When business development, credit administration, and funding management are all in alignment, things seem to hum along at your credit union. But have you found times when the organization seems to be drifting? Maybe you’ve even experienced tension among departments.

Perhaps your teams feel they are competing for resources, they are misaligned on risk or have differing priorities. It doesn’t matter if you are a senior manager or a lower-level manager at the credit union; your success hinges on your team’s ability to achieve its goals. Aligning strategies with organizational needs is paramount. 

So, how can you bring things back into alignment? 

Clear and explicit communication forms the bedrock of effective credit union management. Integrating the vision and mission into daily meetings ensures that the team remains focused on the task at hand. It’s not about having numerous meetings, but rather making them more effective. You should champion open communication in daily stand-up meetings, department meetings, board meetings, and staff meetings – reinforcing the organization’s direction and strategy.

One of the most common pitfalls, however, is conceiving a strategy without effective design – mapping the processes that bring the vision to life. By guiding teams through the intricacies of strategy implementation, leaders can ensure a cohesive approach toward shared goals.

Think of your role as the conductor orchestrating a symphony, where every instrument and every note is playing in harmony toward a shared crescendo of success. But where would your musicians be without sheet music? Give your team the sheet music for success.

Leaders must also navigate the fine line between fostering connections and being overbearing. Recognizing universal problems and intervening when issues impact larger groups or multiple departments is essential. 

On the other hand, challenges with individuals may require having an employee “sink or swim,” where a leader gives the employee a chance to learn from mistakes and grow. Immediate resolution is necessary, however, when one team member significantly impacts another’s work. 

So, here’s the important question for you: Can you tell when to step in and when to stay out?

Identifying the team’s needs and adjusting leadership styles accordingly is a hallmark of effective credit union management. Whether it’s building trust, championing change, or enhancing communication, great leaders tailor their styles to the specific needs of their organization.

Now, you may view it as a “Dr. Jekyll and Mr. Hyde” approach to leadership, but it isn’t. There are times when you need to be enthusiastic, happy, and positive. There are other situations where you need to be more serious and button-upped. 

These are natural approaches to situations. It’s when we try to make things lighthearted when they clearly shouldn’t be, or we make a huge deal out of something minor that we truly appear and feel out of character. It’s about making sure that what you are focused on right now is the right fit (and tone) for what your organization needs most.

As a manager, be wary of task saturation at your credit union. Of course, you are looking out for your team, but make sure you are looking out for yourself. It’s easy to fall in the trap of doing menial tasks when you should be leading your team. 

Delegating tasks and focusing on your management role allows you to navigate gaps effectively. To stay at the forefront of effective management, you should dedicate a minimum of two hours each week for continuous learning, so you can become a more dynamic leader. Yes, do it for yourself so that you are in a better position to foster a culture of growth within the credit union. 

Mastering the art of effective management requires a holistic approach, and yes, there’s quite often a lot on your plate. Note well: It is perfectly acceptable to step away from the constant activity and pressure of your role to gain mental clarity. To be a great manager means having better emotional regulation, problem-solving skills, and self-awareness. 

Taking a pause doesn’t mean neglecting responsibilities. It’s about understanding that you are not a machine, and prioritizing your well-being leads to more effective leadership.