Roger Mark Hall has always beendriven by two passions: being of service to others and being apilot.

The board president of the $12 million Greater Abbeville FederalCredit Union in Abbeville, S.C., has made both dreams areality.

“As I see it, I'm not here just for myself, but to help everyonealong as best I can, and I see service as a way of doing that,”Hall said. “There's a blessing around helping others.”

To him, the essentials of good leadership have a foundation ingenuine interest and passion for what you do combined with a needto serve a cause or purpose greater than yourself.

An unwavering ability to always put others first is just one ofthe reasons why Hall has been selected as Credit Union Times'Trailblazer Volunteer of the Year for 2014.

Hall, an Air Force pilot, served his country for nearly 30 yearsand attained the rank of colonel. After retiring from the military,he returned to his hometown to work as director of public utilitiesfor the city of Abbeville in upstate South Carolina.

Aware he could do more, he made use of any free time to giveback to the community, whether as part of the AbbevillePresbyterian Church, building homes with Habitat for Humanity orthe decision some 20 years ago to join the GAFCU board.

“It was the credit union philosophy,” Hall said of why he wantedto be part of the board. “I do believe in it and that as boardmembers we should do all we can to help other credit union membersreach a high level of financial freedom and responsibility.”

For Hall the board role is simple: To advise but not direct.It's been the secret to the great working relationship between theboard and CEO at the 2,600-member credit union.

“Look, we're here to provide high-level policy decisions not getinto the daily operations,” he said. “And we should never miss anopportunity to approve and make changes in credit union operationsor procedures that benefit the members.”

According to GAFCU CEO Faye Crocker, Hall always has the bestinterest of the membership and Abbeville County in mind.

“In light of the many drastic changes happening within thecredit union industry, we are grateful to have a board chair whoencourages experimentation,” said Crocker.

A general Hall had worked with and had a great deal of respectfor gave him advice he lives to this day: “Don't assume anything isimpossible. You have to get out there and really look at it.” It'salso a quiet, humble openness Hall exudes that encouragesconstructive debate and discussion.

“We have to be able to work together and settle disagreementsthrough discussion rather than being stubborn or forcing others todo something,” he said. “As a small credit union we have to findour niche. We can't survive maintaining the status quo or being a'me, too' organization, so we have to be open to looking for newways we can be of service to our members.”

Hall added when it comes to relevance and better serving memberssize doesn't matter. Under his leadership the board approvedseveral changes that increased loan to share by over 10%. When alarge local plant announced major layoffs GAFCU was ready to assistwith a loan deferral program and special refinancing to helpmembers during their search for new jobs.

The credit union also created a Quick Cash Advance product as analternative to predatory lenders. Members can not only get thequick cash loan they need at a lower rate but staffers also providefinancial counseling and help members put together a savings planto help break the cycle of needing short term loans to coverexpenses.

Hall was also instrumental in helping the credit union obtainits low-income designation, CDFI certification and a CDFI grant ofjust under $100,000 to hire a new business developmentprofessional.

The move was part of the credit union's renewed focus on servingthe area unbanked and underbanked and living up to its mission ofbeing the hope of Abbeville County. A NCUA low income designationgrant has also provided the community access to Dave Ramsey'sfinancial education classes free of charge.

In addition, Hall led an effort to take board meetings paperlessthrough the use of online board packets, with each board memberbeing issued an iPad.

“It's one of those things you either follow technology or getout on the leading edge and we've essentially been doing that,”said Hall. “It goes beyond just online board packages and gives usbetter communication between the board and CEO. So, for example, wehave one credit union-based email address, which allows us all toeasily connect with each other and others to connect with us aswell.”

It's in keeping with his view of innovation as any changes thatshake up complacency to improve and further service.

“Big or small we all face challenge to maintain relevance inchanging world and continuing to provide products that servemembers. It's worth taking somewhat of a risk of a hit to thebottom line to make improvements you think are necessary,” he said.“For example it's how we approach IT expenses. Yes they may be highconsidering our size, but necessary for us to meet memberexpectations and better serve their changing needs.”

Another area worth the risk, particularly for small creditunions, is recruiting, developing and retaining top talent.

“It's hard for small credit unions to compete in hiring a reallygood CEO or senior staff. Sometimes it's about salary or many arenot willing to move to a small town,” said Hall. “We're lucky tohave an excellent CEO but we are always planning for the day we maynot by focusing on bringing people into the credit union who cangrow and move into that leadership position.

“Develop that talent internally so there's lot's of optionsrather than going outside. We're working on that now but it'ssomething all small credit unions in particular can't afford toignore.”