When entering the Navy, the instructor as part of our orientation to military life, said we should join two organizations: USAA for auto insurance and the local military credit union for checking accounts.
His advice has caused our family to use USAA for auto, and later home insurance, for over 50 years.
We receive two bonus checks annually as part of this relationship.
The first for $412 was the annual distribution (dividend) from the Subscriber’s Account, a portion of the capital base for this mutual insurance company. USAA stated that the amount was partly from the sale of their asset management company as well as from their overall net income.
That equates to three to four months of my combined auto/home premium payments.
The Senior Bonus
But there is more to come. The senior bonus paid in mid-February is for those with at least 40 years of membership. It is a partial distribution of the capital in the Subscribers Account held in my name. It will be an even larger payout than the annual dividend based on prior year’s payouts.
A growing number of credit unions are paying special dividends, interest rebates and holiday bonuses to members when 2019’s annual results are well in hand.
One of the vital strengths of the cooperative model is their relationships with their member-owners. These year-end special payments acknowledge the owner’s stake in the cooperative.
USAA’s 40-year senior bonuses show their recognition and the importance of long-term loyalty. Is there a parallel for credit unions in this example?
“I noticed our profit sharing hit my 401K last Friday, thank you so much for this wonderful benefit! I know you go to bat for us with the board and I appreciate them reciprocating in kind. During this holiday season I reflect on the year gone by and the year to come, and feel very humbled and blessed. Appreciate it!”
James Barrie’s children’s play Peter Pan has become a staple of holiday presentations since it was first staged in 1904 in London. It just opened in Washington. Wendy, Tinker Bell, Peter, Captain Hook, Tiger Lily and the Lost Boys’ feats in Neverland are alive for those who have only seen the TV or movie versions.
The conflict between Captain Hook’s pirate band with Peter and the Lost Boys seems at times too real (walking the plank, if captured) and at other moments simply fantasy.
Peter Pan is the boy who doesn’t want to grow old. Tinker Bell’s pixie dust powers ordinary children to fly to the stars. And Captain Hook while trying to capture the Lost Boys, is always listening for the tick-tock of the alarm clock swallowed by the man-eating crocodile that bit off his hand.
Audiences both young and old are asked to imagine. Moreover, the play’s tension derives from the threats of mortality should the boys be captured, or what would happen if the crocodile sneaks up on Hook unawares.
Plays endure because they embody truths transcending the theatrical story. Who really wants to grow old? Has not a shadow of death crossed every person’s mind at some point? Does the lure of adventure, the dream of flying into the sky, ever end?
Do these theatrical insights have parallels with characters in credit union land?
Captain Hooks Abound
I confess to seeing many Captain Hook figures in credit union land. They hear ticking clocks and spend their lives running from a vicious crocodile. They warn others to flee also. For it is their desire, similar to Hook’s, to subdue the optimism of Peter Pans, and to assert control over their part of credit union land. Here are some recent tick-tock warnings:
“In our industry there is such a short runway—we’re all going to face challenges. . . You have to be aggressive because there’s big changes in banking coming. You have got to get bigger and do it at a decent pace, and you have to look beyond your borders. If a credit union is anti-merger, they’re probably burying their head in the sand. The financial services industry is going to be facing some headwinds in the future and you have to be ready.”
A Board to its Membership:
Your FCU Board of Directors . . .has approved and is seeking a merger . . .It is the role of the board to look ahead and make decisions that we believe place our credit union in the best position to serve you. As we look to the future, we recognize the potential for economic challenges ahead. The last recession was very difficult for our credit union and we are not confident that we could remain well-capitalized through another economic downturn. We believe the time to take this step is now while our credit union remains financially strong.
Two NCUA Board Members:
“To me it’s always interesting to note the credit union community is now approaching $1.5 trillion in assets and we have an insurance fund with $16 billion, $17 billion in it. This is razor thin.There is not a lot of leeway here. (McWatters)
Harper called out the NCUA for tolerating “an uneven regulatory field. After the Great Recession, the FDIC and other banking regulators moved promptly to update and implement their risk-based capital standards, yet the NCUA wants to delay implementation for a second time. . . We know that a recession is coming. We just don’t know when and how severe it will be. That’s why we should fix the roof before it rains by implementing this (RBC) rule at the start of 2020.”
For Captain Hooks the end is around every corner. They preach negativity. It sounds expert, especially when facts don’t support their claims of future insight.
The Peter Pan World View
Like Peter Pan, credit union leaders have a different vision from the Captain Hooks of their responsibility. This is not a world where worries don’t exist; but rather one that believes in the radical, disruptive capabilities of cooperatives. Especially its focus on member well-being.
They know that the work of helping members is never ending and that hardships sooner or later come to one or all. But rather than looking for ways out of credit union land by giving up their charter, or outracing market growth, or emulating competitor’s models, or even hoarding more for future uncertainties, these leaders instead rely on one premise: how credit unions serve members will be the difference that sustains, whatever the economicor competitive climate.
As year-end nears, look for the many stories celebrating the sharing of credit union successes with members, communities and those in need. As the Hooks of the world continue predicting crises if one does not heed their ticking clock, recall the most dramatic moment in the play.
Tinker Bell appears to have succumbed in a fight with Hook and her spirit ended. Whereupon Peter appeals to the audience, breaking the theater’s fourth wall and asking “Do you believe in magic? Let me hear you.” And every time the audience shouts and claps, Tinker Bell recovers and the Lost Boys and Wendy make it home safely.
A lot of hard work goes into the cooperative model, but in the end, success depends on what you believe. The Captain Hooks? Or the many Peter Pans going about their work joyfully, knowing good works are never finished?
“Over the past hundred years, and many generations, credit union owners have built credit union value. Each owner through contribution, volunteering and stewardship has helped create credit unions worth over $120 billion and a credit union industry worth over $1 trillion. Every day new generations join these credit unions. And every day, the value of each credit is passed freely from one generation to the next. One owner to another.”
The close: “When you join a credit union, this value is given to you. You are not only a member, you are part of a community of credit union owners who share this value.”
A timeless message. Makes one want to see the video. Or to join and own a credit union today!
Each year end brings the retirement of credit union leaders who have served a generation or more expanding the cooperative legacy. One such exit at Eastman Credit Union in Kingsport, TN is especially noteworthy.
Olan Jones is leaving an institution he guided for over 20 years. Today it is $5 billion in assets versus $600 million when he arrived. Its 820 employees serve 230,000 members at 30 employer and branch locations throughout the country.
A Person of Purpose
The first two decades of Olan’s professional career were with Eastman Kodak and Eastman Chemical in corporate finance and human relations. Then came the switch to cooperatives.
While it would be important to single out the over 20 years of Eastman Credit Union’s sustained financial performance as CEO, what makes Olan’s contribution so special is his leadership qualities.
Even with 20 years in the corporate for-profit world, Olan believed in the unique contribution of the cooperative model. In our conversations he was curious about all things credit union. His final question in a call to me would be, who else might he ask about a topic such as “Are any credit unions actually utilizing big data analytics to improve their core understanding of their firm and make better decisions”?
“To Thine Own Self Be True”
In all my interactions, Olan’s “southern gentleman’s” personality was prominent. He was always courteous, calm and thoughtful. He welcomed all comers and made people feel at ease. No air of authority, but rather someone you want to have lunch with.
Olan calls it a “Southern Appalachian” manner. Born in Kingsport, TN, he is a life-long, all-in participant in numerous community educational institutions, economic development efforts, theatrical groups, and church and professional organizations in the east Tennessee and southwest Virginia regions of his FOM.
He always saw his responsibilities as much more encompassing than leading the credit union. One initiative he undertook was to deploy a community WiFi network in downtown Kingsport in the early era of the Internet revolution. Ultimately this community effort was ended when WiFi became ubiquitous.
He was active in many Tri-Cities community leadership roles and in financing public development projects. In the credit unions system, he served in volunteer roles with Filene, CUNA, NASCUS and the Tennessee League, to name a few. He also served on the Thrift Institution Advisory Council of the Federal Reserve Board.
A Manager’s Manager: A Service Culture
His combination of human resource and financial background propelled a multifaceted approach to organizational change that resulted in an 800% asset growth during his two-decade tenure.
He was an advocate for quality improvement processes (Deming) and project management. He sought 5-10% annual growth in the field of membership (FOM) as the area’s population was declining at 0.5% per year and the economy growing at only 1%. The company sponsor since 1936, was downsizing employment. By adding groups and counties to its field and becoming a one-stop shop, the credit union enjoyed strong annual earnings with double digit balance sheet growth during his stewardship.
He believed that empathy was key to effective customer service, not just great products. Creating a service culture, he realized, takes time and continual measurement. Once implemented, the credit union has achieved a net promoter score of 81-87% for over ten years. Better service creates better financial results was his operating logic.
He believed so strongly that lending was the critical credit union role that he once appeared at a staff meeting in a “Hair on Fire” wig to stress this urgency. Since the 1990s, the credit union was a pioneer in a non-government guaranteed, private student loans. He refocused lending on middle-class blue-collar members, not just higher paid senior executives. He introduced business lending and financing municipal development projects resulting in a $350 million portfolio.
The credit union shared its success with its member-borrowers by paying out $130M rebates over a 20-year period. Some business clients were so surprised with annual interest checks in the tens of thousands of dollars that they sent them back thinking there had been an error.
His Credit Union Spirit
Having lived in the corporate world of quarterly earnings-per-share expectations, Olan believes that serving members, not maximizing profits, is what undergirds credit union success. ECU found that the higher the annual member service rating, the stronger the financial performance. To everyone’s surprise, almost everything else that matters to financial performance got better as well.
He preached that ECU’s strategy of “maximizing service to members” both differentiates and gives the credit union a huge competitive advantage.
The smartest investment he made was in the credit union’s hiring and training program to maximize this service quality focus. He wanted to keep goals clear, simple and understandable. An employee bonus program of up to 20% of salary, is based 50% on loan performance and 50% annual member satisfaction rating.
Service quality excellence was recognized in the staff bonus combined to create the organization’s decades-long superior outcomes.
Not Changing of the Guard, but Drawing from a Pipeline
Credit unions are unique in their ability to capitalize on local relationships. Olan’s leadership accomplishments stem from his deep, caring loyalty for his people, his community and his region.
His successor, Kelly Price, is from the credit union’s executive ranks. Just as Olan himself sprang from the local environment.
On October 14, 2019, Olan’s singular contributions to east Tennessee were recognized by the Speaker of the Tennessee House of Representatives in a formal proclamation reciting his lifetime of service to his home region.
For those who have not had the experience of meeting Olan, this video for his work with Junior Achievement will give you a first-hand picture of his personality.
Email from a member: “Thank you so much for the Patronage Dividend Bonus. We appreciate all the hard work from you and your team. Have a great holiday season.
CEO reply: Thanks for the message. It takes the mutual appreciation of the players involved in a cooperative to generate dividends. And I am proud to work in a cooperative that highlights the sense of appreciation as one of its main drivers for success. Enjoy the holidays.
These lines from Hamlet, Act I scene I, upon seeing the ghost, are like a favorite ornament at this time of year;
Marcellus: Some say that ever ‘gainst that season comes
Wherein our Saviour’s birth is celebrated,
This bird of dawning singeth all night long;
And then, they say, no spirit dare stir abroad,
The nights are wholesome, then no planets strike,
No fairy takes, nor witch hath power to charm,
So hallow’d and so gracious is the time.
Horatio: So have I heard and do in part believe it.
Any fan of modern art should have no problem recognizing the name Banksy. He is one of the most renowned street artists of this generation. His pieces push the boundaries of political and social activism. Every new street scene draws crowds making his art a public spectacle whenever they appear. His work is usually a “call-out” of current society or a send up of a political taboo. He is a revolutionary with a spray can.
Every Christmas season he issues a new holiday street card. They evoke familiar images and invariably provoke response. His many seasonal efforts can be found on Google.