First Tech Federal Credit Union

Michael is a highly knowledgeable and skilled learning and development leader with extensive experience in designing, delivering and implementing training and educational programs. He demonstrates exceptional communication abilities and possesses a deep understanding of adult learning theory and best practices for effective learning programs. Michael excels in strategic planning, execution and aligning learning initiatives with business needs and organizational competencies.

Insights about Current Responsibilities

The wonderful thing about my role is that no two days are ever the same, which is one of its most appealing aspects. My typical day often includes interactions with my team, whether through one-on-one check-ins or collaborative discussions. Most weeks, I also have the privilege—an opportunity I truly value—of facilitating sessions like leadership development courses or workshops, with a strong focus on leadership growth.

I remain actively involved in content development and a significant portion of my day is dedicated to meetings and strategic planning with senior leaders and stakeholders across the organization. I also ensure that our programs, learning initiatives and organizational development efforts align seamlessly with our overarching strategic goals.

Today’s Biggest Challenges in Team Development

The pandemic has had a profound and lasting impact on our lives, particularly in how people view their jobs, well-being and work-life balance. Many organizations responded to this period by adopting flexible workplace models, allowing employees to work from home, spend more time with their families and avoid long commutes. These changes provided unprecedented opportunities for flexibility. However, as more companies now reverse course and push for a return to the office—whether fully in-person or with hybrid models requiring three or more days on-site—it has created significant disruption for employees. This shift is causing confusion and it can harm morale and risk losing talented employees, which is not an employee-centered approach.

In addition many organizations are oversimplifying workplace challenges, often blaming remote work for issues that may not be directly related to it. For instance, when problems arise, some leaders attribute them to a lack of face-to-face interaction, which can be an overly simplistic conclusion.

The landscape is further complicated by volatility in how remote work is being managed. Even organizations that initially embraced remote or hybrid models are sometimes reversing their stance, leaving employees uncertain and cautious about trusting such policies.

On another front, the social and political climate is shifting, particularly regarding attitudes toward diversity, equity and inclusion (DEI). There’s a concern that after significant progress in fostering belonging and inclusion, some organizations might overcorrect and move too far in the opposite direction. This could erode the sense of belonging many employees have come to value and create an environment where individuals no longer feel as empowered to bring their full selves to work.

“The future of organizational development lies in merging 'soft' and 'hard' skills into a unified framework that supports both technical and interpersonal growth.”

What’s Trending in Team Development Strategies

Leaders are proactively addressing the challenges by careful consideration, clear communication and a balanced approach to workplace policies and culture. In my workplace, for example, our CEO initially wanted to bring everyone back to the office five days a week. As a financial institution, we had faced significant challenges during the pandemic, especially as fewer people were visiting bank branches—a trend that accelerated for good reason during that time. While we managed to endure these difficulties, I felt that the CEO’s approach oversimplified the complexity of the situation.

Fortunately, some thoughtful individuals within the organization took a more rational perspective. They recognized the potential disruption of forcing a complete return to the office and instead proposed a balanced approach. Ultimately, we moved toward offering full flexibility to our workforce. Cooler heads prevailed and the CEO listened. The resulting plan empowered leaders to make decisions tailored to their teams’ specific needs.

The organization adopted three options: managers could decide if their teams should work in the office five days a week, three days a week, or just one day a week—or even fully remotely—depending on the role and team dynamics. This flexible, decentralized approach worked exceptionally well as it acknowledged the complexity of the issue and avoided blanket policies that might not suit everyone.

A Project That Redefined Employee Support

My primary focus has been ensuring that my team is well-positioned for success in the near future. Our credit union is currently undergoing the process of pursuing a merger with another large credit union, which is set to take place in 2025. While such transitions can feel intimidating, I see them as opportunities for growth and I wanted to ensure my team could approach this change in a way that benefits their professional development and strengthens our position within the new organization.

To support this goal, I made it a priority to allocate budget resources for team members to obtain at least one professional certification each. These certifications enhance their expertise and serve as tangible credentials they can add to their email signatures and LinkedIn profiles. This strategic step is designed to bolster their credibility and make a strong impression on our future partners during and after the merger.

We’re already in the process of arranging those certifications with one certification completed and several more are scheduled. While it required a notable investment, I’m confident this effort will pay dividends as it empowers my team to be key contributors in the merged organization in 2025 and beyond.

The Trajectory of Organizational Development and Learning

I foresee a future where we eliminate the divide between ‘soft’ and ‘hard’ skills, treating them as an integrated whole. For example, conducting a successful performance review requires technical know-how of rating scales and tools and interpersonal abilities like coaching, navigating difficult conversations and fostering career development.

Programs like engagement surveys and performance reviews should empower managers with both sets of skills simultaneously. Managers should not only understand the mechanics of these tools but also excel in guiding meaningful, two-way conversations that clarify expectations and drive employee growth. This unified approach streamlines skill-building, ensuring organizational development is both holistic and actionable.

Advice for Senior Leaders and Upcoming Professionals

Proactively seeking feedback shouldn’t be reserved for annual engagement surveys—it’s a simple yet impactful practice that aligns with a growth and learning mindset. One of the most effective ways to do this is by asking a straightforward question during weekly or monthly one-on-one meetings with employees: ‘What can I do better?’

At first, employees might be skeptical, wondering about the intent behind the question. However, when asked consistently and with genuine interest, it fosters trust and authenticity. Over time, employees become more comfortable sharing honest feedback. The real magic happens when you actively respond to and act on their suggestions—it can transform the relationship and drive meaningful improvements. This small but powerful habit has the potential to create a culture of open communication, trust and continuous growth.