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, Growth-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.
Service is the New Sales – Strategies that Deepen Relationships and Increase Lifetime Value. Strategically investing in and managing the member experience is a business tool that integrates the entire credit union in its desire to connect with your members and carry out your strategic vision. In dissecting, designing, measuring, and improving the stages and strategies of each member’s experience, your credit union can be more relevant to your members. With clearly-defined front line leadership behaviors, the “how of wow” is delineated; when you serve first, you will sell second, cultivating a partnership with your members.
The Daily Dozen – Everyday Sales and Marketing Metrics That Drive Sustainable Success. So many measures and so little time. What’s a credit union to do to understand and easily assess sales and marketing metrics that are meaningful – and simple to extract from existing systems and data sets? Using traditional tools and new platforms, 12 key performance indicators create a new marketing and delivery scorecard that: optimizes data, sales, and marketing initiatives; drives revenue and maximizes lifetime member profitability; and, engages all levels of your credit union in support for member growth, relationships, and experiences.
Outbound Marketing – Professional Sales for Every Credit Union. Does your credit union offer the best prices, service, and experience? Is it a challenge to create PFI members who use multiple products and services? Outbound marketing, an entrepreneurial approach to growth, may be appropriate. Outbound marketing is designed to build trust, relationships, and business. Regardless of how your credit union goes about outbound marketing, this kind of professional sales is a straightforward, successful way to strengthen the entrepreneurial essence of your credit union. It’s an instrument that builds value for members and yield for your credit union.
Selling to the C-Level - Selling With Purpose. For sales and marketing leaders, sales moves beyond the retail approach when selling to business owners, SEG leaders, and executives. As leaders, you sell to a higher level – the C-level in your credit union, on your Board, to your key business members, and SEGs. If you want to sell to the C-level, you have to think like the C-level. By aligning your message with their executive and corporate missions, you sell products and ideas to top decision makers, delivering remarkably higher value and doing much more than closing the deal – You’re partnering in their business success.
ONE PERCENT LEADERSHIP™
A CEO at Every Desk – Enterprise-Wide Leadership. 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 – New Knowledge, New Strategies, and a New Mindset. 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 requires 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 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. They uncover clear-cut approaches where your credit union can create pipelines of profitable growth. 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 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.
It’s 1934 All Over Again – A Revitalized Movement and Promising Future for All. From one room operations to mobile branches, credit unions have developed into respected competitors in financial services. The marketplace was ready, then, for a financial institution that would provide value and service for all in ways matched by none. The time is ripe again for a reinvented credit union movement that concentrates on growth, innovation, and prosperity for all – and remains matched by none. It’s time for a renewed statement and invigorated movement from, by, and for all credit unions – ensuring the timeless principles of value and service.
Think Big, Act Small – The Entrepreneurial Credit Union. How do you take a multi-billion dollar idea and make it work at a non-multi-billion dollar credit union? How do select entrepreneurial companies turn value into profit, focus on growth, and lead in their markets? How do they distinguish their factors for success and thrive? How do they succeed, surviving the “Bigger is Always Better” argument? Your credit union can strategically and cooperatively find solutions and pursue opportunities to better your members’ financial well-being – and your credit union’s growth, innovation, and prosperity.
The Road to Reinvention – 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. It tinkers with your business every day; welcomes new insights and ideas; and, recognizes that rigor, discipline, and execution make up the differences between businesses that flourish, flounder, or fold.
Protect Your Capital at the Capitol – Building Political Influence. With the future of your business in the hands of elected and appointed leaders – directors, executives, and managers have a duty to develop and uphold political influence. The credit unions that play a part in governmental processes the most hold the largest role in influencing policy. While lobbyists serve a vital purpose, legislators listen attentively to local business leaders. Your influence greatly supports and strengthens the work of your industry’s lobbyists. Your involvement in lawmakers’ understanding of your business is no longer an option – It’s a responsibility.
Your Community. Our Community. The Competitive Advantage. If you’ve seen one credit union – you’ve seen one credit union. Yet, with the diversities, one characteristic is identical: commitment to your community enhances our community, our industry. As we look to ways credit unions engage in communities, we learn more than societal and business benefits; we recognize the influence that developing communities has in upholding the credit union philosophy, increasing members’ financial well-being, and capitalizing on growth driven by difference. Now, when one sees your credit union, he or she sees a reflection of all credit unions.
The Branch of Your Future – One Size Does Not Fit All. What does the future of branching hold for credit unions? Is branching on its way out or just getting started again? Are delivery systems all about technology or does face-to-face still work? How are credit unions across the USA answering these questions? What themes emerge on expansion, sales, and technology? Are strategies different for large, small, closed FOM, and open FOM credit unions? The answers from many credit unions will help you determine what’s right and relevant for your credit union, helping your credit union deliver on its vision of service to your members.
ONE PERCENT GOVERNANCE™
Strategic Discipline – Staying Focused in a Sidetracked World. Discipline is the singular practice that holds your credit union on course. It is the underpinning for constructing matchless approaches to expand member loyalty, increase profits, and safeguard long-term sustainability. It supports executives and directors as they seek to recognize relevant business understandings to attain an exceptional competitive advantage. Discipline establishes a foundation for: creating new concepts, products, and business models; focus and determination toward decided objectives; and, dedication to execution and toward well-defined marks of success.
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.
The New Brand of Volunteer – Your Credit Union’s Vision in Service and Action. Volunteer leadership for your credit union is more than governance; it’s about a partnership. With your CEO, you help cast a vision and create value for your credit union and its members. Your roles as a voice, guardian, partner, and champion help you carry out responsibilities to members and ensure that value is being delivered in the present and created for the future. All the while, volunteers must constantly evaluate their own brand of leadership and effectiveness, ensuring they represent the best interests of your credit union’s ultimate beneficiaries, your member-owners.
Successful Onboarding for New Volunteers. You’ve added new volunteers to your governance team. Odds are they represent a new demographic and they reflect your credit union’s expanded field of membership. How do you develop this new set of leaders in ways that help them contribute right away? Even more, what must a credit union do to balance history and tradition with the need for change and a future focus from all volunteers?
Covered in this breakout session or half-day workshop:
- The Modern Volunteer – Expectations, Duties, and Leadership.
- Development for New Volunteers – Mentoring, Education, and Executive Access.
- Governance vs. Execution – Where to Be Hands-On and Hands Off.
- Involving New Volunteers in Leadership from Day One.
- Strategic Volunteers – Evaluation, Refinement, and Growth as a Governance Leader.