Your organization can thrive or wither based on the strength of your board & management team. TEAM Resources offers a full range of courses dedicated to improving how your board and management team functions.

Below you’ll find a list of topics and you can click each title to learn more.

“Did an excellent job of introducing new ideas. Keeping our group focused on best practices.”

– Strategic Planning Session Attendee

“I thought this seminar is just what the doctor ordered given the pandemic, providing a virtual alternative to the more traditional onsite conference. It was right-sized and interactive to a degree I didn’t anticipate – a good thing. Tim is a gifted facilitator and his depth and breadth of knowledge and accompanying experience showed. Great job by all involved.”

– Virtual Conference Attendee

From February to May 2020, credit unions experienced THREE years of digital change in FOUR months. The pandemic forced us all to learn to serve digitally and remotely much better, much faster. And now… the world no longer compares you to the bank down the street, they compare you to Google and Apple. “Can I open my account, get my loan or make a deposit as easy as I can do stuff on Google? And when I have a problem, can someone help me like Google? That’s what the market wants…no matter your size. This talk will share with you strategies, tactics and products that can keep you in the Digital Game and relevant in the minds of Digitals, Millennials and the now more demanding Gen X and Boomers.

A board member’s duties can seem overwhelming and far reaching. In this course we will illuminate the fundamental duties of a board and the best ways to discharge them. We will cover functions that boards often become involved in that have little benefit, or even have a negative impact on the credit union. And we will discuss how to focus on those things that will be the most beneficial. We will also explore what very effective boards do to make the best use of their time and how they guide their credit unions to become most beneficial for the membership.

The board evaluates the CEO. And the CEO or her direct-reports manage the assessments of the rest of the staff at the credit union. But who evaluates the board? It’s up to the board to take a realistic look in the mirror and see what’s working and what needs improvement. It’s an extremely beneficial process that is much less intimidating than it sounds.

Self-assessments provide board members with an opportunity to:

  • Reflect on individual and corporate responsibilities;
  • Identify different perceptions and opinions among board members;
  • Point to questions that need attention;
  • Use the results as a springboard for board improvement;
  • Increase the level of board teamwork;
  • Clarify mutual board/staff expectations;
  • Demonstrate that accountability is a serious organizational value;
  • Provide credibility with members and examiners; and
  • Look internally in addition to assessing the CEO and programs.

How well does your board function? In the words of board expert Richard Chait, “Effective governance by a board is a relatively rare and unnatural act.” An effective board is very difficult to establish and sometimes more difficult to maintain. So … what can you do to “build a better board?” In this course you will learn ways to focus the board on governance, and understand the distinction between governance and management. You will look at the planning process, reporting systems and meetings to identify ways to focus your board on the things that will have the greatest impact for the members, allow you to appropriately stay out of management’s way, and have better insight to what is being accomplished by the entire organization.

Who is guiding your credit union? Your CEO? Your board of directors? This is an important question we all must clarify for the credit union to be efficient, effective and the best at serving your members. While the board’s role is to set the course of the credit union, it is the CEO’s role to steer the ship. This session discusses why the distinction between these two roles can lead to a successful voyage, or to the dashing of your ship against jagged rocks. It also identifies how the board can set the course and establish useful measures to monitor the progress along the way and how management can assist the board with useful information.

This course covers major shifts taking place in the financial services market place that you either need to take advantage of or brace your credit union against. The content of this course changes according to developments that lead to substantial changes in the marketplace, from coming massive demographic changes in workforce and membership to exceptionally aggressive and popular new competitors in the market.

The old saying goes, “If you don’t know where you’re going, any road will get you there.” Many credit unions don’t really know where they are going, and many others aren’t sure what alternative routes are available. In this course you will study high-performing credit unions, of various asset sizes. You will focus on the unique product, service or delivery strategies these organizations have used to post their excellent financial and member-service results. We will discuss how financial institutions have differentiated themselves in a crowded financial services marketplace. You will learn that success is a result of clear vision and staying true to core values. We will also look at how size, field of membership, your local economy and many other factors can frame your strategy for you. You will leave with a variety new ideas to improve your credit union’s financial and member service performance.

Smart phones have changed the world. What have they already replaced? Cameras, Calculators, Newspapers; Alarm Clocks; Calendars; Land Lines, Flashlights, Maps; You name it. And now they are replacing branches. Are you preparing for the coming changes? Are you meeting the remote and electronic needs of your member? This is not only about building new technology, but it is changing your physical branches, retraining your people and hiring differently for the new skills required. This course will look at what is happening to banks and credit unions all over the world as they ‘experiment’ with the new normal.

In this inspirational talk, Tim uses doorways as a metaphor. Doorways that attract you. Doorways that Block you. Doors that confound you and doors that repel you. The question is, what are the doorways your credit union needs to find and open. The coming years will be a challenge for many credit unions. Market, technology and regulatory changes will force many credit unions to re-evaluate their place in the marketplace. Each of these challenges is also a key opportunity…a doorway. Tim, using his own art as images, will help you see ways to change thinking, overcome internal roadblocks and identify systematic obstacles that are holding back your credit union and help you see beyond the cloud of limitations you perceive in front of you.

Enron represents the largest corporate failure in American history. Enron went bad because its board of directors let it. Were they all crooks? No! Did the board fail in its responsibilities to stakeholders? You bet it did. Good governance is not easy. Too many credit unions are using an outdated governance method that keeps too much power in the hands of the board and many others are attempting to use modern methods in the wrong way, passing too much power to the CEO. In this course we will talk about new and effective methods available that take into consideration the growing sophistication of credit unions and their management teams. We will discuss Carver Policy Governance and a much modified form of this system that works well in credit unions.

Dwight D. “Ike” Eisenhower, arguably the most important leader from World War II, was not the best military tactician, nor the best speaker, nor the most dynamic personality. Yet he took the Allied Forces that were reeling from defeat after defeat and led them to victory over the world’s most powerful military. Not only did he have to lead his own staff, but he had to manage the stormy personalities of Churchill, Roosevelt, de Gaulle and Generals Montgomery and Patton, and somehow mold them all into a powerful coalition. How did he accomplish all this? By becoming a great LEADER. Through his three greatest talents: skillful diplomacy, the ability to plan, and the power to inspire success in others, he pulled together an unlikely coalition of nations and defeated Nazism. His methods of leadership are as effective in the business environment today as they were in the battlefields and war rooms sixty years ago. This session will teach the practical leadership lessons from Eisenhower’s experience.

This session uses an open discussion format to educate board members and supervisory committee members on literally 101 things they should know the answers to. We will discuss subjects from “What is conflict of interest?” to “What is the credit union’s strategic direction?” to “Have the bank accounts ever not been reconciled by the 15th of the month?” If the volunteers know the answers to these questions, they will be well informed on the inner workings of their credit union.

Your members no longer want good service. They want Expertise. They want Excellence in something. You don’t have to be good at everything, but you have to be Excellent at something. If you don’t figure this out, you will retain your long-time loyal members, but you may not be able to attract or retain new members. We will look at 7 Principles that help you achieve excellence; such as building a culture of highly satisfied and engaged employees; a culture that embraces change; a culture of accountability and more. These 7 Principles can help you move from Good to Excellent.

Credit unions and the rest of the banking world are experiencing a fundamental shift in profitability. Competitive pressures have changed the equation dramatically. Now, credit unions must look at new ways to create profit and guarantee their survival. This change also stretches the level of sophistication and resources of many credit unions. The business of making loans and taking deposits is a money-losing proposition for most organizations. For the first time in credit union history, fees and other non-interest income now account for all of the industry’s profit, and more. In this course we will discuss ways to ensure that you have the profit you need to meet your credit union’s, and your members’ needs.

Understanding financial statements and reports is vital for many people in the credit union. However, many volunteers and employees come from non-financial backgrounds and do not fully grasp the nature of accounts, relationships between accounts and the importance of critical financial statement elements. In this course we will make financial statements simple; everyone will come away grasping them as they never did before. We will review examples of the statement of financial condition, income statement, as well as other key reports and key ratios.

According to research there are really only two things that boards do that have a positive impact on the credit union. One is hiring and evaluating the CEO. In this course we will discuss the concepts involved in finding the right CEO and evaluating that CEO’s progress. We will look at succession planning, the process designed in advance by the board to help them efficiently and effectively attract and identify the right CEO.

Further, we will look at the following in more detail:

  • Defining what the board expects from the CEO
  • Developing a system to measure the CEO’s satisfaction of those expectations
  • Developing a process to communicate the board’s satisfaction with the CEO’s performance and
  • Creating a way to document this evaluation process

Mr. Harrington will use real examples of his process, as well as stories of successes and failures that have occurred along the way as a result.

Innovation and entrepreneurship are no longer luxuries for a select few credit unions. The changing financial services marketplace is leaving those slow to adapt in the dust. The credit union movement is currently losing about 300 credit unions per year. At this pace, there will only be 5,000 credit unions in 10 years. We can stem that tide by becoming innovative and clearly-focused organizations with an entrepreneurial attitude. We can continue to be relevant in the ever-changing financial services world. Every credit union can incorporate innovation and entrepreneurship into their culture. The end result will be strong, growing credit unions for years to come.

Peter Drucker says, “A company’s greatest asset is not its people. A company’s greatest asset is the right people.” Credit unions are not getting any simpler. How can your board make sure that current board members are keeping up with industry and governance trends? How will you attract the right people to replace current board members as they move on? In this course you will consider viable solutions for the following issues:

  • Board improvement through self-evaluations
  • Board training and discipline
  • The role of the chairperson
  • Building a healthy team, and
  • Establishing an effective nominating or recruitment committee

The whole world knows Jimmy Stewart as the beloved actor. After all, he is an academy award winning icon and the much loved star of one of the most popular films in history It’s a Wonderful Life. What few people know is that Jimmy Stewart joined the Army as a 32 year old private in 1941, left the safe and lucrative acting world behind, and eventually became a highly decorated Air Force General. His bomber squadron was considered one of the most successful units in World War II. Jimmy Stewart is one of the few people who rose from private to colonel in 4 years, and not because he was a celebrity, but because this tall, lanky kid from Pennsylvania was a very competent leader. This class will look at the leadership traits that Jimmy Stewart brought to the air fields and skies of Europe in the 1940s. You will learn what it takes to get people to trust you, to believe in you, and to follow you. It is superbly practical information that you can use with your own staff on a day-to-day basis.

In the past three years, credit unions have become “savings institutions.” Loan portfolios have slackened, deposits have flowed in at sometimes breakneck speed and many borrowers have seen their credit scores decline reducing their ‘traditional’ creditworthiness. Credit union staff members have been so busy taking deposits, collecting loans, handling back office duties and meeting regulatory requirements that they may have taken their “eye off the ball.” Credit unions have been the traditional place where the common person can get a fair deal. During poor economic times, credit unions have been a place for borrowers to turn to get help. That’s what we were created for in the first place. How can we get back to that state of mind where “we are here to help people and make loans!”

This session will discuss the mind-set and practices needed to become a “credit” union once again and make lending your entire reason for existence. We will look at concepts, steps and products that might get you back in the game when it comes to lending. Maybe you can make a difference…to your members, to your field of membership, and to your community when they all need you the most.

Board’s do two useful things. 1). Ensure the credit union plans strategically and 2) Hire a competent CEO. Sounds so simple. But it can be quite a task. Partly because too many directors don’t fully grasp what it means to be a Strategic Board. This session will provide the Seven Simple Steps to Becoming a Strategic Board. This will help the board see how they guide the success of the credit union without getting in the way. And how they monitor the success without overwhelming management with requests for reports. When you leave this session, you will be ready to make your Board a Strategic Board.

The monthly board packet is a critical piece in operating a credit union. For most board members, it is their only connection to the credit union. If the board packet contains the right information and the volunteers understand it, they will make more informed, sound decisions. If the packet lacks clarity, the board will have difficulty knowing what decisions to make. In this course, you will hear options for what information should be in the monthly packet and guidance on what that means to the credit union.

This course covers timely and relevant issues that are at the forefront of the credit union movement. We will customize this course to the environment as the content changes according to recent developments. It is an effective and valuable session for senior management and volunteers.

Teams are not easy to build and are very easy to damage. What makes a good team? And conversely, what factors can make team building almost impossible? In this session we will address the following issues, and discuss useful tools:

  • Building trust
  • Engaging in constructive conflict
  • Creating commitment
  • Demanding accountability
  • Focusing on results

Learn what true teamwork means and how to incorporate it into your professional and personal life.

An exceptionally useful course to understand how to make your credit union stand out.

As credit unions have evolved, peer comparisons become more and more irrelevant. Why? Because credit union evolution is leading to the development of many credit union business models. What is a business model? It is the unique way your credit union earns and spends money; the unique way your credit union provides delivery systems to attract and serve members; the unique way you position yourself in the market place to attract business and grow. Every credit union has a business model, most of us just don’t know what it is. This session will discuss what a credit union business model is, what current business models exist, which business models appear to be successful at the moment and where business models may go in the next ten years.

How’s your credit union doing? No, really, how is your credit union doing? As a board member, you have an obligation to know and understand how your credit union is doing…financially. The environment has become more demanding. It is no longer enough to come to meetings and trust that someone else on the Board understands your financial statements and ratios; or that if something is amiss, the CEO will let you know. According to NCUA Reg. 701.4, each Director, regardless of background, has an obligation to understand the financial condition of their credit union. Newly elected Directors have six months after election to become financially literate. This course will cover key concepts to help new and experienced directors better understand their credit union’s financial condition.


I wanted to take a minute and thank you for the presentation today. It was great information that will be very helpful as I, and the credit unions of West Virginia, navigate through this new normal. The information presented all made so much sense. It gave me an idea of what to expect going forward and it gave me a starting point with focus on my members first….”

– Joetta Heck, Manager, KEMBA Charleston FCU

Questions? For more information or to schedule a training, contact us here.

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