Cuando Ty Muse se convirtió en director ejecutivo de Visions FCU en 2013, aportó nuevas ideas y un nuevo estilo de liderazgo a la cooperativa Empire State.


Excelente punto de partida

  • Ty Muse ha sido director ejecutivo de Visions FCU por casi seis años.

  • Now that he's in charge, he's had to learn some new skills and develop other existing ones.

When Visions Federal Credit Union initially invited Ty Muse to interview for the cooperative's CEO position, Muse, who was satisfied with his role as CFO at a nearby credit union, declined.

"I was a finance guy," Muse says. "I was living near where I grew up and was making an impact in my community."

Pero después de pensarlo, vio el puesto como lo que era: una oportunidad.

"How many large, strong credit unions only a few hours from my hometown was I going to come across that wanted to talk to me about becoming the CEO?" he says.

Muse decidió que quería el trabajo, y asumió el mando en 1 de mayo de 2013.

Asumo la responsabilidad

DATOS RÁPIDOS SOBRE CU

Visions FCU

DATOS AL 31.12.18

Sede central:Endwell, NY

ACTIVOS: $4.2B

MIEMBROS: 199,208

BRANCHES: 48

12-MO SHARE GROWTH: 1.8 %

12-MO LOAN GROWTH: 8.5 %

ROA: 0.52 %

Convertirse en director ejecutivo brinda una nueva perspectiva para observar el funcionamiento interno de una organización.

"How many times have you said, "If I was running this place, I'd do "this,'" Muse says. "When you're the boss, the buck stops with you."

It's true; as the CEO, Muse no longer works for someone. There's no barrier between his work and the membership. He's in charge, and this fact of life has required him to develop a higher degree of patience than for previous roles.

"Before, I'd have a CEO who might be a barrier to getting work done, and I'd ask, "Why is this taking so long?'" he says. "Now, I don't have that barrier. It can be easy to say, "I want this done, so let's do it!" Como práctica recomendada, tener paciencia y confiar en que su personal sepa priorizar es una virtud.

Cuando empezó en Visions, Muse vino con ideas desarrolladas a lo largo de los años en que había trabajado para otras cooperativas de crédito, GE, PricewaterhouseCoopers y Goldman Sachs. Él cree en un estilo de liderazgo basado en el optimismo, en el liderazgo al servicio de los demás, en los mensajes simples y en ganar.

"I believe in winning," he says. "It proves that our value proposition is worthy, and it creates energy in our credit union. I think that's contagious."

He also believes in confidence and what a belief in one's own abilities can do for the greater organization.

"Confidence permeates throughout the organization," Muse says. "Our team believes we can do anything. We can make a difference and help people more than others can."

Durante su mandato como director ejecutivo de Visions, Muse creó nuevos departamentos y funciones, compartió historias de éxito de los miembros y desarrolló una asociación estratégica con una universidad local. Pero también identificó las áreas personales que podía mejorar y aprendió varias lecciones importantes, entre ellas, que las organizaciones no cambian de la noche a la mañana.

"You walk in and think you can change the world," Muse says. "The books say it takes seven years to change culture."

Otra lección importante es que dirigir con una estrategia compartida ayuda a la organización a definir mejor su enfoque.

"If we are not making the lives of our members better, making the lives of our employees better, or having a positive impact on the bottom line, we are working on the wrong things," Muse says.

One thing he has learned he can't work on enough is communication. Muse creía que era un buen comunicador cuando se convirtió en director ejecutivo, pero el puesto le ha exigido un nivel aún más alto de comunicación del que había previsto.

"You can never over-communicate," he says. "I'll say something, write it in an email, and say it again. A month later, people will still ask, "What are we doing?' Communication is one of those things you can't overdo."

But simply repeating messages isn't enough. Muse has learned that speed of communication matters, too, and he's found tools to help him better distribute those communications.

"It's a bit like pouring water into a hole," he says. "If you pour it too fast, it takes too long to permeate. But if you pour it at the right speed, the water doesn't overflow or spill out. It's just absorbed."

Cambio organizativo y consejos para un nuevo director ejecutivo

Cuando Muse asumió el puesto de director ejecutivo de Visions, evaluó la cooperativa de crédito y estableció qué funcionaba bien y dónde había oportunidades para crecer.

Una lista de lectura aprobada para directores ejecutivos

¿Qué libros deben tener los nuevos directores ejecutivos en su biblioteca? Ty Muse, director ejecutivo de Visions, selecciona los títulos a continuación:

  • "The One Thing" by Gary Keller: "Muchas veces, uno intenta cambiar demasiadas cosas al mismo tiempo, pero si se concentra en una sola y logra que todos en la organización se concentren en una sola cosa, todos en forma conjunta están concentrados en cientos de cosas que mejoran la organización. Es simple e inspirador".
  • "The Alchemist" by Paulo Coelho: "Leo este libro cada dos o tres años. It's about going on a personal journey, but learning to appreciate all the treasures you already have instead of travelling the whole world to find new ones."

Descubrió varias áreas en las que deseaba trabajar, que incluían fijar un objetivo común y crear una mejor comunicación. Además, identificó la necesidad de empoderar a los empleados y desarrollar a los líderes.

"The organization had a strong leader before me," he says. "My employees were good, they just weren't empowered. I don't think they were able to take the next steps in their career. So, I wanted to reinvest in those areas."

Pero, incluso si el cambio es bueno, puede ser difícil para quienes se han habituado a una determinada manera de trabajar y a un determinado estilo de liderazgo. Muse pensó en esto y se dio cuenta de que, para generar un cambio, sus acciones tenían que demostrar que eran en serio.

"The team was excited, but a lot of people say they want something when they really don't," he says. "They think, "If I make a mistake, how will he react?' If you want to change culture, then you can't penalize people for making mistakes. That's sending the wrong message."

Muse se esforzó por ser honesto desde el principio y por tener conversaciones francas con su personal a nivel vicepresidencial y superior. Algunos adoptaron fácilmente los cambios que Muse quería implementar y se comprometieron por completo. Otros estaban en desacuerdo con su dirección. Esto también estaba bien. Muse didn't let anyone go during his transition, but some staff members did phase out naturally with no hard feelings. All in all, he believes the growing pains helped the credit union grow to where it has today –” bigger, more diversified, and with operation centers in three states.

"I told everyone that it was OK if they disagreed and didn't want to be a part of this," the CEO says. "But if they couldn't get onboard with at least a few of the core values I felt would help Visions get better, we'd stop the bus and help get them where they wanted to be."

5 consejos para nuevos directores ejecutivos

Ty Muse asumió como director ejecutivo de la cooperativa de crédito Visions en 2013. Aquí brinda cinco consejos para nuevos directores ejecutivos.

  1. Have a clear plan for what you want to accomplish, but be flexible enough to adapt:"When you meet with your leadership team and staff, you'll start to realize what you got right and what you got wrong."
  2. Before you remove staff, understand there might be a root cause: "When I started at Visions, I thought they didn't make decisions. But I realized there was so much talent here that wasn't provided the opportunity to make decisions. They're filled with great ideas, but they don't know how to communicate them."
  3. Don't forget to look at the map:"When you are moving, you often don't realize you've slightly veered off course from your principals and values. You have to make sure you're still going True North."
  4. Understand it all starts with people: "Don't forget your greatest product is people. At the end of the day, another financial institution can offer the same set of products. Your differentiator is the people you bring to members. Keep them happy and engaged."
  5. Listen to Jack:"Working at GE, many of my leadership philosophies are tied to Jack Welch's [former CEO of GE]. He says a leader should be three things: A Chief Meaning Officer, who makes sure everyone knows why they are doing something; A Chief Groomer, who makes it as easy as possible for his/her team to get things done; and a Chief Fun Officer, who helps people feel good about what they are doing."

Referencia: A New CEO, A New Vision For A New York Credit Union | Credit Unionshttps://www.creditunions.com/articles/a-new-ceo-a-new-vision-for-a-new-york-credit-union/#ixzz5lw6vvxEV

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