Let’s be real: if your current bench strength looks more like a folding chair than a solid lineup, you're not alone. With the NCUA’s succession planning requirements coming in hot and mergers becoming the norm, the need for strong internal leadership isn’t just a “nice to have”—it’s critical. Your future (and frankly, your sanity) depends on it.
But don’t panic. The good news? You don’t have to look far to build your bench. The next great leader might already be sitting down the hall, killing it in member services—or quietly running IT like a ninja. The question is: are you helping them grow, or are you just hoping they'll magically morph into a VP?
Spoiler: Hope is not a strategy.
Why bench building matters (like, now)
Credit unions are feeling the pressure from every angle. Talent shortages. Increased retirements. Rapid change. And let’s not forget the steep climb of managing operations with thin leadership coverage. Whether you’ve got a full org chart or you're patching holes with duct tape and good vibes, the need for a strong internal pipeline is universal.
Leadership development isn’t just for the corner office. It’s for everyone—from high-performing tellers to emerging leaders who ask, “What’s next for me here?”
And if you're thinking, “Not everyone wants to be a CEO,” you're right. They don’t. That’s why development isn’t only about title-chasing. It’s about cultivating confidence, clarity, and capabilities—at every level.
Career paths are not just ladders anymore
Most of us grew up with the idea that career development = climbing the ladder. Up, up, up.
But that’s not the only path (and for some, it’s not even the right one). At CUES, we champion four career models—each designed to fit different personalities, priorities, and potential.
- Linear: The classic path. Think Teller → Branch Manager → VP.
- Lateral: Move across departments to broaden skills and organizational understanding.
- Lattice: Combine upward and lateral moves for a more personalized journey.
- Legacy: Stay in your sweet spot, but grow your influence as a mentor or expert.
These models empower people to grow without forcing them into roles that don’t suit them. We call that a win-win.
Grow where you’re planted
Contrary to popular belief, it’s not the job of a manager to develop their employees. It’s the employee’s job to own their growth. But—and this is a big but—it is your job to support, advocate, and provide the tools when they’re ready to rise.
Let’s stop positioning managers as gatekeepers and start seeing them as guides and challengers. The kind of leaders who say, “Hey, I see your potential—want to take on a project that will stretch you?”
And don’t confuse high-performers with high-potentials. The top salesperson might not want a leadership role. And that quiet team member who’s always asking big-picture questions? They might be your next CXO.
How do you figure out who’s who? Simple. Have career conversations. Not performance reviews. Not “How’d you do last quarter?” chats. Real conversations about goals, dreams, and what “growth” actually looks like for that person.
Tools, tricks, and the magic of 1%
Once you’ve spotted your Hi-Po employees and opened the door to growth, it’s time to get to work. And by “work,” we don’t mean overhauling your whole org chart. Small steps go a long way. In fact, James Clear (of Atomic Habits fame) reminds us that improving by 1% each day leads to massive gains over time. That’s not theory. That’s math.
Here are a few low-lift, high-impact ideas you can start today:
- Rotational programs: Let employees try out new departments, akin to a professional student exchange program.
- Stretch assignments: Ask someone to lead a project, present in a meeting, or mentor a new hire.
- Learning journeys: Create skill-specific paths for growth (think “playlist for success”).
- Job shadowing: A peek behind the curtain can inspire and inform.
And please, please make time for learning. If your team is always operating at 100%, when are they supposed to get better? Brains under stress aren’t absorbing new skills—they’re just surviving.
Pro tip: Repurpose one team meeting per quarter just for learning. It’ll pay off in clarity, confidence, and retention.
Career culture: From buzzword to bedrock
Let’s not pretend career development is a one-time event. It’s a culture. It should live in conversations, in how we recognize talent, and in what we celebrate.
That means:
- Talking about lateral moves as success stories.
- Elevating cross-functional superstars.
- Normalizing development as part of the job—not extra credit.
And don’t forget your neurodivergent team members. They may need non-traditional development paths—and they might be your most untapped source of genius.
Final thought: Build the bench you wish you had
Whether you’re one retirement away from chaos or just dreaming of deeper internal talent, the time to build your bench is yesterday. But today works, too.
Support your team. Celebrate their growth. And above all—believe that developing your people is the best investment you’ll ever make. Let’s build the bench. Let’s future-proof your credit union. Let’s get growing.
