After a few challenging years, credit unions enter 2026 on a more stable footing. NCUA data shows the industry’s net worth ratio increased to 11.24% in Q3 2025, up from 10.94% a year earlier, while net income rose 21% year over year, indicating stronger capital positions and improved profitability.

But credit union leaders aren’t taking their foot off the gas. Instead, many credit union leaders are doubling down on growth strategies centered on strengthening relationships, deepening engagement and removing friction from the member experience. Here, we’ll take a look at how they plan to do that.

1. Moving From Quantity to Quality

For many credit unions over the years, total number of accounts has become a less meaningful measure of success. Loan growth can reduce margins, deposit competition is still intense, and acquisition costs continue to rise.

As a result, institutions are placing more emphasis on maximizing the value of their existing member relationships. That means focusing on metrics such as products per member, usage, longevity, retention and long-term financial health. Primary financial institution (PFI) status remains the goal.

It all boils down to relationships and building trust. When members feel understood and supported by their financial institution, growth tends to follow naturally.

That said, account acquisition still matters. But when you have ultra-loyal members, you can rely more on high-value referrals and less on high-cost introductory offers.

2. Making Digital Experience the Top Priority

Digital channels are now the lifeblood of financial institutions.

The majority of people age 60 and younger primarily interact with their financial institution digitally—by mobile app, online or both. Many log in daily and only visit their branch a few times a year. This reality has reshaped how credit unions think about growth goals and priorities.

In response, credit unions are investing more strategically in digital onboarding, account access, personalization, digital lending and self-service tools. According to CSI’s 2026 Banking Priorities survey, credit unions are more than twice as likely as community banks to prioritize digital account opening and onboarding this year. They’re also significantly more likely to prioritize digital lending, with nearly one-third naming it a top tech priority, compared to fewer than one in five banks.

Today, fast, intuitive and personalized experiences across channels aren’t a differentiator, but an expectation. Frustration or friction at any point can lead to attrition. In 2026, digital experience drives growth, service and brand perception at the same time.

3. Building a Team That Drives Growth

Even the best growth plan won’t work unless employees can carry it out. In 2026, many credit unions are investing more in training and shifting workplace culture to empower staff to better support members.

Credit union employees consistently report high job satisfaction, with industry surveys showing that over 90% enjoy working with their coworkers. But many credit unions are realizing the need to change how frontline staff talk about products. Instead of viewing sales as conflicting with member-centric service, more teams are treating these conversations as part of their mission to help members. When employees understand a member’s needs and can explain helpful, relevant options—like ways to access short-term liquidity—satisfaction and trust grow. Encouraging staff to communicate openly, educate members and advocate for their needs turns everyday service interactions into long-term relationship builders.

4. Supporting Members Through Financial Stress

Almost one-quarter of U.S. households in 2025 were living paycheck to paycheck, with most of their income going toward basic expenses.

Meanwhile, only 4% of Americans can correctly answer all seven financial literacy questions in the FINRA Foundation’s national survey. Fewer than half can answer at least four. When members face short-term liquidity challenges, how their credit union responds can impact the relationship for years. If support feels unclear or unavailable, members may turn to higher-cost alternatives outside the institution. Reliable guidance and transparency, on the other hand, help build trust.

In 2026, more credit unions are treating support as part of their growth strategy because it reinforces the credit union’s role as a financial partner. Clear options and fair terms help members handle short-term needs without creating long-term problems. Alleviating these stressful moments becomes an opportunity to strengthen loyalty, protect credit health and demonstrate real value beyond transactions.

5. Using AI to Anticipate Member Needs Earlier

Artificial intelligence is becoming a tool for growth, not just efficiency.

Moving beyond chatbots and surface-level automation, credit unions are exploring ways to use data and analytics to anticipate members’ needs earlier. That includes identifying patterns that signal financial stress, predicting late payment or charge-off risk and flagging moments when proactive outreach could be helpful.

With so many members feeling financial strain, this is an especially important strategy in 2026. Traditional indicators like missed payments or overdrafts often appear after a problem has escalated. Predictive insights, by contrast, let credit unions spot other indicators earlier, like unusual spending patterns or shrinking account buffers, before a situation becomes critical.

The most effective approaches treat AI as augmentation, not replacement. Technology handles repetitive or time-sensitive tasks, while staff have the conversations that require judgment, empathy and context.

However, credit union leaders tend to be more cautious about AI than their community bank peers. While 78% of bank leaders say they trust AI-driven insights and decisions, only 59% of credit union leaders say the same. This gap can be closed through education, training and cultural alignment. When used responsibly, AI helps teams move from reacting to problems to proactively guiding members.

6. Putting Plans into Action

Many credit unions have strong growth strategies on paper. Execution is where momentum tends to stall.

Across the industry, technology modernization tends to get moved to the back burner in favor of more immediate priorities. Over time, those delays compound friction from legacy systems, manual processes and disconnected workflows, building frustrations felt by staff and members alike.

As a result, more institutions are prioritizing modernization that makes an impact. Focus is shifting beyond the first phase of digital transformation toward using technology in smarter ways like automating back-office processes, reducing decision bottlenecks and improving visibility into member activity to better serve and respond.

Build Momentum in 2026

Credit unions that keep up with change and invest in tools and partners that improve the member experience are more likely to grow steadily over time. The hardest part is often getting started, so dedicating time for research and planning is an essential first step.

To see how your growth strategies and priorities compare to peers across the industry, explore the 2026 CSI Banking Priorities Report. It offers data, insights and expert opinions to help financial institutions turn strategy into action.

Read the report