The phrase “trial and error” sums up Noel Sanger's leadership journey well, and he wouldn't have it any other way.

For the latest Trailblazer 40 Below, who has been a 2014 CUES Next Top Credit Union Executive Top 5 finalist, spoken at conferences and served as one of 13 Young Professional Advisors for the Cornerstone Credit Union League, constantly stepping out of his comfort zone has made all the difference. Sanger said taking chances has opened doors to rewarding opportunities that have helped him grow both professionally and personally.

Just under four years ago, Sanger was recruited by United Federal Credit Union in St. Joseph, Mich., and the then-banker took a chance and moved to Arkansas to serve as market vice president. From the moment he interviewed in Michigan and felt the cultural difference at the $1.8 billion credit union, Sanger said he knew he'd found the perfect fit and became “a true credit union believer.” He has made it a point every day to talk up the credit union culture and its values to a point where his name and United Federal have become one in the local community.

“I'm excited about continuing to tell our story and talk about credit unions,” he said. “It's very sexy what we do for people. What's better than putting money in people's pockets by improving their financial situations?”

He added that the credit union's mission to serve members in its local communities has resulted in 33% membership growth in the Arkansas market alone, and in addition, United Federal made Arkansas Business' Top 12 Best Places to Work in Arkansas list.

“Being recognized as one of the best places to work, out of all the businesses in Arkansas, says so much about the United culture,” Sanger said.

Each of the credit union's market vice presidents are tasked with developing and executing integrated marketplace business and marketing plans to achieve market growth that aligns with the organization's strategic business objectives. Their responsibilities include financial performance, member relations, business development, commercial lending, market-level strategic planning, budgeting, asset management, retail branch production, mortgage production, direct and indirect lending, community outreach and marketing.

“The best way to describe it is we're all like mini CEOs of our markets without all the headaches of being the CEO,” Sanger joked. “We've got executive leadership on the ground in each of our five markets across the nation to make sure we're engaged and truly invested in the communities we serve. We're in the branches, active in the community and know our members.”

Read more: Sanger's leadership style involves listening to staffers …

He added that United Federal doesn't just pay lip service to the word collaboration, as the market vice presidents talk to one another often and share best practices; Sanger likens it to a “knights at the round table” approach. For the good of the organization as a whole, silos are broken down – for example, the indirect and direct lending departments work together to deliver results, he said.

“From Arkansas to Michigan and every market in between, we are all working together to achieve a common goal,” Sanger said. “That goal is our strategic plan. We truly believe here that teamwork divides the task but doubles the success. Our team takes care of the members and management takes care of the team.”

And it's not about coaching staff to meet numbers. Sanger's leadership style has always centered on listening to staffers and members alike to better understand their wants and needs. Hiring individuals based on their potential for growth and providing opportunities for talent development has helped the organization realize a less than 7% turnover rate.

“I think people are driven by three things: Money, recognition and/or pride in their work,” Sanger said. “Really listen and understand what matters most to each team member and coach to that. It's not about being happy, it's about what keeps employees engaged. If we want leaders, we have to work with them, give them the tools and support they need and trust them to do the job.”

He added that leaders should evaluate whether they are still connected to their organization and employees, and believes credit unions should take a hard look at what they are doing to train top talent and make those training investments now. While employees may be one of the biggest expenses at any credit union, the value they provide to members, the industry and the community is always well worth the cost.

“To stay competitive in the future, we can't afford to be complacent,” Sanger said. “We've got to step out of our comfort zones. Yes, we need to be advocates and tell our story, but we also need to develop, encourage and support our teams to be their best so they can identify and work current opportunities to improve the member or employee experience.”

He engages in regular succession planning talks with his team, which include everything from how tellers can become member service providers to what branch managers need to do to step into his role.

“Everyone should be aware that opportunities exist, and my role is to help them do their best to move up,” he said. “If they take my place or I end up working for them, even better. To me, that's a job well done. Seeing improvements within our team of 45 individuals and the fact that 77% of them have been promoted in the last year…that's what motivates and inspires me.”

He advised young professionals to have the courage to not only volunteer for projects but to also seek mentorship opportunities outside their credit union.

“I'm big on attending league events, serving on boards and using LinkedIn as a way to connect with people in the community, credit union industry or even outside our industry,” he said. “One of the reasons I wanted to be a [Cornerstone Credit Union League] Young Professional Advisor is because I want to get others to come into this industry. I want them to know that with hard work, a willingness to learn and patience, there are careers, promotions and even money to be made while helping to make a difference and improve members' financial lives.”