Three years ago, she was promoted to her current position as unit manager of PenFed's Papillion Nebraska Service Center. At the time, morale was low, turnover was high and unit performance levels were low. A change was needed and McGillan had several action plans plotted out over the course of 30, 60, 90-days to six months out.

"My first lesson was that people don't really like change," she joked about her learning curve.

Despite many being entrenched in their comfort zone, she pushed on by setting clear, daily expectations at every level, explaining the why behind the new direction, holding everyone accountable and recognizing efforts to adapt and change. Within 60 days, the unit had moved to the top spot but then slipped back into old patterns. McGillan learned the value of constant reinforcement of the structure and drivers that helped make change possible.

"To implement change, takes some stumbling along the way," she said. "I do my best to stay in the present and learn and grow from every challenge. It's important not to get stuck beating ourselves up and dwelling on all we 'should have done.'"

An unhealthy focus on the negative can quickly create barriers to organizational progress and professional growth, McGillan said.

The unit has since been consistently performing at its best and under her leadership, a good day of sales and service at the call center had been redefined.

"My job is to give them their voice and get it to be the most honest voice possible," she explained. "I'm happiest when I see people who didn't recognize their own potential [and] move on to greater responsibility and success."

Using football terms, team members first identify themselves as first string, second string, starters, on the bench and so forth. They then share their goals and a timeline of where they want to be on the team.

"It leads to some honest conversations. When someone tells me they want to simply be on the bench, my follow-up is usually 'why?' If you can be here from 7-3:30, then you can be anything and do any job you want to do," McGillan said. "Many are just afraid of going to that next level or trying something new and it's tough for people to admit. Once they set that goal, then we can figure out how to move the needle to realize their dreams."

Feedback and recognition has also been key to getting everyone's best efforts. From random acts of kindness days, to simply walking over to someone to say "thank you" or "good job," McGillan doesn't believe in taking anything for granted. Wanting to encourage initiative, generally there's a seven to one ratio of positive reinforcement to corrective action.

"Our team focus is growth. We want to be our members' hub for all their financial needs. It's a big ask. It's more than just offering products. It's about being proactive about offering savings and solutions that benefit the member," McGillan said. "It's not about meeting goals to have a good month but the why, which is helping our members."

A solutions-based focus has resulted in staffers feeling empowered to go beyond the basics.

"One of the biggest challenges is how to get people motivated to fight to be exceptional. That's where their personal and professional development goals come in," she said. "What tools, support and mentoring can we provide each other to help everyone be their best and achieve their goals?"

She advised everyone to foster relationships with other driven leaders as a way to form a personal development network.

"I have a group of five people of a similar mindset and we bounce ideas off each other, serve as a sounding board and push each other to improve and do more," McGillan said. "I can't tell you the immeasurable value of having people in your life who can share a different perspective and push you to keep learning or trying something new."

A change in perspective has also helped in approaching member solutions.

"Our jobs are all about living and breathing other people's finances. So much so, I think as an industry, we may forget that most people don't want to think or talk about money," she said. "So, how can we make it easier for our members to not have to worry about money? Many are struggling to keep their head above water, so what products and services could we offer to help? How can we simplify processes and make it easier for them to not think about banking?"

Given the daily changes in technology and consumer expectations, McGillan said coasting on past successes is not an option.

"As an industry, we have to be honest about the fact that we need to understand the needs of our field of membership better than banks or other competitors and deliver relevant solutions," she said. "We have amazing relationships with our members so we need to capitalize on that opportunity. We need to keep trying new approaches and developing or refining new products and services to better serve our field of membership and move our business forward."