TEAM Resources and its speakers offer a wide range of topics for training and development opportunities. Most of these topics can be offered in person or via webinar. We also offer custom development of programs. Contact us for more information.

Advanced Collection Techniques That Reduce Delinquency & Loss (Webinar Only)

The recession of 2007 to 2010 affected all consumers and impaired many consumers ability to repay their debt obligations. Just about every borrower had some difficulty in keeping their payments current and many borrowers have simply given up. We are still seeing the impact of that recession today and there appears to be the possibility that another recession may occur again.

These conditions had a dramatic impact on financial institution’s delinquency, charge-offs and losses and all of this has put increased pressure on the collection of delinquent accounts. The abilities and expertise of collection departments was tested and many collection departments were not adequately up to the challenge that these conditions presented.

How can we proactively find ways to collect delinquent accounts, retain the loyalty of the borrowers and minimize losses? Join us for a discussion of advanced collection techniques that focus on tools and methodologies which will assist collection personnel to effectively identify how to reduce delinquency and losses and retain the loyalty of borrowers in perhaps the most difficult economic times we have ever experienced.

Audience: Collections Officers, Collection Support and Management, Loan Officers, Lending Team

Advanced Underwriting Skills for Consumer Loans (Webinar Only)

Even though it is said that the recent recession is over, there is still a demand for credit resulting from consumers that had postponed their borrowings until their confidence in the economy returned. Many borrowers are still not convinced and now, more than ever, it is difficult to increase loan volume.

Big financial institutions including banks are well aware of this and they prepared for the “pent-up” demand for credit that the economic recession caused with new products and training for lending personnel to maximize their lending personnel’s abilities to capture every consumer loan possible. Competition for every consumer loan has been, and will continue to be, fierce.

Audience: All Members of the Lending Team

Assumptions Gone Awry: Mobile Learning for Baby-Boomers & the Silent Generation

This session will address the stereotype of baby-boomers being uninterested in taking up mobile learning. As an example, one trade association’s audience was volunteer boards of directors, who had previously tossed aside laptops, PCs, and cell phones provided for their use and professional development. They suddenly leaped the curve and took to the iPad enthusiastically due to its simplicity. This change revealed a gap in the market and a demand from a different generation than originally planned for. Baby-boomers look for quick, simple access to materials quickly, 24/7. But their expectations about mobile learning and course access were not the same as those of generation X, Y and the Millenials. On one hand they had jumped the curve in terms of using the technology, on the other hand how they received the actual content hadn’t changed much. This required some adapting.

Audience: Trainers, Marketers, SMEs creating training

Becoming a More Effective Supervisory Committee

The old adage goes, “Plan your work and work your plan.” This is no different for a supervisory committee. Developing a comprehensive work plan and finding ways to be the best committee you can be will help make your term on the supervisory committee very rewarding. In this course we will cover practical ideas on developing a work plan. We will discuss ideas for finding and attracting volunteers, making your meetings more useful, selecting an external auditor, working with federal and state examiners, and making internal audit functional effective. Handouts include a Work Plan Manual. (Note to meeting planners: The content of this course is similar to Fraud: How to Spot It, How to Stop It)

Audience: Supervisory Committee Members

Best Practices of the Modern Credit Union Board

Of course every board is different. We’re talking about humans after all. But there are reliable & researched “rules of thumb” that raise the performance of boards. Hear about practices that are tried and proven across a variety of board sizes and types. Make sure that you’re working smart and efficiently for your members and for the credit union.

Audience: Board Members, Supervisory Committee Members, CEOs, Senior Executives

The Board Calibration Process: Alignment for Higher Performance 
(Or: Alignment is Not Just for Tires)

Credit union boards spend plenty of time in discussion and debate. It’s familiar territory. But what if the board could go through a regular alignment process that would reduce friction, increase performance and create a more efficient group? Through the calibration process, boards can quickly and easily map out where members are in relation to each other on critical issues of governance and oversight, then have calculated conversations make sure that everyone has the same vision and direction for the organization.

In this session you will:

  • Learn three evaluation approaches for creating alignment;
  • Review common obstacles to alignment & methods for avoiding them; and
  • Discuss best practices for alignment maintenance.

Audience: Board Members, Supervisory Committee Members, CEOs

Board Governance Essentials: Becoming a Better Board Member

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 will 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.

Audience: CEOs, Senior Executives, Board Members, Supervisory Committee Members

Board Self-Evaluations: Essential to Governance

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.

Audience: Board Members, Supervisory Committee Members, CEOs

Building a Better Board

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.

Audience: Board Members, Supervisory Committee Members, CEOs

Business Lending Basics 

Business lending is getting a great deal of attention these days and is quickly becoming an important loan product for credit unions around the country. Members in their own small or home-based business are attracted to their most trusted lender, their credit union, when they need business credit. Make sure you are a powerful competitor by offering business services. By investigating business lending for your financial institution you create the possibility of expanding the products and services you offer your existing members, not to mention attracting new members. Imagine the growth potential available!

Suggested Program Length: Full day course or 90 minute conference primer

Audience: Loan officers, Managers and other Key Staff members

Commander in Chief or Captain: Who’s Guiding Your Ship

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.

Audience: Board Members, Supervisory Committee Members, CEOs

Creating a Lending Machine 

Your members may not be borrowing from you, but they are borrowing. From who? What makes some credit unions highly successful lenders? It is part attitude, part training, part people and part system. In this course we will share the strategies and tactics of successful lenders to build large and strong loan business. We will look at what they do to see lending from a borrower’s perspective, what they do to constantly improve processes and remove obstacles, and what they do to make loans their reason for existence. After all, we are CREDIT unions. This course will help you see that even in tough lending cycles, somebody is making loans. It might as well be you.

Suggested Program Length: 90 minutes

Audience: CEOs, Managers, Board Members, Supervisory Committee Members

Current Mega-Trends

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.

Audience: Any

Developing Strategy: Becoming a High Performer

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.

Audience: Board Members, Supervisory Committee Members, CEOs, Senior Executives

Easy and Effective Audit Activities You Can Do

Even if you are not a trained auditor, there are many audit activities you can do! Take this opportunity to learn audit activities you can perform regardless of your background or life experience. These are procedures that can have a big impact and that someone at your company should already be doing every day. Handouts include a catalog of audit procedures with an explanation of their purpose and a detailed explanation of the procedure.

Audience: Supervisory Committee Members

Effective Board Governance: Avoiding the Enron Syndrome

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.

Audience: Board Members, Supervisory Committee Members, CEOs

Eisenhower on Enlightened Leadership

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.

Audience: Any

Essential Questions You Ought to be Asking

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.

Audience: Board Members, Supervisory Committee Members, CEOs

Everything I Needed to Know About Teamwork & Leadership I Learned in Marching Band

Over 125 people step onto a field in unison, then start playing different parts and moving in different directions. They’re executing a strategic plan to a grand, explosive visual and auditory effect. That’s a team working with great leadership.

We all love a great sports analogy, but in terms of leadership and team development, the marching band offers all lessons: mentorship, succession planning, diversity of roles, execution in synchrony, communication, competition, and more! And they are working together with purpose. And c’mon, a basketball team has, what, 10 people? Only half of which are playing at the same time.

This session offers the insights of a self-proclaimed “band geek.” Lighthearted though it may be, the lessons are real, and inspiring.

Audience: Board Members, Supervisory Committee Members, CEOs, Senior Executives, Staff

Exploring Profitability in the New Credit Union Environment

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.

Audience: Board Members, Supervisory Committee Members, CEOs, Senior Executives

Financial Statements Made Easy … Finally!

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.

Audience: Board Members, Supervisory Committee Members

Fraud: How to Spot It, How to Stop It

Fraud of all types has been increasing rapidly. By using proper internal controls, a company forms the first line of defense against fraud. In this session we will assist you in becoming familiar with areas where fraud occurs and discusses controls that can help in the prevention of fraud. Handouts include a list of areas with in the credit union where fraud commonly occurs and suggestions on controls that should be in place to prevent it. (Note to meeting planners: The content of this course is similar to Becoming a More Effective Supervisory Committee)

Audience: Supervisory Committee Members, Internal Auditors

Hiring and Evaluating the CEO

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.

Audience: Board Members, Supervisory Committee Members, CEOs

Innovation: Now an Essential Tool for Credit Unions

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.

Audience: Board Members, Supervisory Committee Members, CEOs, Senior Executives

Leadership and Succession Planning for the Board

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

Audience: Board Members, Supervisory Committee Members, CEOs

The Making of an Effective Board Chairperson

It’s a tightrope walk … being the board chair. You have to lead, without dominating, be willing to have difficult conversations. You’re a visionary, but also one of a group of peers. And you’re the navigation point to the all communication to the CEO and staff. And of course, you’re chief cat-herder. The chairperson’s job is an extremely important one with a great deal of influence over how effective the credit union can be. In this session, we’ll review a range of competencies for the chair. We’ll consider how to “read” your board for its style and personality in order to employ the most effective techniques. And finally, we’ll discuss what has worked for attendees and ways to share our collective experience.

Audience: Board Members, Supervisory Committee Members, CEOs

The Path to Presenter

Fear of public speaking is right up there with fear of heights and fear of snakes. But we all have to do it some of the time. With a little practice and a few tips, a well-delivered presentation could be the difference between a big project going forward, a major deal getting closed, or even a significant promotion. Sharpen your skills and leverage them for the good of your organization and your career. This course will cover research-based approaches to help you establish credibility and rapport with any audience. It will provide guidance on the use of graphics and how to avoid creating PowerPoint presentations that cure insomnia.

Audience: This course is targeted for novice to mid-level performers, ideal for younger developing staff, or those who are, or hope to change rolls and grow professionally.

Peak Performance for the Supervisory Committee

You are a seasoned member of your credit union’s supervisory committee. You know the basics and are eager to do more. Find out what you can do to sharpen your skills and make your contribution as a volunteer even more valuable. In this course we will discuss:

  • The benefits of using an annual work plan;
  • Working with an internal auditor;
  • Evaluating your external auditor and keeping them on their toes;
  • Steps to make your committee and your meetings more effective; and
  • Fraud areas you should be aware of.

Audience: Supervisory Committee Members

The Perfect Board Packet and Understanding the Information in It

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.

Audience: Board Members, Supervisory Committee Members

The Power of Rapport and Influence

How do you think of rapport? For many it’s a vague “connection” with others, or a mysterious “feeling” in a group dynamic. The truth is that rapport is much more powerful than most realize. (Did you know that it will show up on an MRI?) Knowing and understanding this powerful force can help you influence a single person or an entire room full. But rapport can also be the lynchpin in creating an effective team, the difference between simply moving projects forward, and charging ahead with gangbuster success. In this session, we’ll discuss the science behind rapport, and practical ways to harness it in every aspect of daily life.

Audience: Any

Reframing the Pace of Credit Union Governance 

Alternate Titles:
     Governance at the Speed of the 21st Century
     Re-conceptualizing the Work of the Credit Union Board

In an age of Instagram, instant messaging, and on-demand everything, the work of the board of directors typically plods along at the speed of the steam locomotive. It’s time that we say “What if?” What if … the board’s role could be reframed and re-conceptualized to create dynamic movement in the organization? What if … the board could effectively work at the pace of the modern world without spending any more time than they already do, or maybe even less? You know … work smarter, not harder. It’s possible. This is not a technology problem, though it involves technology. This is not a theoretical problem, though it involves theory. Hear how you can take on the mantle of leadership for your organization, and set the strategy, as you should, in a more efficient way that matches the pace of the world … to the ultimate benefit of your members.

Audience: Board Members, Supervisory Committee Members, CEOs, Senior Executives

Seven Eternal Principles of Long Term Credit Union Success 

What principles lie behind a successful or unsuccessful organization? It starts by determining how you measure success. For the feeling that your credit union has done well, and that you have done good in the process, it may require looking at the deeper causes and effects at work. This session does not discuss religion, but instead looks at all of the essential great world teachings to show how doing good can actually help you do well. It also looks at discoveries from quantum physics indicating empirical proof that these old values have concrete results. Tim will show you practical applications for the great moral, ethical and spiritual teachings in your organization, for the success of the credit union, the enrichment of the workplace and the benefit of the members.

Audience: Any

Supercharging the Board Team *
(Or, Just Who are Those People in the Board Room with Me?)

Just how well do you know your colleagues in the boardroom? Sure you know their kids’ names and golf handicap, but how well do you know their working style. After all, you may be volunteers, but what you do in the boardroom is work. Organizations often recognize the need for deliberate team development at the staff level but ignore it at the top. In this session we will use the WorkPlace Big 5 model to consider how your team’s personalities line up in a way that you can use to get higher performance. Find out where your colleagues get their energy, and where they become drained; who needs reflection before a decision, and who needs to “talk it through.”

In this session you will:Centacs logo

  • Consider regular development of the board as team;
  • Learn the fundamentals of the WorkPlace Big 5 model; and
  • Discuss options for capitalizing on the variety of personalities on the board.

Audience: Board Members, Supervisory Committee Members, CEOs

Supercharging the Team *
(Or, Just Who are Those People in the Room with Me?)

Just how well do you know your colleagues? Sure you know their kids’ names and golf handicap, but how well do you know their working style. Organizations often recognize the need for deliberate team development at the staff level but ignore it at the top. In this session we will use the WorkPlace Big 5 model to consider how your team’s personalities line up in a way that you can use to get higher performance. Find out where your colleagues get their energy, and where they become drained; who needs reflection before a decision, and who needs to “talk it through.”

In this session you will:

  • Consider regular development of any team;
  • Learn the fundamentals of the WorkPlace Big 5 model; and
  • Discuss options for capitalizing on the variety of personalities in any working group.

Audience: any

*Supercharging the Team sessions listed above can be presented in a variety of formats, keynote, breakout, as well as extended development sessions/programs. Longer sessions incorporate the full WorkPlace Big Five assessments and reports and have a separate pricing model. Extended sessions are perfect for team building and professional development programs.

Supervisory Committee & Internal Audit: Evaluating Your Board and Management Team

The role of the supervisory committee is large and getting larger. You have real liabilities and real responsibilities. Supervisory committees must remain vigilant as the first line of defense against problems that can erode the trust your members have in you. One step in this process is evaluating your board and management team. While the committee has no requirement to evaluate these governing groups, it certainly makes sense that the behavior, teamwork, independence and effectiveness of these groups is observed and reported upon. In this course we will discuss what a review of the board and management team would entail and how best to report this information.

Audience: Supervisory Committee Members, Internal Auditors

Top Issues Facing Credit Unions Today

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.

Audience: Any

The True Essence of Teamwork

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.

Audience: Any

Verifying Borrowers’ Income Using Tax Returns

With credit unions diversifying their fields of membership, a growing number of members who are seeking loans are self-employed. Loan officers are proficient at qualifying members with pay stubs, but what do they do when a member offers them a tax return to verify income? This course makes the process of analyzing tax returns remarkably simple by providing careful instruction and frequent examples. Loan officers will quickly learn how to obtain a monthly net or gross income from a tax return. Analysis forms and instructions are supplied to each participant.

Suggested Program Length: Full day course

Audience: Loan officers, Managers and other Key Staff members

You DO Know You’re a Co-op, Right? 
Leveraging the Cooperative Principles to Standout in Your Market

Does your credit union look like every other financial institution for miles around? Or is your sole differentiator unnoticed, great customer service? In this session we’ll examine the seven cooperative principles and learn how you can use them to set yourself apart in a crowded financial services market. Let’s face it banks, payday lenders, peer-to-peer lenders, and the like can’t touch these principles. Credit unions ARE different, but we’re often too humble to make that known.

Audience: Board Members, Supervisory Committee Members, CEOs, Senior Executives, Staff

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

Click here to download Tim Harrington’s Speaker Packet

Click here to download Kevin Smith’s Speaker Packet