In this special episode of Grow Your Credit Union, host Joshua Barclay and guest co-host Elizabeth Osborne welcome Shawn Premer, Chief Human Resources Officer at Consumers Credit Union to talk securing buy-in for tech innovation, managing multigenerational teams, and mastering key performance metrics.
Getting Buy-In for Tech Innovation
Innovation often meets resistance—especially when leadership isn’t fully aligned. A KPMG report found that only 32% of organizations have full leadership buy-in for tech transformation.
Shawn Premer highlights a common mistake: jumping straight to a product demo without first identifying the actual need. Instead, she advises young professionals to start with why—define the problem, demonstrate the solution’s impact, and build a compelling case before bringing leadership a pitch.
Elizabeth Osborne agrees, emphasizing the importance of storytelling and data. She encourages professionals to develop a concise and compelling case backed by research and financials. A well-prepared 20-second elevator pitch can be far more effective than simply presenting an idea.
Managing a Multigenerational Workforce
Credit union teams today span multiple generations, each with different communication preferences, work styles, and motivations. Research shows that organizations with diverse generational teams are significantly more likely to capture new markets and drive innovation.
Shawn warns against making assumptions about employees based on their age. Instead, she stresses the importance of understanding each team member’s individual motivations and fostering a workplace where employees feel comfortable bringing their whole selves to work.
Elizabeth underscores the value of adaptive leadership, tailoring communication styles to different generations. A direct conversation may resonate better with some employees, while others might prefer digital communication. Understanding these differences helps create a stronger, more cohesive team.
Sponsored by Credit Unions First
Special thanks to Credit Unions First for making this episode possible. They help credit unions maximize insurance profitability with innovative solutions designed to proactively manage loss ratios and streamline insurance programs. Learn more at www.creditunionsfirst.org.
Mastering Key Performance Metrics
For new credit union leaders, the sheer amount of performance data can be overwhelming. Knowing which key performance indicators (KPIs) to track is critical for success.
Elizabeth explains that understanding a credit union’s strategic priorities—whether focused on financial performance, membership growth, or digital adoption—helps professionals determine which metrics matter most. Leaders who regularly track net worth ratio, loan-to-share ratio, efficiency ratio, and digital adoption rates will be better positioned to make informed decisions.
Shawn emphasizes that no matter the role, every employee should have a basic understanding of their credit union’s financial health. Professionals who can confidently discuss their institution’s assets, member base, and performance strategy will stand out as future leaders.
Audience Q&A: Career Growth and Industry Challenges
The episode closes with an audience Q&A session covering key career and industry topics.
When asked about career advancement, Shawn and Elizabeth stress the importance of taking initiative, seeking mentorship, and building a strong professional network. Many professionals wait for opportunities instead of actively pursuing them, but leadership often favors those who raise their hands first.
On the topic of setbacks and failure, both emphasize that owning mistakes is essential. Avoiding blame, taking responsibility, and focusing on solutions can turn a mistake into a valuable learning opportunity.
With some industries stepping away from DEI programs, the discussion shifts to the future of diversity in credit unions. Shawn believes that true inclusion should be ingrained in an organization’s culture rather than treated as a separate initiative. Credit unions that reflect the communities they serve will naturally build stronger member relationships.
A final question addresses the balance between technology and personal service. Technology should enhance, not replace, the human experience. Leaders must ensure that digital tools align with their credit union’s brand and values, reinforcing a personalized member experience rather than diminishing it.
Top Takeaways from This Episode
- Getting buy-in for innovation requires more than enthusiasm. Leaders need to start with the problem, build a strong business case, and communicate their idea in a way that resonates with decision-makers.
- Managing a multigenerational workforce means moving beyond assumptions and actively adapting leadership styles. Effective communication looks different for every employee, and the best leaders take the time to understand what works for their team.
- Understanding key performance metrics is essential for leadership success. Professionals who can confidently discuss financial stability, operational efficiency, and membership growth will stand out in their organizations.
- Career paths aren’t always linear. Advancement opportunities often come from saying yes to new challenges, even when they don’t immediately seem like upward moves.
- Networking and learning from industry peers remain invaluable. The strongest leaders continuously seek out conversations, build relationships, and stay engaged in their professional communities.
Full Transcript
Joshua Barclay: Stepping into credit union leadership positions in the credit union world isn’t easy, especially when budgets are tight, teams span multiple generations, and you’re expected to master KPIs and performance metrics. Today we’ll break down how to get buy in for tech innovation, bridge generational gaps, and the key performance metrics that every new leader must know.
[Music]
Joshua Barclay: Welcome to Grow Your Credit Union. This is the place where credit union leaders gather, learn, and grow. I am your host, Joshua Barclay. And I am excited to let you know, listeners who are listening, we are at the MGM Grand in Detroit, Michigan at the FUEL Future Summit 2025 Kickoff Event. Let’s take a moment here to thank Cues and FUELmi. Shall we? A little bit of love there.
[Applause]
Joshua Barclay: And I want to give a huge shoutout to our sponsor, Credit Unions First, for making this episode possible. All right. We’ve got a good show for you. First, I’d like to welcome a familiar face, returning for her second time in the cohosting chair. She’s the chief operating officer of Great Lakes Credit Union. Give it up for Elizabeth Osborne.
[Applause]
Joshua Barclay: Elizabeth, hello.
Elizabeth Osborne: Hello.
Joshua Barclay: How are you?
Elizabeth Osborne: Good. How are you?
Joshua Barclay: I am doing fine. Let’s kick into this show, because you’re my cohost, but we have a very special guest. You actually introduced me to her. She’s back for the second time on this show. Please give a big, big round of applause to the chief human resources officer at Consumers Credit Union, Shawn Premer. Shawn, come out.
[Applause]
[Music]
Joshua Barclay: Getting buy in for new technology is never easy, no matter how passionate you are about innovation. In fact, a recent KPMG report found that only 32% of organizations have full leadership buy in for technological transformation. Without alignment across teams, even the most promising AI initiatives can stall before they start. So, Shawn, for the young professionals in the crowd that want to drive technology innovations at their credit union, what’s the best way to get leadership buy in and build alignment across the organization?
Shawn Premer: Yeah, that’s a great question. Because I think back to being young in my career and what I see from so many young leaders today is sometimes when they want to do something new, and they want new technology, and they want to make a change, they jump right to looking at demos. You want to look at a new software. You want to bring in a new solution. And you jump right to the demo phase. And then you’ll go to the leadership, and you’ll say, “Hey, I saw this demo for this great product, and I really want to bring it in.” And what I would recommend, if you’re looking to make change in your organization, is first understand why. Make sure you can understand and explain the why of the change you want to make. What’s broken that needs to be fixed? What solution are you not able to provide? And start there and figure out what the need is and then start looking at the product. So, I think so many times we just want that instant solution, and it’s really not the best way to sell something to your leadership when you want to get it done.
Joshua Barclay: Elizabeth, what do you think?
Elizabeth Osborne: So, first off, couldn’t agree more. Shawn, that was perfect. And I’m noticing a lot of common themes here. So, earlier I just heard Chad talking about telling your story. I heard the same thing from Ben Maxim [Phonetic 00:03:58]. So, for each of you in the room, I have a lot of members on my team that I’d consider younger professionals as well. And many of them, unfortunately, have gotten some pushback from me because they come to me, and they’re like, “Elizabeth, I have this great idea. We got to make it happen. I need this money.” I’m like, “Whoa, whoa, whoa. You need to tell your story. You need to put together a business case and prove why we should make an investment. So, take the time. And that’s really… It’s about taking time, doing your research, stating your problem, listing out the financials, and building a strong case. And the reason why that’s so important is a few things. One is that if you do it right and do your homework, you’re going to get a really good understanding so you can develop that 20-second elevator pitch. So, when you have the CEO meet you in the stairwell, or in the elevator, or in the parking lot, you can do a quick job selling it. That is key. So, use facts. Use data so that way you can get the buy in for that innovation. That will go so far compared to just saying, “I have an idea.”
Shawn Premer: I love that. Because you said the short version. So, our former CEO used to say, “Give me the baby, not the whole nine months.”
Elizabeth Osborne: Yeah. Love it.
Shawn Premer: So, make sure you go in with a succinct answer and an elevator pitch, for sure.
Joshua Barclay: Elizabeth, I like what you said about the 20-second elevator pitch. I tend to be a guy who will like slam a Red Bull, and then write some stuff on a napkin, and then think I have the deliverables. So, aside from the 20-second elevator pitch, when you say come with a business case, give me a clear example of what you mean. What should somebody bring to make that business case specifically?
Elizabeth Osborne: Okay. So, state your problem, provide a summary, list out the risks that you’re addressing, any issues, and tie it back to your credit union’s vision, your values, your goals, your strategy. So, you need to go in there with a good understanding of what you’re doing and why as an institution as well. The last piece that I think really helps it to hit home…and this is very specific and special to credit unions… I came from banking. I could not do this in banking. I am today able to speak with so many great references. So, I can then as part of that story take it back to when I spoke to Shawn at Consumers Credit Union, they saved X percentage in time, or they found efficiencies, or they were able to build their membership base. It really ties into that story. References go a long way in our industry.
Joshua Barclay: And what about the relationships that you would make with like a vendor. Like a champion. Meaning let’s say I have this shiny new AI software that I’m trying to pitch to you, and you like it a lot. How much advice do you have around bring in the vendor to kind of be your champion. Have them make the business case for you. Does that play into your strategy?
Elizabeth Osborne: Absolutely. So, part of the vendor selection process is also making sure that it’s a good fit. It’s kind of like you’re dating a FinTech, right? So, there’s conferences out there that you do these meetups, and that’s how you find whether or not their institution, their organization truly aligns with your organization. And if it’s a match then up front you need to state, “Hey, together we’re going to build something great. We can tell our story together.” Agree to do things like white papers, podcasts, things like that. But if you find that right partner, that right synergy, that is how you can make really great change happen, especially with innovation.
[Music]
Joshua Barclay: So, we all know that one family member at family reunions who just can’t read the room. They put on music that’s like totally just alienating one side of the family reunion, and that’s me. I’d like to apologize to my Aunt Bev. But credit union leaders, they don’t have the luxury of ignoring generational differences. This is something that I think is probably not top of mind, but it probably should be. There’s research that shows that organizations with diverse generational teams are 70% more likely to capture new markets and drive innovation because of the broad perspectives they bring. So, Shawn, what is the biggest mistake leaders make when managing a multigenerational team, and how can they fix it?
Shawn Premer: Yeah, I think the biggest mistake is probably making assumptions. So, I’m a gen-Xer through and through, and people make assumptions about that. Some of you are millennials, some of you are gen Y, gen Zs. We’re going through, and we make assumptions about that. And I think as a leader you should never make an assumption on somebody just based on what they look like, or when they were born, or anything. So, I think as a leader, the best thing you can do and the way to avoid that mistake of making assumptions is really get to know each person as an individual and what drives them. Right? Listen for understanding, not listening for your next opportunity to talk and argue. Because the different perspectives is what makes your organization great. At Consumers, one of the things we really focus on is that when we hire you, we want you to come to work and feel like you can bring your whole self. We don’t want you to have to worry about what your hair looks like or how you dress when you come to work, other than being appropriate. But it’s really… If you’re going to say that you’ll allow someone to bring their whole self to work, you have to understand who they are. So, there’s so many different nuances in generations, but it’d be so easy to make the assumption. But I have young people on my team that work harder than anybody else. Longer hours, and they’re willing to put in the extra mile. So, if I just assume just because you’re young you don’t want to do that then I’m losing, not them. And so I think that’s probably the biggest mistake we make.
Joshua Barclay: Elizabeth, what’s your take on that?
Elizabeth Osborne: Yeah, absolutely. So, for myself, I’m…I think it’s like an elder millennial or something. Something that sounds terrible. Okay? So, I’m like, “That’s great. You just made me feel old. That’s great.” But that means I’m kind of like smack dab in the middle. So, I have people on my team that skew older, different generations. I have people on my team that are younger. And it took me a long time to figure this out. This is not something that I’ve always done. But I…through kind of like tests and trials, I found that, one, listening… So, absolutely, Shawn, what you’re saying. Listening is key. But also adapting your leadership and your message to the recipient.
Because the way I’m going to motivate someone on my team that maybe is a boomer is going to be different than someone who may be like a gen-X, or a gen-Z, or something to that effect. So, boomers, for example… And I’ve found this in my experience, especially with some of my peers, is that they really value in person communication or picking up a phone, not just a chat, not just a quick email. The message goes a lot further. And so I have to be very conscious of that, and I recommend each of you do the same. Because that’s key. That’s how you make sure that your message is getting heard. And then you’re listening to their response and constantly adapting to that. That is really key. And then also personalize it. So, I hear you. What I think I’m hearing from you right now is X, Y, and Z. So, it’s that active listening piece that will go a very far way.
Joshua Barclay: Do you do anything specific, meaning diversity of leadership…do you make that a point of emphasis for your organization to have different generational leaders, or do you think that’s just something that’s bread out of performance? Like, “Donny is the best. He happens to be 50, but he’s the best at his job.” Or do you kind of make a concerted effort to make sure that there’s representation amongst multiple generations and different teams?
Elizabeth Osborne: I’d say it’s a little both for us. So, we’re very performance driven. And so those that perform and are meeting their goals, etc., are absolutely going to… We’re going to listen more to them. However, we have different committees that we’ve stood up where we purposefully and consciously seek feedback and information from our employees and also from our members to get good information back from them. So, we can do things like constantly adjusting the services that we offer, so they align well with our expectations. We, like I’m sure all of your credit unions, have a very diverse membership base. Whether it comes from a variety of things. Age being a big factor. You have to recognize that what you’re offering may not meet every person’s needs, so how do you make it in a variety of ways and listening to what they’re aiding and what they’re giving to you in terms of feedback. So, you’re constantly adjusting it and keeping it live.
Joshua Barclay: I like that advice. Shawn, anything to add here in terms of how to embrace this multigenerational squad that we have here in the credit union realm?
Shawn Premer: Yeah, I think what I would add in that is you want your credit union to reflect the people you’re serving. Right? So, we have a very young membership base. Younger than most credit unions. And our average employee age is under 35. So, a lot of our leaders are young. So, this doesn’t only apply to me as a more mature individual leading younger people. This also applies to we have many, many young people leading up much older than they are. And I think when you’re in that role, it’s very easy to think, “Oh, boomer.” I’ve heard “boomer” used derogatory so many times, and I think you wouldn’t want somebody using phrases about you in a derogatory sense. So, I think it’s really that open listening and understanding, and knowing that in our workforce today, that 28-year-old is very well managing someone my age, that’s not 28, just wanting to feel that mutual respect. So, I think that’s really the dynamic in the workforce that’s probably different than it’s ever been.
[Music]
Joshua Barclay: Hey, before we dive back into the show, I want to give a quick shoutout to our fantastic sponsor, Credit Unions First. They help credit unions maximize insurance profitability with their innovative insurance products designed to proactively manage loss ratios and streamline insurance programs. See what Credit Unions First can do for your credit union at www.creditunionsfirst.org. That’s creditunionsfirst.org. Credit Unions First, keep more, earn more, serve better.
[Music]
Joshua Barclay: Okay, for a new credit union leader, the sheer amount of performance data is overwhelming. I am glad I am not in a lot of your shoes. There’s all these different ratios. You have to do math. There’s a lot of stuff to think about. Let’s start with you, Elizabeth. For the young professionals in this room that want to be successful credit union leaders, what are some of these key performance metrics that they absolutely need to know. There’s no ifs, ands, or buts about it.
Elizabeth Osborne: Yeah, so I would… Before I can even answer that question, my guidance for each of you is to listen to your CEO and listen to the message they have when it comes to your strategy, your growth, what the plans are, risks that they see. So, for example, if you hear your CEO talk a lot about financials and your financial performance as an institution, there is certain key performance indicators, certain datasets that you want to kind of know off the top of your head when you’re having those kind of conversations. Right? Or if they tend to speak more about let’s say membership growth. “Hey, we need to attract different generations of members.” Or, “We need to expand our footprint into other areas.” That would tell you, “Okay, maybe I need to pay a little more close attention to our membership base and what are some stats related to that.”
So, when I think about those two… And in my experience at Great Lakes Credit Union… So, I’ve been there almost four years. We shifted from being membership based to then financially focused, and now it’s a little bit of both. So, it’s something that you’ll constantly want to listen to and kind of keep top of mind. So, pay attention to your financials when they come out. Take notes. Ones that I noted that I’ve found in my experience are kind of top focus, you’ll hear “net worth ratio.” Right? Net worth ratio really shows your financial stability as an institution. That’s key. Another one is your share ratio. So, loan to share. That tells you a little bit more about also how your credit union is earning income and how they’re performing, and then also are they trying to adjust that. Right? Sometimes they’re trying to sell loans to bring that share to loan ratio down. Another one could be your efficiency ratio. So, if part of your strategy is focused on maybe consolidating vendors, bringing more efficient services… Like we talked about AI earlier today.
AI is a great opportunity to make things a little more efficient in terms of operation. So, your operational expense could improve. Then thus your efficiency ratio improves as well. And that’s something CEOs pay a lot of attention to. If you hear a lot or if it’s also about membership, know how many members you have. So, a lot of young professionals I speak to, they’re not quite sure how many members are in your credit union and then also what your asset size is. So, just know that. That should be kind of top of mind. And I recommend when you talk about it, sound really proud of it. That goes a long way. And then also think about your digital adoption. So, innovation is key. We talk a lot about how do we reach those different generations of members, what’s going to drive our performance going forward. So, knowing what percentage of your checking members are active users of your digital plans works a lot.
Joshua Barclay: That was really good. Shawn, what do you…? [Laughs]
Shawn Premer: What she said.
Joshua Barclay: Shawn…
[Laughter]
Joshua Barclay: Shawn, what do you think?
Shawn Premer: Yeah, I would 100% agree. And I think it’s important to understand what your organization’s strategy is. So, if I use our own credit union as an example, we have a balance score card. That score card, we report on it monthly. Our employees know exactly where we stand. So, if they can’t speak to that, that’s a real challenge. So, know what’s important in your credit union, what’s being measured. The only things I would add to the ones that Elizabeth had is we talk a lot about ROA, so return on assets in our organization. We talk a lot about loan growth, asset growth. And I’ll just share a little story, because you talked to good on the data.
But I met a young woman from a credit union recently. I think she was their recruiter. And so I started to ask her questions about her credit union. I was like, “Well, what’s your asset size? What’s your…?” She was like, “Well, I don’t know any of that stuff. I’m a recruiter.” And so I thought to myself, “Well, she wouldn’t be recruiting in my organization because I need the people who are the ambassadors of our organizations to be able to speak to the important things like our asset size, how many locations we have.” So, I think know what’s important in your credit union and be knowledgeable outside of your own area. So, you’re in collections. Don’t just know what your loss ratio is. Make sure you understand the other pieces of your credit union that you’re measuring success based on.
[Music]
Joshua Barclay: Let’s move on to my favorite part here. It’s going to be the Q and A. If anybody has any questions at all… Oh, yes, I see… Yes. I will start with… This one is coming from Miranda Korn of Forest Area. And she wants to know about advancement opportunities. Maybe she’s feeling a little limited in her current role, and she wants to know what is a way that she can get ahead and advance. What’s some recommendations you would give?
Joshua Barclay: So, I would say… So, first I would talk to your manager about if you have a career plan or if there’s some kind of career path for what you’re doing today. I’d also ask for a development plan that you can work on together. A lot of times, like for myself, I wasn’t sure what I wanted to do next. I just knew I wanted to do something different and more so I could continue to grow. And so it’s a good discussion to have with your manager, to jointly decide how can I move forward. And then the last piece I’ll say on that is don’t be afraid of saying yes to an opportunity, if it’s something you may not know 100%. Just recognize that you can learn. You can grow. If you’re excited about it, you’ll get there. So, raise your hand.
Shawn Premer: Yeah, I would just add that your career doesn’t have to be a ladder. It can be a lattice. And when you take…
Elizabeth Osborne: Oh, that’s good.
Shawn Premer: …projects and opportunities that maybe aren’t upward mobility but they give you a chance to expand your knowledge, even if it’s not the sexiest assignment, those are the ones that really help you grow. And so I think, think outside of the box, not just, “Hey, I need to take this next manager role.” It’s like what’s the role that’s going to make you more well rounded and valuable to your organization or maybe even the next one you join.
Joshua Barclay: Well said. This next question actually… They didn’t put their names on this but brilliant minds think alike because I’ve been thinking the same thing. Let’s start with you, Shawn. And they put, “Considering that the federal government has dropped DEI as well as other major corporations in different industries, what do you think is best for the credit union industry in regard to DEI going forward?
Shawn Premer: I love this question. We’re talking a lot about this at Consumers. Here’s what I will say. Organizations that are dropping DEI from their protocols, they probably didn’t have strong DEI programs to begin with. Right? So, at credit unions, our goal should be to reflect. Our organizations should reflect the communities we serve. So, if we have 15% of our members speak Spanish, our goal should be make sure that we have at least 15% of our employees that speak Spanish. We want to make sure that we’re reflecting the communities that we serve and then creating a place of belonging. Creating a place where they come to work, knowing that they can bring their whole selves, their culture, and everything about them with them. So, if you have that engrained in your organization, you don’t have to call it DEI. Right? It’s just creating a great organization that supports and desires diversity and creates a sense of belonging for those that work there. So, I think that just has to be who you are. It’s like a checking account. It’s just part of what you do and who you are as an organization.
Elizabeth Osborne: I mean, I don’t know if I could say it any better than that. That was fantastic. We have a very diverse membership base, and we will constantly work to provide the services that our members need and want. And we should reflect our membership base. Absolutely. So, I completely agree. It’s part of your culture. A DEI program is important. But it’s beyond that. And so I think that’s just scratching the surface of really what is the driving force of your organization.
Joshua Barclay: I’ve got four really, really good questions from Caitlin Blankenship. I will go to this other question, and I will let you pick over here in the corner while we do this what you two think. This question comes in from anonymous. “How do you handle setbacks or failures? What advice do you have for young professionals when they make mistakes?” I’m making a lot of them. Probably quite a few up here on this stage today.
[Laughter]
Joshua Barclay: But how do we persevere?
Elizabeth Osborne: I’ll say, bad news does not get better with time. So, don’t hide it. Just talk about it. We all are humans. We make mistakes. That’s how you learn. So, when that happens, raise your hand and be like, “Hey, I’ve had these conversations. I screwed up. This is what happened. This is what I’m doing about it.” So, go in there with a plan and talk about what you’re doing to fix it so that it doesn’t happen again.
Shawn Premer: I think… Somebody gave me this analogy a long time ago. When you make a mistake, it’s not like you’re a cat with a tin can tied to your tail, and it follows you forever, making a lot of noise. So, when you make a mistake and you own it and you have a solution to fix it, that’s how you overcome it. But if you don’t own your mistake and you blame others or you blame circumstances for those mistakes then you become the cat with the tin can tied to your tail, right? Because it’s like, “Oh, every time Jane makes a mistake, she blames others, or she redirects. She doesn’t take ownership of it.” That becomes who Jane is. And so if you make a mistake, just own it. Sometimes you have to apologize. Apologize and move on.
Joshua Barclay: That’s really profound. Philosophically, that is really good advice.
Elizabeth Osborne: That is really good.
Joshua Barclay: If you’re going to make mistakes, own them, and don’t play the blame game, and try to change them. What question did we decide on, Elizabeth, over here?
Elizabeth Osborne: Caitilin is very insightful, by the way. I’m very impressed with these questions. It’s so tough. I think I’m going to go with four, which is how can CUs, credit unions, balance technology adoption while still maintaining a personal touch. And so today there’s been a lot of conversation on AI, and so that’s where I think a lot of institutions are struggling. How do you maintain that personal touch with technology? And that actually aligns with one of the other questions, too. So, you want to make sure that whatever technology you’re adopting that you are able to cater it so it’s on brand, so it aligns with your values and your message, especially if you have like a chat bot or a virtual assistant. Something that is either inbound, having conversations with your members, or outbound, is sending messages out to your members. That just like a human, the message coming from that technology needs to align with your organization. I think that’s really key, and that’s something you have to monitor and really review. Is there anything you’d like to add?
Shawn Premer: I can’t really add anything to that. I mean, at the end of the day, you’re choosing technology, and technology is a tool. And the human still has to manage and develop that tool and make sure what’s in it is correct and that it looks and feels like your organization. So, sometimes we think the tool is going to solve all the problems, and it really doesn’t. So, it’s balancing the human side of what your experience is, what your member experience is with the piece of technology itself.
Joshua Barclay: Great advice. From a distance, I can hear the clanking of wine glasses. Bar carts are about to arrive. So, let’s wrap this thing up and go to the end of the show. Shawn, thank you for coming on. Do you have any final thoughts or anything that you’d like to plug while I’ve got you up here?
Shawn Premer: Yeah. I think for all of you in this room… And I look at how many stayed in the room, and that’s amazing. Continue to do this. Continue to network, and develop, and learn everything you can. And sometimes just take the tough assignment to grow your skills because you’re not going to get there overnight, but you will get there through hard work and diligence.
Joshua Barclay: Elizabeth, what about you?
Elizabeth Osborne: Yeah, I would say since we’ve had so many questions about adoption, and innovation, and technology, use this time to your advantage. Make new friends. Build your network so that way when you’re building your business case, you have those people you can call, the references, to help you make that case. And a lot of times… Like I’ve built a great network in a few years, and a lot of times… Sometimes I’m like, “I have this idea, but I don’t even know where to start.” So, I’ll reach out to Shawn, or I’ll reach out to anyone in my network and just say, “Hey, what are you guys doing about this? Are you doing anything in this area? Or have you heard about other credit unions or banks that are?” So, it’s a great way. Use this time to your advantage.
Joshua Barclay: Elizabeth, are you hiring? I’m… No, I’m kidding.
[Laughter]
Elizabeth Osborne: Do you want to join Great Lakes Credit Union, Josh? Yes, we’re in the Chicago market, so I’m so excited to see so many young professionals in Michigan. If you ever feel like moving to Chicago, come on over. Give me a call. We are hiring a business specialist right now in the Chicago market.
Joshua Barclay: Thank you, Elizabeth. That brings us to the end of the show. I want to thank our sponsor, Credit Unions First. Go check them out. We have a great video of them talking about their product. Let’s hear it for our wonderful audience. That would be you. [Laughs]
[Applause]
Joshua Barclay: And finally, a special thanks to everyone continuing to listen to Grow Your Credit Union. If you like the show, please follow us on your podcast player of choice. Share this episode with someone. If you want to be a guest or would like to talk about sponsorship opportunities, head over to growyourcreditunion.com to learn more. Thank you for being here, live audience. Really appreciative of you. We will see you next time. Take care and bye-bye.
[Music]
