Characteristics of Dynamic Leaders

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Gladys Blake
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1 Characteristics of Dynamic Leaders Utah Bankers Association Conference for Emerging Bank Leaders November 9, 2016 Park City Marriot Park City, Utah Lynn A. David, President Community Bank Consulting Services, Inc. 923 South Mason Road St. Louis, Missouri

2 Leadership Work Habits Do you want to manage employees? Professionalism Start early / Depart late Communication with management, and employees (newsletter) Dress Handshake Meeting start time Speech Employee recognition Visionary

3 Experts On Vision People struggle to define vision all the time. Vision is all about creating a sense of common values and expectations not only around outcomes, but also around methods for getting there. Vision comes from a shared understanding of meaning. A vision should include everyone in the organization. It s something people put energy into. Vision is as much about process as it is about outcome. Kerry Bunker, Senior Associate Center for Creative Leadership, Greensboro, North Carolina

4 Personality of Supervisor / Manager Decision Maker Thinker Feeler

5 Organization Infrastructure Organization chart Position descriptions (ADA) Career paths Responsibility grades Salary ranges

6 BOARD OF DIRECTORS CHIEF EXECUTIVE OFFICER SENIOR LOAN REVIEW OFFICER SENIOR OPERATIONS OFFICER SENIOR COMMERCIAL SALES OFFICER SENIOR RETAIL SALES OFFICER SENIOR FINANCIAL OFFICER Loan Documentation Loan Maintenance Loan Review Credit Administration Loan Collection Loan Workout Information Processing Deposit Services Item Processing Electronic Services Maintenance Purchasing Facilities Bank Secrecy Commercial Lending Agricultural Lending Farm Management Business Development Consumer Lending Mortgage Lending New Accounts Teller Operations Investment Services Marketing Accounting Internal Audit Budgeting Financial Reporting TRUST SERVICES HUMAN RESOURCES INSURANCE SERVICES

7 SALARY ADMINISTRATION - XYZ Bank - City, State Surveys used to complete grade levels and salary ranges: 1. Iowa Bankers Association: Banks with deposits over $230 million 2. Illinois Bankers Association: Banks with assets from $250 million to $500 million 3. Wisconsin Bankers Association: Banks with assets from $250 million to $500 million AVERAGE SALARY (in Thousands) GRADE SALARY LOW MED HIGH AVG LOW MED HIGH JOB TITLE LEVEL RANGE 25% 50% 25% Chairman , , President , , Chief Lending Officer 21 94, , Chief Financial Officer 20 86, , Senior Operations Officer 18 76, , Branch Operations Manager 16 62, , Director of Human Resources 16 62, , Trust and Financial Center Manager 16 62, , Information Technology Officer 16 62, , Senior Commercial Lender 16 62, , Mortgage Loan Manager 14 51,000-90, Branch Manager III 14 51,000-90, Operations Officer 14 51,000-90, Commercial Lender II 14 51,000-90, Senior Underwriter 14 51,000-90,000

8 AVERAGE SALARY (in Thousands) GRADE SALARY LOW MED HIGH AVG LOW MED HIGH JOB TITLE LEVEL RANGE 25% 50% 25% Cash Management Services Supervisor 13 43,000-74, Customer Service Supervisor 13 43,000-74, Loan Administration Manager 13 43,000-74, Senior Credit Analyst 13 43,000-74, Branch Manager II 13 43,000-74, Internal Auditor 13 43,000-74, Compliance Officer 13 43,000-74, Controller 13 43,000-74, Branch Manager I 12 42,000-72, Special Assets Manager 12 42,000-72, Appraiser 12 42,000-72,000 Senior Network Administrator 12 42,000-72, Loan Processing Supervisor 11 40,000-68,000

9 AVERAGE SALARY (in Thousands) GRADE SALARY LOW MED HIGH AVG LOW MED HIGH JOB TITLE LEVEL RANGE 25% 50% 25% Sales and Marketing Coordinator 10 38,000-64,000 Commercial Lender I 10 38,000-64,000 Business Development Officer 10 38,000-64, Mortgage Loan Underwriter II 10 38,000-64,000 Mortgage Loan Originator 10 38,000-64, Senior Investment Representative 10 38,000-64, Network Administrator 9 34,000-56, Mortgage Loan Underwriter I 9 34,000-56, Assistant Branch Manager II 9 34,000-56,000 Lead Customer Service Representative 9 34,000-56, Executive Assistant 9 34,000-56, Underwriter 9 34,000-56,000 Assistant Branch Manager I 9 34,000-56, Senior Trust Administrator 9 34,000-56,000 Senior Cash Management Services Specialist 9 34,000-56,000

10 AVERAGE SALARY (in Thousands) GRADE SALARY LOW MED HIGH AVG LOW MED HIGH JOB TITLE LEVEL RANGE 25% 50% 25% Senior Staff Accountant 8 31,000-50, Investment Representative 8 31,000-50, Cash Management Services Specialist 8 31,000-50, Lead Teller 8 31,000-50, Network Technician 8 31,000-50, Senior Commercial Lending Assistant 7 28,500-45, Senior Mortgage Loan Processor 7 28,500-45,000 Human Resources Generalist 7 28,500-45, Trust Administrator 7 28,500-45, Credit Analyst 7 28,500-45, Special Assets Specialist II 7 28,500-45, Senior Personal Banker 7 28,500-45, Senior Operations Generalist 7 28,500-45, Mortgage Loan Processor 7 28,500-45, Wire Transfer Coordinator 7 28,500-45, ATM/Debit Card Processor II 7 28,500-45,000 Help Desk Technician 7 28,500-45,

11 AVERAGE SALARY (in Thousands) GRADE SALARY LOW MED HIGH AVG LOW MED HIGH JOB TITLE LEVEL RANGE 25% 50% 25% Senior Customer Service Representative 6 26,000-40, Staff Account 6 26,000-40, Marketing Assistant 6 26,000-40, Operations Generalist 6 26,000-40,000 Commercial Lending Assistant 6 26,000-40, Senior Loan Administrator 6 26,000-40,000 Senior Loan Processor 6 26,000-40, Personal Banker 6 26,000-40, Compliance Assistant 6 26,000-40,000 ATM/Debit Card Processor I 6 26,000-40,000 Trust Administrative Assistant 6 26,000-40, Administrative Assistant 6 26,000-40, Special Assets Specialist I 5 24,500-37,000 Vault Cash Coordinator 5 24,500-37,000 Senior Teller 5 24,500-37, Floating Teller 5 24,500-37,000 Loan Administrator 5 24,500-37,

12 AVERAGE SALARY (in Thousands) GRADE SALARY LOW MED HIGH AVG LOW MED HIGH JOB TITLE LEVEL RANGE 25% 50% 25% Loan Processor 4 22,000-32, Customer Service Representative 4 22,000-32, Teller 4 22,000-32, Teller Trainee 3 19,000-26,000 Customer Service Representative Trainee 3 19,000-26,

13 Federal Laws And Regulations 15 Title VII of the Civil Rights Act of Executive Order (Affirmative Action Plan) 20 Age Discrimination in Employment Act of 1967 All Fair Credit Reporting Act of 1970 and Consumer Credit Reporting Reform Act of 1996 (CCRRA) 50 Vietnam-Era Veterans Readjustment Act of 1974 (Affirmative Action Plan) All Pregnancy Discrimination Act of 1978 All Immigration Reform and Control Act of 1986 All Drug-Free Workplace Act of Americans with Disabilities Act (ADA) of 1990 (Affirmative Action Plan) All Civil Rights Act of 1991 All Fair Labor Standards Act (FSLA) of 1938

14 Enforcement Agencies The Equal Employment Opportunity Commission was established by the Civil Rights Act of It has primary authority to enforce antidiscrimination legislation. The EEOC investigates charges of discrimination and makes a determination as to whether there is reasonable cause to believe that discrimination has occurred.

15 Enforcement Agencies (continued) The Office of Federal Contract Compliance Programs enforces Executive Orders and laws dealing with federal contractors and subcontractors. The OFCCP is an agency of the U.S. Department of Labor (DOL).

16 Hiring Finding the right employees Are the right employees on the bus and in the right seat? (Good to Great) Testing Clerical aptitude test Personality profile test Interviewing skills Training What you can / can not ask Hiring up not down

17 Onboarding Organization culture training New employee orientation Sales and service issues Mission statement Vision statement Set expectations

18 Coaching and Mentoring Positive and negative feed back (One Minute Manager) Visiting the locations Visiting with employees Sense of urgency (most profitable organization) Various generations of employees

19 U.S. Population Segmentation Age World War II 91 and Up - High touch, low technology Swing Generation High touch, moderate technology Baby Boomers Moderate touch, good technology Generation X Low touch, good technology Generation Y Low touch, high technology Generation Z Under 15 - Low touch, highest technology

20 Succession Planning Cross training Seminars and specialized schools All levels of management and key support positions

21 Conduct Performance Evaluations Set expectations for performance Must be a true and honest evaluation Quarterly and/or midyear informal Annual formal performance evaluation Tips for effective performance evaluation

22 Tips for Conducting Effective Performance Evaluations 1. Be Prepared 2. Consider the Full Rating Period 3. Collect Objective Work Data 4. Plan the Discussion 5. Follow Bank Procedures and Get Approvals 6. Distinguish Between Levels of Performance 7. Notify Employee 8. Collect Work Samples 9. Allow Adequate Time 10. Avoid Interruptions 11. Describe the Process 12. Be Friendly Yet Businesslike 13. Stay On Track 14. Follow the Appraisal Form 15. Praise Achievements 16. Identify Deficiencies 17. Sandwich Technique 18. Maintain Professionalism 19. Offer Improvement Suggestions 20. Set Performance Standards and Objectives 21. Discuss Performance 22. Don t Discredit the Bank 23. Encourage Employee Comments

23 Training Training assessment Supervisory skills training Effective telephone techniques Do not transfer into voic without permission Mystery shopping Sales training Customer service training What do customers need? How do employees fulfill customer needs? Consultive selling

25 Teamwork Internal customer service Branch / Department Organization-wide Weekly department / branch meetings Monthly meeting on financial performance Quarterly staff meetings

26 Process Improvement Out of the box thinking Working better, faster and smarter Cultivate mavericks (Sam Walton)

27 Terminations Counseling Action plans Follow up and documentation Human Resource personnel involvement

28 Goal Setting Bank goals Department / branch goals Individual goals Productivity Profitability Quality Control Customer service

29 Organization-Wide Goal Setting Bank Goals Department/ Branch Goals Individual Goals

30 Goal Setting/Decision Making Matrix Profitability Productivity Quality Control Customer Service

31 Incentive Compensation Bank profitability (size of incentive pool) Department / Branch goal attainment Individual goal attainment Update all staff members monthly on bank profitability

32 Organization Annualized Net Operating Income Net Income in $ millions T-3 T-2 T-1 Budget J F M A M J A S O N D Months

33 Summary Set realistic expectations for each employee Empower your staff to make the right decisions Hold employees accountable Reward performance Have fun!

34 Remarks and Questions

SALARY & INCENTIVE SURVEY FOR BANKS AND CREDIT UNIONS

2015 SALARY & INCENTIVE SURVEY FOR BANKS AND CREDIT UNIONS LETTER FROM THE CEO Dear Colleague, 2015 BALANCEDCOMP SALARY & INCENTIVE SURVEY FOR BANKS AND CREDIT UNIONS Prepared by: Anthony Bieker, Economist