The Fine Art of Going Along to Get Along: A Credit Union Board Tradition
By Kevin Smith
Credit union boards of directors have a 
well-documented, time-honored tradition of “going along to get along.” It’s an elegant, time-saving approach that ensures board meetings remain as peaceful and predictable as a slow-moving game of bingo at the senior center. No rocking the boat, no uncomfortable questions, and certainly no unpleasant confrontations. It’s a strategy built on the idea that if everyone agrees, then everything must be working just fine.
But, of course, that’s not always the case. This unspoken rule of unanimous harmony, while convenient, has a few tiny flaws—like, say, the potential to undermine the very purpose of the board itself. Let’s take a closer look at how we got here, why it’s a problem, and how to (gasp) fix it.
How We Ended Up in This Situation
The evolution of “go along to get along” governance is simple. It starts with a group of well-meaning individuals who join the board because they believe in the credit union movement. They’re here to make a difference! They’re here to help their members! And then they attend their first meeting.
What they find is an environment where disagreement is as welcome as a skunk at a garden party. They quickly learn that difficult questions result in awkward silence, darting glances, and, if things get particularly out of hand, a long-winded response that doesn’t answer the question but does ensure that no one will ever ask it again.
Soon enough, new board members realize that life is easier when they nod along, approve the agenda, and save their concerns for private grumbling sessions later. And just like that, another cog in the “go along to get along” machine is installed.
The Problem with Passive Boards
While group harmony sounds lovely in theory, it’s not exactly the hallmark of effective governance. Boards exist to provide oversight, challenge assumptions, and ensure the organization is actually serving its members—not just rubber-stamping the CEO’s latest PowerPoint presentation.
When boards avoid conflict at all costs, several unfortunate things happen:
Lack of Accountability: If the board refuses to question leadership decisions, then no one is holding management accountable. Over time, this can lead to poor financial decisions, ineffective strategies, and policies that favor the credit union’s executives over its members.
Missed Opportunities: Good ideas rarely come from an echo chamber. If everyone on the board is simply agreeing with each other (or staying silent to avoid disagreement), then creative solutions, innovative strategies, and potential improvements never see the light of day.
Complacency Creeps In: A passive board creates an environment where stagnation flourishes. If no one challenges the status quo, then the status quo reigns supreme—whether it’s working or not.
Risk Increases: The financial industry is full of risks, and credit unions are not immune. If the board isn’t actively engaged in evaluating potential threats, then they’re setting the credit union up for some unpleasant surprises.
Breaking the Cycle: How to Fix It
So, what’s the solution? How do we cure the boardroom malaise and encourage actual engagement without triggering a full-scale rebellion? Fortunately, there are a few ways to do just that and some of these should be familiar if you’ve been reading this blog for any length of time.
1. Encourage Constructive Dissent
The first step to fixing a passive board is to make it clear that disagreement isn’t a personal attack—it’s a necessary part of good governance. One way to encourage this is to assign someone the role of “devil’s advocate” in discussions. (Many of you have heard me bring this one up before … repeatedly. It works!) If every proposal has at least one person assigned to poke holes in it, then dissent becomes part of the process rather than an act of defiance.
2. Change the Meeting Format
Most credit union board meetings follow a predictable (read: dull) structure. Reports are read, motions are made, votes are cast, and everyone goes home without a single bead of sweat forming. To shake things up, consider introducing strategic discussions as a standing agenda item and at the beginning of the meeting, rather than the end. Instead of only reviewing past performance, dedicate time to debating future opportunities and risks.
3. Board Education & Training
Many credit union board members come from backgrounds that have nothing to do with finance, risk management, or governance. That’s not necessarily a problem—diversity of thought is a good thing—but it does mean that ongoing education is essential. If board members don’t feel confident in their ability to challenge decisions, they won’t. Regular training sessions on financial oversight, regulatory requirements, and strategic planning can give board members the confidence they need to ask the right questions.
4. Rotate Committee Assignments
If the same board members serve on the same committees for years, they risk becoming too comfortable (or too cozy) with management. By regularly rotating committee assignments, credit unions can prevent stagnation and encourage fresh perspectives.
5. Recruit for Independence
Credit unions often struggle to find new board members, which leads them to recruit from within their existing circles. The result? A board that’s a little too familiar, a little too friendly, and a little too hesitant to challenge the status quo. Instead, credit unions should actively seek out independent thinkers—people with diverse backgrounds who aren’t afraid to ask uncomfortable questions. This should be part of your recruiting discussion from the get-go.
6. Evaluate the Board’s Effectiveness
Finally, the board should regularly evaluate its own performance. Are members actively engaging in discussions? Are difficult issues being addressed? Or is everyone just nodding along, waiting for the meeting to end? Conducting anonymous self-assessments can help board members reflect on their own level of engagement and identify areas for improvement. You know very well that this is a hobby horse issue at TEAM Resources.
A Little Discomfort is a Good Thing
Credit union boards don’t need to be battlefields, but they shouldn’t be tranquil meditation retreats either. The best boards strike a balance—encouraging open debate while maintaining mutual respect.
Yes, challenging leadership decisions can be uncomfortable. Yes, asking tough questions might make a few people squirm. But discomfort is not a sign that something is wrong—it’s a sign that something is being done right. Because at the end of the day, the credit union’s mission isn’t to make board members comfortable—it’s to serve its members. And that requires a board that’s willing to do more than just go along to get along.
