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Technology and the Branch of the Future

credit union data center remodeled by Level 5

Leveraging Critical Credit Union Data Components for Smart Geographic Expansion

In the ever-evolving landscape of data collection in the credit union and financial service industries, the race to capture new markets and enhance member experience has intensified. Basically, you have to keep up.

Furthermore, with the growing influence of technology, interwoven with strategy consulting, site selection, branch design, and building, this bevy of tools has become vital for financial institutions to stay competitive and thrive and meet members’ needs properly.

In this post, we will explore six crucial data components that inform the branch pro forma; as well as and aid in the geographic expansion plans of credit unions, enabling them to build the branch fit for the growth of the future.

1. Loans and Deposits Forecasting: Unearthing the Elbow Room

Understanding Market Viability

When considering expansion geographies and specific trade areas, it is essential to assess the availability of loans and deposits in that market before making a final decision on branch real estate site selection.

This crucial data component helps credit unions determine the “elbow room” or growth potential in a given area, identifying if there are still untapped opportunities or if the market is already saturated and unsuitable for expansion.

merging credit union data and technology

2. Competitive Analysis: Identifying Opportunities Amidst Competition

Beyond the Elbow Room

When entering a new retail banking market requires a thorough competitive analysis.

Accordingly, financial institutions must gauge the opportunities for a new entrant and assess how well they can compete against existing players. This involves understanding whether competitors dominate or outspend potential newcomers, ultimately determining if the market is viable for a new branch.

3. Consumer Overlays: Tapping into Existing Consumer Bases

Building on Existing Clientele

Another critical factor in successful geographic expansion is identifying how many existing consumers reside in the expansion geography.

A pre-built consumer base can significantly impact the success of a new branch, providing a strong foundation for growth and member engagement.

4. Demographic Tapestry Profiles: Recognizing Shifting Consumer Demographics

Mapping Consumer Demographics

Even if credit unions know their target consumers, they must ensure that these consumers reside in the expansion area.

Demographic tapestry profiles allow you to understand the overlays of the existing consumer base in potential expansion geographies. Consequently, this helps to avoid potential mismatches between target demographics and location.

Glasses and pen laying on top of paper data charts

5. Market Potential Indices: Measuring Consumer Behavior

Predicting Consumer Behaviors

Market Potential Indices (MPI) provide valuable insights into the likelihood of adults in a specific geographic area exhibiting purchase behaviors aligned with the banking products and services offered by the credit union.

This data component aids in assessing the market’s demand for the institution’s offerings or those they plan to introduce.

Business people in a group sitting around a conference table looking at charts, data and computers

6. 4 Square Quadrant: Mapping Branch Performance and Market Potential

Visualizing Success

The 4 Square Quadrant, a critical component of the LEVEL5 Branch Market Analysis engine, provides a comprehensive reading of proposed branches in a given trade area.

By scatter-plotting the branches based on performance and market potential, financial institutions can effectively gauge which locations are likely to thrive and which ones may under-perform.

Paving the Way for the Credit Union Branch of Tomorrow

In the dynamic world of financial institutions, leveraging technology to analyze critical data components is paramount for making informed decisions regarding geographic expansion and long-term growth. 

Credit Union strategy consulting, site selection, and branch design and building can be significantly enhanced with the insights drawn from loans and deposits forecasting, competitive analysis, consumer overlays, demographic tapestry profiles, market potential indices, and the 4 Square Quadrant. Armed with these data-driven tools, financial institutions can confidently build the branch of the future, positioning themselves for success in a competitive landscape.

For expert guidance and assistance in harnessing the power of these data components for your institution’s growth and expansion plans, do not hesitate to contact LEVEL5, the industry leader in strategy consulting, site selection, design, and construction for credit unions and banks.

Let us help you create the branch of tomorrow that sets new standards and meets your members needs.

Designing Your Branch Prototype: Creating a Future-Proof Banking Space

Wasatch Peak Credit Union interior

A space says more than a thousand words, and your credit union branch prototype says a lot. In the ever-evolving landscape of credit union retail banking, your branch serves as the physical embodiment of your institution’s identity. A well-designed branch not only attracts new members but also nurtures existing relationships. It’s a space where face-to-face interactions occur, complex transactions are handled, and solutions are provided.

In this digital age, the branch remains a critical avenue for delivering the human touch that digital channels simply cannot replicate. As you consider reinventing your brand and enhancing your member experience, one vital strategy is the creation of a new branch prototype.

The Role of a Credit Union Branch Prototype in Modern Banking

Your branch isn’t just a building; it’s a strategic asset that showcases your brand, culture, and commitment to member service. A well-executed prototype branch serves as the foundation for your entire network, ensuring consistency and efficiency across all locations.

At LEVEL5, as leaders in credit union branch design for over 20 years, we emphasize the significance of a new branch prototype. The majority of our projects center around this concept.

Identifying the Need for a Branch Prototype in a credit union

The decision to develop a retail branch prototype arises when you seek a comprehensive and uniform approach to optimizing your branch network. This extends beyond new market entries, encompassing your existing branches in need of rejuvenation.

Often, established credit unions and community banks find themselves with multiple locations that lack engagement and alignment with their brand. A prototype offers a solution, breathing new life into tired spaces and setting the stage for future growth.

The Development Process

Creating a successful branch prototype involves a meticulous development process that caters to your institution’s unique needs, goals, and brand identity. The journey begins with an in-depth Programming and Visioning phase, where you collaborate closely with key stakeholders. During this phase, you uncover critical insights into your institution’s requirements, retail strategies, influences, and brand elements.

Once this foundational knowledge is gathered, the next step is synthesis. Our skilled designers work to weave these elements into a cohesive and functional design. The resulting prototype branch includes:

  • Structural outlines and preferred technology
  • Thoughtfully curated design choices
  • Integration of banking equipment and brand deployments
  • Incorporation of iconic elements
  • Attention to details like furniture style, tile selection, and carpet color

This comprehensive approach ensures that every aspect of your prototype branch aligns seamlessly with your institution’s vision.

Edwards Federal Credit Union exterior front

Flexibility And Adaptability

One of the remarkable benefits of a well-designed branch prototype is its adaptability. The prototype serves as a template that can be tailored to various needs, which saves time and costs on re-designing from scratch. This adaptability extends beyond replicating the prototype in new locations. You can seamlessly translate the standard-sized floor plan into:

  • Micro branches
  • Standalone kiosks in smaller towns
  • Adaptation for regional offices and operational centers

This flexibility ensures that your branch design components and member experiences remain aligned with your strategic goals no matter where you are meeting your members at. 

Embrace the Future with Your Branch Prototype

In an ever-changing banking landscape, where technology and member expectations evolve rapidly, having a modern branch prototype ready for deployment is a forward-thinking strategy. It’s a blueprint that accommodates growth, adapts to changing market dynamics, and ensures your branch network remains a relevant and vibrant growth asset.

Neighborhood Credit Union Branch exterior at night

Embark on Your Branch Transformation Journey

The role of the branch cannot be underestimated as you contemplate your credit union or bank’s future. It’s not just a physical space; it’s a strategic touch point that connects your institution with its members. Embracing a branch prototype approach, backed by a team experienced in design and implementation, can reshape your institution’s identity, enhance member experiences, and set the stage for sustained success in the dynamic world of banking.


Don’t hesitate to reach out to our team to discuss how a new branch prototype could transform your institution. With decades of experience in implementing effective and visually stunning branch design templates, we’re ready to guide you on this exciting journey toward branch innovation and excellence.

How to Choose the Perfect Location for Your Credit Union or Bank Branch

Sun Community Federal Credit Union exterior

a data-driven branch strategy approach

Selecting the ideal site for your credit union’s or bank’s next branch is a critical decision that can significantly impact your institution’s long-term success. Gone are the days of relying on intuition alone; today, financial institutions need to use data-driven strategies to make informed choices. 

At LEVEL5, we understand the importance of coupling data with our Branch Site Selection services to provide well-informed, actionable recommendations. In this article, we’ll explore why it’s crucial to let the data dictate the right location in your trade area and how partnering with a developer-minded firm like LEVEL5 can lead to the best results.

Bird's eye view of of a town with roads and trees

Data-Informed Branch Site Selection: More Than Drawing a Circle on a Map

Simply drawing a circle around a location on a map based on gut feelings won’t guarantee the best site for your next credit union or bank branch. Accurately assessing growth markets requires a comprehensive analysis of multiple data points that leads to a quantifiable recommendation. 

However, while having data pointing to a specific site is essential, it doesn’t guarantee the availability of suitable locations in that area. That’s why LEVEL5 synthesizes our data strategy with our vast real estate acquisition experience and capabilities.

Aligning Strategy with Actionable Branch Site Recommendations

Data without a clear strategy is meaningless. Paying for data analysis is only valuable if it leads to actionable insights. We combine our Site Selection services with the data obtained during our Branch Market Analysis Strategy sessions so that we only recommend prime sites which can be acquired. 

This integration ensures that the locations we recommend not only meet the data criteria but also align with your defined business strategy. By fusing data and strategy, we present you with workable options that truly support your long-term growth goals.

People in suits seated around a table discussing business

The Benefits of a Developer-Minded Branch Network Partner

Choosing a site is about understanding how the chosen location fits into your long-term plan. That’s why we think of ourselves as developers with your overarching plans as the goal, not mere brokers. Our approach involves a thorough assessment of the geographies and available options within a given trade area. 

Moreover, we overlay the Credit Union or Bank Branch Design types that best suit the specific location, directly aligning with your 10-Year Branch Pro forma developed during the Strategy phase. This approach ensures that the site chosen will indeed support your long-term objectives.

Construction worker and project manager on an unfinished job site wearing hard hats, looking at blueprints. Surveyor in the background.
Edwards Federal Credit Union branch exterior, three-quarters view

Location, Location, Data-Driven Action: Partner with LEVEL5 for the Perfect Credit Union or Bank Branch Site

Selecting the right site for your branch or headquarters is a critical process that requires more than just intuition or simple mapping. A data-driven approach, coupled with a clear strategy, is essential to making informed and actionable decisions to grow your branch network. 

At LEVEL5, we bring you the expertise of a developer, not a broker, as we assess geographies, identify suitable options, and align them with your long-term goals.

Let the data guide you to an optimal site and work with a partner who understands your unique needs. Contact LEVEL5 today to ensure that your financial institution makes the best location choices for sustainable growth and success.

Branch Optimization: Choosing the Right Path for Long-Term Success

increase Growth and Profitability with curated branch network strategy

branch exterior depicting branch network strategy by Level 5

What is important in branch network strategy?

When it comes to strategically managing branch networks, financial institutions face crucial decisions about whether to keep, remodel, relocate, or close branches. These decisions can significantly impact growth and profitability over many years. While data plays a vital role in informing these choices, there are several factors to consider beyond mere numbers to ensure your resources and efforts are allocated correctly for healthy growth. 

In this article, we delve into the strategies for making the right decisions and highlight the importance of strong leadership in shaping a successful credit union or bank branch network.

The Four options

Keep: Identifying High-Performing Branches 

Identifying branches worth keeping involves a comprehensive assessment that goes beyond immediate performance. It requires evaluating various factors such as financial benchmarks, forecasts, and environmental considerations.

By examining both internal and external data, financial institutions can determine branches that not only perform well in the present but also show promising long-term potential.

Branch Remodel: Breathing New Life into Branches 

Sometimes, a branch in the right market may experience a decline in performance. Instead of closing it outright, a remodel can be a viable option.

how the remodel helps

Through incorporating new technologies, design elements, and layouts, financial institutions can rejuvenate the member experience and attract and engage more customers with a fresh and modern ambiance. An updated branch remodel design enables them to tap into the untapped potential of existing locations.

interior depicting level 5 branch network strategy

Relocate: Unlocking Potential through Strategic Moves 

Under-performing branches in suitable markets might benefit from relocation. The decision to move can arise from factors such as branch type, traffic patterns, or location restrictions.

data for relocation

Analyzing external data, including market trends and demographic information, helps financial institutions identify areas with greater growth potential.

By strategically relocating branches, they can leverage favorable conditions and improve overall branch performance.

Close: Making Tough, but Necessary Decisions

Closure is a challenging decision for any financial institution. However, there are instances where it becomes necessary to maintain the network’s performance. Branches that not only underperform but also adversely impact the entire network may require closure. Strong leaders must rely on internal and external data to make the tough call of closing branches that are no longer viable.

Work with Credit Union & Bank Growth Consulting Experts

Effective branch management involves making strategic decisions about keeping, remodeling, relocating, or closing branches. 

In the dynamic landscape of branch network management, making informed decisions is vital to maximizing your credit union’s or bank’s growth and profitability. Financial institutions need a partner that can provide expert guidance and data-driven insights to navigate the complexities of keeping, remodeling, relocating, or closing branches. 

That’s where LEVEL5 comes in. As a leading growth consultancy and best-in-class branch design and construction firm, we’ve specialized in branch transformation for over 20 years, offering actionable, comprehensive solutions tailored to the unique needs of financial institutions.

Contact us today for help making your branch network optimization a success! 

A Modern Playbook: Leveraging Big Data for Decision Making in Financial Institution Growth and Branch Design and Construction

growth strategy using external data
While most financial institutions have access to internal data sets, the real power lies in a growth strategy that utilizes external data—which LEVEL5 does, with a remarkable track record of 96% accuracy in our strategic recommendations.

With LEVEL5’s 20 years of experience, we have developed a modern growth playbook that relies on big data rather than old-school intuition, providing quantifiable insights that have consistently achieved business success.

In this article, we will explore the significance of data in expanding financial institutions long-term, the limitations of intuition, and how LEVEL5’s data-driven approach can help your institution make strategic decisions with unparalleled precision.

The Power of Data 

Data vs. Information

Data is the foundation, but it is the interpretation of that data that turns it into actionable information. Think of an alarm clock displaying the time—it’s data. The actionable information is that it’s time to wake up. Similarly, financial institutions need actionable information—what to do and when to do it—derived from data in order to make informed decisions.

Using Data for Strategic Branch Network Decisions

LEVEL5’s Strategic Consulting Group has a finely honed analytical process, utilizing both private and public data points. We have developed custom algorithms that provide fool-proof, data-driven facts to guide strategic decision-making. This approach ensures that expansion market decisions are not based solely on intuition, but rooted in concrete data.

Market Analysis for Credit Union & Bank Growth

When assessing new expansion markets, relying on intuition is no longer sufficient. 

For example, when considering a new branch location, perhaps a specific idyllic area in the community first comes to your mind. 

You might “feel” this is a prime spot for growth, but how far does this “feeling” really get you?

Sure, it may be a well-trafficked area, perhaps near a hub of retailers, but what if there are even more optimal locations in your town unbeknownst to you, spaces with even more traffic, even more of your member demographics, and with even more potential for future growth?

It pays to know!

That’s why each market decision must be backed up with careful, in-depth analysis that helps you minimize unknowns and maximize potential. 

LEVEL5 has been assisting clients with market analysis for two decades. Our comprehensive approach examines state, county, metro, and trade areas to determine growth trajectories that make sense both in the present and for the next 5-10 years. The resulting reports provide clients with a 10-year branch pro forma, offering accurate visibility into how a branch will perform on a specific street corner.

By analyzing data at various levels, including state, county, metro, and trade areas, we provide actionable insights that enable informed decision-making.

De-risking Growth Decisions with Unbiased Data

The Role of Data in De-risking Decisions

Data provides clarity and reduces uncertainty when making growth decisions. It allows financial institutions to understand their “elbow room” in a given market and forecast performance accurately. 

By running multiple pro formas that consider branch types, personnel, and technology fit, LEVEL5 ensures decisions are based on reliable data rather than subjective intuition.

Data Points the Way

The Power of Data-Driven Decision Making: Insight Beats Intuition

Data-driven decision making is not new. Industries such as e-commerce and sports have long embraced the power of data to enhance their strategies. Financial institutions can also harness this power to inform their branch playbook and make well-informed decisions.

By basing your decision-making on quantifiable insights rather than intuition, you set your financial institution—whether a community-owned bank or credit union—on a path toward sustainable, long-term growth.

LEVEL5’s Holistic Approach

LEVEL5’s approach to strategy and market analysis goes beyond traditional consulting engagements. We combine market analysis with site selection, ensuring that the quantifiable insights provided are actionable. Our comprehensive process involves two main components: critical inputs and outputs.

Critical Inputs:

The critical inputs for LEVEL5’s market analysis are derived from a range of data sources. These include proprietary data points exclusive to LEVEL5, as well as data points specific to the financial institution itself. 

Staffing interviews provide qualitative and quantitative insights, while market segmentation analysis and trade area analysis contribute to a comprehensive understanding of the market.

Outputs:

The outputs of LEVEL5’s market analysis process provide clients with actionable information. 

A 10-year pro forma offers visibility into a branch’s performance, including key factors such as loans, deposits, and return on investment. 

Branch type models allow for flexibility in considering different branch types, while the staffing model helps evaluate the impact of personnel on performance. 

Additionally, technology-needs assessment ensures that capital costs related to technology are considered in growth decisions.

Grow Your Financial Institution with Confidence Through a Data-Driven Strategy

In the dynamic world of financial institutions, and especially in a tough business environment like the one we’re facing today, relying solely on old-school intuition is no longer enough to stay competitive. By embracing big data and adopting a data-driven approach, financial institutions can make informed decisions and build with confidence.

LEVEL5’s expertise in utilizing data and providing actionable insights has made us a trusted partner for financial institutions looking to design and build successful branches. 

By leveraging the power of data, LEVEL5 helps financial institutions navigate the evolving landscape with assurance, backed by accurate insights and strategic decision-making.

Contact LEVEL5 today to learn more about our proprietary data-driven approach and unlock the growth potential of your financial institution.

Predictable Growth for Bank of Newington

Bank of Newington Brings “Full-Service” Banking to Springfield

Success in any business relies on focusing on what matters. Bank of Newington’s (Newington, GA) new Springfield Branch brings full-service banking to its customers and community. The Bank partnered with Atlanta-based LEVEL5 for the site selection (consulting and real estate) and design-build (design and construction) of the branch.

Tripp Sheppard, President of the Bank said, “When we decided to expand via branching there were two driving factors. First, how would a new branch impact our financial performance. And two, can we design and build it efficiently. The team at LEVEL5 addressed both objectives, simultaneously. Their consulting team built a comprehensive ten-year projection, so we could model the full impact of the branch on our balance sheet and capital. Second, they delivered the branch in less than 6 months.”

Mike Colvin, Executive Vice President and Principal said, “Community banks all across the country want to embrace “branch of the future”. What I am most proud of our team is we continue to listen to our clients, and deliver what they want and need.”

Mr Sheppard closed, “The LEVEL5 site selection and design-build team took a very complex process and performed seamlessly. We needed a turn-key solution and they delivered strong results for our Bank.”

Watch this video to hear from Trip and see the branch:

To learn how we can help you change your experience in the branch, contact us today:

Click Here

Brand Experience Through the Branch Changes Everything

Brand Experience Break Out Session at Brand Forum

Recently we had the privilege to host a breakout session at the 2019 Financial Brand Forum. Over 150 spectators packed a room to hear Tansley Stearns (Chief People and Strategy Officer at Canvas Credit Union) discuss how to maximize the brand experience in your branch network.

With consumers still visiting branches, Tansley’s story is as relevant as ever.

To learn how we can help you redefine your brand experience in your branch, contact us today:

Click Here

From the desk of: Leadership Lesson from our CEO | Goal Setting

Goal Setting Equals Happiness?

Much has been written about people wanting more from their job (goal setting and achievement). Happiness equates to (not surprisingly) bonuses, raises, promotions and recognition. These goals are universal, and young workers put pressure on themselves to achieve them. But without a clear understanding of what your organization is expecting of you, that happiness is much harder to achieve.

These expectations, coming in the form of annual goals or objectives, are essential to career building.  Furthermore, when you align your performance to the expectations of the organization, then you will be amazed at the degree to which you separate yourself from others. That means more opportunity and more money.

However, goal setting is often moved to the bottom of the list due to the everyday demands of your position. It’s completely normal. Still, it’s on you to overcome those demands and get a meeting with your superiors. Setting clear goals keeps your hard work from being overlooked.

True Goal Setting – A Frame Work

I encourage young talent to set no less than four goals, and no more than six. Here’s how you should frame them:

  1. They should be set annually.
  2. Each goal should be measurable, so they can be scaled and the subsequent performance evaluated either as exceptional or poor.
  3. Employees are responsible for gathering verified data.
  4. Results matter. The ability to be disciplined in your time management can’t be stated enough.

Breaking Down the Goals

Two goals should be achieved individually. Just doing your job doesn’t count – that’s already expected of you. Goals should be to increase your effectiveness, whether in terms of (1) quality of your work or (2) ability to get things done quicker, so you can be more productive. These goals are objective, but it’s up to you to keep track of them.

One goal should be set with you as a team member.  Teamwork is essential to any organization and you should strive for more effectiveness in this regard. It is not a popularity contest, but how well you work with others.  Peer evaluations can give you wonderful feedback.

At least one goal should be set with you as a team leader. It’s a difficult goal, requiring you to look at your current job description and brainstorm ideas that should be explored to develop best practices.  Leadership is not about being given a title; it is about proactively looking for ways to be a leader, then effectively leading the team to results. 

Stretch Goals – Benefit the Organization

That’s four goals so far, the minimum you should strive to achieve. Any goal beyond these should benefit the organization directly. This is what’s known as a stretch goal. A stretch goal tests your range and flexibility. You may have a firm grasp on your current job function and now it is time to reach and grab something else.  A stretch goal is not about asking for a promotion.  It is not about asking for more responsibility.  It is about you taking on an increased workload or a chance to improve the business.  A stretch goal is about showing that you can make something happen faster, cheaper and with better quality.  This demonstrates that you are ready for more responsibility, more opportunity and more money.

Careers are earned and not given; don’t be a bystander who wishes for more. Seize the opportunity through achievement.

This has been the last article in our “From the desk of” series, special content created just for you, from our CEO Brad Eller. Share it as you wish, in the form of a link, or informally. The intent is to help your people align their career goals with the everyday needs of the organization, creating value.

To read all the articles: click here.

Four Corners of the Main Office – Part 1 | Big Picture

Opening a new Main Office is once in a generation

Amazon sent shock waves throughout America with a 2017 announcement they’d be opening a second headquarters outside their home base of Seattle. City after city took part in the pitch to incentivize the company to choose their town. The fanfare involved in the search was such that Saturday Night Live spoofed it. Plenty impressive.

While banks and credit unions may not cause a similar hullabaloo when announcing plans for a new main office, it is a very big deal in its own right. The opening of a new main office may happen only once in a generation. In fact, it’s such a rare occurrence that if anyone on the bank or credit union’s team has experience in this, they are likely the exception.

Main Office vs. a Branch opening

Opening a new branch, and justifying that decision, is territory we’ve covered before here and here. The main office, however, is a journey all its own.

The time to plan and implement a facility solution tens of thousands of square feet, involving multiple floors, and technology upgrades, can be daunting. What’s more, decisions on how to optimize your workplace floor plan, to help attract new talent and efficiency can be overwhelming for a C-suite that hasn’t done this before.

That very inexperience leads many financial institutions to develop too much space, or too little. Because businesses are fueled primarily by people (and banking businesses even more so), lack of forecasting an accurate headcount can cause real headaches.

What’s your timeline?

So, what’s truly needed to help guide a team through 6-8 months of planning and 10-12 months building a new main office? Let’s walk through it together in our Main Office series, “The Four Corners of the Main Office.”

Corner 1: Begin with the End in Mind

Sound familiar: Habit #1 from Stephen Covey’s 7 Habits of Highly Successful People states that private victory comes before public victory. What he means is, you must internalize what you offer before you can offer your services to others. What works for humans also works for financial institutions: planning the main office starts with thinking long-term and putting things in the right order.

Most financial institutions will end up with a solution that addresses the next 5 to 10 years, but they must plan for even longer term. What will the business need for the next 10 to 20 years? Is a crystal ball required? It sounds like a lot to ask, but break it down into a few key areas and it’s not quite so daunting.

  1. Planning for Future Growth – few financial institutions have the ability to build for 20 years, but the next wave is coming, so it must be planned for. Site considerations for expansion are key in this step. (Site Selection article.) The site must have the ability to accommodate future additions, building expansion, and flexibility when growth does occur.
  2. Planning for Flexibility – even when planning long-term, a built-in contingency plan should be considered. What if a better facility presents itself in the future? If the bank is sold, will the building be liquidated? What if the business has to move? What if the bank or credit union is acquired by someone else? Flexible, long-term solutions provide the business options for the future that maximizes the value of the investments made today.
  3. Business Case – much of the above is about future possibilities. However, the need for short-to-mid-term solutions are the likely pieces that will be implemented first. So, if first things are first, then the institution has to understand and quantify the business case for the solution. They must say to themselves, “if we grow from here to there, what do we need and how much is it going to cost?”

Now that you understand the first corner, you are probably ready for the other three. This is the first post in a four part series that will roll out over the next few weeks. As you wait, we’ve written other articles about main office in our blog, so check it out.

We also have main office videos of other banks and credit unions who have walked in your shoes.

Video Story

From the Desk of: Leadership Lesson from our CEO | Proactive Strategies

Proactive Strategies: “The future is what you make it,” Marty McFly, Back To The Future.

Although Marty was a fictional character, his words weren’t the result of baseless optimism. Optimism has actually very little to do with success. What does? Having a proactive strategy. A proactive strategy is about creating or controlling a situation by causing something to happen rather than responding to it after it happens. It allows you the ability to, like Marty said, make the future.

Proactive vs. Reactive

Without a forward-thinking approach, you will always be in a reactive mode. While some people are good at reacting to a crisis, it’s not sustainable. Over time, consistently being reactive will cause you to burn out. Being proactive will allow you to seize the initiative and be in control of the situation, circumstance and opportunity. It is about anticipating what can go wrong and, in a sense, reacting in advance – by preventing that crisis from happening in the first place.

Proactive Planning

You may be thinking, sounds great, but how do I put a proactive strategy together in the first place? Here’s how:

  1. Define your mission. Also known as a “blinding glimpse of the obvious.” This is the vision needed to assess and initiate things independently. This vision is your proactive strategy, or it can be broken down into simple elements, the steps or plans needed to accomplish success that define your mission.
  2. Intelligence. An understanding of the current situation from a high level. Intelligence is the raw data, the key elements or the structure that applies to your mission. The need for intelligence must be muted by what you really need to know. It’s a balancing act. Don’t gloss over the details but do not keep asking questions which do not apply.
  3. Analysis. This is where you conduct a detailed examination of the elements or the structure of your mission to come up with a framework of data that can be discussed and analyzed. The goal is to get 70% there. Don’t overthink the situation, but generate enough to make a complete plan. You’ll need to apply logical reasoning, sensible judgement and intuition – relying on your gut still matters in this world.
  4. Communicate your plan. You need to clearly state your strategy outlining the steps necessary to accomplish your vision.  Deploy tactics as needed or allow your subordinates to utilize their own tactics to achieve their assignments.  Your plan must be decisive and produce a definite result.
  5. Take action. Once you determine the decisive plan you must put it into action.  Execution of the plan does not have to be perfect and adjustments can be made.  Action can create other opportunities and allows for growth.
  6. Monitor the strategy. You’ve taken the initiative, identified in step one and step four. Now ensure you have control of it. Set checkpoints along the way so you can assess your strategy. Respond immediately when situations arise that require you to settle the issue and seize control. You will lose the initiative if you allow problems to fester.

Heads Up!

Obstacles you may expect to face when executing a proactive strategy:

  • Communication. This is an issue common to many organizations. Watch out for informal communication that is ignored, poor communication skills by the communicator, or poor listening skills by the person on the receiving end of the direction.
  • Speed. Effectiveness is not about putting in long hours or adopting the habits of a workaholic. While sometimes you must bear down to get things done, always look for ways to master speed and make the task easier. Try to accomplish more with less effort and in less time.
  • Competency. There’s the technical, when people are not trained to do their jobs correctly. And there’s the tactical, where people are trained but lack the knowledge, discipline or confidence to deploy their technical skills.
  • Power struggles. Setting a proactive strategy is not about power over others. It’s about controlling your circumstances. These are often confused.

Seize the Initiative | Be Proactive

Seizing the initiative is a trait which will serve you well as you build a career. Read about other strategies that can help determine your future here.

This has been article #4 in our “From the desk of” series, special content created just for you, from our CEO Brad Eller. Share it as you wish, in the form of a link, or informally. The intent is to help your people align their career goals with the everyday needs of the organization, creating value.

To read all four articles: click here.

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