DISCERNING A DESIRED FUTURE Why is the question about the future of community banking so difficult to answer? The long-term trends just discussed can be daunting, even if they provide opportunities. Arguably, they are enough to deal with and absorb. Leaders need to have their organizations spend more time imagining the bank and community 10-plus years into the future, beyond the current line of site. Some will argue it is impossible to accurately predict that far out, and they would be correct. This type of thinking is not about predicting what will happen but channeling creativity and excitement to imagine what could happen. This will allow leaders to identify a desirable outcome and outcomes they want to avoid. FUTURE-ORIENTED MINDSET Leaders must be mindful of their approach and mindset to inspire this work effectively. There are three activities to easily deploy in the organization to encourage this mindset: 1. Change Experience: Line up staff in order of tenure in the industry. Have each person share something they used to do or that has changed significantly since they started their banking careers. The stories can be very entertaining and bring people together. This activity is constructive on two fronts. First, it shows Innovation and change can improve the bank and allow it to be the best bank for its community and customers. to serve a diverse economy. Community banks have demonstrated a proficiency in adopting technology. Finally, they consistently demonstrate how to respond and serve their communities in a crisis, be it a natural disaster or human made. This demonstrated resiliency over time should give industry leaders the drive and inspiration to project a long-term future for community banks in the United States. At the Graduate School of Banking at Colorado (GSBC), this is our position. 24 | INDEPENDENT REPORT
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