NAFCU Journal March April 2021

37 THE NAFCU JOURNAL March–April 2021 continuity team to develop safety proto- cols for our front-line workers and pro- ductivity metrics for our internal staff. Much of our workforce has been able to transition to home-based work positions. Having 380 of our 500 employees shift to being home-based in a very short eight- day period showed how adept our team was to make a quick, efficient pivot. Our leadership has altered our cultural activ- ities to virtual platforms. We are still able to host virtual employee get togethers, deliver surprise meals to our employees’ homes, and celebrate employee mile- stones. We haven’t skipped a beat. I am extremely proud of my team. Being in Florida, we are used to making fast deci- sions about operations during hurricane season. It is truly inspiring to see that my team has carried over our business con- tinuity tenacity to tackle the challenges of COVID-19. They are truly incredible people. Q: What will it look like to successfully come through this? A: To be successful post-COVID-19, I believe credit unions should continue to focus on members and employees and invest in innovation industry wide. Credit unions are uniquely positioned to increase consumer value even as compet- ing industries are receding. Closer to home, GTE needs to continue to preserve its employee first culture while maintaining an engaged member- ship. We want our members to feel GTE is both purposeful and useful. I believe we are well on our way to obtaining both goals. We continue to make adjustments to ensure our membership and employees receive the most value despite these trying times. While there is much uncertainty in the market today, we want to ensure that we remain a steady focal point for our employees and members so they can rely on the same exceptional service and value we have provided for 85 years. We will also continue to make sure we keep our employees safe. Our employ- ees are the backbone of our organization and keeping them safe means we help keep their families and loved ones safe. We want to set a good example in the community and show that we can be a model for other businesses and organiza- tions to follow. Q: What advice do you have for other executives also trying to lead their teams through this unprecedented crisis? A: Many of the activities that we are used to doing—eating out, traveling, visiting our extended family—look and feel different than before the pandemic. To combat this, I try to find fun ways to counter the monotony of the virtual rhythm of the pandemic. Keep your unique culture alive and encourage a team approach despite a shift to virtual platforms. Focusing on employee engagement and employee wellbeing will pay dividends that extend to the membership, all while creating longevity in your brand. We have not had issues with our employees working from home. Our experience scores have increased since we made the change. My team works relentlessly to ensure that employees “feel” the value they bring to the organization. We put words into action by doing little things that mean a lot. A simple phone call goes a long way. My schedule includes impromptu virtual meetings and phone calls just to gauge employee sentiment. This year has helped bring us closer when this pandemic could have pushed us apart. But these are things that credit unions already excel at. We foster rela- tionships, and its why I absolutely love this industry. Brian Best is president and CEO of GTE Financial, headquartered in Tampa, Fla.