Executive Summary
Credit union boards often use skills matrices to understand the experience and expertise they need, but strong governance also depends on how directors interact with one another and with executive leadership. This report explores how behavioral assessment tools can help boards see those dynamics more clearly.
Through examples using The Predictive Index, the WorkPlace Big Five Profile, and Harrison Assessment, the report shows how boards can use these tools to better understand working styles, communication preferences, group strengths, and potential blind spots. The result is not a single ideal board profile, but a more self-aware board that can work through differences, support stronger board culture, and improve the relationship between governance and management.
Credit Union Implications
- Board effectiveness depends on how directors work together, not only the skills and experience they bring.
- Behavioral assessments can help boards and executive teams discuss communication, trust, decision-making, and tension more openly.
- These tools are most useful when the insights are built into board practices, onboarding, and ongoing board development.
- The goal is not to identify one ideal director profile, but to help boards understand and use their differences well.
Filene’s Center for Leadership, Strategy & Governance is generously funded by:
