WASHINGTON—Kindness alone is no longer a competitive differentiator, and credit unions must rethink what it means to deliver exceptional service, emphasizes Jeff Rendel, who added that today there is a big difference in business impact between being liked and being chosen.
“Credit unions have long positioned themselves as the friendlier financial option. Personalized service, warm welcomes, and community connections remain hallmarks of the movement,” said Rendel, a certified speaking professional and principal of Rising Above Enterprises. “However, today’s service standard is defined by speed, personalization, and measurable outcomes. Members now compare every experience not just to the branch down the street—but to digital-first platforms that approve loans in minutes, offer instant payments, and provide support 24/7.”
When strategic plans treat service as a soft skill instead of a high-performing function, credit unions risk falling behind, said Rendel.
The Service Gap Is Real—And Measurable
Across the industry, satisfaction scores are still strong, explained Rendel.
“Yet growth, engagement, and wallet share often lag. That’s the service gap: the widening space between being liked and being chosen,” Rendel said.
Rendel said this issue shows up in declining product usage, stagnant non-interest income, and lower digital adoption.
“Members may appreciate the service—but that appreciation doesn’t always translate into deeper relationships or expanded financial engagement,” he said.
This signals a critical need to elevate service beyond hospitality and reposition it as a data-informed strategic asset, Rendel said.
What 10X Credit Unions (10XCU) Are Doing Differently
“One of our 10XCU serves a rural region with limited population growth. Instead of retreating to traditional approaches, they redesigned their member service model around three leading indicators: engagement frequency, digital depth, and product penetration,” Rendel said. “Rather than viewing service as an outcome, they treated it as a system. They captured data across every interaction, mapped member intent, and aligned staff around resolution quality, not just courtesy. Automation handled routine requests, while human interaction was reserved for higher-value conversations.”
The results were telling: contact center volume decreased, resolution time improved, and cross-product conversion more than doubled in two years.
“This is what strategic service looks like in practice—measurable, intentional, and scalable,” he said.
Service As Strategy, Not Department
Credit unions that win on service see it as an organizational discipline, not just a frontline function, contended Rendel.
“This means rethinking how service is integrated into every aspect of operations and planning,” he explained.
Rendel said effective service today must:
- Anticipate needs before they arise
- Resolve issues seamlessly across channels
- Personalize interactions in real time
- Generate data that improves the next experience
“Strategic service planning demands systems that gather intelligence, analytics that inform decisions, and a culture that values continuous improvement,” Rendel noted. “Without that infrastructure, even the most dedicated service teams operate in the dark.”
From Member Satisfaction To Member Intelligence
To remain competitive, Rendel said credit unions must evolve from satisfaction-based service models to intelligence-based service systems.
“Move beyond ‘are you happy? and ask, ‘What happened next?’ Don’t stop at Net Promoter Score—track behavioral loyalty. And solve not just for the issue, but for the pattern behind it,” Rendel said.
Credit unions have no shortage of data, reminded Rendel.
“Transaction records, survey responses, call logs, and channel usage offer a goldmine of insight. The key is turning that insight into action,” he said. “This requires training, technology, and a leadership mindset that sees service not as reactive, but as predictive.”
The Future of Service: A Strategic Blueprint
Rendel said the service model of tomorrow will be defined by three pillars:
1. Service at Scale
“Use automation, AI, and intelligent workflows to extend personalized service across your entire membership. Human interaction is valuable; reserve it for where it matters most.”
2. Service by Design
“Create member journeys intentionally. Remove friction. Build in clarity and transparency. Track drop-off points and address root causes. Make every interaction seamless and every process measurable.”
3. Service as a Culture Multiplier
“Ensure that every team understands the credit union’s service promise—and how their role delivers it. Let member intelligence shape internal training, coaching, and even performance reviews. Service must be everyone’s job, and leadership’s strategic priority.”
Where Kindness Meets Performance
Credit unions have always led with service. But in today’s environment, that legacy must be backed by systems, strategy, and measurable outcomes, Rendel said.
“It’s no longer about being nice—it’s about being necessary,” concluded Rendel. “In a world of digital-first experiences and real-time expectations, the credit unions that deliver intelligent, frictionless service will stand out—and scale up.
Kindness is the baseline. Intelligence is the differentiator. The future belongs to those who plan, build, and deliver both.”