BOSTON–The concept of “disruption” is most often used in the context of the service delivery model of CUs. But what about “personal disruption?” It’s a concept more CU executives need to think about, says one person.
In remarks to CUNA’s America’s Credit Union Conference here, Whitney Johnson, the author of “Disrupt Yourself,” said a key characteristic of high-performing teams and individuals is a willingness to get uncomfortable and tackle the unfamiliar.
"Fear powers innovation," Johnson said. “Disruption is scary and lonely. Once you leave your comfortable perch and the way you’ve always done things, there’s a free fall. But if it feels scary and lonely, you’re on the right path.”
According to Johnson, leaders who want to create an environment for innovation within their organizations must give employees a chance to learn, invest in their development, and give them opportunity to apply their knowledge.
In addition, Johnson told ACUC it is important to have the right mix of employees along a learning curve that features areas for employees who are inexperienced, engaged, and masters. She said the ideal team should have 70% of employees in the engaged phase, with 15% in the inexperienced phase, and 15% in the master category.
Echoing comments made by other speakers to ACUC, Johnson said employees who become complacent in their jobs end up getting bored, which not only stifles innovation but also leads to staff turnover.