Standing behind promises: Empowering our teams to truly serve

In the credit union industry, we pride ourselves on serving members with empathy, transparency, and integrity. But what happens when our systems, policies, or even knowledge gaps fall short of the promises we make? More importantly, how do we empower our teams to bridge those gaps with care, actionable solutions and with bold resolve?

Not long ago, I found myself caught in the chaos at London Heathrow Airport during a fire that wiped our power and closed the airport. Flights were grounded, schedules were shattered, and travelers were scrambling for answers. I just wanted to get home.

As someone who had enrolled in the airline’s loyalty program and had consistently supported their business—like how credit union members build a relationship with their cooperative—I expected a level of support that matched my loyalty. I wasn’t looking for special treatment, just the benefits I’d earned and a clear path forward.

Instead, I encountered a frustrating loop of conflicting information. One representative assured me I qualified for rebooking assistance. Another said those options didn’t apply in this situation. A third offered yet another take. The issue wasn’t just a delay—it was the lack of clarity, consistency, and empowerment at the front lines. Sound familiar?

When systems break down—and they will—it’s the response that either builds or breaks trust.

Inconsistencies like the ones I faced are often symptoms of deeper issues: knowledge gaps. But these shouldn’t be treated solely as training deficiencies. They are also opportunities—opportunities to equip our teams to think critically, act with confidence, and serve with empathy.

At credit unions, we handle complex, deeply personal financial matters. Our members come to us not just for transactions but for guidance, especially during life’s most vulnerable moments. They deserve clarity, consistency, and a sense that someone truly has their back.

At UICCU, CEO Chris Harlan recognized an important distinction: our teams are outstanding at supporting members with digital tools and technology questions. They’ve enabled a high adoption of self-service solutions and empowered members to manage their finances independently with confidence.

But when something went wrong—or when a situation didn’t fit into a standard process—the gaps became evident.

Members experiencing exceptions or system limitations needed more than a digital fix. They needed human connection, flexibility, and empowered decision-making. That’s when Chris introduced a bold, human-centered initiative: Problem resolution.

Here’s how it works. When a frontline staff member reaches an impasse with a member, the case is immediately escalated to a dedicated three-person team: the original representative, a problem resolution specialist, and Chris himself. Together—with the member often included on the call—they work to resolve the issue quickly, compassionately, and thoroughly.

This approach isn’t about hierarchy—it’s about unity. Everyone at the table is focused on one goal: making it right.

One of the first barriers Chris recognized was perceived fear—a hesitation among some team members to make judgment calls out of concern they might unintentionally make the wrong choice. It wasn’t about avoiding responsibility—it was about a sincere desire to do the right thing and not let anyone down.

This hesitation, while well-intentioned, sometimes led to delays or missed chances to connect meaningfully with a member in need. Chris understood that and responded by creating a safe, supportive structure where doing the right thing didn’t have to feel risky.

By modeling trust from the top and reinforcing that thoughtful, member-focused decisions are valued—even when things don’t go perfectly—our teams began to grow more confident. Empowerment wasn’t just encouraged; it was backed by action, support, and shared learning.

This isn’t just a feel-good story—it’s driving measurable results:

Imagine if more credit unions and credit union CEOs embraced this model—not just reacting to problems but actively empowering their teams to solve them with clarity and care.

Our industry has a unique opportunity to lead by example. To show that doing the right thing doesn’t always mean doing the expected thing. It means doing what’s right for the member, the moment, and the mission. Teams that are empowered to bridge the gap between policy and people flip moments of frustration into moments of loyalty. Let’s raise the bar. Let’s build a culture were making things right on the spot is the standard—not the exception.