Strategy & Leadership

130+ strategy, leadership, process improvement and project management engagements facilitated each year


Strategic Visioning Process

Relevancy. Sustainability. Differentiation. This is what’s on every decision-maker’s mind. Our Strategic Visioning, Strategic Leadership Development, and Board Development sessions are focused on creating relevancy, sustainability, differentiation, and helping decision-makers transform “what ifs” into what’s next.

Credit unions choose c. myers because we are able to engage participants and bring comprehensive, actionable knowledge of the financial services industry and consumer behavior to the table. Decision-makers appreciate our knack for asking the right, typically tough questions, the depth of our advance preparation, and ability to achieve solid decisions in areas that are often difficult and complex. Our clients tell us they value our easy-to-read summaries, which include decisions that were made and a synopsis of the discussions and rationale behind the decisions.

Discover why credit unions use us to facilitate over 130 carefully customized strategy sessions per year.


Decision-makers choose the components of our proven Strategic Visioning process that are relevant to their needs.

Strategic Discovery

Strategic discovery is designed to ground participants in internal and external environmental factors and to build a reservoir of relevant decision information so that stakeholders have a better opportunity to ask the right questions before making strategic decisions.

Rehearse Tomorrow Today
Rehearse tomorrow today is a strategic thinking process that helps key players test drive the future so that decisions can be made swiftly, with confidence, when the future suddenly arrives.

Test drives are customized to help key players think through game changers that the credit union may face, such as the continuous redefinition of “banking” and “easy,” swift changes in payment systems, and disruptors like Google and Apple. In other words, turning “what ifs” into what’s next?.

Business Model Evaluation
Business model evaluation can be at a high level or a deep dive into the sustainability of the credit union’s business model.

The focus of this component of the Strategic Visioning process is to dissect the business model by asking tough questions, such as:

  • What should our clearly defined target markets be?
  • What should our value propositions be for each target market that will compel them to do business with us?
  • What do we need to be great at that gives us the ability to deliver on these value propositions, every minute of every day?
  • How do we need to proactively evolve our economic engines?
  • What talent do we need to have in order to remain relevant, sustainable, and differentiated?
  • What does our strategic positioning need to be as we become more dependent on outsourced partners?
Strategic Planning
Strategic planning addresses the question, Where do we want to go? Often incorporating work done in other components such as strategic discovery and rehearsing tomorrow today, participants are better prepared to decide the best long-term decision filters and strategy.

Participants have the opportunity to engage in deep discussions to reach strategic clarity so that, as initiatives are being decided and human and financial resources are being allocated, they are aligned with the credit union’s strategy.

Linking Strategy with Measures of Success
A strategy can be beautifully written, but if not aligned with desired measures of success, nobody wins. C. myers has developed tools over the years that have helped stakeholders ask the right questions that lead to relevant measures of success.

This can also include the ability to test the long-term impact to earnings and net worth of decisions under consideration against the backdrop of market interest rates we’ve experienced in the past.

Strategic Implementation
Now that you’ve agreed on your strategic direction, the real work begins. Give execution a head start by agreeing on appropriate, clear, and actionable steps that include who is going to do what and by when. The strategic implementation process helps management decide how the credit union is going to get where it wants to go by developing short and intermediate-term initiatives and detailed action plans.

Our clients tell us that our facilitation techniques significantly reduce the pain of this process and result in more thoroughly vetted decisions.

Process Improvement & Project Management

Do you feel you need a cultural shift in order to improve processes and manage the right projects better?

Leadership teams often struggle with implementing a new strategic plan because inefficient or outdated processes may consume a lot of staff time and there are already an abundance of projects, some of which may be off track.

Our Process Improvement and Project Management Services have helped to further secure long-term relevancy, sustainability, and differentiation for many credit unions, large and small. Learn more.


Imagine a team of leaders who are:

  • Critical thinkers and problem-solvers who proactively anticipate and resolve problems before they begin
  • Strategically focused and fanatical about connecting day-to-day tactics to the overall strategy of the credit union
  • Devoted to embracing conflict as an opportunity to make themselves, the team, and the credit union better
  • Disciplined at making and keeping commitments
  • Habitually self-assessing for the benefit of themselves and the credit union
  • Dedicated to owning their decisions and actions
  • Not siloed, working as a team getting better results, faster

It starts with talent and strategic leadership. The questions and decisions facing credit unions are becoming increasingly complex and difficult, requiring more from leaders. Being a leader is moving beyond having leadership skills to the next level of inhabiting the actions and qualities of leadership.

C. myers has helped both teams and individuals move from imagining the next level of leadership to living it.


As the world grows more complex, many board members are understandably feeling overwhelmed, leaving focus on strategy and strategic issues to fall by the wayside. It doesn’t have to be this way.

C. myers has years of experience helping boards learn how to ask the right questions. Areas of expertise include understanding key components of board and CEO succession planning, understanding key board responsibilities, understanding and navigating through financial jargon, and knowing how to formulate great strategic questions.

Board development never ends. The ongoing process includes:

  • Recruiting
  • Onboarding
  • Succession planning
  • Decoding financials
  • Key board responsibilities
  • High-functioning boards

C. myers has years of experience helping boards learn how to ask the right questions.

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