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What Are the Credit Union Implications Like any company, credit unions must build ways to identify, encourage, and promote future leaders. But the mandate may be particularly strong at credit unions, whose unique structure and often low profile in the hiring market can make it hard to get and keep the leaders they need. One of the clearest takeaways is that passion is not enough. Wanting to make a difference and develop professionally are commendable but incomplete. This brief argues for aspiring leaders to learn an early leadership lesson: To be most effective, personal goals must align with company goals. If they don’t, then even well- intentioned projects will probably not attract the attention or support they need. The author condenses excellent advice into several steps for anyone looking to form a professional development or rising leadership group: 1. Assess what’s out there. Don’t reinvent the wheel if adding to, or simply joining, an ongoing initiative will do. Also, evaluate the HR and external business environments into which you want to introduce the group. 2. Establish a goal. Clearly define, in as few statements as possible, what you would like the group to accomplish. 3. Get a few people on board. Build relationships with peers and superiors that can help sustain the initiative. 4. Get a sponsor. A current leader who is interested in the project and has the clout to sustain it is invaluable. 5. Spread the word. Formal and informal channels are key, and a small passionate group can be better than a diffuse cluster. 6. Build partnerships. Once you’ve started, look for internal and external partnerships to help you maintain momentum and grow. 7. Evaluate, evaluate, evaluate. Use your initial goals as a guide stick, but don’t be afraid to switch, narrow, or expand your focus as the group rolls along. Not only are these seven steps important, but completing them in order is important, too. The three case studies prove that where organizers fell short, it was often because they ignored a step or simply hurried their enthusiasm into the later steps too soon. Great individuals may be dispensable, but great leaders are always in demand. Use this brief to help grow them at your credit union. viii
About the Authors Matt Weidler Matt Weidler has worked in the credit union system for seven years, all of that time with Evangelical Christian Credit Union (ECCU) in Brea, California. At ECCU, he has served as the credit union’s political liaison for five years in addition to his role in the IT department. Matt has received several distinctions in the industry, including being the inaugural winner of CO-OP Financial Services’ THiNK Prize and being selected as one of the Credit Union Times Trailblazers 40 Below Award winners for 2011. Matt has a master’s degree in political science from California State University, Fullerton. James R. Detert James R. Detert is an associate professor of management at Cornell University. Professor Detert’s research focuses on three topics: (1) the antecedents, processes, and outcomes of improvement-oriented voice from subordinates to authorities in work organizations, (2) leadership processes, behaviors, and outcomes, and (3) ethical decision making and behavior, particularly the sociocognitive processes and mechanisms of moral disengagement. His research has appeared in the Academy of Management Journal, the Academy of Management Review, the Journal of Applied Psychology, Organization Science, and the Harvard Business Review. Detert received an MA in sociology and a PhD in organizational behavior from Harvard University. He also holds an MBA from the University of Minnesota and a BBA from the University of Wisconsin. ix
Page 1 and 2: Innovation Brief Young Professional
Page 3 and 4: Acknowledgments Filene would like t
Page 5 and 6: normative/cultural frame The former
Page 7: Executive Summary and Commentary by
Page 11 and 12: Young Leaders Network (SYLN) is tha
Page 13 and 14: Figure 1: Checklist for Starting a
Page 15 and 16: of collaboration among young leader
Page 17 and 18: In retrospect, some of the delay in
Page 19 and 20: Areas of improvement over the SYLN
Page 21 and 22: Industry and General Business Expos
Page 23 and 24: sense of worth, and it renewed a se
Page 25 and 26: The truth is that when you set a vi
Page 27 and 28: vice president of HR for her consid
Page 29 and 30: This is why I created this brief wi
Page 31 and 32: Endnotes 1. Daniel Goleman, “Lead

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