"If you're an individual going from a bank to credit union, it's not a job change. It's a mindset change," McLaughlin explained. For example, when he walks into the boardroom now, the board asks about what's good for the members rather than just financial gains. Of course those are important, too, but it's about what those profits can do for the members, not how they'll line stockholders' pockets.

Large bank executives can be more specialized than credit union executives, however, Mitchell, Stankovic & Associates CEO Sue Mitchell said. Bankers tend to be more specialized in a particular discipline, such as lending or law. They also tend to be distanced from the customer, she added.

Breadth of experience is key for credit unions, which often have executives who cover multiple verticals, and it's also critical for future CEOs, who need a broader view of the business, Hollen added. Rotating oversight responsibilities is critical to developing well-rounded leaders who can succeed in credit unions. He should know: Hollen has developed several credit union leaders during his decades-long credit union tenure, culminating with his retirement this summer.

Mitchell acknowledged bankers can contribute a certain level of professionalism and an objective business perspective that's different from what you get at a credit union due to the market responsibilities and differing regulations. Community bankers in particular have experience contributing to local economic growth as business lenders, and recognize the importance of a commercial loan to a small business and the community as a whole.

One banker I recently spoke with said he felt he couldn't get the time of day from credit union headhunters, or even individual credit unions. When I asked what kind of feedback he received when he reached out, he responded, "None." He never even got interviews. Even when he connected with someone on LinkedIn and asked to learn more about a position, he was told, politely but abruptly, to apply online and then nothing more. He added that some of his banker friends have had similar experiences, even though he feels he'd really like to work in a more member-centric environment.

McLaughlin said he'd never heard of that in his experience. He did explain that when he crossed over from the dark side, the credit union community didn't quite trust him and his banker buddies shunned him for a period of time. He did, however, win over the credit union community, and he now enjoys the freedom of doing what's right for members.

"I've never come across anyone who said they wouldn't hire a banker; in fact I've heard the opposite," McLaughlin said. "We could use that mentality with the whole fiscal side of the house."

Also, as Mitchell mentioned, a banking background can be a boon in regard to strategic planning. However, McLaughlin added while credit unions do not lack that ability, it's good to consider bankers as an option.

Hollen remarked, "I'm not worried about replacing current leaders with credit union people. We don't need [bankers], but there have been some very good people who have come in and really adopted the credit union philosophy. Sometimes it takes a little longer, but they eventually do get it. They come around."

It also depends upon the individual and level of the position.

"I find some executives from banks are ready for the transition out of the for-profit, bottom line environment so they gravitate readily," Mitchell said. "However, compensation is a factor as there were often big bonuses. Frontline bank employees more readily assimilate and bring a sales culture with them that is needed within the credit union environment. The key thing is to create an onboarding environment that focuses on the credit union difference."

She added someone coming from bank lending may not adapt well to underserved area service initiatives, but a little cultural shake up can be good if it yields positive results. 

Blaine reiterated that it really depends upon the banker.

"It is much more challenging to work at a credit union and create ways to leave those profits in your members' pockets," he said. "And, then getting the members to break some bad financial habits and put that extra money to work for their family and their future."

McLaughlin, who has 36 years of experience in financial institutions including 20 in large and small banks, said he believes his marketing background gave him a broader view of the institution and helped him capture his credit union CEO positions. He emphasized that marketing is totally focused on the member and highly strategic in nature when done correctly.

Bankers should use McLaughlin's self-coined RAIN method in deciding whether credit unions are really their calling: Review the situation, assess the good and bad, implement changes slowly and negotiate. The initial negotiation, he pointed out, is with yourself on issues such as compensation. Yes, the packages are less lucrative, but there's a huge upside: Greater job security, as you won't be waiting to be squeezed out by yet another bank merger.

"I'm in heaven, because it's everything that I need," he concluded.

Mitchell said asking complex interview questions can help weed out candidates who won't easily make the bank to credit union transition. Ask about how they conduct performance reviews, when and why they last fired someone, or scenarios regarding ethical questions.

Finally, credit unions can do more to continue cultivating future industry leaders as people like Hollen retire. First, Hollen advised, give future leaders multiple discipline exposure by rotating some functionality when possible. Also, coaching on networking skills and providing networking opportunities are important to future leaders, as well as encouraging professional development, he said.

The credit union culture is shifting, and bringing in bankers may be a part of it. But when it nets positive results, change is not a bad thing.