Are credit unions ready to leave remote work behind? Corporate CEOs are making bold moves, with 80% planning full-time office returns in the next three years. For credit unions, the decision isn’t just about where employees work—it’s about maintaining culture, collaboration, and member service.

But as leaders wrestle with workforce strategies, bigger shifts are looming. A planned merger between First Technology Federal Credit Union and Digital Federal Credit Union would create the sixth-largest credit union in the U.S. While this promises growth, critics argue it could erode competition and push smaller credit unions closer to extinction.

And finally, we cover the broken process of employee onboarding: With only 39% of employees finding it clear and 22% calling it disorganized, credit unions must rethink how they welcome new talent—or risk losing them altogether.

As credit unions reflect on 90 years since the Federal Credit Union Act, the question arises: What strategic focus will propel them into the next era of financial services? Should they return to their cooperative roots, or step up to fill the void left by small community banks in serving local businesses?

With credit unions managing an average of 182 vendors per week, ensuring alignment between all partners can be a daunting task. But what if getting all your vendors in the same room could unlock new opportunities for strategic growth?

Are you facing the challenge of building the right team to drive your credit union forward? Many leaders grapple with whether to hire specialists with deep expertise or passionate generalists who bring versatility. In an industry that’s rapidly evolving, how do you assemble a team that’s both agile and aligned with your vision?

You want your credit union to be data-driven, but are you asking the right questions to get there? Many credit union leaders have access to endless amounts of data but struggle to translate that into real business impact. Dashboards look great, but how do you use them to move the needle on what truly matters?

With growing scrutiny on financial institutions, forced-place collateral protection insurance (CPI) has become a significant pain point for both members and credit unions. Hidden costs from CPI can lead to inflated loan payments, causing financial strain on members and, in extreme cases, vehicle repossessions. So, how can credit unions protect their members from these pitfalls while maintaining the necessary insurance protections?

With operational costs rising—up nearly 6% over the past year—credit unions face the ongoing challenge of maintaining the efficiency needed to stay competitive. How can your credit union effectively transform increasing operational expenses into opportunities for improvement through team empowerment and technology adoption?

A significant gap exists between executives’ perception of how much they trust their employees and how trusted employees actually feel. We can bridge this gap by fostering a trust-based environment which involves encouraging mistakes as learning opportunities and ensuring clear communication and follow-through on employee contributions. Could this forward-thinking approach also lead to growth?

Credit unions often remain stuck in traditional ways of thinking, slowing down their ability to innovate and keep up with modern financial expectations. Credit unions need to break away from old habits and start thinking like modern, agile organizations to better serve their members in today’s fast-paced financial landscape. Is it time to stop thinking like credit unions and shift into a different mindset entirely?

Credit unions continue to chase outdated goals, aiming to be the primary financial institution for their members despite changing market dynamics. Is the quest to be a primary financial institution still relevant in today’s diverse financial services market? How can Credit Unions adapt rather than trying to be everything to everyone?

Charter changes can be a game-changer for credit unions, opening new avenues for growth and member engagement. However, navigating the process isn’t always straightforward. When the NCUA rejects your submission, it can feel like a significant setback. So, what steps can you take to effectively respond and turn the situation around?

Are Credit Union events a waste of time, money, and effort? We don’t believe so, provided that you have a strategy in place to maximize your networking and learning opportunities. Just how much value can you unlock with the right approach?

The failure of Credit Unions is not a sudden occurrence, but rather a gradual process that starts from the top down. Why aren’t leaders who are ineffective or complacent held unaccountable for their poor performance? It’s time we serve our members better by removing those obstacles to credit union growth.

For credit unions with assets under $100 million, women hold 53% of CEO positions. Yet, as we look at larger credit unions, with assets over $100 million, this percentage drops to just 23%. What is driving force behind this phenomenon, and what can we do to level the playing field?

Verifying the identity of your members in digital transactions can be challenging. Fraudsters are becoming increasingly sophisticated and persistent in their methods. What does it take to effectively safeguard your credit union and members from fraud?