In the opening sentence of “A Tale of Two Cities,” Charles Dickens writes, “It was the best of times, it
was the worst of times, it was the age of wisdom, it was the age of foolishness.”
The subject was the French Revolution, a time unlike anything seen in France in hundreds of years. Many have written recently
that this country today faces conditions unlike anything any of us have seen. But let’s look closer at that Dickens
The worst of times
It’s easy to focus only on the difficulties credit unions face right now. Reasons for gloom include:
Unemployment hovers near 10%;
Consumer confidence continues to lag;
Assessments continue to pull down profitability; and
Loan growth in credit unions is a negative 0.4% over the last year.
The best of times
The good news is we’re neither in the Great Depression nor the monstrous recession into which I began my professional
life in 1982. While unemployment is high, it isn’t at the level of either 1930 or 1982. Inflation is low. We’re
seeing signs of economic recovery.
We’ll make it though this tough time. Plus, credit unions have some advantages:
Capital, industry-wide, is at a relatively healthy 9.8%. While credit unions don’t have money
to burn, they have money to invest.
Loan-to-share ratio industry-wide is at 73.6%. Your credit union probably has a good base to build
its loan portfolio.
Member loyalty is high. Your credit union is positioned for repeat business.
Member trust is high. Keep that trust by doing the right things for your members.
Member ownership means local control and focus. Members want to know the people with whom they entrust
their financial future.
Community-based focus. Members instinctively understand the needs of the community and how your credit
union gives back to the community.
The age of foolishness
Where does your credit union spend time and its members’ treasure? Your credit union may feel it can respond only
to immediate problems. In lending, for example, this shows up in many ways:
Severely tightened lending processes, such as requiring verification of employment or residence no
matter the strength of a borrower’s credit profile;
New policies that require members to meet your credit union’s needs rather than the credit
union looking out for theirs—for example, requiring members to come into branches to close loan transactions, instead
of looking for ways to serve members remotely; or
Tightened lending programs through subtle changes—for example, no longer allowing check advances
on home equity lines of credit.
These are all reactions to short-term problems. They don’t take advantage of the incredible opportunities to position
your credit union for long-term success.
The age of wisdom
These are unique times, and your credit union has a once-in-a-lifetime chance to make itself indispensable to members by:
Focusing on young borrowers. Spend some money to understand their communication styles and financial
needs. Spend even more money to make sure you meet those needs. Tell them what you can provide to them. Tell them again.
Continuing to earn members’ trust. For example, if you have to charge fees, tell them why.
Recently, my credit union started charging advance fees on my line of credit. They told me why they did. They didn’t
hide it. I respect their honesty. It makes me trust them.
Trusting the members. If you make them jump through hoops now, when times get better they’ll
remember you didn’t trust them. They’ll go elsewhere.
Reveling in your credit union’s community involvement. If members know your credit union is
involved in the community, they’ll be more willing to do business with you.
This once-in-a-lifetime opportunity to grow and increase service to members will never come again. Will your credit union
take advantage of it?
BILL KLEWIN is associate general counsel at CUNA Mutual Group, Madison, Wis. Contact him at 608-231-7009
or at firstname.lastname@example.org.