Jill Nowacki

I was clueless the first time I spoke to an executive recruiter.

In my mid-20s, I was fortunate to have a job that connected me well to industry leaders. When a recruiter called to ask if I knew anyone who would be a great fit as the President/CEO of a trade association based in my home state, I assumed he was calling for a referral. I rattled off a few names before he stopped me: Listen. You’ve never worked with a recruiter before, have you? I’m calling to ask if you would consider applying.

I laughed out loud. My demographics did not match what I thought he was looking for.

While he acknowledged that I might not seem like a perfect match, he liked what he had heard and encouraged me to apply. He shepherded me through the experience, offering guidance about the process, the expectations, the members of the Board, and the qualities they were seeking. His commitment to his client was to uncover the best talent available, and he knew the only way to do that was to get to know—and help tell—the story of every candidate. At the conclusion of that search, even though I was not chosen for that job, I was confident that I had presented well as a candidate.

The next time I applied for a position with an executive recruiter, I did not get a call back.

I didn’t the next time either.

In fact, when I was ultimately hired as a first-time CEO, I had initially been excluded from the candidate pool. It was only after I mentioned my interest to someone on the search committee that I was considered, and only then because she demanded it. This was a frustrating experience for my eventual employer who had not been happy with the candidates initially presented. When they had asked about the lack of diversity, they were told they had been presented all qualified candidates the recruiter had reviewed. In this case, it was not that I was unqualified; it was that the recruiter had not looked at my application.

What was the difference in these starkly contrasting experiences? Had some mysterious algorithm locked me out of some searches, but let me into others?

The executive search experience can be frustrating for both candidates and hiring managers. Traditional search methods often lead to homogenous candidate pools that leave organizations wondering where the rest of the talent is and candidates uncertain if their applications were ever received.

While emerging technology has opened channels that allow for much wider reach, it has also depersonalized many elements of the job search. Some recruitment processes have struggled to strike the balance needed to maintain the human connection with the increasing number of candidates that technology brings. Overwhelmed with resumes, recruiters may slip into the habit of seeking the familiar: Candidates they know, who they have previously placed, or who have been referred directly. Exclusion from searches does not always stem from a systematically biased algorithm, but the persistent human bias of “in-group promotion.” Consideration comes down to who you know and who knows you, not progressing much beyond directly inviting people we know to apply for open positions. This method might seem safe, but often results in teams of individuals with similar backgrounds and ways of thinking, limiting the team’s capacity for innovation and deep understanding of diverse member groups.

If your organization is committed to attracting diverse talent and perspectives that will drive your organization forward, consider these four items before you kick off your recruitment process:

1. Set an intention for direct recruiting:It is still true that most people find jobs because of who they know. It is also true that humans tend to know people like themselves. Therefore, when your recruiter invites contacts to apply for a position, there is a likelihood that these candidates may be very similar to one another. Ensure your approach to direct recruitment goes beyond one individual’s network and is intentionally inclusive of broad demographics and backgrounds.
2. Consider where to post your position:Using typical social media channels and inside-the-industry advertising sources will lead to a full talent pool with a high number of applicants. This pool may not reflect the community you serve and may not bring in talent outside a more traditional bubble, though. If your organization is committed to vetting a talent pool that is likely to understand your community and your members, your recruiter should expand his or her search efforts beyond industry channels to reach into your specific community, too.
3. Be consistent with internal candidates: Organizations do not always know the full story of the latent talent already on staff, missing opportunities to promote well-qualified individuals. Long-time employees may end up with fewer opportunities for growth when assumptions are made about their skills, strengths, and ambitions. This is why many talented executives wonder if the only way to move up is to move out of an organization. Strategically recruit within your organization for promotions and new positions, at least as much as you would externally. The talent you already have on staff may surprise and delight you—and it comes with institutional knowledge!
4. Refine your requirements: One of the most common ways organizations inadvertently perpetuate homogeny in leadership is by assuming that the experience, traits, and background held by a successful incumbent should be replicated. When defining the ideal candidate profile, scrutinize why something is included as a necessary qualification. Must your CEO be a CPA when accounting and finance functions are delegated? Is there a correlation between holding a Master’s Degree and being a successful VP-Lending? Be careful, too, about the years of experience you require. If, for example, you want to hire a Chief Digital Officer with 10-15 years of experience in mobile banking, you will have a limited pool: The iPhone was not invented until 2007 and mobile banking was not ubiquitous until after that pivotal event. Engage in strategic conversations about what it really takes for a candidate to be successful in carrying out the objectives of a specific role, then remove any non-essential requirements from the job posting.

As unemployment remains historically low, the freelance economy attracts talented professionals seeking flexible options, and human capital remains the most important way credit unions can differentiate, the stakes have never been higher in the war for talent. Be sure your executive search processes are designed to attract and include the best of who is available.

In October 2019, O’Rourke and Associates became a division of Humanidei. This progressive change was made to reinvent the gold standard of executive recruiting in the credit union space, recognizing that organizations won’t be successful in attracting today’s talent with yesterday’s techniques.

What is your leadership style?

Go ahead, give it some thought.

Seriously. I’ll wait. I want to know what first came to mind for you.

Since making my first hire over 15 years ago—and assisting credit unions with their executive recruiting for the past four years—this is a question I ask often in interviews. In both my own experience and in listening to responses from dozens of leaders on the CUInsight Experience podcast, the most common answer seems to be servant leadership.

Is that what popped into your head, too?

It makes sense: Servant leadership is a noble style that does not require a rambling response to sum up. People understand that servant leaders are committed to serving others—the employees, the customers, the shareholders—as their primary function; that they will build a company based on their commitment to putting others first.

The term servant leader was coined and modernized in 1970 by Robert K. Greenleaf in his essay The Servant as Leader. In this essay, Greenleaf is reacting to Journey to the East, written by Herman Hesse, in which a group is on a journey that falls apart when their servant leaves the group. Later, it is recognized that the servant– all along– was the designated leader with a heart that had led him to act in service to others. Greenleaf observes that the true servant leader is one who helps those served grow as individuals, serving them by identifying and meeting their needs.

For good reason, leaders with hearts of service and a desire to help are highly regarded. They mentor, they coach, they provide resources that help individuals cultivate their best selves. I admire this style, yet it somehow feels incomplete. How does a servant leader, striving to meet the unique needs of each individual stakeholder, inspire people to coalesce around a common goal, to push forward through challenging times, or to focus on an end that is greater than any individual? For this, leaders must be more than servants. They cannot just support team members, they must be in the fight alongside them, working together toward the greatest good by stepping forward or backing up other team members as needed.

Leaders who inspire me don’t just serve others, they serve alongside others, in the arena with their teams.

I started contemplating the concept of arena leadership after a conversation with key leaders at Chartway Federal Credit Union. The credit union is currently seeking to add two key senior executives — Chief Financial Officer and Chief Human Resources Officer — to its leadership team. As we discussed recruiting to find the perfect fit in these new leaders, I was struck: Chartway’s executives share a strong commitment to making life affordable for their nearly 200,000 members across the country. They recognize that to reach this end, every leader on their team must serve as both advisor and executive, switching between strategist and activator, knowing when to charge ahead and when to stand down so others may lead. It is a team of individuals who recognize the value that comes in standing shoulder-to-shoulder to lead the credit union to its full potential.

As Chartway’s President/CEO Brian Schools described what he wants in team members—those willing to roll up their sleeves, take action, and be all in with learning as they grow—I was reminded of a poster I first saw in my dad’s office as a young girl. “The Man in the Arena,” is an excerpt from a Theodore Roosevelt speech that encourages people to go all in. Decades later, I was surprised to see the words that had been hanging on that high school wrestling coach’s wall re-popularized in “Dare to Lead,” a 2018 leadership book written by vulnerability expert Brene Brown. Growing up, it had always made sense to me that poster would be in that office—a place where my dad and his colleagues counseled young men to “rub some dirt on it” and keep charging ahead, persisting through challenges, continuing despite adversity. It seemed the opposite of vulnerability: Encouraging a disregard of pain or fear to forge ahead, until I considered the reference to great enthusiasm.

When a person is fully devoted to an end beyond him- or herself, striving for achievement is something that cannot be denied. Knowing there is risk of falling short of ultimate goals, people in the arena will still put out to the world the ambitions they have, they will work toward excellence. As leaders, they put their strengths and vulnerabilities on display, coming alongside their employees to battle it out for the common goal they share. They do not serve those in the arena. They are in there, too, committed to victory, striving for success, and learning alongside the rest of the team in the times where they are challenged to rise above some obstacle.

Are you an arena leader, willing to dig in and make a difference to your members, your colleagues, and your community? Able to admit you don’t know it all, but working with an enthusiasm and a spirit of camaraderie that will help you drive to excellence?

Chartway Federal Credit Union might be the place where you fit. Learn more about their open CFO and CHRO positions here.

“It is not the critic who counts; not the man who points out how the strong man stumbles, or where the doer of deeds could have done them better. The credit belongs to the man who is actually in the arena, whose face is marred by dust and sweat and blood; who strives valiantly; who errs, who comes short again and again, because there is no effort without error and shortcoming; but who does actually strive to do the deeds; who knows great enthusiasms, the great devotions; who spends himself in a worthy cause; who at the best knows in the end the triumph of high achievement, and who at the worst, if he fails, at least fails while daring greatly, so that his place shall never be with those cold and timid souls who neither know victory nor defeat.”

Theodore Roosevelt, Citizenship in a Republic
April 23, 1910

Last year, I became scuba certified. My partner had been diving for a number of years and if I liked it, too, it would be a fun element to add to the travel experiences we share. I traveled alone to get certified—just in case I didn’t like it– because I believed this would take pressure off and make it easy to excuse myself from further engagement if needed.

Fortunately, I loved it. Underwater, I found an unexpected level of peace and mindfulness. I had anticipated fear and uncertainty but it was very similar to a walk in the woods: Just like in the forest, it did not matter if I knew everything that existed in the entire area; I could see what was around me and be fully present in experiencing that. After a few dives with my instructor—and overcoming some minor discomforts (like finding the mask that fit my face) — I knew that I would integrate diving into my life and travel going forward. My instructor assured me that I would make an excellent dive buddy and I could not wait to tell my partner that I was ready to dive with him.

About three months after I was certified, we took our first dive trip together. I was ready to show off my skills! We prepared our gear. I made an easy descent. We started to move with the group, gliding smoothly about 40 feet below the surface. The group of divers went through a narrow tunnel and consolidated into a very small space. It was unlike my previous experience of one-on-one diving, so I hung back a little, creating distance between myself and the diver in front of me. I felt good about the ease I was approaching this dive with.

Soon, it became clear that the relaxed experience I was having was not the same experience my partner was having. Randy began signaling to me and I looked at him with confusion. I did not recognize his gestures. Next thing I knew, his hand was on my arm and he was handing me off to the dive master. The master put my hand on his elbow, indicating I should hold on to him. I latched on, deeply concerned about what I had done wrong or if they could see something about my equipment that was likely to cause certain death. After a minute or two, I grew bored. I was still breathing. Everyone else seemed fine, too. I cautiously let go of the dive master, wondering if he would insist I stay with him, but he gave me the “ok?” sign and sent me on my way.

I spent a few more minutes navigating the water independently before Randy gestured it was time to go up. The total length of this dive was about half as long as my shortest training dive. I still had more than 2/3 of my air tank remaining. I began to surface, taking appropriate safety stops while wondering and worrying about what I had done wrong, sure that my unknown mistakes had ruined Randy’s dive and he would never dive with me again.

As soon as we surfaced, I asked with genuine curiosity for an explanation of what had happened. Randy explained that when he saw me hang back early in the dive, he assumed something was wrong. He attempted to make eye contact and check in on me. When I could not decipher his gestures and looked at him with confusion, he thought my eyes (behind a mask and through water) looked “different” than they normally do and interpreted it as fear. Thinking I was in danger, his protective instincts kicked in. Then, in his heightened state of concern, his breathing changed and he used a lot of air, which is why he needed to surface so soon into our dive.

Comparing notes from our experience, it was easy to see the communication comedy of errors that had occurred. Today, this story is one we laugh about, and one that offers fantastic takeaways for improved communication, both below and above water:

1. Be cognizant of the stories you tell yourself.
   Everything that happened on that first dive we shared? None of it was real. I wasn’t dying. Randy wasn’t angry with me. Without being able to speak with one another, we both formed our own (inaccurate) narratives. As soon as we talked, we removed the uncertainty, clarified what happened compared to what we told ourselves, and moved forward from an informed place. Too often, I find myself wrapped up in stories I tell myself—jumping to conclusions or filling in gaps when I do not have certainty. By focusing on what is real (not the story I have told myself) and asking for clarification when necessary, so many miscommunications can be avoided. All it takes is asking the question.
2. Define shared language as early as possible.
   Common language is a key element to arriving at certainty. What one person perceives as “ease up” might be another person’s, “Hey, if you feel like it, check out this turtle.” When divers prepare to go underwater, they define the expectations of the dive on the front end and agree on signs they are likely to use if they decide to return to the boat. Establishing a shared system of communication at the beginning reduces communication challenges at critical moments. Similarly, when strategic plans talk about “growth” as being tied to increased membership or “community” being defined as both those eligible for membership and all those who work for the credit union, it creates alignment for all those working to fulfill that strategic plan.
3. Extend grace to yourself and others.
   Not every dive is perfect: Sometimes ears take a while to equalize and the descent is slow. Occasionally, other divers will bump into you. Now and then, water seeps into a mask and needs to be cleared. Remaining calm and patient while working through challenges makes it possible to solve problems and continue with the dive. Typically, by the end of the dive, any minor disruptions faced are distant memories. Allowing ourselves to acknowledge the discomfort but step ourselves through it gracefully gets us to the right result. If we became frustrated with ourselves or panicked about the situation, it would be far more difficult to work through challenges constructively and continue moving forward. The same could be said for any type of important project work: Staying focused on the end and gracefully working through challenges always increases the likelihood of a successful outcome.

Since that first dive, we have shared a number of delightful underwater experiences. With each dive, I have felt increased confidence with my growing communication skills. I’d like to think some of these lessons have translated well above water, too.

“I was just thinking of myself as a guy at a party, asking out a girl. It was up to her to let me know if she was not interested.”

I read this line with disbelief—the founder of a thriving tech firm was responding to allegations of sexual harassment. At a company party, he had come on strong to a female subordinate, insistently propositioning her as he followed her around the party all night. There was no shortage of witnesses to his behavior. He would not have denied his pursuit of her, anyway. From his perspective, he was simply acting like any man, interested in any woman, anywhere in America.

Except he wasn’t any man. He was the boss. And she wasn’t any woman. She was a striving executive, trying to build a career.

How could he not see the power differential at play? How did he not know the way everything would change for her with his attention, regardless of how she responded? From that point forward, her performance at the company would no longer define her. It would not be the single thing she would point to related to any success she achieved or any promotion for which she was overlooked. Instead, she would be that girl from the company party who the boss had a thing for.

An employee’s job changes the moment someone in power makes a sexual or romantic advance. It robs the employee of believing the most important factor for their success is their effectiveness, and burdens them with the weight of navigating the feelings of another.

Women have been conditioned from a young age to be careful in how they treat others, even strangers who give unwanted attention. They must be nice, they must put the feelings of others first, they must understand that to reject the wrong man in the wrong way may lead to devastating consequences. They have come to expect complications from misdirected attraction and have accepted a level of responsibility for managing this attraction.

The burden is greater when the person stating his attraction has power over the other’s financial well-being, career growth, or professional reputation. There is no guidebook for politely rejecting your boss’ advances, while still trying to wow him with your professional excellence.

“I was just a guy… asking out a girl…”

In the early years, when young women are learning to carefully navigate their rejections, men are taught how to pursue them: Women must be won over and it may take time and persistence. We romanticize the notion that it must be true love if he demonstrates the depth of his interest by continuing his pursuit rather than just turning his attention elsewhere.

It can be a complicated situation indeed, this attraction between men and women. It is certainly made more complicated when it takes place in the workplace. Suddenly, a dynamic lies in limbo, on a very fine line: A step in one direction could be sexual harassment. A different step may lead to what the actors believe is the greatest love story of all time.

Yes. Attraction at work is a very real possibility. In an ideal world, people are bringing their best versions of themselves to work: Bright, thoughtful, engaging humans who connect well with other bright, thoughtful, engaging humans. They listen to one another, they laugh together, they share their visions and collaborate to build a better future.

Sometimes, this leads to the very inconvenient reality of attraction at work.

When is it acceptable to act on that attraction? Can consent ever truly exist in the workplace? Should a person in power ever make his feelings for a subordinate known?

These may remain complex questions: Ones with answers as diverse as the people who may respond to them. Our world may never settle on an answer about what to do with attraction at work, but we must still have the courage to ask the questions.

We are approaching the first anniversary of a conversation starter in the credit union movement. After last year’s CUNA GAC, one attendee shared her observations of unwanted advances, inappropriate propositions, and minimization of women as professionals during the conference. It was a conversation that started with a great deal of energy and ended with an industry-wide commitment to Diversity and Inclusion; to advancement of women and people of color; to words of encouragement and actions for change.

This conversation is one of value, undoubtedly, but it seems somehow that it is also a conversation that has left sexual harassment behind. As we keep moving this industry forward, we cannot talk about gender balance and equality for women without consideration of sexual harassment.

We are not just people at a party.

We are at work and the power differential is real. It must be considered before acting on attraction.

There is a new narrative emerging from Congress about the lack of diversity, equity and inclusion (DEI) in financial institutions. Just a few short weeks before credit union advocates made their biggest descent on Washington D.C., the House Financial Services Committee released a study on Diversity in Banking. The report examined how the biggest financial institutions—those with over $50B in assets—are managing (or in this case, not managing) diversity. 

My summary of the key findings? Congress believes there is a lot of room for improvement— with Boards, with employees, and with investments. 

When it comes to changing behavior of those they oversee, Congress has one tool: Legislation. It comes as no surprise, then, that the committee has developed recommended legislation to improve diversity in banking. 

While the targets are all aimed at banks (today), credit unions must be prepared with their own response. With nearly twenty years of experience advocating for credit unions, I have observed that if Congress is ready to mandate how financial institutions should behave, credit unions must already be ahead of the legislation and telling the story of how they are already operating with consumers’ best interest first. 

Is the industry prepared to share our commitment to representing our communities through volunteer and executive leadership, community investment, and vendor selection? Can our stories successfully prove credit unions do not need to be subjected to another legislative or regulatory burden because DEI is in our DNA?   

A recent assessment by CUNA examined how credit unions perform in both who we serve and who is doing the serving and found that credit unions have room to grow: The highest levels of leadership on our Boards and in our largest credit unions are mostly white, and mostly male. The NCUA’s annual voluntary diversity assessment for credit unions has not been widely completed, making it difficult to gain a complete picture of any progress in the industry so far. 

How does this look at your credit union? Can you share your intentional and organizational commitment to valuing diversity, demonstrated through metrics? Does your Board fully reflect and represent your entire community? Are your products developed by a team of leaders who understand diverse needs and varied perspectives because they represent diverse backgrounds? 

If you do not already have your DEI story ready for Congress, it is time to get serious about Diversity and Inclusion: To strategically integrate conversations about diversity in your planning conversations; to consider another approach to Board Succession Planning and Recruiting; and to win the war for executive talent by building inclusive cultures that attract top leaders to represent your community. 

Humanidei was founded to help credit unions and our system be the leaders in Diversity and Inclusion in banking. Our human capital solutions offer volunteer and executive succession planning and recruitment; organizational talent analysis; and DEI consulting that leads to diverse and inclusive cultures. Working together, we will develop a plan that ensures your credit union is ready to serve members and your community well into the future… and we’ll have you ready to tell a different DEI story before next year’s GAC. 

Are you ready to take action? Reach out to us and mention Advocacy Discount for 10% off any of our DEI Consulting Services before March 31, 2020.