Community Credit Union

Need:

With assets topping $1.6 billion, Community Credit Union (CCU) in Texas is the largest community-based credit union in the United States.  CCU’s 625 employees provide some 80 communities in the Dallas-Ft. Worth area with services such as personal and business banking, loans, mortgages, and a variety of investment options.  But CCU lacked one important ingredient:  A formal leadership development program to support the organization’s nearly 200 leaders.

Solution:

DDI teamed with CCU to roll out Results-Based Interactions (RBI), one of DDI’s Multi-Day Leadership Development Programs, which combined essential leadership skills training with the flexible, timesaving delivery that CCU required.  Program elements include:

  • Six half-day sessions to senior and line managers in branch sales and operations positions, focusing on competency development in Building Strategic Working Relationships, Coaching, Communication, Follow-Up, Facilitating Change, Gaining Commitment, Inspiring Others, and Managing Conflict.
  • Participants were introduced to DDI’s Online Performance and Learning system, OPAL®, as a just-in-time resource to develop and practice leadership skills throughout their CCU career.
  • To further bolster participants’ development, their managers concurrently became familiar with the program.
  • Participants took the online DDI Leadership Mirror® 360º assessment survey, which diagnoses participant’s strengths and development opportunities by comparing how individuals view their performance in core competencies with others’ perceptions of their performance.  Five specially trained CCU staff members reviewed the Leadership Mirror® results with each individual, mapping out a development plan, using OPAL® as a development resource, and providing ongoing support.
  • To gauge training effectiveness, CCU used DDI’s E3SM employee engagement measurement tool, to capture employee engagement before and after the training.

Results:

  • CCU now has a practical and effective leadership development program in place.
  • 95 percent of leaders said they believed their skills improved as a direct result of the program.
  • More than 50 percent of employees indicated that their work environment had become more engaging since the training was introduced.
  • The program paid for itself in its first year, yielding a human capital ROI of 244 percent. In four years, the program will yield an ROI of 761 percent.