Educational background: My education background reflects a non-traditional pathway to corporate executive leadership. I started my journey at a community college but did not complete school, however my desire to graduate was always there. Additionally, the demands of life – as a wife, mother and professional – got in the way and my educational goal went on the back burner. Fast forward, I am enrolled in college to complete my business degree with a concentration in human resources. I am also participating in a two-year leadership program to supplement my professional development.

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

Moncecchi: Sometimes you are in the right place at the right time, and this was me. I recall 30 years ago opening my account at the credit union and the representative helping me shared wonderful stories about his work experience at Greylock. He said it is a family here – we support each other, laugh and have access to opportunity for advancement. Most importantly, we help our community. He told me the credit union was growing and encouraged me to apply. I reflected on it and asked myself, ‘Why wouldn’t I want to be a part of this?’ I applied and this was the beginning of my journey.
 
CU Times: What unique skills, experience and attributes do you bring to your role?

Moncecchi: I bring a lot of varied experience to my role because I started in an entry level position and worked my way up. I often refer to it as the ‘jungle gym’ method rather than the corporate ladder because some of my moves were lateral rather than upward. My roles included that of receptionist/mailroom, member service representative, loan processing, asset quality, consumer lending, commercial lending and executive assistant to the President. Because of this experience, I understand what our employees are going through.

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

Moncecchi: As the executive assistant, I sat in board rooms and took many minutes. I did not sit at the table but rather in the back of the room. I was a silent observer. I saw what to do and what not to do, and how they engaged, got things done and achieved the best solution for our organization. A leadership change created new opportunities. One day I was told to sit at the table to take the minutes and was no longer in the back of the room. A line from one of my favorite movies is, ‘No one keeps baby in the corner.’ Well, this was me and now my opinion mattered. I was nervous, excited, felt valued and my confidence blossomed. He saw my potential and gave me the space to grow – this person was John Bissell, CEO of Greylock.
 
CU Times: What are some of the biggest differences between working in your current executive level role and your previous, non-executive roles?

Moncecchi: The biggest differences are the responsibility, decision-making, influence and assuring the success of the credit union for years.
 
CU Times: What’s a challenge you faced when you first joined your executive team, and how did you overcome it?

Moncecchi: As I advanced from executive assistant to SVP, I sometimes felt my peers still saw me as the executive assistant. I needed to show them that I worked hard to be at this table. I continued to contribute and not be silent, developed key relationships and was proactive.

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

Moncecchi: My leadership style is more democratic. I ask a lot of probing questions and have conversations with my employees, a space where all team members can contribute ideas from planning to decision-making.

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)? 

Moncecchi: At the executive level we are focused on countless initiatives that impact all areas of the credit union; part of this work includes communication back to the organization. Because of my firsthand experience, I tend to think about how each group from member-facing to mid-management will receive the message. I place a lot of emphasis on the content of our messaging and the channels we use to ensure everyone feels connected.

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

Moncecchi: My greatest challenge has always been about balancing family life with a career. I learned that support comes from other working women, who also struggle along this path. We all learn from one another by sharing and offering empathy to one another because it’s not always easy, but it’s worth it in the end.
 
CU Times: What’s next for you on your executive career journey? Do you have any specific career goals you’re working toward?

Moncecchi: I continue to build proficiency in my current responsibilities but want to welcome new opportunities to oversee additional areas if they arise in the coming years.
 
CU Times: What big-picture impact do you hope to make within your credit union, as well as for your members and community? 

Moncecchi: My success is seeing other employees grow within the credit union and assuring the strength of the organization for years to come.

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

Moncecchi: Advice that I would provide to my younger self would be to always be on your “A” game. You never know who is watching and when opportunities present themselves. It’s okay to be uncomfortable. Volunteerism is key to supporting your community and your growth. Your older self will thank you.

Would you or someone you know like to share your journey to credit union leadership? Please reach out to Natasha Chilingerian at [email protected]. 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.