As we begin the new year, most CEOs and C-Suite executives arethinking about how to strengthen the leadership team and managementto best execute on strategy. Some leaders may have the “gene”that inspires them to naturally keep learning about the world andhow it will impact their credit union.

But many don't have that gene, and it's up to CEOs and seniorexecutives to determine how to insert that gene into people and seeif they can change their behaviors and begin to get seriouslyengaged.

If you are planning for growth, it's important that you assessthe talent and capacity of your existing leadership team. Many CEOsforget this critical review process. Long-term value creation canonly be sustained by a team of people that understand theimportance of learning and a work ethic.

Don't fall into the trap of getting too comfortable with yourexisting people if you really believe you have an opportunity tointroduce new products and services. An example in my mind is thedepth of technological understanding and its linkage to membersatisfaction. Based on the speed of change, talent acquisition inthis one discipline is a huge differentiator for any credit union.

Some business leaders I interface with now are feeling quiteinvigorated from having had a transformational year in 2011. It wasprobably the most challenging year many have felt in business.However good things start to happen when you associate with reallysmart people. Intellectual energy creates an aura where particlescome together and create an unbridled enthusiasm for life andbusiness.

There is absolute joy in creating energy forces throughintellectual discourse that creates good business opportunities toimpact both people and businesses. A critical differentiator thatproduces business opportunities is introducing creative thinkingthat stimulates innovative ideas and directions.

Many of the CEOs I work with challenge me. How do we do thingsbetter, faster, more effectively? What can we do based upon ourstrengths and what can we do to move in the right direction,faster? By finding ways to help leaders solve problems, talent canbe unleashed. By finding ways to have people value the assetsaround them, credit unions can move.

Part of this conversation, in addition to having the ability tocapture the best thinking from management, is having CEOs, CMOs andCFOs understand how to relate north to their boards. They need tocommit to spending more time with their boards to ensure strategiclinkage.

CEOs play a major role today in setting the tone that employeeswill take their cues from. Here are a couple of dots that can serveas early warning indicators. If your team requires a 20-pagePowerPoint for each conversation, you will never “cut to the chase”and get to the real core member imperatives.

Senior leaders have to have character to only reward behaviorthat is clear, concise and allows people to make better decisions,faster. Really effective CEOs ask incredibly focused questions thatare designed to allow themselves to learn and to collaborate.Asking direct questions requires thinking and a culture of courageand confidence.

Start the new year by reviewing the layers of management. Energyis created when there is direct communication. As an example, in anunforgiving consumer-driven world, if your cycle for productdevelopment is excessive for your markets, take action now.Remember, in a global economy, two people in a garage in Africa,London, India or China are waiting for eat your lunch. Don't assumeif you have been in a predictable industry that you or yourcolleagues will survive the global realities that exist.

One penetrating example this year, was the impact on foreignsovereign debt and its relationship to the United States' economy.This is the time to acquire talent that has a perspective on globalmarkets, member needs and population trends.

The New York Times, May 15, 2011, coined the phrase,“trickle-down anxiety.” Traditional cultures are organized tostifle new initiatives and innovative thinking. Dedicated,ambitious leaders often share with me the fact that they want toavoid engagement on difficult and challenging, but sorely neededprojects. The wants “ wins”, not losses, which could damage theircareer. Managers should realize that this type of paralysisthreatens their organization's long-term viability and health.

In 2012, let's commit to keeping our eyes open, connecting thedots faster, and encouraging global learning to ensure the safetyand soundness of your credit union.

Stuart R. Levine is chairman and CEO of Stuart Levine &Associates LLC, a strategy, leadership and governanceconsulting firm.