Build Your Bench: Future-Proof Your Credit Union One Leader at a Time

Originally published on CUInsight.com 

Let’s be real: if your current bench strength looks more like a folding chair than a solid lineup, you're not alone. With the NCUA’s succession planning requirements coming in hot and mergers becoming the norm, the need for strong internal leadership isn’t just a “nice to have”—it’s critical. Your future (and frankly, your sanity) depends on it.

But don’t panic. The good news? You don’t have to look far to build your bench. The next great leader might already be sitting down the hall, killing it in member services—or quietly running IT like a ninja. The question is: are you helping them grow, or are you just hoping they'll magically morph into a VP?

Spoiler: Hope is not a strategy.

Why Bench Building Matters (Like, Now)

Credit unions are feeling the pressure from every angle. Talent shortages. Increased retirements. Rapid change. And let’s not forget the steep climb of managing operations with thin leadership coverage. Whether you’ve got a full org chart or you're patching holes with duct tape and good vibes, the need for a strong internal pipeline is universal.

Leadership development isn’t just for the corner office. It’s for everyone—from high-performing tellers to emerging leaders who ask, “What’s next for me here?”

And if you're thinking, “Not everyone wants to be a CEO,” you're right. They don’t. That’s why development isn’t only about title-chasing. It’s about cultivating confidence, clarity, and capabilities—at every level.

Career Paths Are Not Just Ladders Anymore

Most of us grew up with the idea that career development = climbing the ladder. Up, up, up.

But that’s not the only path (and for some, it’s not even the right one). At CUES, we champion four career models—each designed to fit different personalities, priorities, and potential.

1. Linear – The classic path. Think Teller → Branch Manager → VP.
2. Lateral – Move across departments to broaden skills and organizational understanding.
3. Lattice – Combine upward and lateral moves for a more personalized journey.
4. Legacy – Stay in your sweet spot, but grow your influence as a mentor or expert.

These models empower people to grow without forcing them into roles that don’t suit them. We call that a win-win.

Grow Where You’re Planted

Contrary to popular belief, it’s not the job of a manager to develop their employees. It’s the employee’s job to own their growth. But—and this is a big but—it is your job to support, advocate, and provide the tools when they’re ready to rise.

Let’s stop positioning managers as gatekeepers and start seeing them as guides and challengers. The kind of leaders who say, “Hey, I see your potential—want to take on a project that will stretch you?”

And don’t confuse high-performers with high-potentials. The top salesperson might not want a leadership role. And that quiet team member who’s always asking big-picture questions? They might be your next CXO.

How do you figure out who’s who? Simple. Have career conversations. Not performance reviews. Not “How’d you do last quarter?” chats. Real conversations about goals, dreams, and what “growth” actually looks like for that person.

Tools, Tricks, and the Magic of 1%

Once you’ve spotted your Hi-Po employees and opened the door to growth, it’s time to get to work. And by “work,” we don’t mean overhauling your whole org chart. Small steps go a long way. In fact, James Clear (of Atomic Habits fame) reminds us that improving by 1% each day leads to massive gains over time. That’s not theory. That’s math.

Here are a few low-lift, high-impact ideas you can start today:

• Rotational Programs – Let employees try out new departments, akin to a professional student exchange program.
• Stretch Assignments – Ask someone to lead a project, present in a meeting, or mentor a new hire.
• Learning Journeys – Create skill-specific paths for growth (think “playlist for success”).
• Job Shadowing – A peek behind the curtain can inspire and inform.

And please, please make time for learning. If your team is always operating at 100%, when are they supposed to get better? Brains under stress aren’t absorbing new skills—they’re just surviving.

Pro tip: Repurpose one team meeting per quarter just for learning. It’ll pay off in clarity, confidence, and retention.

Career Culture: From Buzzword to Bedrock

Let’s not pretend career development is a one-time event. It’s a culture. It should live in conversations, in how we recognize talent, and in what we celebrate.

That means:

• Talking about lateral moves as success stories.
• Elevating cross-functional superstars.
• Normalizing development as part of the job—not extra credit.

And don’t forget your neurodivergent team members. They may need non-traditional development paths—and they might be your most untapped source of genius.

Let’s Get to Work (Together)

If you’re thinking, “This all sounds amazing, but I don’t know where to start,” you’re in luck.

You don’t have to start from scratch. As a CUES member, you’ve got tools, templates, and training at your fingertips. Start here:

• Individual Development Plan Templates, available on CUES Member Help Center
• CUES Succession Planning Guide, available on myCUES Dashboard
• Asynchronous modules in the CUES Learning Portal
• Harvard ManageMentor courses
• Virtual Classrooms, Snapshots & Roundtables
• CUES Essential Leadership Program, CUES Advanced Management Program from Cornell University, CEO Institutes
• Tap into the CUESNet online community, available on myCUES Dashboard

Need a brainstorm buddy? We’re here for that too. Book your Member Benefit Discovery Call and we’ll walk you through it all—no pressure, no jargon, just practical help.

Final Thought: Build the Bench You Wish You Had

Whether you’re one retirement away from chaos or just dreaming of deeper internal talent, the time to build your bench is yesterday. But today works, too.

Support your team. Celebrate their growth. And above all—believe that developing your people is the best investment you’ll ever make.

Let’s build the bench. Let’s future-proof your credit union. Let’s get growing.

Pixie Gray brings over a decade of experience in leadership development, coaching, design thinking, and process refinement. As an organizational development leader, she excels in process and experience design, executive coaching, employee engagement, cultural transformation, and organizational health. She has cultivated her talent for fostering engaged and thriving teams as a consultant and through various roles at University Federal Credit Union in Austin, TX.

Pixie is known for her expertise in guiding strategic processes that deliver tangible results and leading organizations through transformative growth and change. She is a skilled facilitator who systematically defines core principles, fosters communication, manages change, and engages the pillars of human innovation.

Throughout her career, Pixie has been passionate about cooperative movements, social responsibility, and connecting people with resources to resolve their greatest challenges. 

She holds certifications in Leadership Circle Profile (LCP), From Bud to Boss Facilitation, and QA Analysis, and she is an Organizational Development Certified Professional (ODCP). Her technical knowledge includes countless project management tools, and various methodologies such as Design Thinking, Waterfall, and Agile.

Pixie is committed to continuous learning and professional growth, and she is dedicated to enhancing organizational outcomes and improving quality of life by enabling individuals to contribute to their organizations in increasingly effective ways.