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Guest Opinion: Challenges of Succession Planning

Maximizing and ensuring member value and performance requires an ongoing review of the depth of talent in your credit union as well as the right complement of skills to lead effectively and navigate changing strategies. As markets become more global and technology continues to play an even greater role in...

By Stuart R. Levine | Updated on February 12, 2012

Maximizing and ensuring member value and performance requires an ongoing review of the depth of talent in your credit union as well as the right complement of skills to lead effectively and navigate changing strategies. As markets become more global and technology continues to play an even greater role in strategy, the criteria established for both CEOs and succession planning candidates emerges and changes over time.

These skill sets need to be linked to the strategic plan, performance reviews as well as the CEO and board dashboards. It’s the role of the board to understand key strategic drivers of the credit union one to two years, three to five years and five to 10 years out.

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