‘Relator at Heart’ Lloyd Watts Brings Genuine Care to Executive Retail Role

Watts: As Senior Vice President of Retail in Virginia, I lead the development and execution of our retail strategy across the Virginia branch network. My focus is on driving growth, improving operational efficiency and elevating the member experience. I spend a significant amount of time mentoring our branch teams to ensure our efforts align with Chartway’s broader goals and the evolving needs of our members.

Watts: What drew me to the credit union industry was how closely it aligns with my personal values. Fundamentally, it focuses on uplifting communities, financial wellness and education. It's about serving the greater good rather than focusing solely on the bottom line, which is why I believe the credit union space is a perfect fit for me, and I am a great fit for it.

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

Watts: The unique skills I bring to my role include a strong ability to coach and be coached. I’m a ‘relator’ at heart and care about people. It’s an attribute that’s helped me succeed at Chartway. I firmly believe in treating people the way I want to be treated, always willing to have the right conversation while showing genuine care and concern.
 
CU Times: Which person (or people) do you credit the most for helping and supporting you along your career journey?

And of course, my parents instilled in me the values of hard work and readiness. They taught me that while nothing is guaranteed, anything is possible with dedication.

CU Times: What are some of the biggest differences between working in your current executive level role and your previous, non-executive roles?
 
Watts: The biggest differences between working in my current role over previous roles has been shifting focus from my own success to the success of others. Winning at this level is all about building trust and empowering your team. You need people who will support you and challenge you for the good of the group. That trust is earned, not given, and it’s the foundation of a strong team.

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

Watts: The challenges I faced when first joining the Chartway team revolved mostly around keeping up with the fast pace and increased demands, while getting to know the team. My approach has always been to ‘go slow in order to go fast.’ Diving in to work immediately is not as important as getting to know the team you'll be working with daily. I made it a point to meet and greet each team member and every member of my branch network personally. These interactions were all about building personal connections and showing that I cared – when people know you care, they are more likely to care in return.

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

Watts: My leadership style is rooted in the belief that 95% of people want to do well in their current role. I commit a lot of time to understanding what motivates each person, the skills they excel in, and what challenges they face with the goal of finding the good in each person and articulating it to them in a specific, measurable and observable way. For the business, I lead with a focus on efficiency, effectiveness and member impact. Overall, I see myself as a conductor, bringing together cross-functional teams to drive meaningful changes to our retail operations with a strong member focus.

Watts: One of the most important lessons I've learned about communication is to ask questions with positive intent and listen actively. Effective communication isn’t just about giving direction; it’s about creating a dialogue that fosters understanding and collaboration. When people feel heard, they’re more likely to buy in and contribute their best.

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

Watts: Work/life balance is incredibly important to me. A mentor once challenged me to find one person who wished they had worked more hours instead of spending time with family and friends. That sentiment always stuck with me. I work to live, not live to work. I’ve learned to unplug and trust our talented team. In addition to spending time with family and friends, I’m a big sports enthusiast and enjoy attending games and coaching youth teams. To achieve this balance, the most important part of my job is to hire the right team, get out of their way and let them shine.
 
CU Times: What’s next for you on your executive career journey? Do you have any specific career goals you’re working toward?

Watts: Looking ahead, my goal is to excel in my current role to the best of my ability. I wake up every day excited and passionate about what I do while working alongside an amazing team. I believe by being the best version of myself and staying dedicated to my craft, the right opportunities will come naturally.

CU Times: What big-picture impact do you hope to make within your credit union, as well as for your members and community? 
 
Watts: I hope people who’ve worked with me feel I’ve made a positive, meaningful difference in their careers and lives. I want Chartway to be stronger because of my leadership. Most importantly, I want our members and community to know that the best is yet to come.

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

Watts: If I could give my younger self career advice, it would be to surround yourself with people who will guide and advocate for you both professionally and personally. Find that loyal circle who will speak up for you even when you’re not in the room. It truly takes a village.

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.