Everyone knows you only get one chance to make a good firstimpression. And depending on the situation, a terrible firstimpression can cost you a job, a potential mate or the approval ofsomeone you were hoping to win over.

If you're a credit union, it can cost you a member. Think aboutwhat that means: The potential for a lifelong financial partnershipthat includes a $15,000 auto loan, $200,000 mortgage and retirementplanning services – gone.

There is a lot of talk in the industry around member experienceand technology. A common message is that members will stick withcredit unions that stay ahead of the technology curve. Of course,if that technology isn't perfectly seamless – if it causes anylevel of frustration or agitation, or requires significant work onthe consumer's end – it's totally counterproductive.

Still, in our low-patience world of instant gratification,seamless technology isn't something that will make a member bank ata particular credit union for life. It's something a member expectsfrom their credit union. What will give the credit union an edge issomething a machine can't do – provide that human to human,personal touch. Ask yourself: Is your staff developing personalrelationships with members? How are they making them feel? Do yourmembers know you care? Are they having to do any of the work, orare you doing it for them (as you should be)?

I'm in the middle of making an out-of-state move, which meansI've had interactions with numerous service companies over the pastmonth, including car and renter's insurance companies, movingcompanies, leasing agents and cable companies. Moving isemotionally tolling enough as it is, so I've had no patience forpoor customer service.

Luckily, my experience with these companies has been mostlypositive. The leasing agent, for one, shined above the others bystaying in touch with me one-on-one via email, telling me exactlywhat I needed to provide and even helping me select a paint colorfor an accent wall in the apartment (classy!).

One company that did not get an “A” in service, however, was afitness studio I had purchased multiple class packages from beforedeciding to move. I explained to the manager over email and toseveral employees in person that due to an unexpected move, Iwouldn't be able to use all the classes before my departure andwould really appreciate a refund for the final package I purchased.They left me hanging for weeks, only sending two emails that read,“We're looking into this, thank you for your patience!” I was thisclose to writing a negative Yelp review about the place when theyfinally agreed to the refund.

Speaking of that, Yelp should give all businesses a reason tonever let their service quality slide. The popularity of onlinereview writing has allowed consumers to take control of businesses'reputations – and some businesses have been so scared of negativereviews that they paid or bribed customers to publish positivereviews. Last year, CBS News reported a number of businesses wereoffering customers gift cards and discounts for negative reviewremoval or positive reviews; online review companies Amazon andYelp fought back by suing people for selling fake reviews andflagging businesses that were bribing customers to write positivereviews.

I experienced a bribe first-hand once from a dentist who offeredme a discounted whitening service in exchange for a review – now hedidn't say a positive review, but do you think I'd let him get nearmy mouth with sharp tools after criticizing him online?

Here's an idea for businesses that's better than a bribe: Dosomething that makes customers want to write a positive review. Forcredit unions, ensuring the member experience requires littleeffort on the member's end can result in not just a good review butmember loyalty.

A Filene Research Institute report, “Member Ease of Use as aCompetitive Advantage,” asserts that high customer effort equalsdisloyalty, and to really win member loyalty, credit unions should“forget the bells and whistles and simply solve theirproblems.”

The report noted that in call center interactions, for example,consumers often find themselves putting in undue effort whenthey're required to make repeated calls because their issue wasn'tresolved on the first attempt. Of those who reported putting ingreat effort in their service interactions, 96% were more disloyal,compared to 9% of customers who expended little effort; 94% ofcustomers who reported low effort expressed an intention torepurchase from the business and 88% said they would increase theirspending; and 81% of customers who had a hard time solving theirproblems reported an intention to spread negative word of mouthabout the business.

What's more, the report found, there's a 15% reduction inpurchase intent when customers experience a complex transaction,58% of people would stop buying from a company as a result of apoor experience and 70% would discourage others from engaging withthat company. Plus, customers cited a 15% reduction in purchaseintent following a “complex” interaction as opposed to a “simple”interaction, according to the report.

Want to keep your members from putting in undue effort?Implement a seamless system, train staff on how to handle expectedhiccups and be a good listener. Filene recommends training reps toaddress the emotional side of member interactions, minimizing theneed for members to switch service channels, eliciting and usingfeedback from disgruntled or struggling members, and focusing onsolving problems as opposed to speed.

You only get one shot to win over a potential member for life,so make it count.