An Air Force colleague of mine recently posted something that changed my thinking. At the end of each year, many leaders reflect on significant milestones reached, initiatives they helped launch, and objectives they drove towards accomplishment. This is a normal part of every year.

Achievements matter, and at DCUC, we added many accomplishments that advanced our movement. Whether it was advancing stronger advocacy priorities, deepening our engagement with policymakers and regulators, and continuing to support a growing number of credit unions serving their communities nationwide and overseas, 2025 was a breakout year for our trade association.

Yet some of the moments that shaped this year the most were not always the ones that made headlines or appeared in year-end reports. Looking back, they were the unpublished, more personal, and often uncomfortable moments that had the most impact.

There were several moments that happened between meetings, behind closed doors, or late at night when decisions carried real weight. Each moment offered choices that tested our resolve, reinforced our values, and reminded us why our mission matters.

They were a few difficult conversations that needed to happen last year, even though it would have been easier to avoid them altogether. Yet, these conversations needed to happen because clarity matters more than comfort, and honesty helps move relationships and missions forward.

Progress is rarely linear, especially in advocacy, leadership, and service. Sometimes progress requires a pause to reassess and speak plainly about what is working, what is not, and what must change.

At DCUC, while these conversations are cherished in the end, they are not always easy, fun, or avoidable. Yet, they were necessary and, in many cases, served to strengthen our level of trust, focus, and shared purpose.

They were also the moments spent building and repairing relationships. 

We never plan, intend, or expect to weaken any of our relationships. Yet, demonstrating the willingness and effort to listen more closely, to build and rebuild trust, or to re-align priorities within a shared mission is always important.

People face all sorts of pressures, have individual goals, and sometimes egos get in the way, which will require a proactive approach to relationships under the best of conditions. Facing and addressing this reality requires steady efforts rooted in humility, patience, and respect.

DCUC is a national association and a diverse membership representing credit unions of all shapes and sizes serving nearly 45 million members. Thus, working on relationships is very crucial if we expect to achieve consensus on a mutual set of values.  Being accessible and inclusive, listening to all points of view, and offering a range of alternatives have been the hallmarks of our success.

Striving for consensus hardly feels like progress in real time, but maintaining relationships is what strengthens organizations and communities the most. Looking back on 2025, there were many moments spent on the phone, in the boardroom, on Teams/Zoom, and at conferences where building consensus took place; and the results were spectacular. On to the next challenge.

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They were moments when showing up mattered more than having the perfect answer. 

In 2025, credit unions faced a complex and evolving landscape. Legislative uncertainty, regulatory change, economic pressures, and global events all shaped the environment in which our members operate. These challenges were compounded by the unique needs of military and veteran communities, many of whom continue to navigate deployments, relocations, financial stress, and uncertainty. Plus, there was a record-long government shutdown that tested our industry’s ethos.

Compounding the challenge were several moments when the industry’s energy was low, leaders’ calendars were full, and the challenges facing credit unions felt insurmountable. Yet, presence mattered even if it meant spending political capital to fight for a few underdogs. Showing up meant having critical conversations on days when answers weren’t perfect and there were a couple instances punctuated more by scorn than praise. Yet, our eventual success salved all wounds.

During those tense moments, DCUC’s role was not just to advocate, but to empower and provide timely information even if it meant working on holidays and weekends with hardly a break. Above all, members need to know when and how to prepare for change. As a national trade association, we knew stability and presence mattered, especially when eventual outcomes were unclear.

For DCUC, 2025 was a year defined by our persistence. 

Persistence is always required in advancing critical priorities such as liquidity access, regulatory fairness, and financial readiness. It is also required for ensuring the industry’s voice is heard by decision makers. DCUC’s persistence was evident in how we advanced our advocacy agenda, engaged with Congressional staff members and regulators, and in our communications with members in emails, social media posts, and in national trade publications.

DCUC has also persistently laid the groundwork for future legislative opportunities, investing our political capital when votes remain elusive. Our commitment to show up, week after week, is vital so credit unions can focus on providing financial products and services for their members.

Persistence allows DCUC to remain anchored to its purpose while our focus on value guides every decision, shapes our priorities, and provides the clarity needed to accomplish our mission.

Those were the moments that shaped the past year. Ultimately, they are also the moments that will forge the future success of our industry. Let’s all win together!