CEO Update: Choosing the Right CEO

​As DCUC’s President and Chief Executive Officer, I am proud to report that the DCUC Board of Directors unanimously approved our new Strategic Design and fully resourced each line of effort to achieve our objectives. You can expect our focus to remain on building a stronger national trade association, structured to deliver results for the industry as DCUC transforms and grows. I can assure you that we worked extremely hard on building and proposing a credible plan. 

The last six weeks involved working late into the night, along with long workdays over each weekend as we crafted and proposed DCUC’s Strategic Design for the next three years.
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The design contains crucial elements layered into the final plan. It is always worth taking the time to break down, fully assess, and rebuild each of these elements. That is how and why DCUC has always achieved our objectives. The result is another great plan, which is already underway.

Overall Design Elements, Lines of Effort, and Key Considerations for Each Line of Effort

In addition to the long nights and weekends, DCUC was still able to deliver results, notch important legislative “wins,” and sign dozens of new member credit unions. This is not just talk; the receipts continue to stack up in terms of LEADING THE INDUSTRY and GROWING as a result. I am very thankful for the faith and support from each of our members and partners.
In the buildup and aftermath of last week’s Board Meeting and Planning Session, DCUC Board Directors, member CEOs, and partner CEOs commented on how DCUC has transformed over the past ten years. In fact, we grew over the last year and have consistently demonstrated what industry leadership looks like. I am thankful for all the kind words and compliments.
A new association CEO recently asked me what I thought made DCUC successful and how important it is to have the right qualities. The answer got me thinking as credit unions, leagues, and fellow trade associations select new leaders. After presenting our plan and gaining approval, I returned to the question regarding the CEO’s role and why I take it so seriously.
While I cannot comment on whether the right CEO is in place in other industry organizations, here are my thoughts as DCUC embarks on a new strategic design and plan:  

1. Choosing the right Chief Executive Officer (CEO) is the difference between an organization making a successful transition for the future or managing a string of failures on the path to obsolescence. After 30-60 days, it is not hard to determine whether the choice in a CEO provides a favorable advantage or raises concerns. The same also applies to incorporating a new plan. 
2. Stakeholders will invariably evaluate the CEO in terms of the choices they make and how they portray the strategic direction of the organization. Both internal and external audiences are always watching. You only get one chance to make a first impression, and “grace periods” are short-lived, particularly in competitive environments. It is vital to strike hard while the iron is hot. Implementing a new plan requires the same attributes.
3. It is important for leaders to maintain confidence and communicate clearly to avoid creating a sense of defeat among team members. All leaders know that it takes an enormous amount of energy to convince people that change is necessary, to redirect resources, to reinvent organizational structures, while concurrently delivering value to all stakeholders. Yet, once you start posting your “wins” and achievements, you build momentum, which is necessary for success. This takes boldness, poise, and conviction.
   If “Fortune Favors the Bold,” why ruin it by signaling weakness and defeat? This can be as subtle as saying “I don’t know” or “that is above my pay grade.” It is your job as a leader to know, or at least communicate a plan to get an answer. Also, avoid phrases that express a “need” or “hope”—they convey a sense of desperation and uncertainty.
   
4. Speak in simple terms and expect people to do their jobs. I once saw one of my squadron commanders attempt to use BIG words and GRAND gestures to cover his uncertainty and lack of preparedness. People see right through the smokescreen. It did not take long for things to fall apart, and I quickly fired him from command.
   Today, when I see the same weakness in other organizations, I know there is another opportunity to exploit and fill the gap. Do not complain to the trade press or behind the scenes when someone takes your place. [Those footsteps you hear behind you …]
   
5. In order to drive intended results, CEOs must act decisively, with both clarity of purpose and high visibility. The current industry environment, political headwinds, and increasing competition for relevance are no time for CEOs to rely on past assumptions, “phone it in” from a place of comfort or hide from their responsibilities. Plus, a CEO’s salary comes with basic performance expectations. If you are shaking your head right now, you know what I am driving at. I never want to be “that guy.”
   
6. We expect our leaders to be assertive, focused on achieving results, and willing to spend political capital to achieve these results. Each are major factors in driving a team toward success, especially in challenging situations. I see this principle in action in terms of DCUC’s advocacy results for the industry and in communications with our members.
   Holding onto political capital often stems from fear of failure, perfectionism, or feeling a bit overwhelmed. Sure, there are moments when prudence is necessary. However, when leaders hesitate to decide, they squander political capital anyway and negatively impact team and industry morale. Reluctance to act quickly also sets the conditions for competitors to gain market share.

 
All it would take is a well-crafted strategic design that is fully resourced with the right CEO in place.
 
We have our target, vector, and are locked on to a successful end-state. Stay tuned for more details in subsequent articles and/or future appearances in media outlets. Thank you for all your support!