3 minutes
Credit union leaders are rising to meet a pivotal moment with unity, agility, and bold action.
As the credit union industry stands at a crossroads of critical legislative and regulatory shifts, it is clear that success will not hinge on strategy alone. It will hinge on leadership.
Last week, more than 75 credit union system leaders answered the Defense Credit Union Council's call for collective action. For some time now, many leaders across our system — myself included — have been deeply engaged in conversations about the leadership skills needed to navigate today's environment. The framework for advocacy shared — including coordinated grassroots engagement, strategic alliances, rapid communications, powerful storytelling, and contingency planning — served as a powerful prompt to further reflect on these skills.
In a time defined by volatility, uncertainty, complexity, and ambiguity (VUCA), the leadership skills that matter most are not theoretical. They are practical, relational, and immediate. Leaders must model collaboration, uniting a diverse system behind common goals without falling prey to competition. As emphasized during the call, this is not about competing with national associations or leagues; it is about harmonizing efforts so that "all boats rise."
Equally important is the skill of sustaining a sense of urgency without succumbing to panic. In my view, great leaders recognize the stakes yet maintain poise, inspiring action through calm confidence and a relentless drive to "plan each win, execute each win, and celebrate each win," as the campaign objectives urge.
Storytelling also emerged as a critical leadership competency. Facts and figures, though essential, will not alone win the day. Leaders must be able to translate data into human stories that resonate with policymakers and the public alike. Stories of how credit unions build communities, support small businesses, and bridge banking deserts can illuminate the credit union difference in ways numbers alone never could.
In an environment where timelines are compressed and change is constant, adaptive coordination is vital. Leaders must be able to quickly align stakeholders, disseminate information, and respond en masse — often within hours. This level of orchestration requires not only vision, but also the humility to listen, the discipline to plan, and the flexibility to pivot.
Ultimately, this moment calls for leaders who are systems thinkers — able to see how grassroots advocacy, media outreach, congressional engagement, and strategic partnerships fit together into a coherent campaign. The Defense Credit Union Council's call to action served as a timely catalyst, reminding us that real leadership is about anticipating change, planning for contingencies, and seizing opportunities when they arise.
The next six weeks will test the credit union system's agility, unity, and resolve. But if last week's call demonstrated anything, it is that credit union leaders are ready to meet the moment — not with fear, but with the steady, strategic leadership this movement has always been known for.
Heather McKissick, I-CUDE, is CEO of CUES. Her 30-year not-for-profit career encompasses six different industry sectors. She is a former EVP at University Federal Credit Union, Austin, Texas, where she served for nine years. Prior to that, she was CEO of Leadership Austin, an organization dedicated to developing community and civic leaders across Central Texas. McKissick is the previous director of organizational development at one of the largest non-profit healthcare systems in the US and was an administrator and faculty member at St. Edward’s University.
