Should your credit union consider a merger? In their latest podcast, Deedee and Peter discuss how building a proactive strategy can set you up for [...]

The Fourth Industrial Revolution necessitates that credit unions employ data-driven decision making to refine their financial operations and maximize razor-thin spreads. During this webinar, we’ll walk through how some credit unions are employing DDDM to more broadly evolve their operations, focus their talent, and deliver greater value to the membership.

The average board member is now in the midst of, at least, their third major governance challenge. Most board members today played critical roles during the Great Recession, have overseen a change in CEOs, and now find themselves navigating an increasingly complex and unpredictable confluence of external variables. The potential role and capability of boards in the 2020s will undoubtedly be informed by the last ten years of governance practices.

Nationwide, credit union boards are experiencing a similar challenge in finding the best possible talent to serve in a volunteer capacity (apparently citing the potential liability is not a great selling point!). The old method of recruiting and onboarding directors no longer works, and many boards are scrambling to fill a single position.

DDJ Myers highlights the best practices for board recruitment that will result in a pool of well-qualified and eager candidates who are ready to contribute in a fiduciary and strategic capacity.

In this discussion, we’re talking all about the competitive landscape that requires boards to operate in a strategic capacity. We’re taking a look at the critical steps on the path to reaching new levels of strategic insight, capacity, and impact as a contributing board.

We’re discussing the central characteristics in executives that have transitioned from being tactically effective to strategically impactful, and shedding light on what it takes to enact a strategic perspective to create meaningful and long-lasting change.

The most important singular decision a board makes is hiring the best possible CEO to fulfill the organization’s objectives. However, discovering shared priorities, normalizing the rhythm of coordination, and effectively evaluating the CEO’s ongoing performance can feel like a full-time job—especially for a volunteer board!

Best practices will be highlighted for boards to implement a performance evaluation method that is substantive in content, rigorous in evaluation, and encourages improvement and alignment on the most important priorities.

What does it mean to be CEO-ready? How can candidates know when they’re ready? How can boards know a candidate is ready for the top slot?

Some key things candidates should have if they’re really ready to lead an organization include a deep understanding of cross-functional leadership, solid knowledge of the business and how to work with people; and experience with effective board governance, explains Deedee Myers, Ph.D., MSC, PCC, president/CEO of DDJ Myers Inc., a CUESolutions provider based in Phoenix.

Presenters:  Deedee Myers, Phd, MSA, PCC, Peter Myers, MSC, PC

The most important singular decision a board makes is hiring the best possible CEO to fulfill the organization’s objectives. However, discovering shared priorities, normalizing the rhythm of coordination, and effectively evaluating the CEO’s ongoing performance can feel like a full-time job—especially for a volunteer board!