Pamela Fleuette doesn't believe in luck as much as she does in hard work to earn what she wants, whether in her career or personal life.

As someone who was always practical and took the long-term view, CU Times latest Women to Watch honoree considered majoring in journalism until her instructor emphasized that only a handful of students would get jobs in the field.

“I thought, no way am I paying for this to come out unemployed,” joked the president/CEO of the $252 million Sussex County Federal Credit Union in Seaford, Del., who opted instead to go into her university's school of business administration.

The long, winding path that led to her transition to her current career began with a job as an examiner at the NCUA.

“It was such an extremely positive experience and I would not be where I am today without it,” she said. “I not only gained technological, analytical, management and people skills, but I learned how important it is to look at the big picture.”

She added that she believes being skilled at what you do provides a solid foundation upon which to build your career – everything else, from timing to making connections, will fall into place from there.

“Sometimes the biggest obstacle to your success can be you,” she said. “Don't ask to be promoted – step up, speak out, work hard and earn it. Be humble. None of us are indispensable. If you are in an environment where talent isn't developed and staff contribution isn't valued, then it may be time to reevaluate if you are in the right organization.”

Sussex County FCU's entire staff, with the exception of Fleuette and the chief operating officer, has been promoted from within. Investing in talent development and treating staff right has just been part of her DNA, she said, and has helped better position her credit union for success in the future.

Fleuette said one area she finds both exciting and daunting is online financial services.

“It's efficient and provides convenience, but how will consumers differentiate financial institutions?” she asked. “Will it be the color of their app? I kid, but it does worry me quite a bit. We're in a rural area in Northern Delaware with a low population density. For us, the existing field of membership rules, which are out of sync with the reality of credit unions today, are another concern for us.”

She joked that her journey from examiner to running her own consultancy firm and now serving as a credit union CEO has turned her into a recovering perfectionist.

“It's funny, but it's easier to be an examiner because you remain focused on select areas, so it's no wonder you find exceptions,” she said. “I think both sides need to respect that each side has a job to do. They might have a difference in opinion on what's important, but once you set the stage you can talk on a professional level.”

She added that examiners must also understand that credit union leaders must play a big-picture role and ensure the operational success and growth of their organization, rather than notice when an “I” hasn't been dotted.

“Having an understanding of perspective goes a long way,” she said. “I honestly value another set of eyes to objectively look at what we are doing.”

Given the multifaceted nature of leading an organization, and managing and developing talent, all while dealing with uncertainty, risk and meeting goals, it's impossible to be perfect every time, she said. Recognizing the circumstances that are out of her control, and making moves to better position the credit union for future growth, has been her focus since joining the credit union in 2006.

A big believer in being proactive when it comes to providing members with quick and efficient service, Sussex County FCU began taking steps to incorporate traditional banking services into modern, state-of-the-art delivery channels five years ago. Keeping an eye on using technology for transactional-based services, the credit union operates smart offices where members can connect with centralized lending staff via video conference, and was an early adopter of interactive drive-thru teller machines, express tellers and digital advertising screens.

Based in a relatively rural area with a low population density, the credit union recently received its CDFI certification and has been in the process of evaluating how to best move forward with meeting the needs of members at or below the poverty level.

“Innovation doesn't pay off in the short term,” Fleuette said. “It takes perseverance and can be a painful process, but it will pay off. Our members' needs keep evolving, and we have to be flexible enough to look for ways to do what we can to meet those changing needs.”

The moves made by the credit union years ago have recently started paying off in the way of fewer operating expenses and future brick and mortar plans that will afford Sussex County FCU a community presence of small, high-tech branches. But for now, given the number of area locals who are limited to low-paying retail outlet jobs, Fleuette said the credit union has plans to provide financial counseling as it explores grant opportunities aimed at making a positive difference in the community.

Being a local member resource has been part of the credit union's culture, and is an ongoing process that emphasizes consultative selling based on each member's unique needs, she said.

“We've come a long way from essentially being order-takers at branches to asking questions, doing needs analyses and gaining a better understanding to pair our members with the product or service that's the right fit for them,” she said. “Embrace change even if it rocks the boat. It's a very long process that takes a strong commitment from the top that is reinforced and supported at every level across the organization. It's easy to throw up your hands and say, forget it, but you have to keep at it. You will stumble at first, but eventually you'll get there.”