This past year I traveled 300,000 miles globally. The experiencehelped me connect dots that have serious consequences for businessstrategy and succession planning. It also reinforced a centraltheme that is emerging for all of us on boards: Can we learn asfast as the world is changing?

As directors, we are always in a position to influence thestrategy of the corporate entity we serve. Change comes in multipleforms. The social unrest witnessed in the U.K. this past summer andthe Occupy Wall Street movement reflects the environment in whichcapitalism operates. Technology-driven changes, I believe, willcreate increasing importance on the director's new role as stewardsof capitalism.

We understand that this speed of change implies greatervolatility and more uncertainty. Linking our two primaryresponsibilities of strategy and succession planning, it raises theimperative of identifying creativity for key leadership positions.Creativity encourages an openness to understanding the importanceof consumer needs and the products and services designed to meetthem. It additionally includes the skill set of being able tomanage and align people behind changing visions and missions overboth the short and long term.

For context, I will share an experience I recently had at theJay Walker Library of Human Imagination. I touched a page from theoriginal Gutenberg bible. His invention of moveable type began thejourney of unleashing information for large population bases. I wasalso overwhelmed by a message housed in the library. In early 1942,World War II was not progressing well for the Allies. Gen. HapArnold requested a meeting with President Franklin D. Roosevelt.Arnold expressed his concern for a defined war strategy. On theback of a cocktail napkin, Roosevelt defined the winning path forthe war with bullet items. It was a stunning example of bothclarity and vision, and reflected the Allies' ultimatestrategy.

In an era where we are overwhelmed by PowerPoint slides, this isa reminder of the need for prioritization, dashboards that link tostrategy, the ability to communicate effectively, and learning.Further, boards have the imperative to unite their credit unions bysetting values and succession planning leadership.

Years ago, I discussed with clients the issue of competitioncoming from two people in a garage. That moment of truth hasarrived. Barriers to entry are evaporating as cloud technologybecomes more ubiquitous. That reality has implications for thebalancing of market demands for local consumption with globalstandards.

Boards will play a major role in setting the tone for thewell-being of their members. Here are a couple of dots thatcan serve as early warning indicators: If your leadership teamrequires a Power Point for every conversation, you may not get tocore customer imperatives.

Senior leaders have to have the character to reward behaviorthat is clear, concise and allows people to make better and quickerdecisions. CEOs and boards need to ask questions that are designedto allow themselves to learn and collaborate. Asking directquestions requires thinking in a culture of both confidence andcourage. When all these elements are in play, boards can feel muchmore confident about their credit union's ability to succeed in achanging world.

So ultimately, boards should better understand how their creditunion culture is being strengthened through learning. This spring,Bethpage Federal Credit Union will launch a learning curriculumthat will provide an opportunity for their senior leadership toparticipate in classes that are designed to ensure creativity andinnovation. Participants will begin by engaging in a currenteconomic view designed to better understand the complexities ofUnited States, employment and its implications for the rateenvironment.

They will then hear case studies on change management that willhelp to strengthen the foundation of communication and teamalignment. This will be followed by a session on innovationand creativity. The last learning session will solely focused onthe regulatory environment, public policy and its implications forcredit unions throughout the country.

In the collaborative credit union spirit, under the leadershipof Kirk Kordeleski, a decision has been made to invite neighboringcredit union leaders to participate, with the belief that thecredit union mission is always about cooperation based upon sharedbeliefs of member well-being and security. The Bethpage FederalCredit Union board participated fully in the creation of thiseducational effort and through their understanding of theimportance of learning, leadership will be strengthened to drivenew strategies and members will be better served.

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