‘When Employees Thrive, Members Feel the Difference,’ Tower FCU’s Susan Ralston Says

Ralston: My father was a steelworker and a member of the local credit union. When he passed away suddenly from a heart attack at the age of 41, I was in the eighth grade. In the days that followed, I remember the credit union stepping in to offer support. At the time, I didn’t fully understand what that meant, but it left a lasting impression.

Later, I learned that my parents had a little over $1,000 in their savings account. Because of the credit union’s life savings insurance program, that amount was matched, giving my mother the funds she needed to pay for his funeral. That moment shaped my view of credit unions as more than financial institutions. They were a source of help during one of the hardest times in our lives, and that made a deep and lasting impact on me.

CU Times: What unique skills, experience and attributes do you bring to your role?

Ralston: I grew up in a blue-collar family that relied on credit unions for financial stability. That early connection gave me a deep understanding of the important role credit unions play in people’s lives. I worked my way through college and became the first in my family to earn a degree, an experience that shaped my appreciation for hard work, persistence and opportunity.

I began my career as a manager trainee at Chartway Federal Credit Union [$3.1 billion, Virginia Beach, Va.], where I had the chance to rotate through every department of the credit union. That hands-on experience gave me a solid foundation in operations, member service and leadership. Later, I earned my MBA while working full-time, and more recently, I completed a professional coaching certification and earned a subsequent credential in coaching because I believe great leaders never stop learning.

Today, I bring a coach’s mindset to leadership. I focus on helping others realize their potential, fostering a culture of growth and aligning teams around a shared purpose. My combination of lived experience, operational knowledge and commitment to leadership development allows me to lead with empathy, strategy and impact.

CU Times: Which person (or people) do you credit the most for helping and supporting you along your career journey?

Ralston: I’ve been fortunate to have many mentors throughout my career, but one of the most influential was my first boss in the credit union industry, Al Chambers. Al had served as a supply officer in the Navy, and he brought that sense of discipline, integrity and mentorship to his leadership. He taught me the value of hard work and reminded me often that good things come to those who give their best every day. He also showed me how to navigate difficult situations with steadiness and professionalism.

Throughout my career, I’ve also been supported by many mentors who provided valuable perspective and guidance. Their encouragement and insights helped shape my leadership style and contributed significantly to my professional growth.
 
CU Times: What are some of the biggest differences between working in your current executive level role and your previous, non-executive roles?

Ralston: I have been in executive leadership since my late 20s, and I’ve also served on 14 nonprofit boards throughout my career. One of the most meaningful experiences was co-founding a nonprofit with the head of Mayo Clinic proton center focused on pediatric proton (a form of radiation) therapy for children undergoing cancer treatment. Over the last 10 years of our organization, we achieved several important milestones and provided support to many families.

The biggest differences between executive and non-executive roles are the increased intensity and the greater level of responsibility. As an executive, decisions have a broader impact and the expectations are higher. However, the fundamental focus remains the same no matter the role: Treating people as if they are the most important part of the organization, because they truly are.

CU Times: What’s a challenge you faced when you first joined your executive team, and how did you overcome it?

Ralston: Like many leadership teams, ours includes a variety of strong personalities with differing perspectives and communication styles. Early on, I recognized the importance of building trust and finding common ground. Rather than focusing on differences, I looked for opportunities to learn from each colleague and identify shared goals.

I tried to show up with curiosity and a willingness to listen. I asked questions, stayed open and looked for ways we could work better together. Over time, that approach helped us build stronger relationships. Once trust was there, it became much easier to collaborate and turn our different viewpoints into better outcomes.

CU Times: How would you describe your current leadership style?

Ralston: My leadership style is grounded in clarity, compassion and accountability. I lead with a coach’s mindset, focusing on helping others grow into their full potential. I believe in asking thoughtful questions, listening with intention and creating space for others to contribute and lead.

At the same time, I am highly results oriented. I set high standards, hold myself and others accountable, and make decisions that align with both our mission and our long-term goals. I am also deeply values driven. I do not shy away from hard conversations, and I always aim to lead with integrity, professionalism and respect.

Ultimately, I see leadership as a responsibility to serve. That means building trust, bringing out the best in others and creating an environment where people can do meaningful work and feel proud of what they accomplish.

Ralston: One of the most valuable lessons I’ve learned through coach training is how to be fully present in a conversation. I’ve learned to ask thoughtful questions, to listen more than I speak and to stay curious rather than rushing to judgment.

I’ve also learned that there are always two sides to every story, and that most people are carrying more than we realize. Approaching conversations with empathy and respect creates space for real understanding. As a coach, I believe people are wise, capable and strong. When you communicate from that mindset, it changes everything about how you engage with others.

CU Times: What are some ways in which you achieve work/life balance, set boundaries and/or avoid burnout at work?

Ralston: For me, it’s less about balance and more about harmony. I believe both work and life should bring joy, and when they do, they naturally support each other. One way I stay grounded is by exercising every morning. It gives me energy and helps me start the day with a clear mind.

I’m also very clear about my values. If something crosses a line, I speak up and set a boundary. I’ve learned that addressing issues early in a respectful and professional way prevents them from growing into something bigger. I also make it a point to plan time off in advance. Having a vacation on the calendar gives me something to look forward to and helps me stay focused and refreshed.

CU Times: What’s next for you on your executive career journey? Do you have any specific career goals you’re working toward?

Ralston: Right now, I’m working toward earning my Professional Certified Coach (PCC) credential through the International Coaching Federation. I’m currently an Associate Certified Coach, and the PCC is the next step. I’m close to meeting the requirements and look forward to reaching that milestone soon. After that, my long-term goal is to pursue the Master Certified Coach credential, which is the highest level.

In addition to my coaching goals, I’m excited about continuing to grow with Tower. As the credit union evolves, I’m eager to take on new challenges and contribute in even more meaningful ways.
 
CU Times: What big-picture impact do you hope to make within your credit union, as well as for your members and community? 

Ralston: I want to continue to grow the legacy Tower has built as a credit union that operates with excellence and leads with heart. Internally, that means building strong teams, developing future leaders and fostering a culture where people feel seen, valued and motivated to do their best work. I believe that when employees thrive, members feel the difference.

For our members and community, my goal is to strengthen trust and expand access to financial tools and services that truly improve lives. Whether it’s protecting members from fraud, ensuring reliable access to debit card services, delivering efficient deposit operations or supporting financial stability through business continuity planning, I want every member to feel that Tower is a steady and supportive partner.

More than anything, I hope my legacy is measured by the leaders I help grow. One day, I would love to read an article like this where someone says, ‘It was Susan Ralston who believed in me, coached me and helped me find my path to leadership.’ That would mean the world to me.

CU Times: What career advice would you give your younger self?

Ralston: Be authentic and stay true to your values. Build strong relationships and never underestimate the power of networking. Say yes to opportunities that help you grow, whether through new roles, continued education, coaching or mentorship. And if something no longer aligns with your values, trust yourself enough to make a change. Growth often comes from the moments when you choose courage over comfort.

Would you or someone you know like to share your journey to credit union leadership? Please reach out to Natasha Chilingerian at nchilingerian@cutimes.com. To qualify, the individual must be a part of a credit union's leadership team or C-suite, and have a compelling story to share about their rise to their current leadership role.