Let’s get one thing straight: the value credit unions deliver is not up for debate.
While bankers groan about competition and regulators issue cautious forecasts, credit unions across the country are returning billions to their members through better rates, lower fees, and more relevant service. And yet, too many credit unions are stepping back, playing small, or planning for “safe” stability instead of strategic growth.
The truth? Playing it safe won’t keep you safe.
The economic cycle is uncertain. Consumer confidence swings. Compliance is exhausting. And political pressure on the industry—from taxation chatter to charter constraints—is real. But here’s the counterpoint: credit unions were built for this. The cooperative model was born in adversity. And in today’s environment, credit unions are not just relevant; they’re essential.
So, grow anyway.
Growth Isn’t a Risk – Stagnation Is
Strategic planning isn’t just about budgets and timelines. It’s about intent. And right now, too many planning conversations begin with “what if we can’t” instead of “what if we could.” That’s a dangerous mindset. Because when strategy becomes fear-based, it’s not strategy; it’s survival mode in a suit.
Growth is not irresponsible. Growth, when driven by value, purpose, and data, is exactly what your members need. Your small business members need more access. Your younger members need smarter digital choices. Your legacy members need financial stability. Planning to grow is planning to serve.
What We Can Learn from 10X Credit Unions
One 10X credit union operates in a rural, economically modest region. From the outside, it would be easy to call it a “mature” market. Growth could seem hard to come by. But this credit union has doubled assets in seven years—not by chasing size, but by doubling down on member value.
Their secret? They built a planning system that prioritized what their community needed most: local small business lending, more competitive checking options, and financial coaching with real teeth. Their board didn’t flinch when times got tight. They leaned in. Their management didn’t play the “wait and see” game. They acted. They planned for growth—and they earned it.
That’s the 10XCU™ mindset: planning from purpose, not pressure.
You Have a Better Business Model—Use It
Here’s what your strategic plan should remind everyone in the room: credit unions have a superior business model. That’s not arrogance—it’s math.
• No shareholders to satisfy.
• No bonuses tied to overdraft fees.
• No redlining disguised as “risk-based pricing.”
• Just members. Just value. Just impact.
Credit unions deliver measurable, member-first value that banks can’t replicate. But here’s the catch: value doesn’t speak for itself. It must be amplified, operationalized, and scaled. And that only happens through bold, deliberate planning.
Make Growth Your Responsibility
Credit unions don’t just have permission to grow; they have a responsibility to do so. A responsibility to reach more members, empower more communities, and model a better way to do business. Your strategic plan is not just a leadership tool. It’s a declaration of relevance.
That means your planning conversations must change. Stop asking, “Can we afford to grow?” and start asking, “Can we afford not to?”
In an environment where community banks are disappearing, fintechs are experimenting, and megabanks are scaling, your credit union is one of the last standing champions of local, relationship-based finance. Don’t apologize for that. Don’t shrink back from that. Own it—and grow with it.
What Growth Looks Like Now
Growth today isn’t just about asset size or branch count. It’s about:
- Member impact per dollar
- Digital relationship depth
- Talent development and retention
- Community reach and return
If your growth plan touches those four areas, you’re not just getting bigger; you’re getting better.
Growth isn’t reckless. It’s strategic. And more importantly, it’s sustainable when it’s done the credit union way.
Grow Bold. Grow Anyway.
No one said it would be easy. But it’s necessary. And it’s ours to do. As the stewards of a better financial model, we have to lead—not retreat.
So, the next time someone tells you growth is too risky, remind them: so is irrelevance.
Plan. Execute. Grow. Anyway.
Jeff Rendel, CSP
President, Rising Above Enterprises
As a leading strategic advisor to credit union executives and boards, Jeff helps high-performing credit unions develop 10X strategies for growth, leadership, and service. Learn more at jeffrendel.com.