Hans Iverson, senior vice president/director of lending atPlymouth, Minn.-based TruStone Financial Federal Credit Union, hasnever been one to shy away from a challenge.

Growing up on a farm in town of 250 people, he said he neverimagined he'd be in banking, let alone wearing a suit and tie everyday.

“I thought I'd be a farmer like my dad or doing somethingoutdoors,” said CU Times' latest Trailblazer 40 Below, who gotinto banking right after graduating from the University ofMinnesota-Duluth with a Bachelor of Science in Finance. “I believeit's important to get out of your comfort zone and take on a bigchallenge. Show that you are willing to try. It's how you getnoticed and have an opportunity to make a big impact.”

He added each experience offers a chance to grow and learn. Healso advises young professionals to reach out and find mentors.

“I've been very fortunate to have several mentors in my life whoencouraged me to keep trying or take on a challenge,” Iverson said.“I think just having that sounding board has been so helpful.”

Ironically, one of his mentors and the person responsible forgiving him his start in banking all those years ago, TruStoneFinancial CEO Tim Bosiacki, recruited him away from TCF Bank andinto credit unions. Once he was introduced to the credit unionculture and philosophy, that was it for Iverson, he said. He wassold.

“What I enjoy most are the challenges that constant changebrings,” he said. “I get to be part of a great organization thathelps improve members' lives every single day.”

A self-described optimist who believes there's a solution toevery challenge, Iverson's take on leadership is to communicate,listen, coach, support and have trust in employees.

“I don't believe in micromanaging. It starts with hiringself-motivated people, so it's more about steering the ship thanstanding on a podium to motivate people,” he said. “I trust inpeople to do their jobs and make good decisions because we all areworking together to help make members' lives better and theorganization stronger.”

To that end, he said sales play an integral role. Since joiningthe more than $910 million credit union in 2010, he has helped theorganization as a whole rethink its approach to sales.

“People have to understand that sales is better member service,”said Iverson. “Offering a cup of coffee is nice, saying thank youis great, but if a member walks out having saved $1,000 or $100 amonth from consolidation, or we helped simplify their life, that isgreat service. We needed our employees to understand they knew moreabout financial products than the majority of our membership and itis our fiscal responsibility to educate members and offer themproducts that will better their financial lives. I joke that it'snot like that vacuum salesman. We listen and based on theirindividual situation, offer guidance.”

He added that the shift from an order-taking environment toembracing a sales culture has been the best kind of challenge andresulted in simplifying processes. For example, at the branchlevel, that meant implementing steps such as monthly goals, anemployee incentive program and listening for feedback has helpedreinforce coaching and sales training. In addition, the role oflending manager was created to not only coach and train staffersbut also to help employees look for opportunities and find creativeways outside the normal walk-in traffic with the goal of building asolid loan pipeline.

While there has been a learning curve, he said what helped easethe transformation was that it was endorsed and supported by theCEO.

“Our CEO was so passionate about it, and his setting the tonethat we all need to embrace this as it is not going away made myjob easier,” Iverson said. “We also helped put our employees atease by simplifying our offerings to make it easier to understandand talk to members.”

It took a lot of coaching, but as time passed, the morecomfortable employees became with the products and services, andthe more they began to equate sales with providing betterservice.

The focus on shifting the mindset has paid off. The credit unionhas gone from opening five to seven home equity loans a month tonow some 120 to 150 a month. Total overall monthly loans closedrange from 500 to 600. In just three years, TruStone Financial'sloan portfolio increased by 113% to $511 million.

While pleased with the results, Iverson said he is alwayslooking for the credit union's next opportunity.

“I think we can do a better job of following up on what memberscan do with that extra money we've saved them,” Iverson said. “Ingeneral, no one says, what are you going to do with that extra $500a month? What if, instead of just leaving it in their hands, weoffer suggestions, like 'we notice you have a car loan that savingscould help pay off' or 'we see you have a two year old, why notopen a 529 plan?' I think we, and credit unions overall, could do abetter job with that finishing piece of helping members make thosedecisions.”

For him, discovering and delivering unique solutions to easeeveryday consumer problems is true innovation. He said too oftenpeople think if it isn't something huge or the next big thing, it'snot innovative.

“If we pay attention to the little things the big things takecare of themselves,” Iverson said. “In terms of the big picture, wehave to make sure we get the basics right and find new ways todeliver and make a positive impact in the lives of our members andemployees. If we do the right things everyday the rest will fallinto place.”

He added with an ever-evolving market and the competition comingfrom everywhere, there's still great opportunity for creditunions.

“There's nothing typical about today's environment at all,”Iverson said. “Consumers as they get older do more online and Ithink my three year old will never write a check in her life butwithin those challenges is opportunity.”