Maximizing and ensuring member value and performance requires anongoing review of the depth of talent in your credit union as wellas the right complement of skills to lead effectively and navigatechanging strategies. As markets become more global and technologycontinues to play an even greater role in strategy, the criteriaestablished for both CEOs and succession planning candidatesemerges and changes over time.

These skill sets need to be linked to the strategic plan,performance reviews as well as the CEO and board dashboards. It'sthe role of the board to understand key strategic drivers of thecredit union one to two years, three to five years and five to 10years out.

Criteria will evolve from these drivers that will define therequired skills sets for the CEO, CEO succession candidates andboard member candidates as well. Criteria established also willassist in filtering out certain candidates that do not help toaffirm your chosen strategies. At the board level, it's importantto ask, “Am I bringing fresh thinking and do my skill sets matchwhat's needed for the credit union strategically?”

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