By David L. Tuyo, II
I am a student of my profession and currently working toward my Certified Chief Executive designation. The “CCE” is achieved by attending all three segments of CUES’ CEO Institute, and completing two between-segments projects.
For me, the CEO Institute experience has been extraordinary, to say the least. Last year I attended CEO Institute I at the University of Pennsylvania’s Wharton School. I have just completed CEO Institute II at Johnson at Cornell University, Ithaca, N.Y. And in May, I will round things out by attending CEO Institute III at the University of Virginia’s Darden School of Business in Charlottesville.
The between-segments project I completed before going to Cornell was paramount in turning class work into business action. I performed a strategic planning audit and implemented improvements.
Also, the relationships started amongst industry leaders have been rewarding, as well as an outstanding resource to discuss current challenges within our business. Items discussed among the group have been marketing initiatives, business and product development, technology solutions and, most recently, the current regulatory environment. 
David Tuyo, II, says the second day of CEO Institute alone "will return the cost of the course 10-fold to Pen Air."
As I prepare to attend CEO Institute III, I am starting to think about the program’s applicability to Pen Air Federal Credit Union and how I can ensure a good return on the investment the organization is making in my intellectual capital.
The knowledge, experience and networking provided by the three-level institute is having a powerful impact on my life, both professionally and personally.
So what is attending really like? Let me give you some insight. You might call the next part of my post “Diary of a CEO Institute II Graduate.”
Before I Arrived
The pre-reading for the class included over 12 assignments and submission of information to CUES as well as Cornell University’s Executive Education team. The pre-readings include topical material from your personal network, identifying strengths and weaknesses, decision-making approaches, case studies on organizational change and leadership, developing productive climates in the workplace, and self-assessments on leadership styles and credit union culture.
Day 1, Sun., April 10, 2011
4 a.m. Wake to alarm for a long day of travel to Ithaca, N.Y.
From Pensacola, Fla., it is a productive decision to fly into Syracuse and then enjoy the drive as anticipation builds throughout the next 90 minutes. I arrive in Syracuse at 12:36 p.m. and head to pick up my rental vehicle.
1 p.m. Start 90-minute journey to Ithaca; I cannot wait to start CEO Institute II! It has been a year since I last saw the majority of the class and I look forward to hearing how their projects from Institute I—an in-depth strategic planning audit--concluded. The project was to perform an in-depth strategic planning audit. It was an extremely rewarding experience with significant contributions to my credit union’s future direction.
2:30 p.m. Arrive at The Statler Hotel on campus at Cornell University. It is considered by many as the hospitality leader in the academic world.
5 p.m. Attend welcome meeting and program introduction meeting where Beta Mannix, the lead professor for this segment discussed expectations and the course layout for the week. We also did an icebreaker to kick off the class discussions.
6:30 p.m. Cocktail reception and dinner at the Statler Hotel. The networking is unparalleled in the industry, discussing today’s and tomorrow’s topics with the emerging leaders of the credit union movement. The program was started 17 years ago by Fred Johnson, CUES president/CEO, and has had a profound impact on the industry.
Day 2, Mon., April 11, 2011
Dean Thomas kicks off the day with a 15-minute lecture. Next, Jay Russo spends the next eight out of nine hours challenging the class on strategic decision-making. There were some major breakthroughs on decision-making systems and processes. The focus was to challenge the process of decision making throughout the organization and implementing a system to optimize outcomes. Personally, this day will return the cost of the course 10-fold to Pen Air. The increased effectiveness realized through superior decision making will ensure greater success within the credit union. I look forward to sharing the information with the team upon returning. The day concluded with a campus tour at 5:30 p.m.
Day 3, Tues., April 12, 2011
Professor Mannix discusses the barriers to organizational change. Analogical thinking is utilized to open our minds to change. Tuesday was another extraordinary opportunity to invest in our personal human capital. It wasn’t how we need to change but more about how to implement change, the common barriers to change in any setting, and then teaching leaders in the class on how to drive effective organizational change.
Day 4, Wed., April 13, 2011
The history and educational strength of Cornell is coming through the use of videos, which energized the class in a discussion of fostering a creative culture, leading cultural change, and organizational renewal. We completed a self assessment on our leadership styles and the needs of our organizations. We used the assessments to perform a gap analysis. Our segment two project was introduced: The challenge is to write a paper on change leadership and management, our experience and strategy, to be turned in no later than December 2011. The project will be reviewed by the Cornell faculty and feedback will be given to each executive who turns in the assignment prior to the deadline.
Day 5, Thurs., April 14, 2011
A new day, a new professor, and the most dynamic speaker I have ever been fortunate enough to hear. Today we discussed change leadership through influence and negotiation. The class was led by Professor Kathleen O’Connor. Her passion and energy are extremely admirable; the industry is better with her educating our team! The use of skills taught today will be useful on internal development of staff and the overall effectiveness of the entire Pen Air team.
Day 6, Fri., April 15, 2011
Checkout day. I will treasure my learning experience as class dismisses at 11:30 am. Professor O’Connor concluded the week by leading a discussion of building and utilizing an effective network. We weren’t talking about information systems, but about our own personal network of trusted advisors, peers and friends outside the industry who we may discuss work items with. This is a powerful concept that, once you know more about it, will increase your value to any organization.
In all, CEO Institute II was another unbelievable experience and I am thankful to work for an organization that believes in advancing one’s education as the path to greater human capital. Becoming a student of your profession is paramount to career progression and leadership development. The Cornell professors offered great insights and the participants offered equally outstanding conversation to apply the academic theories. The sharing of past experiences, current strategies, and peer analysis along with building a strong network amongst participants made the value of CEO Institute II priceless.
CUES member David L. Tuyo II is EVP/chief financial officer of Pen Air Federal Credit Union, Pensacola, Fla., where he is part of an extraordinary team managing over $1 billion in assets and over 100,000 members. He holds several professional designations and has an MBA from Mississippi State University. Tuyo participates nationally through the CUES On Deck Premier Networking Group where a small group of emerging leaders are being prepared for the next step as leaders of the credit union movement. He also participates in the CUES Expert Advisors Finance Panel, the CUNA CFO Council, sits on several boards of directors and provides regional leadership through his role as a director of the CUES Florida Council.
