Tim Nadelle

Background

About Tim Nadelle

To deeply understand our members (our customers), we have to engage with them. We have to ask questions, listen to their pain points, and learn to think like them so we can offer solutions that genuinely solve their problems. After all, if we don’t have true insight into what they need, how can we offer it to them? My role is to challenge team members to continually strive for and achieve excellence in whatever they do. This involves continually asking questions. What would amaze and delight our clients? What meaningful benefits could we provide which they haven’t even imagined? We need to understand what motivates them, inspires them, what keeps them up at night, worrying – so that we can speak their language. This enhanced focus on the customer is at the heart of our impulse to be truly innovative. And sometimes innovation is a straightforward as designing organisational structures which encourage and facilitate the provision of service excellence. The people who interact with customers every day naturally want to deliver what customers want. Employees wish to make customers happy. In head office, the temptation is to become isolated from customers. And this can lead to organisational structures or initiatives which appear helpful but which are, in reality, out of touch with what is needed in the field. Let us listen closely to what our front-line staff are telling us. Strategic vision emerges out of deep listening. The principle of putting yourself in the other person’s shoes applies equally to suppliers, business partners and internal colleagues. Credit Risk’s clients are a credit union’s lenders. Finance has clients across all executive and management ranks. Legal and Compliance have many internal and external clients. We are all servants to the many people with whom we interact in our individual business eco-systems.