When conflict in the credit union workplace is a good thing: Part 2

See Part 1 here.

When we left off, we were discussing a very common source of conflict in the credit union workplace: longtime employees who have become complacent and rather than evolving and continuing to prove their value, they spend their days resting on their laurels.

There are many benefits to having longtime, loyal employees in your credit union – particularly when these same employees willingly embrace progress and learn to evolve with the ever-changing financial services landscape. Unfortunately, sometimes with long tenure comes complacence, resulting in a mechanized routine, feeling of being stuck in a rut, and ultimately, performance stagnation. The last thing you want to hear as a manager is the dreaded motto of the complacent: “But that’s how we’ve always done it.” Enter new, fresh employees with bright new ideas and unbounded enthusiasm, and you have conflict.  How can you harness this conflict to bring about positive results?

• Emphasize creative, out-of-the-box thinking and lead by example. Offer creative ideas of your own.
• Conduct brainstorming sessions with clear direction and clearly defined goals. Ensure that the brainstorming environment is a “safe zone” with no bad ideas. Recognize and celebrate all ideas.
• Mix things up in the branch, perhaps try having your staff work different roles, even temporarily, in an effort to break people out of their comfort zones.
• Research industry best practices, creative processes and trends and discuss them regularly with your team.  
• Offer incentives, rewards and recognition for high performers, and always acknowledge all efforts, even those that weren’t the “best.”

Older employees who are slow (or refuse) to adapt to new methods

Another challenge managers face is an aging workforce. The segments of the U.S. labor force that are expected to grow the fastest between now and 2024 are those 65 to 74 and 75 and older, much of which is driven by longer life expectancies and postponed retirement (Rick Wartzman, “What America’s Aging Workers Mean for the Future of Work” Fortune, June 22, 2016).

Credit unions located in more rural parts of the country may have even a larger concentration of older employees, due to lack of other employment opportunities in the area. Many older employees may feel daunted by the changing technology landscape, and aren’t mentally and/or physically as quick to learn or adapt, even if they have a genuine interest in learning.  Older workers often tend to be late-adopters of technology or new processes, or even “set in their ways,” making it more difficult for managers to keep pace with the rapidly changing banking environment.  The credit union space has migrated to more of a sales culture, meaning the front-line must work harder to up-sell and cross-sell. Banking is going digital, with more and more functions performed entirely through mobile apps. Credit union employees need to function as the agents of change, but older employees may be resisting the change themselves. Conflict is certainly introduced when young employees enter the mix, already proficient with new technology, and enthusiastic! How do you manage older employees who are slow or unwilling to adapt?

• • Define your expectations and clearly communicate that ongoing learning is a requirement of the job.
  • Provide training for various skill levels through various channels and times of day.  If resources are constrained, consider appointing your branch manager or front-line leader to conduct the training.  
  • Offer incentives, rewards and recognition for high performers, and always acknowledge all efforts, even those that weren’t the “best.”
  • If your older employees are unwilling to learn new processes or technology, conduct performance reviews outlining clear expectations and requirements.

• Be flexible! Older employees have life experiences, wisdom and different generational perspectives that make them a unique part of your team.  If new processes or new technology continues to challenge them, consider alternate roles. Perhaps a mentor role, member service, administrative tasks, etc.

If conflict is NOT occurring in your credit union, you need to find out why. According to Susan M. Heathfield, (“How to Encourage Meaningful, Needed Conflict at Work” The Balance, October 12, 2016).

“If you experience little dissension in your group, examine your own actions. If you believe you want different opinions expressed and want to avoid group conflicts, and you experience little disagreement from staff, examine your own actions. Do you, non-verbally or verbally, send the message that it is really not okay to disagree? Do you put employees in a “hot seat” when they express an opinion? Do they get “in trouble” if they are wrong or a predicted solution fails to work? Look inside yourself personally, and even seek feedback from a trusted advisor or staff member, if the behavior of your team tells you that you are inadvertently sending the wrong message.”

Open dialogue with your team will greatly help you to identify and rectify any problems that stand in the way of healthy, positive, and constructive work conflict that can lead to problem-solving, creativity, innovation, renewed employee morale, and ultimately boost your credit union’s bottom line.