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When I reflect on this past year, what stands out most is not one single milestone, but how willing our teams were to lean into the work together.
This year asked a lot of us. For both the Michigan Credit Union League and CUSG, we spent significant time in deep strategic planning. That meant surveying our boards and clients, listening carefully, and being honest about where we needed to be better for the people we serve today and in the future. It was demanding work, but necessary work. I’m proud of how our teams rolled up their sleeves and stayed focused on what mattered most.
At the center of every decision we make is a simple question: what is best for the organization and the people who rely on us? For MCUL, that means our member credit unions. For CUSG, it means our clients. That question is our compass. It guides us through difficult choices and keeps us grounded when priorities compete.
Earlier this year, that compass was especially important as we navigated conversations many organizations were avoiding. In a climate where long-standing workplace concepts suddenly became politicized, I felt it was important to be clear with our team. Regardless of what labels are used externally, creating an environment where people feel valued, heard, and respected is not optional.
One metric from our team survey mattered more to me than any other: over 95 percent of our team members said they feel they can be themselves at work. That does not happen by accident. It happens when leaders are intentional about inclusion, when different perspectives are welcomed, and when people trust that their voices matter. That commitment remains non-negotiable for us.
This year, we also formally evolved our culture around our CARE values: Curious, Accountable, Respectful, and Excellence. For me, these are not words meant to live on a wall. They show up in how we behave every day.
Curiosity means asking questions, even when you think you have the answers. It shows up in our willingness to understand new technology, evolving client needs, or the perspective of the person sitting across the table. I see this in meetings, in client conversations, and in how we act on feedback instead of just collecting it.
Respect often shows up in the simplest ways: being on time, meeting deadlines, responding to colleagues. These basics matter. They signal that we value one another’s time and contributions, especially in a fast-moving, remote environment.
What gives me confidence about what lies ahead is our clarity around who we serve and how we show up for them. At CUSG, we work closely with marketing and human resource professionals across the country, focusing on understanding their specific challenges and being a trusted source of support, guidance, and partnership. Staying close to our clients and remaining responsive to their needs is where we do our best work.
Leading two organizations is sometimes described as a balancing act, but the truth is I could not do it without the strength and longevity of our teams. Many team members have spent most, if not all, of their professional careers with us, with an average tenure of eight and a half years, more than double the industry standard. That depth of experience benefits both our internal teams and the clients we serve, allowing us to show up with consistency, trust, and heart.
On most days, my role is less about having all the answers and more about directing traffic, asking the right questions, and trusting the leaders around me to execute. I often think of it as orchestration. When curiosity, accountability, respect, and excellence are present, strong outcomes follow.
Outside of day-to-day work, I also believe strongly in the value of community involvement and continued learning. Serving on a nonprofit board, participating in professional networks, and supporting volunteer efforts shape us as leaders and remind us that our work does not exist in a vacuum.
Within our organization, we remain committed to developing people at every stage of their careers. That includes encouraging continued education, supporting professional certifications, offering volunteer time off, and creating opportunities for connection through peer groups, learning communities, and team engagement initiatives. Culture is not static. It requires care, attention, and investment.
As I look ahead, I am hopeful. Not because the work is easy, but because the foundation is strong. We have teams who care deeply about what they do and who they serve. We have leaders who are willing to listen, learn, and adapt. And we have a shared commitment to showing up in a way that is thoughtful, personal, and human.
That is what I carry forward from this year. And it is what gives me confidence in what comes next.
By: Patty Corkery, President and CEO of MCUL & CUSG
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When I reflect on this past year, what stands out most is not one single milestone, but how willing our teams were to lean into the work together.
This year asked a lot of us. For both the Michigan Credit Union League and CUSG, we spent significant time in deep strategic planning. That meant surveying our boards and clients, listening carefully, and being honest about where we needed to be better for the people we serve today and in the future. It was demanding work, but necessary work. I’m proud of how our teams rolled up their sleeves and stayed focused on what mattered most.
At the center of every decision we make is a simple question: what is best for the organization and the people who rely on us? For MCUL, that means our member credit unions. For CUSG, it means our clients. That question is our compass. It guides us through difficult choices and keeps us grounded when priorities compete.
Earlier this year, that compass was especially important as we navigated conversations many organizations were avoiding. In a climate where long-standing workplace concepts suddenly became politicized, I felt it was important to be clear with our team. Regardless of what labels are used externally, creating an environment where people feel valued, heard, and respected is not optional.
One metric from our team survey mattered more to me than any other: over 95 percent of our team members said they feel they can be themselves at work. That does not happen by accident. It happens when leaders are intentional about inclusion, when different perspectives are welcomed, and when people trust that their voices matter. That commitment remains non-negotiable for us.
This year, we also formally evolved our culture around our CARE values: Curious, Accountable, Respectful, and Excellence. For me, these are not words meant to live on a wall. They show up in how we behave every day.
Curiosity means asking questions, even when you think you have the answers. It shows up in our willingness to understand new technology, evolving client needs, or the perspective of the person sitting across the table. I see this in meetings, in client conversations, and in how we act on feedback instead of just collecting it.
Respect often shows up in the simplest ways: being on time, meeting deadlines, responding to colleagues. These basics matter. They signal that we value one another’s time and contributions, especially in a fast-moving, remote environment.
What gives me confidence about what lies ahead is our clarity around who we serve and how we show up for them. At CUSG, we work closely with marketing and human resource professionals across the country, focusing on understanding their specific challenges and being a trusted source of support, guidance, and partnership. Staying close to our clients and remaining responsive to their needs is where we do our best work.
Leading two organizations is sometimes described as a balancing act, but the truth is I could not do it without the strength and longevity of our teams. Many team members have spent most, if not all, of their professional careers with us, with an average tenure of eight and a half years, more than double the industry standard. That depth of experience benefits both our internal teams and the clients we serve, allowing us to show up with consistency, trust, and heart.
On most days, my role is less about having all the answers and more about directing traffic, asking the right questions, and trusting the leaders around me to execute. I often think of it as orchestration. When curiosity, accountability, respect, and excellence are present, strong outcomes follow.
Outside of day-to-day work, I also believe strongly in the value of community involvement and continued learning. Serving on a nonprofit board, participating in professional networks, and supporting volunteer efforts shape us as leaders and remind us that our work does not exist in a vacuum.
Within our organization, we remain committed to developing people at every stage of their careers. That includes encouraging continued education, supporting professional certifications, offering volunteer time off, and creating opportunities for connection through peer groups, learning communities, and team engagement initiatives. Culture is not static. It requires care, attention, and investment.
As I look ahead, I am hopeful. Not because the work is easy, but because the foundation is strong. We have teams who care deeply about what they do and who they serve. We have leaders who are willing to listen, learn, and adapt. And we have a shared commitment to showing up in a way that is thoughtful, personal, and human.
That is what I carry forward from this year. And it is what gives me confidence in what comes next.
By: Patty Corkery, President and CEO of MCUL & CUSG
