For Sean Jelen, president/CEO of the $197 million TobyhannaFederal Credit Union in Scranton, Pa., the status quo simplydoesn't exist.

“I've banned the phrase 'we've always done it that way,'” thelatest Trailblazer 40 Below said only half jokingly. “I believe inchallenging the way we think about everything by examining why.Sometimes the reasons may still be valid, but taking that freshlook, breaking it down into pieces, that process gives us anopportunity to do more, to succeed or fail.”

With the consolidation of the credit union industry, Jelen said,the general cookie cutter approach to strategic planning of lookingjust three to five years out has to change.

“I've been in credit unions for eight years. There were 13,000credit unions and now there are 6,500. The industry has to figureout how are we going to be around for the next 30 years? How do weprepare our organization for long-term relevance?” he said. “Thebusiness model has been around for over a hundred years, what canbe done so it continues to be relevant? “

He added that consolidation brings opportunity. “When it's allsaid and done there will be a strong group of resilient creditunions left.”

Jelen welcomes innovation that separates credit unions frombeing plain-vanilla financial institutions, and adapts with theconsumer pulse. He believes that every young professional shouldnever miss the opportunity to change something.

“I empower my team to make decisions based on the informationthey have to fulfill and push our strategic vision forward. They'reeach president of their business units and I try not to meddle toomuch or micromanage,” he said. “I don't want them to ever be afraidto fail. More is lost by indecision than a wrong decision. You'rebetter off as a leader making a really dumb decision than beingstalled by fear, because at least if it's a bad decision you knowwhat you did wrong and can change it.”

It's not just talk for Jelen. He made the move from banks andWall Street to credit unions because he wanted to be able to make adifference. Since joining Tobyhanna three years ago, the creditunion has grown from $150 million to more than $196 million inassets.

In addition, it has been recognized as a “Top Place to Work inPennsylvania” and through its TobyTellers joined the ranks of a fewcredit unions nationwide that operate full service 24/7. The videotellers allow members to talk to a live remote teller who can thenconduct financial transactions ranging from check cashing andaccount deposits to changing a PIN number.

“Why should members stick to 9-5 and work around our schedule todo their banking?” Jelen asked. “By this fall plans are to be a100% electronic credit union where members no longer have to evencome into the branch to close on their loans, deposit checks oropen accounts. They bank the way they want, when it's mostconvenient for them.”

Having an open mind has been key for Jelen. In many ways, thecredit union was holding itself back by operating as if it were a$30 million institution rather than the $150 million credit unionit was when he joined, he said. After he arrived, gone was the ideaof not wanting to compete with other credit unions or local banks,and everything from compliance, marketing, lending and culture werereviewed and strategically aligned with an eye on growth.

“What frustrates me the most is the myth that credit unions area movement. We're an industry and our success is not all tied intogether. Each individual credit union's success is what makes ourindustry successful. With that mindset, we are much stronger as awhole. We are not this tiny closet industry and if we stop thinkingwe are small and holding ourselves back we would be much bigger,”Jelen said.

“I know a lot of credit industry leaders would disagree, but myconcern is for my members, not whether I'm liked by other creditunions. I'm focused on ensuring Tobyhanna FCU is well run andoffering the services our members want and need, not worrying aboutwhat other credit unions are doing.”

He points to the development of a strong talent pool as anotherchallenge facing the industry. To stay relevant moving forward aninvestment in creating cultures that foster innovation,professional and personal growth opportunities will be vital, Jelensaid.

Maintaining a positive work environment where everyone ischallenged and engaged on a daily basis has been the impetus behindTobyhanna FCU recruiting along the lines of finding the rightculture fit.

“The same way putting a wrong nut on a machine will destroy it,the wrong personality or attitude can ruin the culture we've beenbuilding here,” he said. “Buy-in is the most important component inworking toward the vision. If an individual has not bought into theculture and the vision of the organization then why be a part ofthe team?”

To stay connected and reinforce open communication, Jelenparticipates in monthly lunch and learn sessions composed of a mixof tellers, managers, back office and senior staff.

“We get a good mix in there and it's their opportunity to talkabout anything,” said Jelen “All these different business units gettogether informally and I recommend every CEO make the time to seeand talk to your staff on a regular basis. You learn a lot aboutwhat's going on with your members and it breaks down the CEO fearfactor. We are a team of 65 people at the end of the day workingtogether to deliver our best for members, potential members andeach other.”