The Federal Credit Union May-June 2014 - (Page 12)
Does Your Behavior Exhibit Your Brand?
By David F. Salter
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.
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
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
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
The Lending Landscape
The Social Life: A Social Media Roundtable
NAFCU's 2014 Annual Report
Getting to Know...
Inside NAFCU Services
From the President's Desk
The Federal Credit Union May-June 2014