By: Jon Jeffreys, CEO of Callahan & Associates

As a parent of teenagers, conversations about FOMO — the fear of missing out — are a regular occurrence in my house. It’s a very real feeling for young people, and as a parent, I try to help them understand why it can sometimes lead down unhelpful or even risky paths.

You might assume that life experience would diminish the influence of FOMO. After all, maturity brings with it a deeper sense of gratitude for what we have and a clearer view of where we’re headed, right?

The hard truth is, FOMO doesn’t simply disappear with age — or with professional experience. The human mind is wired to respond to emotion first and logic second, which means FOMO continues to influence decisions long after adolescence.

How FOMO Drives Credit Union Leadership Decisions

In recent weeks, I’ve had several conversations where FOMO surfaced in a professional context: credit union mergers. Let me be clear — I am not anti merger. In many cases, mergers are strategically sound and bring meaningful value to members, employees, and communities. But I also believe not all mergers deliver on that promise. More importantly, I worry that FOMO might be increasingly creeping into leadership discussions and boardrooms, influencing decisions in ways that are not always aligned with long term strategy.

Anyone who reads trade publications or attends industry events knows how prevalent the topic of mergers has become. With that constant drumbeat, it’s not hard to imagine leadership teams starting to ask themselves:

• Why not us?
• Why didn’t they pick us as a partner?
• If we’re not pursuing a merger, are we falling behind?

Viewed through the lens of FOMO, these questions are understandable.

They can also be dangerous.

The Hidden Cost Of FOMO Driven Mergers

Mergers are significant undertakings, even for large or well resourced credit unions. Once initiated, they can slow or pause organizational priorities for 12 to 18 months or more. That’s not necessarily a bad thing when the merger is aligned with strategic goals. But when the primary motivation is fear of missing out, the cost can be substantial.

Key initiatives stall.

Innovation pipelines slow.

Leadership bandwidth disappears.

All of this potentially leaves the credit union drifting away from the strategic path it originally set.
This is why FOMO is such a risky driver of decision making: it shifts attention away from mission, strengths, and member needs and toward comparisons, perceptions, and speculative fears.

Ask Better Questions Before FOMO Prompts A Merger

Instead of reacting to industry noise or assuming that “everyone else is doing it,” credit unions are better served by grounding their thinking in questions that reinforce clarity and purpose:

• What makes us proud of who we are — and how can we amplify that?
  Every credit union has a story, a culture, and strengths that makes it valuable. Understanding and deepening those strengths is often far more impactful than pursuing a merger simply because others are.
• Why would a credit union choose us as a partner?
  This reframes the conversation from insecurity to opportunity. If partnership or merger is part of the long term vision, defining the value you bring allows you to pursue it intentionally, not reactively.
• If we choose the merger path, what will we choose not to do?
  Every strategic decision has an opportunity cost. Naming those trade-offs early fosters discipline and prevents the organization from wandering into decisions driven more by emotion than strategy.

Lead With Intent, Not Fear

Ultimately, FOMO is a natural human response. Whether you’re a teenager navigating social pressure or a leadership team navigating an evolving industry landscape, the key is not eliminating the feeling but recognizing it and ensuring it doesn’t become the driving force behind major choices.

Credit unions stand apart because of their commitment to purpose over trends, people over pressure. By focusing on identity, clarity, and intentionality, leaders can ensure they make decisions — even major ones like mergers — from a place of strength rather than of fear.