January 25, 2024 • 19 mins
Leading with a Heart for Community: A Conversation with David Surface
In this SEE YOU LEAD Podcast episode sponsored by NetGiver, host Glynn Frechette engages in a heartfelt conversation with David Surface, President and CEO of St. Jean's Credit Union. In this episode, David shares his extensive experience in the credit union sector, reflecting on the evolution and challenges faced over 43 years. He delves into the vital role of credit unions in community support, particularly during times of economic crises, and the importance of adapting services to meet member needs.
David emphasizes the significance of being a community partner, supporting local nonprofits, and addressing food insecurity and drug abuse. He also discusses fostering a culture of philanthropy within the credit union, encouraging employee involvement in community service.
Listen to gain insights into the unique blend of financial service and community compassion that David Surface champions at St. Jean's Credit Union.
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Episode Transcript
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(00:00):
Welcome to another episode ofSee You Lead, sponsored by
(00:03):
NetGiver, the app and platformthat enables donors and
nonprofits to give and receiveon a no fee basis.
On this podcast, We featurecredit union industry executives
and the impacts they make oncommunities everywhere.
Glynn (00:19):
I am Glenn Frechette, and today I am joined by David
Surface.
David is the president and CEOof St.
Jean's in Lynn, Massachusetts.
Thanks David, we've gotten toknow each other just a little
bit over the last couple ofmonths.
It's a pleasure to have you onthe program.
Great to be here and you know,it's, it's always fun to talk
(00:39):
about credit unions.
It's been part of my life since1980.
So, going on 43 years this year.
And I, you know, I've enjoyedevery single minute of it.
I have, I have to say, I've,I've seen a lot in 43 years.
Where you say, boy, I neverthought I'd see that.
And you know, so like any otherbusiness, there's been some,
some fantastic times with, youknow, great rewards.
(01:02):
And there's been some challengestoo.
We've gone through some, youknow, economic crises, you know,
increased delinquencies and, butwe made our way through all that
pandemics,, it seems that mycredit union has been through it
all.
At times, it feels like I'vebeen there since 1910, but So
we're the second oldest creditunit in the country right now,
active credit union.
(01:24):
It's But it's always fun to talkabout credit unions.
It's something I'm verypassionate about.
Maybe we should start there witha projection of what you see to
come, given the fact that youhave 43 years of experience,
knowing that challenges havepresented themselves.
We always find our way throughthem.
But there are a lot of nervousconsumers, credit union
(01:47):
executives, Of what may comehere in the next 6 to 12 months,
you know, it's important for usto be there for the membership.
I think everybody's a little bitworried, you know, not just
domestically, butinternationally, I think, you
know, and how does that affectus here?
You know, in our in the UnitedStates, you know, people worried
(02:11):
about their jobs.
People worry about higher,possibly higher interest rates.
So, what about funding, youknow, monthly funding for their,
for their halls and, you know,the winter's coming, you know, I
am northeast based, you know,the fuel costs skyrocketing and,
you know, with additional thingsgoing on abroad, you know, could
(02:32):
push those numbers even higher.
So we have to be there for ourmembers.
I think At times like this, youhave to stretch things a little
bit.
You know, you have yourconventional, you know, numbers
for law approvals.
And I think we have to take alook at really maybe pushing
those limits a little bit inorder to help people out of a
(02:54):
situation.
You know, it's, in some cases,it's dire need.
And I think some hard times arecoming over the next 6 to 12
months.
Yeah, I don't think any otherexecutive that I've talked to at
least would disagree with any ofthe sentiments you shared.
(03:14):
That's a perfect segue intotalking about the fact that
there are organizations thatneed us to step up.
You happen to lead a creditunion and you're responsible for
serving the membership in aresponsible manner.
But there are also communitybased organizations that are in
desperate need of help.
Yeah.
Can you talk about how importantit is for your credit union to
(03:36):
be a leader in that respect?
It's important for us to be apartner in the community.
There's multiple non profits.
As in any city, you know, evenyour local towns, there's plenty
of non profits to, you know, toface situations.
Whether that's help people withdrug abuse, whether it's helping
people with food insecurity, youknow, your credit union needs to
(03:59):
be part of the community andthat, that's, that's how we've
approached it.
Our branch offices are locatedright in communities.
You know, they see us as a, as aresource to be financially
successful, but also to besuccessful in life, right?
To get through, to not only justto better themselves, but to get
through the status quo.
(04:20):
Right, you know, whether that'soffering out a fuel loan to heat
your apartment for the, theregoes the Boston accent by the
way, catch that apartment.
Give it.
But, you know, there's, there's,there's ways that we can help,
you know, continuing to providesupport to the food banks and,
(04:40):
you know, your local communitycollege.
You know, we have a communitycollege in Mass where there's
food insecurity among students,where there's a food, outlets
for them.
You know, we've supported thosetypes of programs.
You know, again, continuing toprovide.
The, the, you know, the dollarsto help out those organizations
(05:03):
to make a difference in thecommunity because it's something
that we all face, right?
So it's not just somebody else'sproblem.
And I, and I think that's wherethe credit unions, and to a
point, I, I know credit unionpodcast, but some of the local
banks have done, done well inthat area too.
You got to give them creditespecially in our, you know, a
couple of communities that we'rein, the banks step up big time
too.
So it's, it's, I think it'scollectively all of us getting
(05:25):
together to help out.
And, you know, get through this,this rough period, but also to
continue the support over time.
Well, David, somethinginteresting that I just heard
from you that has not been saidby anyone to this point
regarding a fuel loan is veryreal for those approaching the
winter and nervous about whatthey have historically known to
(05:47):
the increased cost.
Right.
Now, we, we, we tend to stay atthe loan level on a very macro
basis to talk about mortgages,to talk about car loans, or
student loans but, but you go,you go pretty micro and you do
something like that.
Yeah, it was popular, you know,previously it hasn't been as
popular now because I thinkpeople are coming in to take
(06:09):
that, you know, 2, 000 personalloan and, and use it for, for,
for other, you know, forexpenses.
So, it does contribute to that.
We do have, you know, wespecifically have a fuel loan,
but again, like I said, youoffer it you know, people know
it's there just in case theyreally need it.
Again, the, the, the conceptionare the, the products that have
(06:30):
changed over time.
So, you know, maybe 15, youknow, 10, 15 years ago, you
could have a loan for a specificpurpose, whereas now it's all
kind of melded into one bucketcalled a personal loan.
Right.
So, and, and, you know, andthen.
People have credit cards too.
So, and, and let's not forgetthat some of those organizations
(06:52):
offer fuel assistance too, youknow.
So, so it hasn't been aspopular.
We, we've done them in the past.
It's still there if people wantit.
But it's more wrapped into, youknow, I need 2, 000 to get
through, you know, get throughthe winter.
You know, I, I don't see, youknow, the larger banks popping
up and saying, you know, we'llgive you a 2, 000 loan so that
you can get through the winter,you know, so.
(07:14):
It's admirable.
So one of the things that youand I had talked about in a
previous discussion, not as partof a podcast, but just in, in
dialogue regarding NetGiver, youmade mention of your employee
base and people development.
What I'd really love to hearfrom you is.
The leadership at the CreditUnion is providing and ensuring
(07:35):
that your employees are engagedin community philanthropic
efforts.
That's very real.
we've tried to do the group, youknow, more of a group effort
type thing where we, you know,engage.
For instance you know, we coulddo local events where we try to
get as many employees to thoseevents.
(07:55):
I've also asked all of my in mysenior team and employees to
continue to do the work, youknow, in any type of nonprofit,
you know, when you have the timeto do it, we want to know about
it, you know, obviously you wantto document that and and try to
contribute as many hours, youknow, you can throw money at
problems, right?
(08:16):
But it doesn't always solve theproblem, right?
Right.
They need support, they needhelp.
And, you know, throughout ourorganization, there, there are
numerous employees working withlocal nonprofits and helping out
in the best way that they can.
You know, we also have tounderstand that we want to make
sure that our employees aretaken care of also.
You know, it's not just servingthe nonprofits.
(08:37):
We want to make sure that ouremployees are secure in their
own.
You know, in their ownenvironment, right?
Are you finding that the cultureyou've created around the
importance of socialresponsibility has led to, A,
successful hires, and B,longevity of your employees I
think so, but I think it's thewhole package too, right?
(08:59):
I think it's making sure thatthe employees feel appreciated.
You know, offering out again, itdoesn't Not everything boils
down to the salary, right?
It's, it's, it's, that'simportant, obviously, right?
But it's also important to be,A, recognized, and B, be
appreciated.
(09:19):
And that, we've, you know, we'vemade it, obviously, making sure
that we are saying, thank you,great job, and following that up
with some type of, you know,reward based you know,
compensation.
And, you know, just, just makingthe, the workplace attractable
for people that in the morning.
(09:39):
So, you know, I always said Inever wanted to be a CEO that
led an organization where peopleget up in the morning and say,
Oh, I gotta go to that place.
I never wanted to be that guyand never wanted to, you know,
be the leader of an organizationin that case where.
People had to worry about, ohboy, got to go there today.
I've told people that, if youhave to get up in the morning
(10:00):
and say, oh boy, I got to go tothat place today, then either I
did something wrong or, youknow, there's, there's another
reason why.
I, I don't want to be thatreason.
Never wanted to run anorganization like that.
Well, stating the obvious herein terms of making a connection
between how you described takingvery good care of your
membership and your employees,let's face it.
(10:22):
That membership you haverecognizes those associates that
have been with you a long timeand they're better served as a
result of Very happy employees.
Yeah, it just it just you knowpermeates throughout the entire
organization No, and let's youknow let's be realistic too
because in points and times whenpeople say They have other
(10:45):
things going on in their lifeand all I gotta go to work
today, you know I'm not sayingthat's all utopia, you know, but
but But it again, I never wantedto have an organization, or lead
an organization where, wherethat was the attitude of the
employees coming in.
Another.
area where we've recognized theneeds of our own employees,
right?
I mean, during covid, you know,daycare was shut down and you
(11:08):
know, a lot of those you know,you couldn't drop your kids off
somewhere.
So we've recognized that.
And we, you know, obviously weworked from home for a long
time, but bringing people backto work It's, it, you know, it's
been, we've, we've recognizedthat, that our staff, our, our
employees have gotten used tothis now and they, they've got
new schedules around, a hybridwork schedule.
(11:29):
I do feel for the front linepeople where they,, they were
the bravest of all.
They took the, you know, thebrunt of everything.
Right at the front line leveland you have to appreciate the
work that they did and we we hadpeople we had some employees
Long term employees that saidyou know what I'm done.
You know, I'm done with this thestress level was very right
(11:52):
exactly You know what peoplejust said, you know what life's
too short and I've worked toohard You know, I think it's time
for me to you know to cash inand you know Enjoy life, you
know, not that they don't enjoylife with the credit, but you
know, when you have to wear amask and you have, you know, the
screen in front of you and, youknow, people, you're handing out
a hand sanitizer and it can bevery, very difficult on,
(12:17):
people's you know, just wherewith all that.
Sure.
You may see a few boomerangscome back.
Those that were disenchanted anddecided it was time to pause
their life.
Correct.
And there's value in that,right?
There's value in the knowledgebase because I think as a result
of, of the pandemic, we, we, andI think any, most companies, you
(12:39):
lose the institutionalknowledge.
You know, so there's nothingwrong with the boomerang
bringing those people backbecause they do have, you know,
the institutional knowledge tohelp out the younger, you know,
I shouldn't say younger, I sayLess experienced base of
employees and we've you know, Ithink our approach we're a small
(12:59):
organization We we're at 70employees.
So we're not obviously a hugecredit union we've tried to
bring in Individuals that we cangrow can grow with the
organization Continue to givethem good, you know good solid
training and knowledge The, theproblem with that becomes
there's only so much room to,to, to move up in the
(13:22):
organization.
And so sometimes I feel likewe're, we're training people to
go off and work at the largercredit unions.
And so that's been a little bitof a challenge.
And having the confidence thatthey want to stay with you
because of what you've createdculturally.
Not to be cliche here, but thereis that old adage, just giving
people the tools.
(13:44):
And equipping them in such a waythat they could leave you, but
they elect not to.
And, and, you know, we, we'veseen some of that.
And you know, I always tell, Ialways say, I, I would never be
upset with anybody that left thecredit union for a higher
position if they move a lateralmove that I haven't done my job
(14:06):
as the leader because I haven'tmade it.
You know, I wouldn't saycomfortable enough, enjoyable
enough for that person, youknow, the experience.
Probably wasn't the experiencethat they were getting wasn't at
the level it should be.
So I want to close here.
There is something that I liketo do with my guests.
I want you to have theopportunity to plug something
(14:28):
near, dear, and personal to youand your family.
There are a lot of non profitorganizations that the credit
union supports, and we've talkeda little bit about that today.
But this, this goes on a bit ofa deeper level than that.
So I want to I want to be ableto say it out loud so that our
listeners can also researchsomething important to you.
(14:49):
Putting, you know, all of the,the organizations that I support
you know, not aside, but the onethat I am really, really, really
passionate about is anorganization called Inspire Arts
and Music.
We are a non profit thatsupports local percussion,
teaching local percussion at theBoys and Girls Clubs one in East
(15:11):
Boston, Mass., one in Hyde Parkand one in Dorchester,
Massachusetts.
These are you know, inner cityorganizations that we go into
and provide music training for,at no cost to the students.
You know, to the, to the kidsthat are using the services at
those Boys and Girls Clubs.
So I'm very passionate aboutthat and of that also we, we are
(15:34):
the parent company for one ofthe best Drum and Bugle Corps in
the country.
Boston Crusaders is a near anddear to my heart and I put a
tremendous amount of time andeffort into, you know, my own
personal time into theorganization that supports this
group.
And we, we have Roughly 160musicians each year that, you
(15:56):
know, pretty much that turnsover every two or three years.
And this young group of youngpeople, they learn a a
production that's lasts about 11minutes or so.
And they do a drum corpsinternational tour in the
summer.
And so we, I've met so manyyoung students that have come to
that program that I'm still incontact, contact with today, or
(16:17):
I've grown up and now I havefamilies of their own.
And it's just so rewarding.
You know, I got to say that thestudents are great and we're
providing them, them musiceducation also.
And they really put their heartand soul into it.
So anybody that's ever been inmarching band whether that's
college, high school, middleschool you know, you, you, you
(16:38):
take a look at what some ofthese drum corps are doing and.
The cost of running that isvery, very, very high.
You know, we have 150 studentsplus staff.
It's about 180 people touringthe country from june until the
middle of august and the cost isastronomical to get them down
the road.
(16:58):
But, but most, like I said,going back to if you've been in
marching band, you probably knowabout drum court and you say,
wow, D.
C.
I.
The elite of the elite marchingarts individuals.
And up to the age of 22, oncethey reach 22, they're out, they
age out, they can't, you know,they can't go off to do a,
there's some senior drum andbugle corps they could join,
(17:18):
but, so that's, my wife and Iare very passionate about this,
and we've, we've seen so manykids come through that, the
organization, that we're stillin touch with today, that as a
result of the training they got,have become very successful.
I'm on the board on multiplecommittees it's you know, what I
did.
I also bought involved in localpolitics, too.
So when I get home, my wife'slike, All right, what's on the
(17:39):
docket for tonight?
What meeting do you havetonight?
We met back in 1975.
So, so she was involved in Trumpcourse.
I wasn't I, and that's how wemet.
We've been together ever since.
So But so I'm very passionateabout, you know, that
organization and amongst,amongst others, I, you know,
obviously Boys and Girls Club inEast Boston where I was part of
(17:59):
I, I support them and, and, youknow, mass Coalition for the
whole list.
So there's a whole list of, oforganizations that, if not only
the credit union supports, butour employees support also.
See you kids at heart.
I mean, I, I can't emphasizeenough.
The work and the money thatthey're doing with children, you
know, that they've raised tofind a cure for Moyamoya
(18:21):
disease, you know, it's been,you know, absolutely, the work
has been absolutely fantastic.
We're close to that organizationas well, as you may imagine,
through NetGiver, and I agreewith you wholeheartedly, it's
the support is immense andnecessary.
Sadly, but necessary.
Well, it's been a pleasure totalk to you.
Enjoy the rest of the cut.
All right.
You too.
Thank you.
Pleasure to talk to you.
(18:42):
Thank you.
thank you for joining us on thisepisode of See You Lead brought
to you by NetGiver, the no feedonation platform for donors and
nonprofits.
We hope you stay engaged, stayinspired, and continue leading
with purpose.
Until next time.
Welcome to another episode ofSee You Lead, sponsored by
(00:03):
NetGiver, the app and platformthat enables donors and
nonprofits to give and receiveon a no fee basis.
On this podcast, We featurecredit union industry executives
and the impacts they make oncommunities everywhere.
Glynn (00:19):
I am Glenn Frechette, and today I am joined by David
Surface.
David is the president and CEOof St.
Jean's in Lynn, Massachusetts.
Thanks David, we've gotten toknow each other just a little
bit over the last couple ofmonths.
It's a pleasure to have you onthe program.
Great to be here and you know,it's, it's always fun to talk
(00:39):
about credit unions.
It's been part of my life since1980.
So, going on 43 years this year.
And I, you know, I've enjoyedevery single minute of it.
I have, I have to say, I've,I've seen a lot in 43 years.
Where you say, boy, I neverthought I'd see that.
And you know, so like any otherbusiness, there's been some,
some fantastic times with, youknow, great rewards.
(01:02):
And there's been some challengestoo.
We've gone through some, youknow, economic crises, you know,
increased delinquencies and, butwe made our way through all that
pandemics,, it seems that mycredit union has been through it
all.
At times, it feels like I'vebeen there since 1910, but So
we're the second oldest creditunit in the country right now,
active credit union.
(01:24):
It's But it's always fun to talkabout credit unions.
It's something I'm verypassionate about.
Maybe we should start there witha projection of what you see to
come, given the fact that youhave 43 years of experience,
knowing that challenges havepresented themselves.
We always find our way throughthem.
But there are a lot of nervousconsumers, credit union
(01:47):
executives, Of what may comehere in the next 6 to 12 months,
you know, it's important for usto be there for the membership.
I think everybody's a little bitworried, you know, not just
domestically, butinternationally, I think, you
know, and how does that affectus here?
You know, in our in the UnitedStates, you know, people worried
(02:11):
about their jobs.
People worry about higher,possibly higher interest rates.
So, what about funding, youknow, monthly funding for their,
for their halls and, you know,the winter's coming, you know, I
am northeast based, you know,the fuel costs skyrocketing and,
you know, with additional thingsgoing on abroad, you know, could
(02:32):
push those numbers even higher.
So we have to be there for ourmembers.
I think At times like this, youhave to stretch things a little
bit.
You know, you have yourconventional, you know, numbers
for law approvals.
And I think we have to take alook at really maybe pushing
those limits a little bit inorder to help people out of a
(02:54):
situation.
You know, it's, in some cases,it's dire need.
And I think some hard times arecoming over the next 6 to 12
months.
Yeah, I don't think any otherexecutive that I've talked to at
least would disagree with any ofthe sentiments you shared.
(03:14):
That's a perfect segue intotalking about the fact that
there are organizations thatneed us to step up.
You happen to lead a creditunion and you're responsible for
serving the membership in aresponsible manner.
But there are also communitybased organizations that are in
desperate need of help.
Yeah.
Can you talk about how importantit is for your credit union to
(03:36):
be a leader in that respect?
It's important for us to be apartner in the community.
There's multiple non profits.
As in any city, you know, evenyour local towns, there's plenty
of non profits to, you know, toface situations.
Whether that's help people withdrug abuse, whether it's helping
people with food insecurity, youknow, your credit union needs to
(03:59):
be part of the community andthat, that's, that's how we've
approached it.
Our branch offices are locatedright in communities.
You know, they see us as a, as aresource to be financially
successful, but also to besuccessful in life, right?
To get through, to not only justto better themselves, but to get
through the status quo.
(04:20):
Right, you know, whether that'soffering out a fuel loan to heat
your apartment for the, theregoes the Boston accent by the
way, catch that apartment.
Give it.
But, you know, there's, there's,there's ways that we can help,
you know, continuing to providesupport to the food banks and,
(04:40):
you know, your local communitycollege.
You know, we have a communitycollege in Mass where there's
food insecurity among students,where there's a food, outlets
for them.
You know, we've supported thosetypes of programs.
You know, again, continuing toprovide.
The, the, you know, the dollarsto help out those organizations
(05:03):
to make a difference in thecommunity because it's something
that we all face, right?
So it's not just somebody else'sproblem.
And I, and I think that's wherethe credit unions, and to a
point, I, I know credit unionpodcast, but some of the local
banks have done, done well inthat area too.
You got to give them creditespecially in our, you know, a
couple of communities that we'rein, the banks step up big time
too.
So it's, it's, I think it'scollectively all of us getting
(05:25):
together to help out.
And, you know, get through this,this rough period, but also to
continue the support over time.
Well, David, somethinginteresting that I just heard
from you that has not been saidby anyone to this point
regarding a fuel loan is veryreal for those approaching the
winter and nervous about whatthey have historically known to
(05:47):
the increased cost.
Right.
Now, we, we, we tend to stay atthe loan level on a very macro
basis to talk about mortgages,to talk about car loans, or
student loans but, but you go,you go pretty micro and you do
something like that.
Yeah, it was popular, you know,previously it hasn't been as
popular now because I thinkpeople are coming in to take
(06:09):
that, you know, 2, 000 personalloan and, and use it for, for,
for other, you know, forexpenses.
So, it does contribute to that.
We do have, you know, wespecifically have a fuel loan,
but again, like I said, youoffer it you know, people know
it's there just in case theyreally need it.
Again, the, the, the conceptionare the, the products that have
(06:30):
changed over time.
So, you know, maybe 15, youknow, 10, 15 years ago, you
could have a loan for a specificpurpose, whereas now it's all
kind of melded into one bucketcalled a personal loan.
Right.
So, and, and, you know, andthen.
People have credit cards too.
So, and, and let's not forgetthat some of those organizations
(06:52):
offer fuel assistance too, youknow.
So, so it hasn't been aspopular.
We, we've done them in the past.
It's still there if people wantit.
But it's more wrapped into, youknow, I need 2, 000 to get
through, you know, get throughthe winter.
You know, I, I don't see, youknow, the larger banks popping
up and saying, you know, we'llgive you a 2, 000 loan so that
you can get through the winter,you know, so.
(07:14):
It's admirable.
So one of the things that youand I had talked about in a
previous discussion, not as partof a podcast, but just in, in
dialogue regarding NetGiver, youmade mention of your employee
base and people development.
What I'd really love to hearfrom you is.
The leadership at the CreditUnion is providing and ensuring
(07:35):
that your employees are engagedin community philanthropic
efforts.
That's very real.
we've tried to do the group, youknow, more of a group effort
type thing where we, you know,engage.
For instance you know, we coulddo local events where we try to
get as many employees to thoseevents.
(07:55):
I've also asked all of my in mysenior team and employees to
continue to do the work, youknow, in any type of nonprofit,
you know, when you have the timeto do it, we want to know about
it, you know, obviously you wantto document that and and try to
contribute as many hours, youknow, you can throw money at
problems, right?
(08:16):
But it doesn't always solve theproblem, right?
Right.
They need support, they needhelp.
And, you know, throughout ourorganization, there, there are
numerous employees working withlocal nonprofits and helping out
in the best way that they can.
You know, we also have tounderstand that we want to make
sure that our employees aretaken care of also.
You know, it's not just servingthe nonprofits.
(08:37):
We want to make sure that ouremployees are secure in their
own.
You know, in their ownenvironment, right?
Are you finding that the cultureyou've created around the
importance of socialresponsibility has led to, A,
successful hires, and B,longevity of your employees I
think so, but I think it's thewhole package too, right?
(08:59):
I think it's making sure thatthe employees feel appreciated.
You know, offering out again, itdoesn't Not everything boils
down to the salary, right?
It's, it's, it's, that'simportant, obviously, right?
But it's also important to be,A, recognized, and B, be
appreciated.
(09:19):
And that, we've, you know, we'vemade it, obviously, making sure
that we are saying, thank you,great job, and following that up
with some type of, you know,reward based you know,
compensation.
And, you know, just, just makingthe, the workplace attractable
for people that in the morning.
(09:39):
So, you know, I always said Inever wanted to be a CEO that
led an organization where peopleget up in the morning and say,
Oh, I gotta go to that place.
I never wanted to be that guyand never wanted to, you know,
be the leader of an organizationin that case where.
People had to worry about, ohboy, got to go there today.
I've told people that, if youhave to get up in the morning
(10:00):
and say, oh boy, I got to go tothat place today, then either I
did something wrong or, youknow, there's, there's another
reason why.
I, I don't want to be thatreason.
Never wanted to run anorganization like that.
Well, stating the obvious herein terms of making a connection
between how you described takingvery good care of your
membership and your employees,let's face it.
(10:22):
That membership you haverecognizes those associates that
have been with you a long timeand they're better served as a
result of Very happy employees.
Yeah, it just it just you knowpermeates throughout the entire
organization No, and let's youknow let's be realistic too
because in points and times whenpeople say They have other
(10:45):
things going on in their lifeand all I gotta go to work
today, you know I'm not sayingthat's all utopia, you know, but
but But it again, I never wantedto have an organization, or lead
an organization where, wherethat was the attitude of the
employees coming in.
Another.
area where we've recognized theneeds of our own employees,
right?
I mean, during covid, you know,daycare was shut down and you
(11:08):
know, a lot of those you know,you couldn't drop your kids off
somewhere.
So we've recognized that.
And we, you know, obviously weworked from home for a long
time, but bringing people backto work It's, it, you know, it's
been, we've, we've recognizedthat, that our staff, our, our
employees have gotten used tothis now and they, they've got
new schedules around, a hybridwork schedule.
(11:29):
I do feel for the front linepeople where they,, they were
the bravest of all.
They took the, you know, thebrunt of everything.
Right at the front line leveland you have to appreciate the
work that they did and we we hadpeople we had some employees
Long term employees that saidyou know what I'm done.
You know, I'm done with this thestress level was very right
(11:52):
exactly You know what peoplejust said, you know what life's
too short and I've worked toohard You know, I think it's time
for me to you know to cash inand you know Enjoy life, you
know, not that they don't enjoylife with the credit, but you
know, when you have to wear amask and you have, you know, the
screen in front of you and, youknow, people, you're handing out
a hand sanitizer and it can bevery, very difficult on,
(12:17):
people's you know, just wherewith all that.
Sure.
You may see a few boomerangscome back.
Those that were disenchanted anddecided it was time to pause
their life.
Correct.
And there's value in that,right?
There's value in the knowledgebase because I think as a result
of, of the pandemic, we, we, andI think any, most companies, you
(12:39):
lose the institutionalknowledge.
You know, so there's nothingwrong with the boomerang
bringing those people backbecause they do have, you know,
the institutional knowledge tohelp out the younger, you know,
I shouldn't say younger, I sayLess experienced base of
employees and we've you know, Ithink our approach we're a small
(12:59):
organization We we're at 70employees.
So we're not obviously a hugecredit union we've tried to
bring in Individuals that we cangrow can grow with the
organization Continue to givethem good, you know good solid
training and knowledge The, theproblem with that becomes
there's only so much room to,to, to move up in the
(13:22):
organization.
And so sometimes I feel likewe're, we're training people to
go off and work at the largercredit unions.
And so that's been a little bitof a challenge.
And having the confidence thatthey want to stay with you
because of what you've createdculturally.
Not to be cliche here, but thereis that old adage, just giving
people the tools.
(13:44):
And equipping them in such a waythat they could leave you, but
they elect not to.
And, and, you know, we, we'veseen some of that.
And you know, I always tell, Ialways say, I, I would never be
upset with anybody that left thecredit union for a higher
position if they move a lateralmove that I haven't done my job
(14:06):
as the leader because I haven'tmade it.
You know, I wouldn't saycomfortable enough, enjoyable
enough for that person, youknow, the experience.
Probably wasn't the experiencethat they were getting wasn't at
the level it should be.
So I want to close here.
There is something that I liketo do with my guests.
I want you to have theopportunity to plug something
(14:28):
near, dear, and personal to youand your family.
There are a lot of non profitorganizations that the credit
union supports, and we've talkeda little bit about that today.
But this, this goes on a bit ofa deeper level than that.
So I want to I want to be ableto say it out loud so that our
listeners can also researchsomething important to you.
(14:49):
Putting, you know, all of the,the organizations that I support
you know, not aside, but the onethat I am really, really, really
passionate about is anorganization called Inspire Arts
and Music.
We are a non profit thatsupports local percussion,
teaching local percussion at theBoys and Girls Clubs one in East
(15:11):
Boston, Mass., one in Hyde Parkand one in Dorchester,
Massachusetts.
These are you know, inner cityorganizations that we go into
and provide music training for,at no cost to the students.
You know, to the, to the kidsthat are using the services at
those Boys and Girls Clubs.
So I'm very passionate aboutthat and of that also we, we are
(15:34):
the parent company for one ofthe best Drum and Bugle Corps in
the country.
Boston Crusaders is a near anddear to my heart and I put a
tremendous amount of time andeffort into, you know, my own
personal time into theorganization that supports this
group.
And we, we have Roughly 160musicians each year that, you
(15:56):
know, pretty much that turnsover every two or three years.
And this young group of youngpeople, they learn a a
production that's lasts about 11minutes or so.
And they do a drum corpsinternational tour in the
summer.
And so we, I've met so manyyoung students that have come to
that program that I'm still incontact, contact with today, or
(16:17):
I've grown up and now I havefamilies of their own.
And it's just so rewarding.
You know, I got to say that thestudents are great and we're
providing them, them musiceducation also.
And they really put their heartand soul into it.
So anybody that's ever been inmarching band whether that's
college, high school, middleschool you know, you, you, you
(16:38):
take a look at what some ofthese drum corps are doing and.
The cost of running that isvery, very, very high.
You know, we have 150 studentsplus staff.
It's about 180 people touringthe country from june until the
middle of august and the cost isastronomical to get them down
the road.
(16:58):
But, but most, like I said,going back to if you've been in
marching band, you probably knowabout drum court and you say,
wow, D.
C.
I.
The elite of the elite marchingarts individuals.
And up to the age of 22, oncethey reach 22, they're out, they
age out, they can't, you know,they can't go off to do a,
there's some senior drum andbugle corps they could join,
(17:18):
but, so that's, my wife and Iare very passionate about this,
and we've, we've seen so manykids come through that, the
organization, that we're stillin touch with today, that as a
result of the training they got,have become very successful.
I'm on the board on multiplecommittees it's you know, what I
did.
I also bought involved in localpolitics, too.
So when I get home, my wife'slike, All right, what's on the
(17:39):
docket for tonight?
What meeting do you havetonight?
We met back in 1975.
So, so she was involved in Trumpcourse.
I wasn't I, and that's how wemet.
We've been together ever since.
So But so I'm very passionateabout, you know, that
organization and amongst,amongst others, I, you know,
obviously Boys and Girls Club inEast Boston where I was part of
(17:59):
I, I support them and, and, youknow, mass Coalition for the
whole list.
So there's a whole list of, oforganizations that, if not only
the credit union supports, butour employees support also.
See you kids at heart.
I mean, I, I can't emphasizeenough.
The work and the money thatthey're doing with children, you
know, that they've raised tofind a cure for Moyamoya
(18:21):
disease, you know, it's been,you know, absolutely, the work
has been absolutely fantastic.
We're close to that organizationas well, as you may imagine,
through NetGiver, and I agreewith you wholeheartedly, it's
the support is immense andnecessary.
Sadly, but necessary.
Well, it's been a pleasure totalk to you.
Enjoy the rest of the cut.
All right.
You too.
Thank you.
Pleasure to talk to you.
(18:42):
Thank you.
thank you for joining us on thisepisode of See You Lead brought
to you by NetGiver, the no feedonation platform for donors and
nonprofits.
We hope you stay engaged, stayinspired, and continue leading
with purpose.
Until next time.
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