Up until a few days ago, Navy Federal Credit Union CEO BrianMcDonnell, 60, was in that big group of credit union CEOsreportedly slated to reach retirement age in the next five years.But to almost everyone's surprise (his wife wasn't surprised) hedecided not to wait. He caught his board of directors and the restof the credit union industry completely off guard by announcing atthe last regular Navy Federal board meeting that he had decided tohang it up as CEO of the world's largest credit union at year-end.What a shame. McDonnell's unexpected early departure will leave abig void. Not only at the credit union where he served loyally for35 years in one staff capacity or another, but throughout creditunion land where he is highly respected for his achievements andfor his courage and willingness to readily articulate his views andhis willingness to put his money where his mouth was. Hisoutstanding accomplishments (tech innovations, leading edgeproducts and services, expanded delivery systems like onlinebanking, asset growth, etc.) at Navy Federal during his eight-plusyears as CEO have been well documented in this publication. So havebeen his strong feelings on everything from credit union tradegroup actions (or lack thereof), governance, and private insurance,to credit union philosophy, regulations, and field of membershipexpansions. As one who has been on the receiving end of hiswell-crafted letters more than once, I can tell you the man wasunparalled for making a case for his views. He would frequentlybegin such letters by stating that he knows better than “to get ina debate with someone who buys ink by the barrel.” Then he would goon to say that “this time your blather has gone too far” or someequally colorful term of endearment. Needless to say, these salvosled to spirited conversations whenever the occasion presenteditself. For the record, McDonnell was also never reluctant to admithe was wrong. But also for the record, he rarely was. A case inpoint involving this publication: At a CUNA GAC meeting a couple ofyears back, McDonnell confronted the Credit Union Times editor topay a compliment and give a zinger at the same time. To paraphrase,he said, you have by far the best credit union publication, but youare getting badly beat by the competition on your daily news Website. About a year later, after many Credit Union Times Web siteimprovements, McDonnell admitted without prodding to that sameeditor that this publication was now by far number one in thatimportant news dissemination venue as well. It never mattered toMcDonnell if he had little or even any support for his views. Nordid he concern himself with the fact that some positions he tookdid not endear him to one or more segments of the credit unionindustry, sometimes even to his own board. McDonnell always felt inhis heart that he had solid reasons for his stances. If he steppedon anyone's toes (which he surely knew he would do) he had otherthings to worry about. Like the future of credit unions. Like howto serve his couple of million (and growing) members better. Likefinding ways to turn an 18 year-old enlisted sailor into a lifetimemember of Navy Federal. Like taking good care of his hundreds ofemployees. If God had created a stereotype of what the CEO of a $22billion credit union should look like, it wouldn't even come closeto resembling McDonnell who would be hard to pick out in a crowd.He doesn't jump up and pontificate at meetings. In small groupdiscussions he is polite to a fault. And attentive to otherscomments. He definitely fits the description of low key. But lookscan be deceiving. In reality, he may have walked softly but he didindeed carry a big stick. Here's a guy who immediately demonstratedwhen he moved up to the top staff spot that he knew how to make analready great credit union even better. The awards and accoladesbestowed on his credit union during his time at the top are toonumerous to even mention from “Best Place to Work,” to “LeadingProvider of (pick a product or service category).” And bigger, too!At $8.7 billion when he became CEO, Navy Federal was already wayout front as the largest credit union in the world. A little overeight years later, that number has almost tripled at $22 billion.And increased assets don't begin to tell the whole story. One ofmany tributes that could be paid to McDonnell is that despite thefact his credit union is larger than thousands of banks, anddespite the fact that one of the favorite complaints by bankinglobbyists is that credit unions have become too big, the bankingindustry never cites Navy Federal Credit Union as an example tomake their case. That's no accident. McDonnell, and frankly hispredecessor CEOs all worked hard (and successfully) at positioningNavy Federal Credit Union as the world's largest small creditunion. Banking industry critics are hard pressed to find somethingto complain about regarding how Navy Federal does business. It mustkill them to sit by idly and watch that credit union grow in everycategory important to any financial institution. What makesMcDonnell's achievements all the more remarkable is that hefollowed some very good previous Navy Federal CEOs. But historywill show that his legacy will be that he was the very best CEO thecredit union ever employed. Like a handful of other credit unionluminaries, McDonnell will be hard to replace. But he will be. Whowill it be? I won't give readers a name but I will remind them thatmost past Navy Federal Credit Union CEOs came from the credit unionitself. Anyone care to make a bet? Comments? Call 1-800-345-9936,Ext. 15, or Fax 561-683-8514, or E-mail [email protected].