As the financial services industry has become more competitive, credit unions have been caught up in it. At times the cooperative spirit seems to be dying on the vine. Then something comes along and sparks your internal feel-good receptors for the cooperative, not-for-profit credit union spirit.
Members come to credit unions for financial services, period. Some credit unions can afford to go beyond the basics. My credit union, at $335 million in assets, for example, has a children's play area. Essential? No. But a nice touch for those of us who need to go in to the branch to make a 90-second transaction, which kids in the single-digit age range find interminably long.
Still, other credit unions cannot afford proper training or leadership and that can present incredibly scary scenarios. As in Tom Glatt Jr.'s recent blog post, if the CEO is too busy rowing the boat, the CEO isn't steering the ship. And that same CEO is sitting on a cushion of 15% or higher member capital that is doing nothing for the credit union. The irony is that credit unions were intended to teach people thrift and prudent financial management. Sure, sock some away for a rainy day, but you also have to motor forward.
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