The Federal Credit Union May-June 2014 - (Page 12)

BUSINESS TALK Does Your Behavior Exhibit Your Brand? By David F. Salter W hat does your credit union stand for? Better yet, do your colleagues and employees know? We're not talking about buzzwords or the motivational signs that you've hung around the office. When a member walks into your credit union, what is his or her first impression? The company culture that you cultivate reflects on the brand of your organization. The president or CEO of an organization is responsible not only for establishing the company culture but also for making certain that every individual who works there understands and exudes that culture. Tough Mudder Part of this speaks to the public image that you demonstrate and the reputation you earn because of those behaviors. Part of it is how you treat the members of your team - your colleagues - and how you go about your daily business. Tough Mudder CEO Will Dean believes company culture trumps all other things. Dean is a 33-year-old Harvard Business School graduate, and he has built his Brooklyn-based enterprise into a company that earned $75 million in revenue last year and has 150 employees. Tough Mudder events are 10-12 mile obstacle course challenges designed to test participants' all-around strength, stamina, determination and teamwork. Since 2010, 1.3 million people have participated in Tough Mudder events around the world. Not bad for a company that has been in existence for just four years. Dean recommends that in order to build your credit union's culture, you need to decide what values are critical to your organization. Next, what 12 Tough Mudder CEO Will Dean behaviors do you want everyone in the organization to demonstrate every single day? When members walk out the door, how do they feel about the experience they just had, and what impressions were they left with? Just as important is determining the behaviors you deem completely unacceptable. Once you've established your company culture, the best way to perpetuate it is to fully immerse the new hires. Tough Mudder spends three weeks educating new employees about the company culture. New Tough Mudder employees go through a series of classroom presentations, guest speakers and group discussions, all designed to impart the Tough Mudder culture. Dean also assigns a mentor to new hires; someone the newbie can speak to confidentially. They have team bonding activities, and finally, Dean sits down with new hires for 90 minutes and conducts a Q&A session at which the new hires are permitted to ask him anything about the company. So let's go back to where we began. What is your credit union's culture? If you don't believe you have one, it's never too late to establish it. If you think one exists, does everyone know what it is? If they don't, then you need to spend some time teaching them how you expect them to conduct their business every day. It will pay dividends with your members. David F. Salter is a freelance writer and a frequent contributor to The Federal Credit Union. THE FEDERAL CREDIT UNION MAY-JUNE 2014

Table of Contents for the Digital Edition of The Federal Credit Union May-June 2014

Voices & Opinions
Calendar of Events
From the Chair
Inside NAFCU
Business Talk
The Lending Landscape
The Social Life: A Social Media Roundtable
NAFCU's 2014 Annual Report
Getting to Know...
Management Insight
Compliance Central
Inside NAFCU Services
From the President's Desk

The Federal Credit Union May-June 2014