'Don't Feel Guilty for Being Ambitious': CU SVP Shares Her Path to Success

Name: Jimese Harkley

Credit union: Harborstone Credit Union ($2.1 billion, Lakewood, Wash.)

Title: SVP/Chief Community Engagement Officer

Age: 44

Number of years at current credit union: Four months

Educational background: Juris Doctorate from Birmingham School of Law; Bachelor of Arts in Communication from Jacksonville State University in Jacksonville, Ala.; Strategic Planning Professional (SPP) Certification; Certified Chief Executive (CCE) Designation

CU Times: What are your key responsibilities in your current role?

Harkley: As a member of the executive team, I play a role in driving the organization’s mission, vision and values. As the Chief Community Engagement officer, I am responsible for developing and executing the community engagement strategic vision and creating impactful programs to serve our members and the communities within Harborstone’s corporate footprint.

CU Times: What drew you to the credit union industry?

Harkley: I wanted to work in marketing after graduating college. I saw an ad for a marketing specialist at a credit union and applied. I did not get that job but was offered a teller position and have been committed to the industry since. I, like many others, stumbled upon the industry and found something to be passionate about.

CU Times: What unique skills, experience and attributes do you bring to your role?

Harkley: I value process and process improvement. I also value strategy and solving complex issues. I am very ambitious, courageous and solutions focused.

CU Times: Which person (or people) do you credit the most for helping and supporting you along your career journey?

Harkley: I am so grateful for all of the people who have helped me over the past 20 years, the list is long and they know who they are. If I had to choose one person who has been solid and always encouraging to me it would be Phil Boozer, Chief Sales and Service Officer at America’s First Federal Credit Union ($2.5 billion, Birmingham, Ala.). For 20 years, he has been a constant mentor, friend and sometimes lends fatherly advice. I am so blessed to have someone like him in my corner.

CU Times: What are some of the biggest differences between working in your current executive level role and your previous, non-executive roles?

Harkley: In an executive role you are making key decisions, engaging with the board and driving corporate strategies. You’re working together with other SVPs to drive the mission and vision, creating the big picture. You think about the organization as a whole and value the contribution of all areas. In non-executive roles you play a small part in executing the day-to-day operations of something specific, sometimes never fully understanding the big picture. At this level it can be challenging to see beyond your individual contribution, especially if you are not responsible for managing people or participating in strategic planning.

CU Times: What’s a challenge you faced when you first joined your executive team, and how did you overcome it?

Harkley: It can be a challenge to witness the dynamics of the long-standing members and how they make things happen. Adjusting to the group’s dynamics and learning the members’ communication style can take time. Adding a new position and department to an executive team can be challenging. I encourage new e-team members start by trying to have valuable conversations with everyone around the table and not immediately join a tribe, or partner only with people who think like you and welcome you. Have the tough conversations and try to gain the trust of the group without adopting behavior that others may deem effective. Remember that each contributor has their own concerns about the ever-changing sustainability and growth of the organization, and adapt a holistic organizational perspective to better understand different points of view.

CU Times: How would you describe your current leadership style?

Harkley: My leadership style is centered around leading with effective delegation. My three P’s are People, Purpose and Process. If you have the right people in the right position, who understand the purpose, and they create process and procedure for consistency, that is a formula to feel successful in times of victory and challenge.

CU Times: What are some lessons you’ve learned over your career concerning how to communicate well with others? And, do you approach communication differently depending on the generation of the recipient (boomer, Gen X, millennial and Gen Z)?

Harkley: I believe I have an assertive communication style rooted in facts, figures and research. I rarely approach things with what I feel or my opinion, and my legal training was very helpful in directing my focus to speak factually. I learned that there is a way to seek clarity without being disruptive. I also learned that people associate being heard with seeing their advice in action verbatim, and as a leader you have to understand that is not the true meaning of hearing someone.

I don’t tailor my communication based upon the generation that people were born in. Raising kids was helpful in that arena, and we never engaged in baby talk, we were just clear. As a young professional it was interesting to see how many seasoned professionals wanted to talk at you because of your tenure. I try to engage with all people equally, factually and respectfully, no matter what generation they were born in. I will say that working with people from different states and countries required unique approaches. I learned that some areas are hyper-focused on your tone and pace of speech, even if their region had a harsher tone, and it was important to be mindful of my own. I also pulled back on Southern dialect or slang. And, you have to be culturally aware to avoid misunderstandings and misinterpretations of body language.

CU Times: What are some ways in which you achieve work/life balance, set boundaries and/or avoid burnout at work?

Harkley: As a mother, wife, daughter, friend and ambitious professional, I forgive myself for not being 100% present at all times in one particular area. I proudly wear and change these hats when necessary. There are days where they all need my attention and there are days when I am honed in on one area intensely.

A few years ago, I acknowledged that when you say yes to something, you are saying no to other things. I write down what has to be removed in order for ‘yes’ to feel comfortable and less stressful. I have also learned to not have any adverse feelings about the thing I said no to and the people who are disappointed because I removed myself to make room for other areas of importance. This has aided me with finding balance, setting boundaries and at times overcoming burnout. Trust your gut when it comes to saying no to things that negatively impact your energy.

CU Times: What’s next for you on your executive career journey? Do you have any specific career goals you’re working toward?

Harkley: I am not certain what is next, but I am committed to continuous learning and improving my leadership abilities.

CU Times: What big-picture impact do you hope to make within your credit union, as well as for your members and community?

Harkley: I would love to develop a sustainable strategic community vision, and plan to effectively measure impact and contribute to organizational growth and viability. Community professionals are often undervalued because of the way organizations see community as this fun area that attends meetings, spends money and does nothing. I would love to change that and for industry professionals, especially at the executive level, to see community development as a revenue-driving arm of the organization.

CU Times: What career advice would you give your younger self?

Harkley: When I was younger, I wish I did not focus so much on wanting to be loved or liked by all. I would tell my younger self to remember that every professional is on their own journey, focus on your path and keep moving forward with good intentions. Be proud of your work ethic and understand that adversity is part of the process, especially as you gain more responsibility. It’s not your responsibility to correct someone’s opinion of you because you only have control of yourself, not others. Don’t feel guilty for being ambitious.

Would you or someone you know like to share your journey to credit union leadership? Please reach out to Natasha Chilingerian at nchilingerian@cutimes.com. To qualify, the individual must be a part of a credit union’s leadership team or C-suite, and have a compelling story to share about their rise to their current leadership role.