6 HќќѠіђџȱ юћјђџ ѢљѦ 2014 When my children were growing up, I shared with them some thoughts and sayings that I tried to live by. For instance, I told them that ȱ¢ȱ ȱǰȱ¢ȱȱęȱ work that they thoroughly enjoyed. After all, other than sleeping, we spend more time working than doing anything else. I also told them that anyone can identify problems, but the achievers are those who can identify solutions to those problems. What I did not equate this to, but should have, is that leaders are the people who ȱȱȱȱ¢ȱȱęǯ ȱ ȱȱǰȱ ȱȱ Ĵȱȱ ȱȱ I am of the Indiana Bankers Association board of directors for identifying the development of future banking leaders ȱȱȱȱęȱȱȱȱȱȱȱȱ around. Recently I have been participating in meetings across the country where this issue of future leadership ȱȱȱęȱȱȱȱȱȱȱȱ ȱ¢ǯȱ ¢ȱȱȱȱȱȱȱĴȱ ȱĴȱ ȱȱȱȱȱȱȱȱȱȱ business? Consider this: Most bankers who climb through the leadership ranks reach senior levels in their late 30s or early-to-mid 40s. Those who rise to the position of chief ¡ȱĜȱ¢¢ȱȱȱȱȱ¢ȬȬȱ 50s. Of course, there are many exceptions to this generality, ȱȱȱęȱȱȱ¢ȱǯȱ ȱ CEOs experience about 30 to 35 years total in the banking business. So let’s go back 30 to 35 years – to the time period of 1979 to 1984 – and review what may have happened. At that time, our country was in economic turbulence brought on by gasoline shortages, the deregulation of interest rates and, eventually, the savings and loan crisis. Add to the mix the beginnings of bank consolidation as many states, including Indiana, eliminated prohibitions against interstate banking. The result was that banking did not hire many people, particularly management trainees, from about 1980 to 1995. Fast forward to the present. As today’s CEO prepares to retire, the person who should be next in line was never ȱȱȱęȱǷȱ ȱȱȱȱȱȱ the bank. Sometimes the solution is to turn it over to another banker, about 60 years old, and hope that another candidate will be ready when this person wants to retire. Sometimes the solution is to provide a stellar opportunity to someone in their 40s to become a young CEO. None are right, and none are wrong – it depends on the individual organization. The IBA board understands this dynamic. Bankers ASSOCIATION UPDATE PRESIDENT’S PONDERINGS 6 -RH 'H+DYHQ 3UHVLGHQW &KLHI ([HFXWLYH 2IÀFHU ,QGLDQD %DQNHUV $VVRFLDWLRQ throughout the country understand this conundrum. That is why there is much more emphasis placed on leadership development today than at any other time in my career. It is imperative that we all help prepare banking professionals to take over those senior-level positions, ȱȱȱ ȱǯȱ ȱ ȱȱȱȱĴȱ ahead of the curve with the creation over 20 years ago of the Mega Conference and the creation over 25 years ago of the Future Leadership Division (FLD). Recently we have instituted an intense, eight-month Leadership Development Program that has earned impressive reviews. ȱ ȱȱȱȱȱȱĴȱȱ leadership training at the Mega Conference and in our ȱěȱȱȱ¢ǯȱ ȱ¢ȱ ȱ inaugurated an FLD Bridging Bankers, Building Leaders ǰȱȱȱěȱȱȱǯ IBA has a responsibility to help solve this future leadership problem. Banks may still choose to sell, but they should not be forced to do so due to lack of appropriate leadership succession. While we have ratcheted up what we are doing, we know there is more that we could do. If you have any ideas regarding how we can help prepare the next generation of bank leadership, please let me know personally. While IBA ȱęȱȱǰȱ¢ȱȱ ȱ¡ȱǰȱ ȱȱ ǰȱȱ¢ȱȱ¢ȱęȱǯ I took the advice I gave to my kids and found work that I thoroughly enjoy. Representing bankers, who are the top leaders in every community across this country, is my passion. Let’s sustain this important business by training tomorrow’s leaders. Lure in your prospects through strategic advertising in Hoosier Banker magazine. They won’t bite without the bait ... For details, contact Rod Lasley at 317-387-9380, rlasley@indianabankers.org. Fishing for Prospects?
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