It was my first week at TruStone Financial Federal Credit Union.I was the new person; getting lost on my way to a meeting,trying to figure out how to work the coffee pot, wondering whatemployees to sit by at the lunch table.

The CEO walks into my office and says, “I have an idea.” Now,this isn't my first rodeo in 'credit union land'. I know creditunion marketing well enough to know the following statement couldbe either pure genius or … well … I'd know exactly what I was upagainst at TruStone.

“I'd like to invite members in to tour the building,” he said.“I'd like it to be an all-day workshop where they spend a day here,learning about what we do behind the scenes.”

As I processed this thought of his, it hit me: I'm going to havea blast working here. “I love it,” I said. And after I assured himI wasn't just agreeing with him because he's the CEO and I'm newhere, we both concluded the possibilities were endless for an eventlike this.

Everything took off from there. We asked members to RSVP for theall-day workshop. We weren't sure what to expect—do our memberseven care what we do every day? – but our thoughts weresolidified when we had our maximum number of respondents one weekafter sending out the invitations.

The day was finally here. The employees cleared off their desk,spiffed up a bit, and put on their smiling faces. Everyone wasexcited. But I admit I was a little apprehensive. What if noone shows? What if they are bored? What if they ask questions wecan't answer? What if we accidentally leave out information andsomeone takes it?

My apprehensions were cleared up when the members started filingthrough the door. It felt a little like “Willy Wonka and theChocolate Factory.” TruStone doors are opening up for the firsttime and five lucky winners (or in our case nine lucky members) getthe opportunity to see what happens behind the scenes.

During the first workshop of its kind, members were able to geta behind-the-scenes look at the inner workings of their creditunion – and their money – hard at work. They arrived at 9 a.m. fora tour of the corporate office followed by a day filled withvisiting each department. They learned a little about all thedepartments from Loss Mitigation to Legal, Marketing to MemberService, Finance to Facilities, Information Technology toElectronic Payments and Operations.

It was truly a humbling experience. Those of us that work atcredit unions – or any financial institution – sometimes forgetthat our members don't know what Reg E is, or what a CUSOmeans. And they definitely don't know what communitycharters, SEGs and foundations have to do with each other.

After the department meetings the group had lunch with the CEO,COO, CFO, chairman of the board and a few other board membersfollowed by a question-and-answer session with senior management. It was their opportunity to ask questions, learn about theleadership at TruStone, and hear future plans.

It was an eye-opening experience for everyone involved. When themembers were leaving for the day, they thanked us for theexperience, but truly, we were thanking them. The day was filledwith insight and understanding of what some of the members wantedand needed from their financial institution. It was our ownlittle focus group!

I encourage all financial institutions to seriously consideropening their doors to their members. It's was such asrewarding experience for all involved. Tim Bosiacki, the CEO behindthis whole idea, sums it up best, “It's their institution that theybuilt from the ground up and we wouldn't be here without them. Theydeserve to see what we are doing with their investment.”

Katie Grindeland is marketing manager at the $675 million,57,000-member TruStone Financial Credit Union in Plymouth,Minn.