As avid a University of Alabama sports fan Caren Gabriel,president/CEO of Tullahoma, Tenn.-based Ascend Federal Credit Unionmay be, being a sports agent/attorney will just have to wait forher next life because she has found her true calling with creditunions.

“My father always told me to work hard every day and never besatisfied with the status quo. Theodore Roosevelt said ‘Far andaway, the best prize that life offers is the chance to work hard atwork worth doing.’ It’s these philosophies that I have built intomy career,” said Gabriel. “I, and the rest of the team here, alwayswant to improve. Determine how we can do a better job. As a result,I have been incredibly fortunate to excel in a job that I enjoyimmensely. And at the end of the day, I believe the work I performpositively impacts credit union employees and members alike.”

Gabriel has been selected as a Woman to Watch by CreditUnion Times. Her career at Ascend began when she was recruitedin 1985 by Jimmie Bearden, former longtime CEO of what was thencalled AEDC Federal Credit Union, to be a staff attorney. She laterbecame the credit union’s executive vice president and generalcounsel and in 2004 was named president/CEO.

“At the time there were very few in-house attorneys at a creditunion,” said Gabriel. “My CEO mentioned that the board wasinterested in a succession plan and she began to introduce me toother areas beyond legal.”

A believer in the value of mentorship, Gabriel said youngprofessionals should be willing to seek out mentors from across allindustries, disciplines and departments.

“Ask yourself what do you aspire to in your career? Is theresomeone in your workplace who epitomizes success to you,” saidGabriel on how to find a mentor. “Model yourself after thatindividual. Get to know him or her. I believe young professionalsshouldn’t be afraid to take the initiative and develop these typesof relationships. People are usually willing to share advice, butyou have to seek out the right individual for your particularsituation.”

At the over $1.6 billion credit union Gabriel has fostered acollaborative environment where employees across the organizationfeel comfortable to share everything from ideas to feedback.

“I surround myself with really good people and give them theopportunity to tell me what they think,” said Gabriel. “In today’scomplex environment, it's impossible for one person to know it all.So you have to not only surround yourself with smart people butlisten to what they have to say and keep those lines ofcommunication open.”

Following an employee survey in 2011, Gabriel created aninitiative called CEO 101 in which she met with the staff of eachdepartment and financial center. During these informal sessions,she answered questions about her role at the credit union andaddressed employee concerns on a wide range of topics. To achievethe best results from her team Gabriel often presents thechallenge—whether it’s a request for a new service or a change inprocedure—and provides all the relevant data to the team. She thensteps back and allows the staffers to do their jobs.

She added that trust and transparency has also helped with boardrelations.

“I’ve been lucky to have a good relationship with our board andI think that’s because we’ve always had honest, upfrontcommunication,” said Gabriel. “Whatever the challenge oropportunity–whether good or bad news, details are communicated withthe board in a timely manner. They always know and understandwhat’s coming down the pike so they don’t ever feel blindsided. Ialso think giving other members of the senior staff interactionwith the board also provides a comfort level that it’s not just oneperson moving things along but an entire team and the credit unionis in good hands.”

During the ongoing recession and increased federal regulatorychanges, communication has played a major role in allaying memberfears, ensuring member perception of the credit union as a stableresource for financial products and services, and the team atAscend has been making the most of growth opportunities presentedby the economic conditions.

“Change takes tenacity. You can’t give up easily,” said Gabriel.“We were doing quite well with a high capital level, good ratingsbut we had become a bit complacent so we began an aggressivebuilding program, changed our name. You have to keep trying to pushyourself, your organization to keep reaching for that nextlevel.”

To that end education and training has been key. A branchmanagement trainee program was created as a proactive way toidentify, prepare, and promote deserving individuals from within.In addition, enhanced training efforts focus on sales/service, teambuilding and communication skills as a way to help employeescontinue to evolve both personally and professionally whiledelivering better member experiences.

So far it’s working. The credit union plans its eighthconsecutive member return in November, giving back $5 million tomembers in the form of bonus dividends and loan interest refunds.This brings the total member return to $44 million. And almost $360million in new loans were added in 2011 resulting in a 0.57% netgain to the total loan portfolio. Under her leadership The NatureConservancy was added to Ascend FCU’s field of membership, whichgenerated a tremendous ongoing opportunity for potential membershipgrowth.

“At the end of the day, knowing what you do at work matters andyou have made someone’s life better, whether member or employee,because of decisions you’ve made is both rewarding andchallenging,” said Gabriel. “I’m proud of my team at Ascend. I’malso proud to be part of the bigger credit union mission of peoplehelping people. I try to make the best decisions possible to movemy credit union forward while staying within the economic andregulatory parameters of today’s financial world. Succeeding isquite a bit harder than it used to be.”

Looking ahead, Gabriel added in terms of relevance, the industryas a whole needs to pay attention to technology as far as whatmembers need, particularly ways to deliver greater conveniencethrough the mobile channel.

“Technology changes so quickly, but it’s important that ourindustry keep pace and position ourselves as being a lead providerof solutions that enhance member convenience while maintainingstringent levels of security. Some pockets of the industryfocus on areas that may not be as important at the moment. For example, the national branding issue is not at the top of mylist but it may be for others,” said Gabriel. “I think today’sregulatory environment is an unbelievable challenge for theindustry as a whole. We must develop and maintain viable revenuestreams to protect the stability of credit unions. And, we mustattract a younger demographic to ensure access to future borrowers.These are just a few of the more immediate concerns facing allcredit unions.”

She said while the past few years have not changed thedefinition of leadership, it does demand perhaps a steadierhand.

“You definitely have to step up your game and I do think it goesback to hard work,” said Gabriel. “As a leader it’s importantto show others you are willing to work as hard as they are and youare there to support them.”