CUToday.info: What intangible of leadership is most difficult to convey or prepare for?
Hein: The fact that your employees trust that all of your decisions are the right ones. Nobody, on up to the president of the United States, is right all of the time. But, it is important to gather all of the facts in order to make the most “informed” decision. It might not always be the right one, but you did all the right things to give you a chance of success
CUToday.info: Are you a fan of a management book or books? If not, why not. If so, which have resonated with you and why?
Hein: I am not a huge fan of management books. I do read them and get certain things out of various books, but I do not create a corporate strategy from a book. The credit union business is kind of unique, and I feel that the easiest way to lead and create a strategy is to be in the field with your clients and employees.
However, there are a couple books that I have found valuable, including Breaking the Rules and Start with No. The last book seems a bit negative, but in reality, it gives great tips on how to say no when necessary and position your company in the best light when there are things that you simply cannot do. Honesty is always the best avenue, and do not sell what you cannot support.
CUToday.info: Innovation: four syllables getting all the attention. Deservedly so? If so, can you really drive innovation? Or is it coming at the cost of implementation and delivery?
Hein: I truly believe in innovation, because that is the one thing that separates you from your competition, no matter who you work for. At SWBC, we try a lot of things. Some fail, but others are very successful. If we do not try new things and be innovative, I believe that a company can fall into a trap of complacency and lose that competitive spirit of your employees.
CUToday.info: If you could go back and talk to You On The First Day On The Job, what advice do you share?
Hein: Listen more than talk. Too many times the answers you are looking for are staring you right in the face, but you continue talking your way right through them and miss what you are looking for. I believe it is important for our clients to be heard and made to feel important, because they are. But, if we do all the talking then we are not doing much listening.
CUToday.info: My Keeps-Me-Up-At-Night concern is? Why? And My-Let’s-Me-Sleep-At-Night optimism is?
Hein: My 'keep me up at night concern' is the regulatory environment and what might happen to our business. We have a lot of employees who depend on us for supporting their families. We could wake up one morning and the CFPB or some other regulatory body can change the rules and put a lot of people out of a job. My optimism comes from the comfort that I have a lot of employees who are a lot smarter than I am to overcome any challenges we may face.