NAFCU Journal May June 2021

40 THE NAFCU JOURNAL May–June 2021 equitable access to career development opportunities. This is an evolutionary ini- tiative, as we are constantly working on improving our organization, refining our practices and ensuring we live up to our values and strategic initiatives. We have specific measures in place, with targets, by which we will gauge our success. In addition to our workforce, we must also focus on the entirety of our business through a diversity, equity and inclusion lens. Product and service offerings, mar- keting, philanthropy, partner selection, capital deployment are among the areas being reviewed with plans being developed and executed to address any deficiencies. As is inevitable in any organization, resource contentions emerge when exe- cuting strategy. We have made diversity, equity and inclusion one of our primary strategic priorities thereby assuring that resources are available for related actions. Q: In what ways, if any, has the coronavirus pandemic altered your member experience? A: We strive to make sure our experi- ences on our various service channels complement one another and provide a consistent superior experience for our members. From digital banking to in-branch, to phone and live chat—we want to make sure our members can bank the way they choose to. The pandemic may have altered that experi- ence, but like every financial institution out there, we adjusted accordingly and took precautions aligned with local and state guidance to ensure member and employee safety remained at the fore- front while continuing to provide the best experience possible. The most significant change was the limitation of face-to-face interactions in our branches throughout the pandemic. While we were able to provide teller and platform services at a reduced capacity and expanded services via our drive- through lanes in the earlier months of the pandemic, this resulted in a seismic shift to our digital banking services. Our employees have been absolutely phenomenal throughout the pandemic, and they were always quick to raise their hand to help out in our contact center or at a different branch. The true definition of teamwork and caring about people was on full display! Q: What advice do you have for other executives also trying to lead their teams through this unprecedented crisis? A: Let your organization’s core values be your consistent guide during such events. Keeping ESL’s core values at the top of my mind keeps me grounded, and allows me to understand, to the best of my abili- ties, what ESL’s employees, members and the wider community have been expe- riencing during such an unprecedented event. Make clear roles, responsibilities and decisions rights and work to continually provide the support and reinforcement necessary to honor this structure. Every- thing was and continues to move and change so fast throughout the pandemic. While most decisions and actions have positive outcomes, mistakes and mis- steps are inevitable. The best thing to do in such circumstances is to acknowledge them, apologize, learn from them and make the appropriate correction as effi- ciently and effectively as possible. Constant, consistent, honest and thor- ough communication is a must in such circumstances. Employees depend on it in order to do their jobs, stay informed and remain motivated. It can be a source of comfort and confidence that things will be okay if we work together. The same goes for our members. The absence of information can lead to uncertainty, fear and inaccuracies. Consistent, honest and thorough com- munication can answer questions and alleviate concerns. I seek to ensure that my team feels true ownership of our strategy and plans through full participation in their development and execution. When a variety of views, ideas and opinions are welcome and sense of valuing shared accomplishment exists, it establishes an extremely high level of engagement.