The branch is not a training ground. It’s the front line. It’s where members come to resolve problems, make decisions, and seek guidance. For far too long, front-line branch roles have been labeled as “entry-level,” and that mindset is holding us back. These roles require more than basic skills. They require intelligence, empathy, and financial acumen. They require training.
We invest millions into transforming our physical branches, updating branch technology and design, but then fail to take the final step in training the staff to listen, teach, and become trusted advisors.
Training for Transactions is Table Stakes
Routine transactions, deposits, withdrawals, and balance inquiries are no longer the core of what we do in branches. Technology has taken over that space. Members can do all of that from their phones. So why are we still training people to do what machines can do faster and more efficiently?
The real value of a branch visit is the human interaction. It’s the opportunity to have a meaningful conversation and serve that member.
A member might walk in to make a deposit, but they could walk out with a lower interest rate on a loan, a savings account that earns them higher interest than their checking account, or a clearer understanding of their financial options. That’s not just service, it’s transforming your staff into trusted advisors.
Retail Banking Is a Full-Contact Sport
The financial services landscape is crowded. There’s a bank or credit union on every corner, and most offer the same products. What sets you apart isn’t what you offer, it’s how you offer it. That’s where the retail mindset comes in.
Branches need to operate like retail environments. That means greeting people at the door, walking the lobby, and engaging members in real conversations. It means asking why they came in and what they’re hoping to accomplish. These aren’t just pleasantries, they’re opportunities to connect, to understand, and to serve.
Too many institutions have “retail” in the job title but don’t operate with a retail mindset. That has to change. We need to train our teams to
- act like hosts, not just tellers.
- be curious, not just courteous.
- connect, not just complete tasks.
Great Service is Advisory
There’s a common objection we hear from credit unions, “We’re not about sales, we’re about service.” But what does that really mean?
If a member walks in with a car loan from another lender and we can refinance it to save them $50 a month, that’s service. If we can improve their cash flow, shorten their loan term, or help them understand their financial options, that’s service.
It’s not about pushing products, it’s about helping people. It’s about improving their financial lives.
This kind of consultative service requires training. It requires practice. It requires trained people in the right roles. And it creates loyalty. When members feel like you’ve got their backs, they stick with you. They bring more of their business, and that’s good for everyone.
Change the Mindset, Change the Model
Element’s program isn’t just about training. It’s about transformation.
At the end of the day, your members aren’t just looking for a transaction; they’re looking for trust. They want to feel welcome, like someone is looking out for them, and know that their credit union has their back.
So we have to ask ourselves: are we preparing our staff for that responsibility?
We should do everything we can to ensure our members feel seen, heard, and supported. That starts with training, elevating the branch’s role, and redefining what it means to serve.
Because, in my experience, when we empower our people to lead, to advise, and to connect, we don’t just build better branches. We build trust. We build loyalty. We build the future of the credit union movement.
