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(From CreditUnions.com) – The intersection of community engagement and employee empowerment is the sweet spot for peer-besting growth at Evergreen CU.
The one-time-paper-mill-SEG-turned-community-charter had approximately 20,000 members and $250 million in assets when Jason Lindstrom became President and CEO in November 2016. Today, it has 30,000 members and $550 million in assets.
“We’ve been above 5% year-over-year member growth since 2Q22 and haven’t been below 4% since 2018,” Lindstrom says.
To post those kinds of numbers, the Maine credit union has adapted to member needs and expectations — for example, it keeps three out of its five branches open on Saturdays when other financial institutions close — as well as launched tactics to retain members. But, ultimately, Evergreen credits its empowered employees who go out and get their hands dirty — sometimes literally.
Deep And Meaningful Community Engagement
Central to Evergreen’s growth is its deep and meaningful community engagement that goes beyond cutting checks. The credit union actively participates in community events to build strong relationships with local partners.
For example, Evergreen has helped forge a meaningful — perhaps at first glance uncommon — relationship between the Animal Refuge League of Greater Portland animal shelter and Portland Trails, which maintains more than 70 miles of trails.
“We connected these two organizations and donated the labor to help spread gravel on about a quarter-mile of trail to connect the shelter to a section of trail where people can take dogs on a ‘test walk’ before they adopt them,” says Lindstrom, who now serves as the vice chair of the board of the refuge league.
Along with board volunteer work, Evergreen’s staff also promotes community activities on social media and offers in-kind expertise to small nonprofits.
“Our vice president of training helped the animal refuge league employees with a session on understanding personality types,” Lindstrom says. “That had a lasting impact for them.”
Then there’s Evergreen’s collaboration with the Portland Food Map, an independent directory of local restaurants. The credit union sponsors the food map’s popular date night raffle on Instagram and provides gift cards to local eateries.
“We know our community is passionate about everything outdoors and about the cultural and lifestyle options that Portland has to offer,” Lindstrom says.
Such sponsorships are one way Evergreen ensures it is a good partner that provides meaningful support rather than simply throwing money at community involvement. In turn, this fosters even stronger relationships and more effective community engagement.
Employee Wellbeing Supports Member Growth
Building that community engagement wasn’t instantaneous, but Lindstrom says it is replicable if an institution prioritizes taking care of its own team, too, with a culture that supports and empowers employees.
“Engaging managers and ensuring they align with organizational goals is crucial,” Lindstrom says. “Although it took us a couple of years to get everyone on the same page, the focus on team wellbeing has paid off.”
Since his arrival, Lindstrom has focused on training, salaries, health and wellness benefits (including for mental health), and community involvement opportunities. Importantly, Lindstrom says his own leadership journey to the corner office that started with a position as a part-time teller helps him understand the hardships of a credit union career.
“Experiences like being robbed twice and having a gun to my chest gives me empathy for front-line challenges,” the CEO says. “Understanding their fears and frustrations helps me advocate for necessary changes and improvements.”
Lindstrom proudly notes that Evergreen loses more front-line employees to internal back-office roles than it does to turnover. At the same time, it also values and supports those who prefer to remain in front-office roles.
“Everyone has the chance to grow within the organization,” Lindstrom says. “Employees who feel valued are more likely to go above and beyond in their roles, creating a positive feedback loop that benefits both the credit union and its members.”