In today's competitive financial landscape, credit unions can no longer rely on service alone to grow relationships and remain relevant. While exceptional service is essential, it's not enough. Members expect more than just accurate transactions and friendly greetings—they want guidance, solutions, and value. And delivering that value requires more than product knowledge or good intentions. It requires a deliberate shift in culture: from order taking and product pushing to purposeful, value-driven conversations. In this article I explore what that shift looks like and how leaders can drive it across their teams.
1. A tale of two call center agents
A member calls the credit union with a simple request: “Can you tell me my checking account balance?”
Agent #1—we’ll call her the Order Taker—responds quickly and politely: “Sure, your balance is $3,287.14. Is there anything else I can help you with today?”
The member says no, thanks her, and hangs up.
Another call, same question—this time with Agent #2, the Value Creator. She gives the balance just as promptly but then says, “Just curious, are you watching for something specific, like a deposit or a payment coming out?”
The member explains, “Yeah, actually I have a car payment coming out tomorrow. It’s on my new car I just financed. I was just wanting to make sure I had enough to cover it.”
That small moment—an extra question and a few seconds of curiosity—opened the door. It was just enough information for the Value Creator to recognize an opportunity. She continues, “You know, we help a lot of members refinance their car loans at better rates or payments. If you have a few minutes, I can connect you with someone who could take a look at your loan and see if we can help you save some money.”
That call led to a referral. The referral led to a conversation. And that conversation led to a recaptured auto loan—and a member who now sees the credit union as more than just a place to check balances.
Same member need. Same script. Two completely different outcomes.
So the question we should be asking isn’t “Did we answer the call?” It’s “Did we provide value?”
2. The problem: Order taking vs. product pushing vs. value creating
In many credit unions, frontline teams are filled with well-intentioned, hardworking individuals. But even with the best intentions, the way those interactions are handled often falls into one of three categories—each delivering very different outcomes.
Order taking
Order takers focus on completing the task at hand. They are polite, professional, and efficient, but they treat their roles as transactional. They rarely take initiative to make recommendations, even when needs are obvious. Whether from a lack of expectations, awareness, or fear of being pushy, opportunities go unrecognized.
Order takers fulfill requests—but rarely uncover needs.
Product pushing
Product pushers understand they’re expected to offer credit union products, and they try. But their efforts are often disconnected from the member’s situation. Without listening or considering context, they list off products—credit cards, loans, checking accounts, etc—hoping something sticks. Product pushing happens when sales expectations are set, but the training and support needed to sell effectively are missing.
Product pushers mention products—but don’t connect them to member value.
Value creating
Value creators approach conversations with curiosity and care. They listen carefully, ask relevant questions, and seek to understand the member’s needs and goals. Their focus is on providing real solutions—helping members save time or money, grow financially, or improve their security.
Value creators don’t push products—they uncover and solve problems.
Here are some common signs that your team is stuck in order taking or product pushing:
- Conversations that end with the original request, no follow-up.
- Low referral activity despite steady member traffic.
- Hesitancy or discomfort around recommending products.
- “Checklist” product pitches without relevance or timing.
- Missed cues and little to no CRM documentation.
These signs are rarely about motivation—they’re about gaps in clarity, training, and leadership support.
3. The cost of not listening
When frontline staff stay in a cycle of order taking or product pushing, the cost to the credit union is significant. These are some of the costs of order taking and product pushing:
- Shallow relationships & low share of wallet: Without value-driven conversations, relationships don’t grow. Members may stay for convenience, but they take their loans, investments, and financial planning elsewhere.
- Inconsistent, market-driven growth: Without intentional engagement, growth is reactive. In strong loan markets, the credit union may lack deposits to fund demand. In high deposit periods, funds sit idle or are deployed to indirect or participation loans—generating less value and higher risk.
- Missed non-interest income: Without needs-based conversations, valuable protection products and fee-generating services go unoffered and unutilized, and leave members open to risk.
- Leadership frustration: Executives with strong visions often feel stalled—not by strategy but by inconsistent execution on the front lines.
- Member disengagement: Most importantly, members miss out on the guidance and solutions they deserve, and will look elsewhere to find it.
4. What value creating looks like in practice
Value creators go beyond checking boxes—they make every conversation matter. Here’s what they do differently:
Key behaviors of a value creator:
- Listens actively to uncover the true need(s)
- Asks open-ended questions to gain a deeper understanding
- Connects needs to meaningful solutions
- Educates during service to empower the member
- Refers with purpose and clarity
- Documents insights to support future engagement
Examples of value creation:
Call center scenario: A dealership calls for a member’s loan payoff. The agent recognizes the member is likely buying a new vehicle and alerts the branch manager—who has a loan officer follow up and then recaptures the loan.
Branch teller scenario: A member has bounced items due to a delayed deposit. Instead of waiving fees and moving on, the teller explains mobile deposit, sets up direct deposit, and enrolls the member in overdraft protection.
Mortgage loan officer scenario: While reviewing assets on the mortgage application, a loan officer learns the member has checking, savings, and retirement accounts elsewhere. She tactfully opens a conversation about these products and refers the member to an account specialist who brings the full relationship to the credit union.
5. Building a culture of value creation
Transitioning from a service-first culture to a value-creating culture requires more than a one-time push. It takes clear purpose, consistent reinforcement, and leadership commitment.
Start by defining what value means for your credit union—helping members save money, build stability, or reach their goals. Then, translate that purpose into clear expectations, regular coaching, and measurable outcomes.
Make value creation part of the daily conversation. Recognize it. Coach to it. Celebrate it.
Remove the stigma around “sales” by reframing it: This isn’t about pushing products—it’s about providing better service. When creating value becomes the goal and the consistent message from management, team members begin to engage differently, and the member experience transforms.
6. Leadership challenge: Driving value from the front
Frontline staff can’t be expected to figure this out on their own. They need:
- clear expectations for what successful member service outcomes look like.
- sales training tailored to the credit union’s mission and members.
- ongoing coaching to build confidence and consistency.
- accountability to the sales processes, skills, and expectations—just like for balancing or audit standards.
If a teller is consistently out of balance, or a loan file contains errors, it’s addressed. Sales and value delivery must be held to the same standard.
Leaders also need to lead by example. Talk about value regularly. Share real examples. Shadow staff, observe interactions, and offer timely feedback.
What leaders prioritize, teams focus on. A culture of creating value starts with leadership.
Conclusion: The best salesperson creates value
The best salesperson isn’t the one who talks the most or knows the most products—it’s the team member who is constantly looking for ways to create value in their members’ lives. They listen deeply, ask the right questions, and focus on helping members improve their financial lives.
That mindset doesn’t develop by chance. It’s built through intentional leadership, clear expectations, consistent coaching, and meaningful accountability.
When value creation becomes the standard, not the exception, everyone benefits. Members feel seen, staff feel empowered, and the credit union grows—with purpose—one meaningful interaction at a time.
