Who’s Driving Credit Unions?
A Governance structure for Credit Unions to clarify roles and authority and speed up and decision making .
What decides who should have authority to drive?
You can sense the pace of change, the increased complexities of life, and the need for focusing leadership’s attentions. Read any news periodical and you have all the evidence you need to realize the board that started it all, and the board process that brought you this far is unlikely to continue that record of success.
“Challeng the status quo” is the battle cry of today’s nonprofit leaders. You might say, if you don’t think it’s “broke,” it still may be and you simply haven’t seen the ill effects just yet.
“Your [audio CD] is full of many wonderful truths and wisdom.”
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In this recording of a presentation I made, I share solutions to help you design the board and CEO roles in today’s circumstances. Picture a new arrangement that helps the board accomplish its fiduciary duties with more confidence by delegating to a competent Executive, and using governance policies and effective strategic and business planning to achieve it all.
As a credit union veteran since 1971, and a former regulator, I challenge the archaic interpretations of credit union statutes dating back to the 1930’s. I challenge Boards and their management teams to adopt a governance process that quickens the credit union’s response time.
Imagine 60 minute Board business meetings because the Board has delegated just the right amount of authority to their competent CEO.
