Katie BaileyArticle written by Tammy Schultz, Executive Vice President, Sales and Marketing, TruStage
Have you ever noticed how often you say “change” in daily life? “I changed my mind,” or “Let me change clothes.” Yet, when change comes from leaders, coworkers, or the industry, it often feels unsettling. Why? Because the changes we control feel manageable, while imposed changes feel uncertain and out of our hands. Understanding this difference is key to helping ourselves and our teams embrace change with confidence.
Now that 2026 is here, I find myself reflecting on change—both personally and professionally. Each year, I go back to the goals I wrote 365 days earlier to see how close I came to achieving what I envisioned for my organization, for the teams I lead, for my family, and myself. After that reflection, I’m reminded the start of a year invites us to reset intentions, re-center on purpose, and make progress where it matters most.
For me, change has never been an abstract idea. It’s a way of life. I grew up as a military kid, moving every two years—new schools, new friends, new neighborhoods, new cultures. Those early experiences taught me resilience, adaptability, and gave me a continued yearning for constant learning. These skills have shaped how I live, how I lead, and how I help teams navigate what’s next.
Change, at its core, means to make something different—to alter, to transform. In my personal life, that often looks like the choices I can control (plans, routines, outlook). Professionally, it’s learning to lead through what I can’t control—market shifts, technology waves, economic cycles—and helping people feel confident and supported in the process.
That distinction is the foundation of my leadership philosophy.
As we enter 2026, I feel hopeful. Credit unions face challenges—digital transformation, evolving member needs, competitive pressures, and economic volatility. But this industry also holds tremendous promise. By embracing change with clarity, empathy, and a collaborative spirit, we can thrive.
Lessons for leading through change (while bringing your teams along with you)
Change is inevitable, but how we lead through it determines whether it feels like progress or pressure.
Over the years, I’ve learned that successful change isn’t just about strategy or systems; it’s about people. It’s about meeting them where they are, helping them understand the “why,” and creating space for collaboration and celebration along the way.
Here are the principles I rely on to make change constructive and lasting.
Start with empathy
Your timing isn’t their timing. I try to remember that I often have weeks or months to process a change before my team hears about it. So, I ask myself, “If this were new to me right now, what would I need?” Then I lead with context, care, and openness. Remember, it is OK to ask your team what they need multiple times. It may take time for them to figure it out as they process the news and understand its impact.
Communicate with clarity and authenticity
I draw on the ADKAR model—Awareness, Desire, Knowledge, Ability, Reinforcement—to shape messages for different audiences. And I stay plainspoken: explain the “why,” preview the “how,” and set expectations for the “when” and “what” is expected from everyone along the process.
Collaborate early and often
Invite the builders into the blueprint. When we began the search for a new Chief Marketing Officer (CMO) recently, I invited our entire Marketing team to join a discussion where we built upon each other’s insights. Our theme: Building on our strengths. We defined what success looks like in 12 months and discussed which actions or behaviors would help us move toward that future-state vision. The resulting feedback shaped our CMO search and interview process, and it provides the new leader with invaluable insights that will accelerate their onboarding. We shared those insights with our teams to demonstrate how that information was used.
Celebrate milestones
Change lands better when we honor what came before. We once held a “funeral” when we retired a legacy system and a “baby shower” when we launched a new one. The symbolism helped teams let go of and thank the people that got us to where we were; in many cases, the people who developed those systems and processes are still working. It also helped us get excited for what’s next and how we’ll be able to focus on more meaningful work and valued interaction with our customers and partners.
Stay visible and accountable
Sponsorship isn’t a kickoff speech. Executive presence means sticking with it: show up in stand-ups, answer challenging questions, unblock decisions, and reinforce priorities. Initiatives without sustained sponsorship rarely succeed. Do not shy away from the hard questions and, if they aren’t asked, raise them yourself: “If I were you, I’d be wondering x.” People appreciate knowing you’ve thought about what it’s like to walk in their shoes.
Balance change with stability
Create anchors people can trust. In a world of constant transformation—artificial intelligence, data, regulatory shifts—people need clear goals, shared values, and operating rhythms that persist even as tools evolve. Share best practices, even if there is more than one for a process. We all work differently, and finding “your way” helps make it feel more personal.
Turning change into opportunity
My personal experiences have taught me that a growth mindset is essential. Not everyone can make the shift. But for those willing to learn and adapt, change becomes an opportunity rather than a threat.
Change is not something to fear. It’s something to understand, manage, and celebrate. For all of us in the credit union movement, the new year is a chance to apply these lessons and build a stronger, more resilient future—for the sake of the industry and, most importantly, for the members we serve.
