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Jeff Rendel’s programs and systems for credit unions deliver entrepreneurial results in sales, service, and strategy. Designed as keynote addresses, breakout sessions, and half-day workshops; these programs easily expand, combine, and fit into full-day events, executive retreats, and planning sessions.

ONE PERCENT SALES™. ONE PERCENT SERVICE™.

An MSR at Every Desk – The Member-Centric, Service-Focused Culture. Members are your most valuable assets; they provide for your ability to grow. Every role at your credit union leads to the same results – members’ success, experience, and contribution to profit. If you want a culture that supports top-line growth and stellar performance; align your sales, service, and support systems with your strategic choices. A “Member First” approach and a results-based culture helps your credit union increase sales, service levels, and profits. All hold the title of “MSR” and individually help your credit union earn the right to grow for and with its members.

For Growth’s Sake – Strategies that Increase Sales, Deepen Relationships and Grow Lifetime Value.  Successful onboarding, cross-selling, and business development require professional systems and sales leaders dedicated to building trust, relationships, and business. To create PFI members who use multiple products and services, an entrepreneurial approach to growth builds value for members and yield for your credit union. Through proven strategies to create success for your members, loyalty and enduring business are the results. When your members succeed first, your credit union succeeds always.

The Significance of Soft Skills in Hard Data Times.  Artificial Intelligence, Big Data, and machine learning have an important place in your credit union’s future: they help you serve an increasingly mobile member base with a Do-It-Yourself business model. While transactions can be automated, relationships make the difference and are the modern focal points for branches and contact centers. Member-facing professionals educate, guide, and encourage members along the path of financial wellness. When members pause technology – and need to start conversations – relationship-focused skills serve your members’ values, a determining factor in loyalty and new business.

The Lending CU 50: New and Next Ideas to Grow Loans, Yield, and Share of Wallet. 50 credit unions; 50 states; 50 ideas. How do 50 unique credit unions increase their loan portfolios, expand margins, and book more business? These new and next ideas can help your credit union expand lending, manage pipelines, and increase your members’ financial and relationship value. Loans drive revenue, but only when the product, price, and production are unrivaled. These next practices from credit unions nationwide provide functioning ideas that you can implement right away, allowing your credit union to continue moving forward for its members.

The Marketing CU 50: New and Next Ideas to Grow Membership, Market Share, and ROI. 50 credit unions; 50 states; 50 ideas. How do 50 unique credit unions increase membership, develop new business, and find focus in marketing? These new and next ideas can help your credit union expand its reach, extend its footprint, and maximize its strategy. Members are the foundation for opportunities, but only when awareness, relevance, and action is exceptional. These next practices from credit unions nationwide provide functioning ideas that you can implement right away, allowing your credit union to continue moving forward for its members.

The Sales and Service CU 50: New and Next Ideas to Grow Relationships, Loyalty, and Profits. 50 credit unions; 50 states; 50 ideas. How do 50 unique credit unions deliver consultative service, continuously onboard, and grow member lifetime value? These new and next ideas can help your credit union secure “Top of Wallet” status, simplify delivery, and maximize revenue. Growing a business requires sales, but cultivating a business necessitates unparalleled service. These next practices from credit unions nationwide provide functioning ideas that you can implement right away, allowing your credit union to continue moving forward for its members.

ONE PERCENT CREDIT UNIONS™

Trendspotting – What to Deliver Today for Success Tomorrow. Significant trends in financial services, technology, and consumer behaviors influence the products, services, and experiences you provide to your members. Within these trends, strategies surface that deliver advantages to your revenue base, help scale your operations, and provide value to your members. Combine these insights and contemporary credit union cases into your existing business model to provide your members the relevance they require while increasing the enterprise value of your credit union.

The CU 50: New and Next Ideas to Grow Your Top Line, Bottom Line, and Member Value Line. 50 credit unions; 50 states; 50 ideas. How do 50 unique credit unions expand revenue, scale productivity, and boost profits? These new and next ideas can help your credit union increase income, streamline delivery, and maximize your members’ experience and loyalty. The top line is the new bottom line, but only when operations are efficient, and service is at its finest. These next practices from credit unions nationwide provide functioning ideas that you can implement right away, allowing your credit union to continue moving forward for its members.

Leading at the Speed of Members.  A clear-cut connection exists between experiences, expectations, and engagement with your credit union. Understanding every point of a member’s relationship helps you benchmark, measure, and improve the experience. Designing an experience strategy involves recognizing expectations, addressing all stages of an experience, and delivering an effortless result. By focusing on the member’s wide-ranging journey, and how easy your credit union is to do business with, your credit union can stand out and dependably deliver exceptional experiential, financial, and engagement-worthy value.

Next is Now – Driving Disruption, Accelerating Innovation, and Outthinking the Competition.  Innovation is more than a corporate value. Your members are counting on you to deliver resourceful products and services to better their lives and businesses. Innovation is a standard action practiced by credit unions creative and ambitious enough to shape the future of their business, one idea at a time. Practical disruption steadily tinkers with your business model; welcomes new insights and ideas; and, recognizes that rigor, discipline, and execution make up the differences between businesses that flourish, flounder, or fold.

ONE PERCENT LEADERSHIP™

A CEO at Every Desk.  Leadership does not only reside at the top of an organization. Leadership comes from the middle and front line – right where members and colleagues expect it most. Leadership is no longer top-down: leadership is up, down, and across organization charts and job descriptions. With a requirement for exceptional leadership in the all-important positions responsible for delivering your vision and mission, leaders must apply their influence upward upon superiors, across to their fellow managers, down to the team members they supervise, and directly to the members they serve.

Individuals Win Trophies, High Performance Teams Win Championships.  When leading experienced, established, and emerging professionals, executives can meet various tests. One challenge is nurturing and sustaining a well-coordinated, high performance group able to achieve clear business objectives and produce at elite levels. This comprehensive and practical model improves your capability to: get people to achieve strategic results; efficiently manage competing priorities; provide focus and purpose for your credit union; and, construct a purposeful, unified, and action-oriented team.

This Isn’t the Credit Union I Came to Work For – Leading Breakthrough Change.  Change is here – new ventures, restructuring, mergers, culture shifts, and more. Whether it’s creative destruction or disruptive innovation, leadership practices require an unprecedented degree of inventiveness and agility. Most relevant is realizing that leading change happens when one is comfortable, not waiting for the uncomfortable. Discover how to build an army of idea agents and re-inventors who toss same-old-same-old out the door and use pragmatic ingenuity to produce tangible results – ready for any change that can, may, and will come your way.

Strategy is Everyone’s Business – Especially the Rising Executive’s.  Strategic planning – and its execution – is not set aside exclusively for the CEO’s office and the Board Room. For your credit union to prosper, its strategy must be defined and put into action at every level – your branch, your department, and your desk. As a promising C-level leader, your ingenuity in establishing objectives, clarifying the most likely paths of success, and rolling up your sleeves for hands-on implementation sets you apart, revealing your commitment to the mission and vision of your credit union.

 ONE PERCENT GOVERNANCE™

 Keep Your Eye on the White Board: Strategic Focus at the Board Level. As your credit union grows, governance and long-term strategic focus become more important. While Board meetings need updates of financial status and noteworthy operational matters; of greater significance, your Board can help the CEO work “on” the business, rather than be “in” the business. By investing more time on “white board” items of direction, legacy, and value, your Board helps your CEO lead a credit union that delivers the kind of results that keep your credit union relevant for decades to come. The result is a balance between governance and execution, a strength that ensures great value and success from a board and CEO.

The Art of Execution – Strategic Success Delivered. Boards task CEOs with delivering results toward sets of long-term objectives. While building detailed and comprehensive plans that articulate strategies, activities, and timelines is important; creating credit union-wide commitment to strategic success is essential. A principal role of the CEO is to maintain focus on the members, markets, and domains where the Board anticipates success. Delineating elements of strategic success through the credit union is key to execution. As colleagues understand and engage with their roles in strategic success, execution ensues at every level, where members benefit most.

Governance 2.0 – A New Model for a New Era.  Governance models have grown through the years. Which is best for your credit union, given your Board’s intent of representing members, supporting your CEO, and committing to long-term safety and soundness? A fused model that integrates back-to-the-basics governance; ongoing relevance for the changing nature of financial services; and, a focus on service to members. From these principles, your Board can: design metrics for successful governance; establish the precise combination for Board attention and activity; and, produce a suitable balance of guidance, oversight, and representation.

How the Best Boards Get Better: Next Practices to Enrich Your Board.  As credit unions continuously evolve to remain relevant for their members, the best boards realize that they must change, too. These boards: focus on strategic thinking first and foremost; regularly recruit, renew, and refresh their board membership; and, constantly look to innovative governance practices from the for- and not-for-profit sectors. Learn some of the most effective board dynamics, from contemporary credit union models, as you seek to ensure your members have the best and most pertinent representation and leadership for their credit union.

After the Handshake: Getting CEO Transition Right.  Succession planning doesn’t end when a new CEO is hired or appointed. The CEO transition process is equally, if not more, important to maximize your new CEO’s chances for success. Designing a plan for CEO transition involves: your Board; incoming CEO; and, at times, outgoing CEO. A comprehensive checklist for a successful CEO transition is significant to address culture, expectations, feedback, relationships, and roles. Transitioning to a new CEO is an exceptional opportunity for a Board to continue ensuring the finest leadership for the credit union’s members and professionals.

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