Helping Members (and Staff) Embrace Big Changes at their Credit Union

by Ken Gonyer, Park View Federal Credit Union

If you want to make enemies, try to change something.
– Woodrow Wilson

In the last six months, we’ve weathered a whirlwind of change at our credit union. We invested in and deployed a multitude of advancements in technology – some planned for and some that arose by necessity. They all came together to dramatically alter the way we and our members now do business. Reflecting on the experience, we’ve learned some important lessons about ways to face and embrace change.

As part of the implementation team, I was excited and optimistic about the enhanced functionality, efficiency and convenience these changes would bring. I believed our members and staff would love the end result. Looking back, I can say that the process wasn’t exactly smooth and I didn’t always “feel the love.” In fact, I’m pretty sure that at times we were seen as the “enemy.” Here’s why:

For the staff, just about everything besides their desk and chair was replaced, upgraded or added.

• A new operating system meant new computers, peripherals and software packages at every workstation in every department.
• Every phone was replaced in our switch to a VoIP phone system, a conversion that also required use of computer-based communications interface software.
• Installation of a new call center brought new software, procedures and job descriptions.

For members, almost every remote delivery channel was altered in some way.

• The new VoIP system meant a new menu to negotiate when they called in. In addition, the call center meant they no longer called their favorite branch office – all branches were integrated in the phone system.
• After a power outage struck dead our old audio-teller system, members were introduced to the unfamiliar voice of a new interactive voice response system.
• We rolled out a completely new online banking platform that required members to enroll, set up new security features, and navigate unfamiliar options.
• Members also had a new suite of electronic service options to learn how to use. We introduced mobile browser-based banking, mobile apps, remote check deposit (mobile and home), direct connections to their budgeting software and an integrated personal financial management tool.

A Change Manifesto

Even though the transition was extremely challenging, we all survived the storm. Believe it or not, now that everything has been in place for a couple months, most staff and members are thrilled with the way we do things now. I attribute much of that success to the principles described in the “manifesto for organizational change” created mid-summer by an employee-led strategy group. Here are a few of the key tenets:

As leaders of change, we will:

• Make effective and quality communication across the organization and with our members a number-one priority. When we don’t know or can’t say, we will explain why.
• Clearly articulate our vision and ensure employees and members truly understand the value of the changes. 
• Ask for feedback, actively listen, acknowledge, and respond respectfully.
• Give adequate time to prepare for a change, explain what is expected, and help navigate the path towards implementation.
• Give clear and written instructions, provide training in advance, and conduct trial runs to ensure that implementation will run as smoothly as possible.
• Identify designated and knowledgeable persons to go to with questions, concerns, and problems that arise before or during the implementation.  
• Anticipate barriers to the change, and prepare employees and members for positive ways to handle those barriers.

With the guidance of this change manifesto, our leaders stayed focused on creating positive change within our organization during the tech transition. And after the whirlwind had died down and the dust had settled, we discovered that we had a stronger staff and happier members. We’d made friends instead of enemies.