NAFCU Journal November December 2021

16 THE NAFCU JOURNAL November–December 2021 more flexible image of what success may look like for future management. More specifically, we are quick to move staff around and find skills and jobs at which they excel. Madden : As a learning organization, we have prioritized developing our leaders throughout the organization. We intro- duced an HVCU University model this past year, assigning key modules across the credit union designed to raise the bar on our collective understanding. We have a very successful High Prospect program that identifies emerging leaders and provides them with two years of internal and external training. At the end of each year, classes participate in team projects to present an improvement or efficiency to the senior leadership; many of those projects have led to new products or service enhancements. Q: What lessons have you learned about leadership that you would like to share? Head: I believe great leadership and human kindness are not exclusive to each other. Sure, the job often requires a tough stance regarding accountability, unpopu- lar decisions and/or harsh consequences, however, I don’t have to change who I am during these times. Being consistent and letting staff know you deeply care about their welfare and success goes a long way to building trust and lasting relationships. Madden: As a good leader, you must realize that you don’t have all the answers. You must be willing to rely on others who have different perspectives, talent and expertise. Listening and incorporating new ideas and processes can be immensely important to your success and the overall success of the credit union. “I believe great leadership and human kindness are not exclusive to each other. Sure, the job often requires a tough stance regarding accountability, unpopular decisions and/or harsh consequences, however, I don’t have to change who I am during these times.” — Angela Head