or a desire to keep up with a competitor. “If you ever find yourself making a decision around technology or fintech that is in any way motivated by a feeling of, ‘We’re missing out, oh, it’s embarrassing that we don’t have this and our peers do,’ that’s just a terrible motivation,” he says in the show. “And I would try almost to sort of train your brain to recognize that motivation because it’s very natural, and it creeps in that drives all of our decision-making all the time. But to the degree you can identify and sort of stamp out that motivation when making these decisions, I think that’ll help in focusing on the things that really are strategically the most important.”The show also gets into<ul><li>Fintech trends Johnson recommends credit unions follow most closely</li><li>The value of looking to solve members problems in “financial services-adjacent” spaces</li><li>Whether credit unions should be partnering with fintech companies</li></ul>Links for this show<ul><li><a href="https://www.cumanagement.com/sites/default/files/2023-02/Podcast%20142%20Alex%20Johnson%20Fintech_otter_ai.pdf" rel="nofollow" target="_blank">Transcript</a></li><li><a href="https://workweek.com/brand/fintech-takes/" rel="nofollow" target="_blank">Fintech Takes</a> by Alex Johnson</li><li><a href="https://www.cumanagement.com/articles/2023/01/what-4-wildly-optimistic-visions-p2p-tell-us-about-future-moving-money" rel="nofollow" target="_blank">What 4 Wildly Optimistic Visions of P2P Tell Us About the Future of Moving Money</a></li><li>CUESolutions provider <a href="http://www.crnrstone.com/" rel="nofollow" target="_blank">Cornerstone Advisors</a>‘ report, “<a href="https://www.crnrstone.com/whats-going-on-in-banking-2023" rel="nofollow" target="_blank">What’s Going on in Banking?</a>”</li><li><a href="https://a16z.com/" rel="nofollow" target="_blank">Andreeson Horowitz fintech newsletter</a></li><li><a href="https://fintechbusinessweekly.substack.com/" rel="nofollow" target="_blank">Fintech Business Weekly</a> podcast by Jason Mikula</li><li><a href="https://www.thisweekinfintech.com/" rel="nofollow" target="_blank">This Week in Fintech</a> newsletter</li><li><a href="https://www.cues.org/professional-development-and-events/ceo-institute-fintech" rel="nofollow" target="_blank">CEO Institute: Fintech</a>, prework due March 21, in-person event April 17-20 in New York</li><li><a href="https://www.cues.org/professional-development-and-events/ceo-dialogue" rel="nofollow" target="_blank">CEO Dialogue</a>, a place to get perspective on financial service-adjacent spaces</li></ul>

With Fintech, Knowledge Is Power

This episode of the CUES Podcast covers the key connection between skilled and authentic leadership and management and organizational and employee well-being. “This is really what we need to focus on ... as leaders and as organizations,” says guest Laurie Maddalena, MBA, CSP, CPCC, CEO of Envision Excellence. “How do we support the well-being of our cultures and create cultures that cultivate well-being and also well-being for our employees in their personal lives? In the show, Maddalena offers these concrete steps to take: Audit your culture. Is what’s in practice what you say it should be? Assess the quality of the work of your leaders and managers. Are they modeling the behaviors you want to be part of your culture? (eg, Are they constantly connected?)  Know your business model. This will help you determine which ways you can offer flexible work and to which employees. Root out such traditional and unhealthy leadership practices. Micromanaging, not giving feedback, reprimanding rather than coaching, and not investing in an employee’s growth may have worked 30 years ago, but they don’t anymore, Maddalena says. Stop promoting people into managerial and leadership roles based on excellent technical skills and/or tenure. Also, prepare potential managers and leaders for managing and leading long before you promote them into such a role.Maddalena says making sure the right people are managing and leading “is a place that executives and CEOs can really shift your culture.”  “It doesn't happen overnight, obviously, and it's really a slow shift, but (you) can accelerate it if you make sure that you're evaluating your management quality,” Maddalena explains. “That is the biggest piece in my mind of creating a great culture, keeping your employees engaged, keeping your talent and creating this sense of well-being. “And all of these challenges and the complexities that come with leadership will become easier because you have people in place who ... really understand it at the fundamental level of why this is important,” she adds. The show also gets into: how to know which of your team members can develop into good leaders and managers whether leadership and management ability is innate or whether it can be taught The constant evolution of leadership Links for this episode:Laurie Maddalena has hosted CUES’ RealTalk! Programs Maddalena and her team have provided coaching for the CUES Emerge program Get Maddalena's Beware of Compare Reframing Tool  (free with registration)Find Maddalena on LinkedIn In the episode, Maddalena recommended all of Ryan Holiday's books, especially Courage Is Calling: Fortune Favors the Brave and Discipline Is DestinyCheck out a related CUES video: Level-Setting Expectations for Yourself and Others 

This episode of the CUES Podcast covers the key connection between skilled and authentic leadership and management and organizational and employee well-being. “This is really what we need to focus on ... as leaders and as organizations,” says guest Laurie Maddalena, MBA, CSP, CPCC, CEO of <a href="http://www.lauriemaddalena.com/" rel="nofollow" target="_blank">Envision Excellence</a>. “How do we support the well-being of our cultures and create cultures that cultivate well-being and also well-being for our employees in their personal lives?  In the show, Maddalena offers these concrete steps to take: <ul><li>Audit your culture. Is what’s in practice what you say it should be? </li><li>Assess the quality of the work of your leaders and managers. Are they modeling the behaviors you want to be part of your culture? (eg, Are they constantly connected?)  </li><li>Know your business model. This will help you determine which ways you can offer flexible work and to which employees. </li><li>Root out such traditional and unhealthy leadership practices. Micromanaging, not giving feedback, reprimanding rather than coaching, and not investing in an employee’s growth may have worked 30 years ago, but they don’t anymore, Maddalena says. </li><li>Stop promoting people into managerial and leadership roles based on excellent technical skills and/or tenure. Also, prepare potential managers and leaders for managing and leading long before you promote them into such a role.</li></ul>Maddalena says making sure the right people are managing and leading “is a place that executives and CEOs can really shift your culture.”   “It doesn't happen overnight, obviously, and it's really a slow shift, but (you) can accelerate it if you make sure that you're evaluating your management quality,” Maddalena explains. “That is the biggest piece in my mind of creating a great culture, keeping your employees engaged, keeping your talent and creating this sense of well-being.  “And all of these challenges and the complexities that come with leadership will become easier because you have people in place who ... really understand it at the fundamental level of why this is important,” she adds.  The show also gets into: <ul><li>how to know which of your team members can develop into good leaders and managers </li><li>whether leadership and management ability is innate or whether it can be taught </li><li>The constant evolution of leadership </li></ul>Links for this episode:<ul><li>Laurie Maddalena has hosted CUES’ <a href="https://www.cues.org/professional-development-and-events/realtalk" rel="nofollow" target="_blank">RealTalk!</a> Programs </li><li>Maddalena and her team have provided coaching for the <a href="http://www.cuesemerge.com/" rel="nofollow" target="_blank">CUES Emerge</a> program </li><li>Get Maddalena's <a href="https://mailchi.mp/envisionexcellence/bewareofcompare" rel="nofollow" target="_blank">Beware of Compare Reframing Tool</a>  (free with registration)</li><li>Find <a href="https://www.linkedin.com/in/lauriemaddalena/" rel="nofollow" target="_blank">Maddalena on LinkedIn</a> </li><li>In the episode, Maddalena recommended all of Ryan Holiday's books, especially <a href="https://bookshop.org/p/books/courage-is-calling-fortune-favors-the-brave-ryan-holiday/16979613?ean=9780593191675" rel="nofollow" target="_blank">Courage Is Calling: Fortune Favors the Brave</a> and <a href="https://bookshop.org/p/books/discipline-is-destiny-the-power-of-self-control-ryan-holiday/17919503?ean=9780593191699" rel="nofollow" target="_blank">Discipline Is Destiny</a></li><li>Check out a related CUES video: <a href="https://www.cumanagement.com/videos/2022/11/level-setting-expectations-yourself-and-others" rel="nofollow" target="_blank">Level-Setting Expectations for Yourself and Others</a> </li></ul>

The Connection Between Culture and Well-Being

Bruce Bauer understands how credit unions sometimes push establishing a charitable donation account down on their list of priorities. But Bauer, an executive benefits specialist with CUESolutions provider Cuna Mutual Group, rather wishes they wouldn’t. In this episode, Bauer explains that credit unions that have charitable donation accounts can get additional revenue from the same budget line item for their philanthropy. That’s because CDAs allow them more investment flexibility (and potentially more return) both on the dollars they plan to donate plus a specific amount of additional funds.In the show, Bauer details the rules and regulations the National Credit Union Administration has in place to govern credit unions’ use of CDAs. He also talks about some cool successes in charitable giving that have been facilitated by the use of one of these accounts. In all, Bauer thinks using a charitable donation account is something every credit union should at least consider, as it can set them up for a triple win—to “help charities in their communities, help the credit union brand and help credit unions dominate the community banking space.” Links for this episode: TranscriptHow to Make Charitable Donation Dollars Work Harder by Cuna Mutual Group Charitable donation accounts through Cuna Mutual Group CUES Symposium 

Bruce Bauer understands how credit unions sometimes push establishing a charitable donation account down on their list of priorities. But Bauer, an executive benefits specialist with CUESolutions provider <a href="http://www.cunamutual.com/" rel="nofollow" target="_blank">Cuna Mutual Group</a>, rather wishes they wouldn’t. In this episode, Bauer explains that credit unions that have charitable donation accounts can get additional revenue from the same budget line item for their philanthropy. That’s because CDAs allow them more investment flexibility (and potentially more return) both on the dollars they plan to donate plus a specific amount of additional funds. In the show, Bauer details the rules and regulations the National Credit Union Administration has in place to govern credit unions’ use of CDAs. He also talks about some cool successes in charitable giving that have been facilitated by the use of one of these accounts.  In all, Bauer thinks using a charitable donation account is something every credit union should at least consider, as it can set them up for a triple win—to “help charities in their communities, help the credit union brand and help credit unions dominate the community banking space.” Links for this episode: <ul><li><a href="https://www.cumanagement.com/sites/default/files/2023-01/Trancript%20140%20Bruce%20Bauer%20Charitable%20Donation%20Accounts_otter_ai.pdf" rel="nofollow" target="_blank">Transcript</a></li><li><a href="https://www.cumanagement.com/blogs/2019/09/25/how-make-charitable-donation-dollars-work-harder" rel="nofollow" target="_blank">How to Make Charitable Donation Dollars Work Harder</a> by Cuna Mutual Group </li><li><a href="https://www.cunamutual.com/products/executive-benefits/charitable-donation-account" rel="nofollow" target="_blank">Charitable donation accounts</a> through Cuna Mutual Group </li><li><a href="http://www.cues.org/symposium" rel="nofollow" target="_blank">CUES Symposium</a> </li></ul>

Help Your CU's Favorite Charities, Brand and Bottom Line

CUES member Jeff Disterhoft became passionate about advancing diversity, equity and inclusion after his son took a class about race at the University of Iowa and started asking his dad questions about DEI.“A few things became clear over the course of the semester,” Disterhoft says in the show. “One, I didn't have it all figured out in terms of the systemic oppression of people of color in our country for hundreds of years. Two, I had a lot of unconscious biases that had not been properly addressed. And three, I could do more as an individual, and I felt like GreenState could do more as an organization.”DIsterhoft is president/CEO of $11 billion GreenState Credit Union, North Liberty, Iowa, the recipient of CUES’ 2022 DEI: Catalyst for Change Award.With its CEO and board both passionate about DEI, GreenState CU launched last year a 10-year initiative to help close Iowa's racial homeownership gap, which ranks sixth largest in the nation. The goal is to fund more than a billion dollars in mortgage loans to people of color in the communities GreenState CU serves. The CU also has committed 10% of its assets over the next decade to support home lending to people of color in the state of Iowa.“To date, we're about $275 million in not quite the first two years and so we're in a good spot today,” Disterhoft says. “But I don't want to just rest on those laurels. We're actually encouraging other credit unions, at least right now anyway, in the state of Iowa, to join us in that effort."GreenState CU established its emergent bilingual strategy back in 2020. The goal at that time was to address financial disparities and earn the trust of bilingual communities.“Taking better care of the Latino community is, I think one of those rare intersections where doing right also intersects with doing  good business,” Disterhoft says. “In other words, it's, it's right for those communities that may have been historically marginalized. But those are also growing communities, and so that's good for our business.”Listen to the episode for the full story about why Disterhoft is passionate about DEI, plus more details of his credit union’s programs and his advice for other credit unions on their DEI journeys.Links for this episode:TranscriptCUES awardsDiversity, Equity, and Inclusion Cornell Certificate ProgramDEI content on CUmanagement.comCUES DEI Resource Center

CUES member Jeff Disterhoft became passionate about advancing diversity, equity and inclusion after his son took a class about race at the University of Iowa and started asking his dad questions about DEI. “A few things became clear over the course of the semester,” Disterhoft says in the show. “One, I didn't have it all figured out in terms of the systemic oppression of people of color in our country for hundreds of years. Two, I had a lot of unconscious biases that had not been properly addressed. And three, I could do more as an individual, and I felt like GreenState could do more as an organization.” DIsterhoft is president/CEO of $11 billion <a href="https://www.greenstate.org/" rel="nofollow" target="_blank">GreenState Credit Union</a>, North Liberty, Iowa, the recipient of CUES’ 2022 <a href="https://www.cues.org/awards-recognition/dei-catalyst-change" rel="nofollow" target="_blank">DEI: Catalyst for Change Award</a>. With its CEO and board both passionate about DEI, GreenState CU launched last year a 10-year initiative to help close Iowa's racial homeownership gap, which ranks sixth largest in the nation. The goal is to fund more than a billion dollars in mortgage loans to people of color in the communities GreenState CU serves. The CU also has committed 10% of its assets over the next decade to support home lending to people of color in the state of Iowa. “To date, we're about $275 million in not quite the first two years and so we're in a good spot today,” Disterhoft says. “But I don't want to just rest on those laurels. We're actually encouraging other credit unions, at least right now anyway, in the state of Iowa, to join us in that effort." GreenState CU established its emergent bilingual strategy back in 2020. The goal at that time was to address financial disparities and earn the trust of bilingual communities. “Taking better care of the Latino community is, I think one of those rare intersections where doing right also intersects with doing  good business,” Disterhoft says. “In other words, it's, it's right for those communities that may have been historically marginalized. But those are also growing communities, and so that's good for our business.” Listen to the episode for the full story about why Disterhoft is passionate about DEI, plus more details of his credit union’s programs and his advice for other credit unions on their DEI journeys.Links for this episode:<ul><li><a href="https://www.cumanagement.com/sites/default/files/2022-12/Podcast%20Transcript%20139%20Jeff%20Disterhoft%20DEI_otter_ai.pdf" rel="nofollow" target="_blank">Transcript</a></li><li><a href="https://www.cues.org/awards-recognition" rel="nofollow" target="_blank">CUES awards</a></li><li><a href="https://www.cues.org/professional-development-and-events/diversity-equity-and-inclusion-cornell-certificate-program" rel="nofollow" target="_blank">Diversity, Equity, and Inclusion Cornell Certificate Program</a></li><li><a href="https://www.cumanagement.com/diversity-equity-and-inclusion" rel="nofollow" target="_blank">DEI content on CUmanagement.com</a></li><li><a href="http://cues.org/professional-development-and-events/dei-resource-center" rel="nofollow" target="_blank">CUES DEI Resource Center</a></li></ul>

Committed to Closing Racial and Language Gaps

Welcome to the CUES Podcast! Credit Union Executives Society supports this interview-format show that features credit union industry leaders and cross-industry experts discussing their perspectives on credit union topics and trends relevant to you. The show is hosted by Lisa Hochgraf, senior editor, and Tony Covington, VP/business development with TalentED, powered by CUES. We explore topics like leadership, strategy, organizational culture, member experience, marketing, mentoring, innovation, governance, cybersecurity and more. Check out our rich content website at www.cumanagement.com. In addition to this podcast directory, you can connect listen to the show at www.cumanagement.com/podcasts. Not a CUES member? Learn more and sign up at https://www.cues.org/membership.

Welcome to the CUES Podcast! Credit Union Executives Society supports this interview-format show that features credit union industry leaders and cross-industry experts discussing their perspectives on credit union topics and trends relevant to you. The show is hosted by Lisa Hochgraf, senior editor, and Tony Covington, VP/business development with TalentED, powered by CUES. We explore topics like leadership, strategy, organizational culture, member experience, marketing, mentoring, innovation, governance, cybersecurity and more. Check out our rich content website at <a href="http://www.cumanagement.com" rel="nofollow" target="_blank">www.cumanagement.com</a>. In addition to this podcast directory, you can connect listen to the show at <a href="http://www.cumanagement.com/podcasts" rel="nofollow" target="_blank">www.cumanagement.com/podcasts</a>. Not a CUES member? Learn more and sign up at <a href="https://www.cues.org/membership" rel="nofollow" target="_blank">https://www.cues.org/membership</a>.

CUES Podcast

Jen Kuhn

Jen Kuhn, CEO of Servistar Consulting, Franklin, Tennessee, describes how the good behavior of leaders and managers is key to employee engagement, which in turn is key to the success of credit unions. In this episode, she describes leadership behaviors that promote engagement—and those that promote disengagement. 

Jen Kuhn, CEO of <a href="http://www.servistarconsulting.com/ " rel="nofollow" target="_blank">Servistar Consulting</a>, Franklin, Tennessee, describes how the good behavior of leaders and managers is key to employee engagement, which in turn is key to the success of credit unions. In this episode, she describes leadership behaviors that promote engagement—and those that promote disengagement.

CUES 68: Leadership Behaviors That Engage Employees in Living Your Credit Union’s Mission, An Interview with Jen Kuhn

Ancin Cooley

In this episode, we will discuss why credit unions should develop risk appetite statements, what are the risks and benefits, and what is needed to implement them at your credit union. Cooley is principal at Synergy Credit Union Consulting, Inc.

CUES 29: Risk Appetite, an interview with Ancin Cooley

Ben Stangland

Thinking of opening a new branch? Join us as Ben Stangland, principal and vice president of operations at Weber Marketing Group, examines the process, identifies where to start and how to create and utilize a toolkit for leadership.

CUES 9: Data Mining, Segmentation and Branching, an Interview with Ben Stangland

Mike Neill

Join us as we discuss the critical drivers of member experience, how to excel and identify areas of improvement. Neill is the president and founder of Michael Neill &amp; Associates, Inc. and creator of ServiStar as well as one of the instructors at the CUES School of Member Experience.

CUES 21: Member Experience, an Interview with Mike Neill

Jim Stickley

Join us as we identify the areas of biggest risk for cybersecurity attacks; assess the role of credit union directors in relation to fraud and cybersecurity; and discuss what steps you can take to reduce the risk of threats. Our guest is the is CEO of Stickley on Security.

CUES 13: Cybersecurity, an Interview with Jim Stickley

Beta Mannix

Creativity is a skill that can be taught, asserts Beta Mannix, Ph.D., in the latest episode of the CUES Podcast.“There are techniques that we can use to teach people how to be more creative,” explains Mannix, Ann Whitney Olin professor of management at Cornell University, Ithaca, New York, and a lead faculty member for CEO Institute II. For example, teaching team members how to do “structured brainstorming” can help foster creativity.Overall company culture also plays a role in team creativity, Mannix emphasizes. More specifically, to promote creativity, a company’s culture needs to embrace generating lots of possibilities rather than finding that one right answer.In addition, supporting innovation supports creativity. In the episode, Mannix defines both creativity and innovation and explains the link between them. The simplest way to define creativity is as generating the idea itself, she says. “As an example, [think of] the first person who came up with the drive-up window or the ATM. That person was creative.” Innovation, she continues, the implementation of that creative idea.“So, when people come up with new and creative ideas,” she continues, “it’s important to actually be willing to implement or experiment with them. We have to be willing to have both things happening—creativity and innovation at the same time.”Not surprisingly, to foster creativity, it has to be recognized by team members as a priority in the organization. That means that as leaders, “we have to make time for it,” Mannix says in the show. “We have to reward it and recognize it.” The show also gets into:Companies that do a good job of fostering creativityThe best model for creativityThe link between creativity and strategyOther factors that support creativity, such as the physical environment

Creativity is a skill that can be taught, asserts Beta Mannix, Ph.D., in the latest episode of the CUES Podcast.“There are techniques that we can use to teach people how to be more creative,” explains Mannix, Ann Whitney Olin professor of management at Cornell University, Ithaca, New York, and a lead faculty member for <a href="https://www.cues.org/professional-development-and-events/ceo-institute-ii-organizational-effectiveness" rel="nofollow" target="_blank">CEO Institute II</a>. For example, teaching team members how to do “structured brainstorming” can help foster creativity.Overall company culture also plays a role in team creativity, Mannix emphasizes. More specifically, to promote creativity, a company’s culture needs to embrace generating lots of possibilities rather than finding that one right answer.In addition, supporting innovation supports creativity. In the episode, Mannix defines both creativity and innovation and explains the link between them. The simplest way to define creativity is as generating the idea itself, she says. “As an example, [think of] the first person who came up with the drive-up window or the ATM. That person was creative.” Innovation, she continues, the implementation of that creative idea.“So, when people come up with new and creative ideas,” she continues, “it’s important to actually be willing to implement or experiment with them. We have to be willing to have both things happening—creativity and innovation at the same time.”Not surprisingly, to foster creativity, it has to be recognized by team members as a priority in the organization. That means that as leaders, “we have to make time for it,” Mannix says in the show. “We have to reward it and recognize it.” The show also gets into:<ul><li>Companies that do a good job of fostering creativity</li><li>The best model for creativity</li><li>The link between creativity and strategy</li><li>Other factors that support creativity, such as the physical environment</li></ul>

CUES Podcast 83: How Leaders Can Foster Creativity—an Interview With Beta Mannix, Ph.D.

Michael Becher

In this episode, we will discuss the purpose of salary surveys, trends in credit union executive compensation, and how to obtain and best use survey results. Becher is vice president of Industry Insights, Inc.

CUES 31: Executive Compensation Survey, an interview with Michael Becher

Richard Powers

In this episode we will identify the factors that may breakdown decision making by the board, the maintaining of ethics and the role they play in CEO compensation planning. Powers is lead instructor for the CUES Governance Leadership Institute.

CUES 16 : Empowering Ethical Board Decisions, an Interview with Richard Powers

Anthony Burnett

Amy Herbig

James Robert Lay

The lead faculty of the 2019 CUES School of Strategic Marketing joined the CUES Podcast recently to discuss marketing through the lens of their specialties. In this episode, Amy Herbig, Anthony Burnett and James Robert Lay talk about everything from paper brochures to physical branches to digital delivery. They respond to host James Lenz’s “outrageous” statements; offer up best practices grounded in many years of experience; and give a preview of what they’ll cover during the school, slated for July 15-18 in Cleveland. Herbig is CEO of The BA Group; Burnett is customer experience director with Level5; and James Robert Lay is founder/CEO of the Digital Growth Institute. To pique your interest for listening to the full show, here is an excerpt of the discussion surrounding the first exaggerated statement: “Transformation at credit unions is only possible through technology delivery.” Listen to episode 69 to hear the rest.Herbig says that for a CU to successfully transform, it must have technology delivery capabilities. In working with credit unions of all sizes, she has found many that are struggling to get a handle on their technology.“Credit unions have to always remember their members have the option to bank not just elsewhere, but pretty much anywhere they want these days,” she says. “If we cannot leverage the loyalty in those relationships from a data standpoint, … we will be even more significantly behind other financial institutions who are stealing our members away.”Burnett responds next. “Right up there at the top is that convenience of a digital channels,” he notes. “You just can’t put branches … in every location. There’s a scalability in digital that you just can’t get with the branch … . There’s also a big business case around mobile transaction cost,” 10 cents per digital transaction versus $4 every time a member comes to the branch. Lay says technology is only a part of the entire digital transformation equation when used correctly and in proper context within the consumer buying journey. “I believe technology should be one of the last things we talk about when discussing digital transformation because it’s so easy to get lost and overwhelmed and lose sight of where we’re going with all of this technology talk. … what good is the latest tech when we lack the most important element of digital transformation—and that is a digital growth mindset?”And that’s just the first bit of this awesome show. Tune in to hear more, including:The three guests’ responses to Lenz’s two other outrageous statements: “Credit unions should never print another paper brochure” and “Credit union marketers will never be able to truly measure the results of their efforts.Each guest’s reflection on a best practice that they’ve seen borne out in their work with credit unions. The guests’ one-minute run-down of what will be covered in the sessions at School of Strategic Marketing. LinksCUES School of Strategic MarketingThe CUES PodcastCUES’ CU Management magazineAmy Herbig, The BA Group and search for “thebagroup” on social mediaAnthony Burnett, Level5 and search for “level5” and “anthony burnett” on social mediaJames Robert Lay, Digital Growth Institute

The lead faculty of the 2019 <a href="https://www.cues.org/professional-development/training-education/schools/school-of-strategic-marketing-i" rel="nofollow" target="_blank">CUES School of Strategic Marketing</a> joined the CUES Podcast recently to discuss marketing through the lens of their specialties. In this episode, Amy Herbig, Anthony Burnett and James Robert Lay talk about everything from paper brochures to physical branches to digital delivery. They respond to host James Lenz’s “outrageous” statements; offer up best practices grounded in many years of experience; and give a preview of what they’ll cover during the school, slated for July 15-18 in Cleveland. Herbig is CEO of <a href="http://www.thebagroup.com/" rel="nofollow" target="_blank">The BA Group</a>; Burnett is customer experience director with <a href="http://www.level5.com/" rel="nofollow" target="_blank">Level5</a>; and James Robert Lay is founder/CEO of the <a href="http://www.digitalgrowth.com/" rel="nofollow" target="_blank">Digital Growth Institute</a>. To pique your interest for listening to the full show, here is an excerpt of the discussion surrounding the first exaggerated statement: “Transformation at credit unions is only possible through technology delivery.” Listen to episode 69 to hear the rest.Herbig says that for a CU to successfully transform, it must have technology delivery capabilities. In working with credit unions of all sizes, she has found many that are struggling to get a handle on their technology.“Credit unions have to always remember their members have the option to bank not just elsewhere, but pretty much anywhere they want these days,” she says. “If we cannot leverage the loyalty in those relationships from a data standpoint, … we will be even more significantly behind other financial institutions who are stealing our members away.”Burnett responds next. “Right up there at the top is that convenience of a digital channels,” he notes. “You just can’t put branches … in every location. There’s a scalability in digital that you just can’t get with the branch … . There’s also a big business case around mobile transaction cost,” 10 cents per digital transaction versus $4 every time a member comes to the branch. Lay says technology is only a part of the entire digital transformation equation when used correctly and in proper context within the consumer buying journey. “I believe technology should be one of the last things we talk about when discussing digital transformation because it’s so easy to get lost and overwhelmed and lose sight of where we’re going with all of this technology talk. … what good is the latest tech when we lack the most important element of digital transformation—and that is a digital growth mindset?”And that’s just the first bit of this awesome show. Tune in to hear more, including:<ul><li>The three guests’ responses to Lenz’s two other outrageous statements: “Credit unions should never print another paper brochure” and “Credit union marketers will never be able to truly measure the results of their efforts.</li><li>Each guest’s reflection on a best practice that they’ve seen borne out in their work with credit unions. </li><li>The guests’ one-minute run-down of what will be covered in the sessions at School of Strategic Marketing. </li></ul>Links<ul><li><a href="https://www.cues.org/professional-development/training-education/schools/school-of-strategic-marketing-i?page=overview" rel="nofollow" target="_blank">CUES School of Strategic Marketing</a></li><li>The <a href="http://www.cumanagement.com/podcasts" rel="nofollow" target="_blank">CUES Podcast</a></li><li>CUES’ <a href="http://www.cumanagement.com/" rel="nofollow" target="_blank">CU Management</a> magazine</li><li>Amy Herbig, <a href="http://www.thebagroup.com/" rel="nofollow" target="_blank">The BA Group</a> and search for “thebagroup” on social media</li><li>Anthony Burnett, <a href="http://www.level5.com/" rel="nofollow" target="_blank">Level5</a> and search for “level5” and “anthony burnett” on social media</li><li>James Robert Lay, <a href="http://www.digitalgrowth.com/" rel="nofollow" target="_blank">Digital Growth Institute</a></li></ul>

CUES 69: Marketing Tactics and Strategies From Three Experts’ Perspectives, An Interview With Amy Herbig, Anthony Burnett and James Robert Lay

Matt Fullbrook

Join us as we discuss the roles and responsibilities of credit union boards today, compensation for the board and the risks and benefits they face. Fullbrook is the manager of the Clarkson Centre for Board Effectiveness at the Joseph L. Rotman School of Management, University of Toronto and faculty member at CUES Governance Leadership Institute™.

CUES 24: Board Compensation, an interview with Matt Fullbrook

Robert Dudacek

Michael Brooks

As new generations continue to mature into the financial services marketplace, the demand for a digital-first customer experience has risen to the forefront. But there is still room at the table for direct mail. One of our guests—Robert Dudacek, president/CEO of CUES Supplier member Franklin Madison based in Franklin, Tennessee—elaborates early on about the top reason credit unions should use direct mail.“When you think about physical mail, it creates a type of engagement that is uniquely different than what a member would experience through digital,” he says. “It’s something that’s tangible. It’s tactile. It’s something they can hold. … It’s just such a great way to reinforce that brand loyalty. They see the logo in a form that they can recognize. I think a high percentage of members actually read their mail every day compared to email.Dudacek says good direct mail has some key features: It’s personalized and relevant to the recipient. It’s got brand affinity and respects the recipient as a member of that brand’s affinity group. It also gets right to the point.Michael Brooks adds that, as a professional in this arena, he appreciates direct mail that follows up with a digital. Brooks is senior market strategy analyst for Franklin Madison, which builds member security by delivering industry-leading insurance products and marketing services through its brand partners—and is the sponsor of this show.“If I see something come through my front door … tailored to me … then they also follow up that messaging with something that … is consistent with that messaging in the digital space, I appreciate that.”Another reason the show identifies for using direct mail is that people of all ages read it. “We send out millions of pieces of mail each month,” Dudacek explains, “and have very sophisticated analytics … so we know not only who we’ve been able to send mail out to but who responds. … when we look at the data, we don’t see big difference in engagement across the age ranges and the demographics. … about two-thirds of all of all direct mail is opened and that’s across all segments … millennials tend to have about the same rate as other generations do. … We found that 84% of millennials look through their mail on a regular basis … and 64% actually prefer physical mail to digital.”The show also gets into:How direct mail and other channels can work togetherFour key elements of successful direct mail that brings a return on your investmentSuggestions for credit unions starting out in direct mailDirect mail in 2020 and beyond

As new generations continue to mature into the financial services marketplace, the demand for a digital-first customer experience has risen to the forefront. But there is still room at the table for direct mail. One of our guests—Robert Dudacek, president/CEO of CUES Supplier member Franklin Madison based in Franklin, Tennessee—elaborates early on about the top reason credit unions should use direct mail.“When you think about physical mail, it creates a type of engagement that is uniquely different than what a member would experience through digital,” he says. “It’s something that’s tangible. It’s tactile. It’s something they can hold. … It’s just such a great way to reinforce that brand loyalty. They see the logo in a form that they can recognize. I think a high percentage of members actually read their mail every day compared to email.Dudacek says good direct mail has some key features: It’s personalized and relevant to the recipient. It’s got brand affinity and respects the recipient as a member of that brand’s affinity group. It also gets right to the point.Michael Brooks adds that, as a professional in this arena, he appreciates direct mail that follows up with a digital. Brooks is senior market strategy analyst for Franklin Madison, which builds member security by delivering industry-leading insurance products and marketing services through its brand partners—and is the sponsor of this show.“If I see something come through my front door … tailored to me … then they also follow up that messaging with something that … is consistent with that messaging in the digital space, I appreciate that.”Another reason the show identifies for using direct mail is that people of all ages read it. “We send out millions of pieces of mail each month,” Dudacek explains, “and have very sophisticated analytics … so we know not only who we’ve been able to send mail out to but who responds. … when we look at the data, we don’t see big difference in engagement across the age ranges and the demographics. … about two-thirds of all of all direct mail is opened and that’s across all segments … millennials tend to have about the same rate as other generations do. … We found that 84% of millennials look through their mail on a regular basis … and 64% actually prefer physical mail to digital.”The show also gets into:<ul><li>How direct mail and other channels can work together</li><li>Four key elements of successful direct mail that brings a return on your investment</li><li>Suggestions for credit unions starting out in direct mail</li><li>Direct mail in 2020 and beyond</li></ul>

CUES Podcast 82: Direct Mail Success Tips for 2020 and Beyond—an Interview With Robert Dudacek and Michael Brooks

Susan Fowler

Almost 40 years ago, Susan Fowler saw something on TV that made her become a vegetarian overnight. This was significant, because at the time Fowler loved meat and had a pot of fat on her stove because “everything tasted better with animal fat.”After her switch, people would say to her, “You are so disciplined about being vegetarian.” But Fowler said becoming and staying vegetarian didn’t require any discipline at all. “I thought, ‘Why is that?’” she says in episode 81 of the CUES Podcast. “There were other things in my life that I couldn’t change that I wanted to change. I realized that motivation is at the heart of everything we do and don’t do but wish we did. I went on a quest for understanding motivation.”Today Fowler, who will speak at CUES Symposium: A CEO/Chairman Exchange, Feb. 9-13, 2020, in Hawaii, is a world-renowned expert in the science of motivation. She’s the author of the best-selling book, Why Motivating People Doesn’t Work and What Does, and most recently released Master Your Motivation: Three Scientific Truths for Achieving Your Goals. She’s also co-author with Ken Blanchard of Self Leadership and One-Minute Manager. During the episode, Fowler explains why she thinks motivation is a skill. She describes how leaders can help their teams find their own motivational outlooks during change initiatives or projects. And, she defines the spectrum of motivation outlooks, from three that are suboptimal to three that are better.On the optimal side of the spectrum is the “aligned motivational outlook”—a key one for organizations because it involves helping employees connect their own values to the goals they’re being asked to achieve at work or the changes they’re being asked to implement.“People can align really important values that they have, not just the values of the organization, to the changes that are taking place or the goals they’re being asked to achieve,” Fowler explains in the show. “Leaders can facilitate that understanding by having values conversations with people. Most credit unions have values (that they put on plaques or cards). But then they stop there and don’t ask the individuals working in the credit union, “What are your values?” “How do your values align to our values?” and “How do your values align to what we’re asking you to do?”The show also gets into:How leaders can facilitate a shift to optimal motivationThe integrated motivational outlook and the inherent motivational outlooksHow transformational leadership makes the difference in connecting employees’ values with organizational valuesHow to have motivation conversationsThe importance to motivation of recognizing you have choicesThe importance to motivation of connections with other peopleThe importance to motivation of being open to learning

Almost 40 years ago, Susan Fowler saw something on TV that made her become a vegetarian overnight. This was significant, because at the time Fowler loved meat and had a pot of fat on her stove because “everything tasted better with animal fat.”After her switch, people would say to her, “You are so disciplined about being vegetarian.” But Fowler said becoming and staying vegetarian didn’t require any discipline at all. “I thought, ‘Why is that?’” she says in episode 81 of the CUES Podcast. “There were other things in my life that I couldn’t change that I wanted to change. I realized that motivation is at the heart of everything we do and don’t do but wish we did. I went on a quest for understanding motivation.”Today Fowler, who will speak at <a href="https://www.cues.org/professional-development-and-events/cues-symposium" rel="nofollow" target="_blank">CUES Symposium: A CEO/Chairman Exchange</a>, Feb. 9-13, 2020, in Hawaii, is a world-renowned expert in the science of motivation. She’s the author of the best-selling book, <a href="https://www.amazon.com/Motivating-People-Doesnt-Work-What/dp/1626569452" rel="nofollow" target="_blank">Why Motivating People Doesn’t Work and What Does</a>, and most recently released <a href="https://www.amazon.com/Master-Your-Motivation-Scientific-Achieving/dp/1523098627" rel="nofollow" target="_blank">Master Your Motivation: Three Scientific Truths for Achieving Your Goals</a>. She’s also co-author with Ken Blanchard of Self Leadership and One-Minute Manager. During the episode, Fowler explains why she thinks motivation is a skill. She describes how leaders can help their teams find their own motivational outlooks during change initiatives or projects. And, she defines the spectrum of motivation outlooks, from three that are suboptimal to three that are better.On the optimal side of the spectrum is the “aligned motivational outlook”—a key one for organizations because it involves helping employees connect their own values to the goals they’re being asked to achieve at work or the changes they’re being asked to implement.“People can align really important values that they have, not just the values of the organization, to the changes that are taking place or the goals they’re being asked to achieve,” Fowler explains in the show. “Leaders can facilitate that understanding by having values conversations with people. Most credit unions have values (that they put on plaques or cards). But then they stop there and don’t ask the individuals working in the credit union, “What are your values?” “How do your values align to our values?” and “How do your values align to what we’re asking you to do?”The show also gets into:<ul><li>How leaders can facilitate a shift to optimal motivation</li><li>The integrated motivational outlook and the inherent motivational outlooks</li><li>How transformational leadership makes the difference in connecting employees’ values with organizational values</li><li>How to have motivation conversations</li><li>The importance to motivation of recognizing you have choices</li><li>The importance to motivation of connections with other people</li><li>The importance to motivation of being open to learning</li></ul>

CUES Podcast 81: The Value of Having ‘Motivation Conversations’ With Employees and Yourself—an Interview With Susan Fowler

John Mathes

In this episode, we will identify your return on marketing efforts, defining brand, and the driving forces behind branding. Mathes is the director of brand strategy for Weber Marketing Group and serves as one of the faculty members at the CUES School of Strategic Marketing.

CUES 25: Brand Strategy, an interview with John Mathes

Tony Kirschner

In this episode, we will discuss the different types of search firms and how they work, the various roles that executive search firms play, and the advantages and disadvantages they offer. Kirschner is partner at Davies Park Executive Search, a leading Canadian executive search firm with offices in Vancouver, Edmonton, Calgary, and Toronto.

CUES 32: Recruiting Leadership, an interview with Tony Kirschner

Huggy Rao

In this episode, we’ll define and explore scaling up excellence, the most common mistakes organizations make in scaling and get an insider take on the Strategic Innovation Institute. Rao is Atholl McBean professor of organizational behavior and human resources, director of the managing talent for Strategic Advantage Executive Program and the co-director of the Customer-Focused Innovation Executive Program.

CUES 22: CUES' Strategic Innovation Institute, an interview with Huggy Rao

In this show, Kathleen O’Connor, Ph.D., defines what employee engagement really means. An associate professor of management at the S.C. Johnson Graduate School of Management at Cornell University and a visiting faculty member at London Business School, O’Connor also defines a framework for how to think about engagement. She explains why engagement is worth pursuing and ways credit union leaders can boost engagement among their team members. O’Connor will present a related session at CUES Symposium: A CEO/Chairman Exchange, Jan. 27-31 in the Bahamas.  

In this show,<a href="http://kathleenoconnor.co.uk/" rel="nofollow" target="_blank"> Kathleen O’Connor, Ph.D</a>., defines what employee engagement really means. An associate professor of management at the S.C. Johnson Graduate School of Management at Cornell University and a visiting faculty member at London Business School, O’Connor also defines a framework for how to think about engagement. She explains why engagement is worth pursuing and ways credit union leaders can boost engagement among their team members. O’Connor will present a related session at <a href="https://www.cues.org/professional-development/training-education/conferences/symposium" rel="nofollow" target="_blank">CUES Symposium: A CEO/Chairman Exchange</a>, Jan. 27-31 in the Bahamas.

CUES 65: Leading an Engaged and Inclusive Credit Union: An Interview With Kathleen O’Connor

Jeff Fromm

In this episode, we will discover the importance of engagement across generations, knowledge of the consumer, and securing millennial loyalty. Jeff is president of FutureCast, author and Forbes contributor and featured speaker at CUES Execu/Net, August 19-22, Sedona, AZ.

CUES 58: Generational Studies, an Interview with Jeff Fromm

Brian Scott

To use analytics to create an exceptional member experience, credit unions need to know the potential impact of using descriptive, predictive and prescriptive data. SVP/Sales and Solutions Consulting for CUES Supplier member PSCU, Brian Scott talks in this episode about how data forms the foundation of the member experience —and can guide CUs on their next steps in using data to help members.

To use analytics to create an exceptional member experience, credit unions need to know the potential impact of using descriptive, predictive and prescriptive data. SVP/Sales and Solutions Consulting for CUES Supplier member PSCU, Brian Scott talks in this episode about how data forms the foundation of the member experience —and can guide CUs on their next steps in using data to help members.

CUES 63: Using Data to Create Exceptional Member Experiences: An Interview With Brian Scott

Deedee Myers

Peter Myers

A lot of work and preparation goes on before a credit union board interviews a candidate it is considering as a possible next CEO. The board has considered multiple resumes, decided what questions to ask (and which director will ask them), and oftentimes spent time consulting with an executive search consultant. The candidate has gathered a wealth of experience, gone through such key development opportunities as CEO Institute, and committed to taking his or her career to a whole new level. If you are the interviewee, how can you hit the ball out of the park in your interview for the top job? In this episode, you’ll get guidance from Deedee Myers, Ph.D., and Peter Myers. They are CEO and SVP, respectively, of DDJ Myers, Phoenix, CUESolutions provider for succession planning, executive recruitment, leadership coaching. Both Deedee and Peter have supported many CEO searches.Deedee emphasizes early in the show that the point of a first-round interview is to get the second-round interview. “It’s not to get the job, it’s to get through the gate,” she says.Peter says preparing for the interview should include a deep dive into the organization conducting the interview. Looking at that CU’s National Credit Union Administration past and current call reports is a good step. “What really high-caliber candidates do is they paint a picture of where [the organization has] come from leading up to the current state,” he explains. He also suggests asking any executive search consultant involved in the process about the board members, their hot buttons and the CU’s business model.Lastly, have some open-ended questions you want to ask the board, like what they are afraid of, he advises. “You want to ask questions that the board might have to think about or even talk about among themselves.”The show also gets into:Insights about how a CEO interview will likely flow The role of the executive search consultant during the interview Tips for candidates giving a presentation during an interviewWhy internal candidates should prepare as if they were external candidatesHow to handle awkward silences that might occur during an interviewSigns an interview is going well Links:DDJ MyersCUESolutionsCUES Leadership Development GuideCEO Institute

A lot of work and preparation goes on before a credit union board interviews a candidate it is considering as a possible next CEO. The board has considered multiple resumes, decided what questions to ask (and which director will ask them), and oftentimes spent time consulting with an executive search consultant. The candidate has gathered a wealth of experience, gone through such key development opportunities as <a href="https://www.cues.org/professional-development/training-education/institutes" rel="nofollow" target="_blank">CEO Institute</a>, and committed to taking his or her career to a whole new level. If you are the interviewee, how can you hit the ball out of the park in your interview for the top job? In this episode, you’ll get guidance from Deedee Myers, Ph.D., and Peter Myers. They are CEO and SVP, respectively, of <a href="http://www.ddjmyers.com/" rel="nofollow" target="_blank">DDJ Myers</a>, Phoenix, CUESolutions provider for succession planning, executive recruitment, leadership coaching. Both Deedee and Peter have supported many CEO searches.Deedee emphasizes early in the show that the point of a first-round interview is to get the second-round interview. “It’s not to get the job, it’s to get through the gate,” she says.Peter says preparing for the interview should include a deep dive into the organization conducting the interview. Looking at that CU’s National Credit Union Administration past and current call reports is a good step. “What really high-caliber candidates do is they paint a picture of where [the organization has] come from leading up to the current state,” he explains. He also suggests asking any executive search consultant involved in the process about the board members, their hot buttons and the CU’s business model.Lastly, have some open-ended questions you want to ask the board, like what they are afraid of, he advises. “You want to ask questions that the board might have to think about or even talk about among themselves.”The show also gets into:<ul><li>Insights about how a CEO interview will likely flow </li><li>The role of the executive search consultant during the interview </li><li>Tips for candidates giving a presentation during an interview</li><li>Why internal candidates should prepare as if they were external candidates</li><li>How to handle awkward silences that might occur during an interview</li><li>Signs an interview is going well </li></ul>Links: <a href="http://www.cues.org/ddj" rel="nofollow" target="_blank">DDJ Myers</a> <a href="http://www.cues.org/cuesolutions" rel="nofollow" target="_blank">CUESolutions</a> <a href="https://www.cues.org/form/leadership-development-guide" rel="nofollow" target="_blank">CUES Leadership Development Guide</a> <a href="https://www.cues.org/professional-development/training-education/institutes" rel="nofollow" target="_blank">CEO Institute</a>

CUES 73: How to Smash a CEO Interview—an Interview with Deedee Myers, Ph.D., and Peter Myers

Geoff Bullock

In this episode, we will highlight one of the five Finalists of CUES Next Top Credit Union Executive (NTCUE) competition. Join us as we learn more about their projects and how they impact the credit union industry and beyond. Bullock is financial education specialist at Firefly Credit Union, Burnsville, Minn., and one of five NTCUE Finalists.

CUES 37: Meet the 2017 NTCUE Finalists, an interview with Geoff Bullock

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