Culture Built Your Bank — Now It Has to Transform It OFFICIAL PUBLICATION OF THE VIRGINIA ASSOCIATION OF COMMUNITY BANKS 2026 PUB. 15 ISSUE 1
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©2026 Virginia Association of Community Banks (VACB) | MBR Connect, formerly The newsLINK Group LLC. All rights reserved. The Community Banker is published four times per year and is the official publication for this association. The information contained in this publication is intended to provide general information for review, consideration and education. The contents do not constitute legal advice and should not be relied on as such. If you need legal advice or assistance, it is strongly recommended that you contact an attorney as to your circumstances. The statements and opinions expressed in this publication are those of the individual authors and do not necessarily represent the views of VACB, its board of directors or the publisher. Likewise, the appearance of advertisements within this publication does not constitute an endorsement or recommendation of any product or service advertised. The Community Banker is a collective work, and as such, some articles are submitted by authors who are independent of VACB. While a first-print policy is encouraged, in cases where this is not possible, every effort has been made to comply with any known reprint guidelines or restrictions. Content may not be reproduced or reprinted without prior written permission. For further information, please contact the publisher at (855) 747-4003. 6 14 CONTENTS 4 CHAIR’S MESSAGE The Integrity of the Machine Why Community Banking Remains a Human Equation By Lisa E. Kilgour, EVP and Chief Operating Officer, MainStreet Bank 5 VACB Preferred Vendor Providers 6 PRESIDENT’S COLUMN Can You Spare 30 Minutes for the Future of Community Banking? By Corey Connors, President & CEO, VACB 8 Culture Built Your Bank — Now It Has to Transform It By Tricia Rhodes, Chief People Officer, SingleStone Consulting 10 Jonathan Swift on Community Banking By Jim Reber, President and CEO, ICBA Securities 14 Value-Based Selling in Financial Services What Top Performers Do By Tony Cole, Co-Founder, Anthony Cole Training Group 18 2026 Industry Outlook Community Bankers’ Top Challenges, Investments and Opportunities By Jason Young, Vice President of Product Management, CSI 20 The Power of Healthy Dissent in Leadership By Lindsay E. LaNore, Senior Executive Vice President, Chief Learning & Experience Officer, ICBA 22 Why Mentorship Matters in Banking’s Next Chapter VACB Executive Committee CHAIR Lisa E. Kilgour MainStreet Bank Fairfax VICE CHAIR Dabney T.P. Gilliam Jr. Bank of Charlotte Co. Phenix PAST CHAIR Tara Y. Harrison Virginia National Bank Charlottesville TREASURER LeAnne R. Emert Benchmark Community Bank Kenbridge SECRETARY James E. Hendricks Jr. TowneBank Midlothian ICBA STATE DELEGATE Blake M. Edwards Jr. Skyline National Bank Independence PRESIDENT & CEO Corey J. Connors VACB Richmond VACB Board of Directors Cetric A. Gayles Citizens Bank & Trust Blackstone Aaron Green Pendleton Community Bank Harrisonburg Robert J. Hobbs CornerStone Bank Lexington Paul M. Mylum National Bank Blacksburg Thomas L. Rasey Jr. The Farmers Bank of Appomattox Appomattox Mark N. Reed Pioneer Bank Stanley Matthew H. Steilberg C&F Bank Toano VACB Staff Katharine C. Garner, CMP Vice President Education & Communications Kelli C. Mallinger Member Services Administrator 3 The Community Banker
Chair’s Message THE INTEGRITY OF THE MACHINE LISA E. KILGOUR EVP and Chief Operating Officer, MainStreet Bank In 1984, the “digital revolution” in banking was less a roar than a rhythmic hum. I entered the industry that year as a computer science major with a passion for math, taking a role as a computer operator. My shift ran from 11:00 a.m. to 7:00 p.m. — a window that placed me exactly at the crossroads of the bank’s daily activity and its evening reconciliation. In those days, the nightly updates couldn’t begin until the last courier bag arrived and the final ledger was balanced. Rather than waiting for the data to reach the computer room, I spent my afternoons in the trenches. I moved between the proof department, loan operations, and the night teller window, helping teams finish their work so I could begin mine. THE FOUNDATION OF A COO At the time, I thought I was simply being efficient. Decades later, as Chief Operating Officer, I realize I was laying the foundation of my career. Helping the proof department taught me the high-velocity precision of our payment systems. Working in loan operations showed me the long-term mathematical architecture of community growth. Serving at the teller window put a face to the names in our database, transforming “account holders” into “neighbors.” WHY COMMUNITY BANKING MATTERS NOW Today’s banking landscape is dominated by discussions of AI, fintech and frictionless transactions. While my CS background makes me an advocate for innovation, my 1984 roots remind me that technology is merely the delivery system — not the product. As COO, my perspective is shaped by three core principles learned during those 11-to-7 shifts: • Operational Empathy: True efficiency isn’t found in a manual; it’s found by understanding the friction points of the staff on the front lines. • Systems Thinking: A bank is a single, interconnected circuit. A delay in one department is a service failure in another. My role is to ensure the entire machine remains in sync. • The Math of Trust: In 1984, we balanced to the penny because that penny represented someone’s trust. Today, even with billions in assets, that fundamental truth remains unchanged. A COMMITMENT TO THE FUTURE I became a community banker because I love the logic of a system that works for the benefit of the many. I remain one because I’ve seen, over four decades, that when a bank is run with operational integrity and a “helper” mentality, it doesn’t just process transactions — it builds towns. I am still that same math-loving operator at heart, now focused on ensuring that our entire institution is balanced to support the success of the community we serve. Why Community Banking Remains a Human Equation 4 The Community Banker
President’s Column CAN YOU SPARE 30 MINUTES FOR THE FUTURE OF COMMUNITY BANKING? COREY CONNORS President & CEO, VACB Let me start with a simple ask. At some point in the coming weeks, VACB will ask you for about 30 minutes of your time. Not for a meeting or a webinar, but for something that will help shape what your association focuses on next. I know how valuable 30 minutes is. Time is limited, and priorities compete every day, but this is time that carries real impact. Community banking runs on relationships. Not just the relationships you build with customers and local communities, but the relationship you have with your association. By the time you receive this magazine, VACB will be underway with two important initiatives: a Bank Member Relationship Audit and our Member Survey. Together, they will help shape VACB’s priorities, programs and direction as the Board prepares for strategic planning this August. These efforts reflect VACB’s 2025-2026 Alignment Plan, in which the Board identified member engagement and strategic planning as central priorities. Before we walk into our August planning session, it is essential that we ground that conversation in real input from our member banks. We are entering a planning cycle at a moment of real industry transition, which makes that input more important than usual. The Relationship Audit is the first 15 minutes. Its purpose is straightforward but important: We want to ensure that VACB is connected to the right people across every member institution. Community banking is more collaborative than ever, and many of the most valuable insights lie beyond traditional C-suite leadership. By taking a few minutes to confirm roles and contacts across your team, you help us better understand where expertise lives inside your bank. It ensures the right compliance officer sees the right alert, strengthens how we communicate, improves how we design education, supports more meaningful peer connections and helps us gather input on industry priorities. It also helps us identify emerging leaders and bring new voices into conversations that shape our industry. The next 15 minutes are the Member Survey. VACB’s Member Survey will follow in late spring and early summer. The sequencing is intentional. With a clearer picture of your teams, we can ensure the survey reaches a broader, more representative group of bankers, leading to stronger insights and more meaningful direction as we move into strategic planning. I know what some of you are thinking. Another survey. We all receive too many surveys. That’s fair. But this one matters more than most. Community banking is moving fast. Technology. Workforce. Regulation. Competition. Expectations of associations are changing just as quickly. You already started this conversation with us last year at our Spring Member Roundtables. This survey will help us close the loop and better understand where needs are most urgent and where VACB can make the greatest difference. 6 The Community Banker
Your participation helps ensure our next strategic plan reflects the real experience of community banks across the Commonwealth. I often talk about the “10-hat shuffle” that both VACB and its member institutions juggle every day. We understand that reality. But I can assure you that the time you invest in these two efforts will directly impact how effectively VACB can serve you. This feedback influences the conversations we have at the Board table. Your participation helps ensure our next strategic plan reflects the real experience of community banks across the Commonwealth. It moves us from assumptions to data-backed evidence and from good ideas to informed priorities. Our goal is simple: VACB should remain aligned with you, responsive to you and genuinely useful to you. That only happens when we listen. When the Relationship Audit arrives this spring, and the Member Survey follows soon after, I hope you will take a few minutes to participate and encourage others across your institution to do the same. This is how VACB stays built around you. Thirty minutes may not feel significant in the moment. But those 1,800 seconds will help shape the direction of your association and, in a very real way, the future of community banking in Virginia. So … can you spare 30 minutes for you? I hope the answer is yes. 7 The Community Banker
Culture is one of the most powerful forces inside any organization. In many small businesses, including community banks, it is what has fueled their success and helped them grow over time. Often shaped by founders, long-tenured leaders and loyal employees, these cultures feel like family, which is exactly why change, even when necessary, can feel deeply personal and disruptive. But the environment around them has shifted. Customer expectations are higher. Digital transformation is required just to keep up. Talent markets are tighter, and adaptability and CULTURE BUILT YOUR BANK — NOW IT HAS TO TRANSFORM IT BY TRICIA RHODES Chief People Officer, SingleStone Consulting
speed matter more than ever. And the shift is not just external: The workforce itself is changing. Expectations around flexibility, purpose and career growth look different than they did just a few years ago. Competition for talent is fierce. Generational dynamics are reshaping teams, and succession and retirement waves are putting pressure on next-generation leadership pipelines. When culture lags behind the pace of change, businesses feel it. Decisions slow down. Digital efforts stall. Attracting talent gets harder. Growth plateaus. What makes this dynamic complex is that it rarely comes from bad intent. It comes from the shadow side of strong legacy cultures. Loyalty can start to outweigh innovation. Institutional knowledge can turn into resistance. Decisions get stuck at the top. Processes that once worked stop scaling. Risk tolerance drops. Tenure can matter more than performance. Culture can be a powerful competitive differentiator, but it can also quietly hold an organization back, sometimes without leaders even realizing it. What helped organizations thrive 20 years ago is not what will position them to compete in the decades ahead. That is what makes culture one of the most important levers leaders have to accelerate growth. So, what does it mean to shift culture? This is not about throwing away what worked. It is about building on it for where your organization is headed. A few shifts show up consistently. • From where we have been to where we are going. Honoring the past matters because people are more willing to move forward when what they built is respected. Leaders then have to define what winning looks like next and why. • From relationships to strong relationships with strong results. Relationships matter. Results and accountability have to matter just as much. • From how we have always done it to what might be possible. Challenge legacy ways of working and thinking. Get more disciplined about the process, technology, and how the work improves over time. • From values we talk about to values we live. Values only matter when they show up in behavior and guide decisions. If they are not lived, it becomes a deal breaker. Understanding the shifts is one thing. Doing the work is another. • You cannot talk your way into culture change. Offsites and PowerPoints do not change culture. Behavior does. What leaders tolerate, what they do not, and what they stand for must be clear every day. • Honor the past before asking people to move forward. People move faster when they feel what they built still matters. • Clarity reduces fear. Change makes people uncomfortable. Clear expectations and transparent communication go a long way. The clearer you are about where you are going, why, and what success looks like, the faster people settle in. • Leaders make or break it. Everyone contributes to culture, but leaders set the tone. They are in the spotlight. If they do not live by the organization’s values and behave accordingly, the culture work falls apart. • It takes longer than you think. The kickoff is the easy part. The day-to-day follow-through is what makes it real, and it’s hard work. Done thoughtfully, cultural change can be one of the most energizing undertakings an organization takes on. It fuels innovation, sparks creativity, and challenges long-standing ways of thinking that may no longer serve the business. It creates the permission for people to think, operate, and lead differently. Resetting culture is not about starting over; it is about moving forward with clarity and intention. It means carrying forward the values and relationships that built the organization while evolving how it operates for what comes next. In an industry built on trust and relationships, the organizations willing to do this work well will be the ones that win. Culture built your bank. Now it must transform itself so your bank can continue to grow, compete and serve its communities for decades to come. To explore how these culture shifts show up in community banking and financial services organizations, connect with Tricia Rhodes, Chief People Officer, at trhodes@singlestoneconsulting.com. 9 The Community Banker
JONATHAN SWIFT ON COMMUNITY BANKING BY JIM REBER President and CEO, ICBA Securities 10 The Community Banker
As far as learned, wise and clever writers go, one could do worse than reading the works of Jonathan Swift. Described by Wikipedia as “the greatest satirist of the Georgian era,” he was also an Anglican cleric, which explains some of the social commentary in his works, including “A Modest Proposal” and “Gulliver’s Travels.” A closer look at his writings reveals a person who has some understanding of the financial world as well. The 18th century saw a thriving British economy, and while wealth distribution was an issue that Swift made mention of frequently, he was also witness to plenty of commerce. Here, therefore, are some Swiftian quotes that can apply to banking and finance as we know it. (This doesn’t necessarily make me a “Swiftie,” which is another story altogether.) As Rev. Swift himself might have said had he read this column, “Fine words! I wonder where you stole them.” “A wise man should have money in his head, but not in his heart.” This gets right at the core of community banking. While ICBA members are known for their ability to work with borrowers who have unique stories and needs, they certainly know how to balance risk and reward by sticking to safety and soundness. The industry’s recent track record of astonishingly low past-dues is testament to that. “It is useless to attempt to reason a man out of a thing he was never reasoned into.” This scenario, it seems, explains why relatively few portfolio managers are willing to sell assets at a loss. I think there’s a sense of surrender, or admittance of error, when bond losses are realized and recognized. Often, there is sound economics behind a loss/earnback strategy, especially when industry earnings are otherwise solid, as they are right now. “I heartily hate and detest that animal called man, although I heartily love John, Peter, Thomas, and so forth.” A number of times in my career, I’ve heard highly successful community bankers admit they really don’t like having to run a bond portfolio. Some of these individuals owned a collection of bonds they rightfully should have been proud of. Still, between having mark-to-market accounting issues and lower returns than loans, they wished for a better alternative. But let’s look at the bright side: Unrealized losses are at a four-year low, and portfolio yields are at an eight-year high. So, my advice is to love your Johns, Peters and Thomases, otherwise known as your mortgage-backeds, CMOs and munis. “There were many times my pants were so thin I could sit on a dime and tell if it was heads or tails.” At some point, the good reverend must have encountered a period similar to the 2008-2010 era for depository institutions, during which the entire industry struggled. The FDIC reported 297 bank failures in 2009-2010 alone. I’m very pleased that things are going well for community banks, which are both profitable and well capitalized. It is also news to me that coins had “heads” and “tails” in the 1700s. “If a lie be believed only for an hour, it hath done its work, and there is no further occasion for it.” Perhaps there was a Silicon Valley Bank-esque liquidity scare in Georgian England. It was just three short years ago that the banks least exposed to uninsured deposits — chiefly, ICBA members — had to remind their 11 The Community Banker
customers, both commercial and retail, that very little of the deposit base was outside FDIC-insured limits. Still, there were pockets of disintermediation, and ICBA’s communications team worked overtime to explain, again, the differences in Main Street and Wall Street banking. Happily, community banks were able to calm the nerves of their depositors, and this “hour” passed relatively quickly. “You can work it out by Fractions or by simple Rule of Three, but the way of Tweedle-dum is not the way of Tweedle-dee.” This is a reminder that bond math is not linear, and separately, bond pricing and accounting systems rely heavily on estimates. This can produce fluctuations in some of the more critical portfolio metrics, such as effective duration, cash flow and, therefore, yield. If 2026 sees a nominal drop in market yields, and maybe a further steepening of the treasury curve, your portfolio’s performance could be affected. So, be sure to inspect these assumptions and keep those questions coming. Which brings us to this final Swiftian gem: “We neither of us are able to deliver our conceptions in a manner intelligible to the other.” Evidently, Jonathan Swift had bank examiner-like conversations with his contemporaries. Jim Reber (jreber@icbasecurities.com) is President and CEO of ICBA Securities, ICBA’s institutional, fixed-income broker-dealer for community banks. Turning Readers into Customers Advertising in this public tion connects you with decision-m kers who re ctively seeking solutions, giving your mess ge the credibility nd visibility it needs to inspire ction. Reserve Your Ad Space Today! mbr-connect.com (801) 676-9722 hello@mbr-connect.com 12 The Community Banker
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VALUE-BASED SELLING IN FINANCIAL SERVICES What Top Performers Do BY TONY COLE Co-Founder, Anthony Cole Training Group You may have heard the term value-based selling, but you may not know what it is or what it entails. Value-based selling in financial services is an approach that places your clients and their financial concerns and challenges at the forefront. It doesn’t communicate what you do, but the worth of what you do. Value selling in financial services is a differentiator because, when done well, it builds trust, enabling salespeople to guide customers through some of their most important financial matters, such as buying a home or investing for retirement. Value-based selling is client-centered. Once you master your value-based selling 14 The Community Banker
approach, you’ll know who to help and how your help will benefit them. Value-based selling will also provide insight into why your prospects and clients want and need your products, services and advice. VALUE-BASED SELLING IS BASED ON MOTIVATION In your role as a financial services salesperson, most of your customers will need to make a change, and change is difficult. The stats for diet and exercise are proof of that. But unfortunately, most of the things people are supposed to do, they don’t do. Value selling in financial services is no different. Change isn’t easy for those you meet and advise. The equation for change has two components pulling in different directions: escaping how things are now and resisting change itself. Value-based selling requires motivating your client to change. Perhaps you must also be motivated to change your approach. THE IMPORTANCE OF VALUE-BASED SELLING Inevitably, customers will have some reservations about a product or service. That’s why a good value-based selling approach will, first and foremost, center on them and cater to their needs. Secondary to that is demonstrating your company’s value and nurturing them through the sales process. The measure of value you provide depends on your client. You can offer the same solution to two different people and get two different reactions. For example, let’s say you’re talking to a prospect about an inheritance they just received. Your prospect may or may not tell you everything you need to advise them on their best choices. Based on your questioning and listening skills, you must gather everything that is most important to them regarding that asset. It could be the return on interest rates, safety or liquidity. You should understand how that asset relates to their other savings and investments. Once you discern their needs and goals for this money, you can make a value-based recommendation. You can suggest a product that is an appropriate solution, then begin discussing why they should work with you and your financial firm. Too often, that is where salespeople start the sales conversation: with their solutions. As a value-based seller, start with the prospect or customer, peel back the onion to understand their goals, then make a recommendation. The most important aspect of value selling is helping the customer find the best solution for them. If you do that, you will earn their business nine times out of 10. Your magazine: On your phone, on your tablet, on your schedule. connected stay 15 The Community Banker
Using a value-based sales approach, you will dive deeper into discovery and become adept at asking good questions and listening first. Skilled salespeople know that they can learn everything in the process of asking and listening, and this is what builds trust. See how many questions you can ask before proposing a solution. It will become easier with practice. GET TO KNOW YOUR CLIENT In the world of financial services sales, every client is different. You should use the early period to learn as much as possible about them. Getting to know someone and sharing examples of what has worked for similar clients will help you build credibility with your new clients. What do you bring to the table for your prospect that no one else does? Surely your product can be found elsewhere, but you can spotlight your value by uncovering the issues and solving similar business challenges. FOLLOW THROUGH WITH CONSISTENCY Value selling in financial services is not easy. Becoming masterful takes a lot of consistent focus, work and insights to execute properly. We know from thousands of evaluations that elite salespeople use a consistent sales approach because it works. Strong value-based salespeople really care just as much about the benefits the customer receives as they do. CONCLUSION A value-based selling strategy is key to improving your sales plan and results. This approach can earn you the position of business advisor and help you build strong, beneficial long-term relationships. The above are the competencies of value-based selling from our partner, Objective Management Group, the industry-leading provider of sales evaluations. Value-based selling is the proven path to becoming your customer’s trusted advisor. Your greatest value is often revealed by the depth and breadth of the questions you ask to fully understand your customers’ business challenges. A value-based seller is always curious about their customers and strives to be additive in every interaction — not just with a product offering, but with another resource, a story or even a piece of humor. TIPS ON HOW TO PERFORM VALUE-BASED SELLING Now that you know what value-based selling is and its importance, let’s get into value-based selling tips. FOCUS ON GIVING, NOT SELLING The most crucial principle of the value-based selling approach is to give to your clients, not take or sell. The book “Go-Givers Sell More” states that, unlike other methodologies, value-based selling isn’t about what you’re selling; it’s about what the client wants and how you can help them achieve their goals. To quote a well-known saying: “It’s about the journey, not the destination.” Value-based selling in financial services is a relationship-building process and, by nature, often very personal. Part of your value-add is the time and care you take in providing your advice and solutions. LEND A LISTENING EAR When someone asks you a question, it’s never a good feeling when they interrupt you, going off to the races with their own comments and stories before you’ve even finished answering. Unfortunately, financial services salespeople are often guilty of doing just that. Such a salesperson might ask, “What do you plan to use these funds for?” and then immediately begin recommending product solutions rather than asking follow-up questions. A value-based seller is always curious about their customers and strives to be additive in every interaction — not just with a product offering, but with another resource, a story or even a piece of humor. 16 The Community Banker
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2026 INDUSTRY OUTLOOK Community Bankers’ Top Challenges, Investments and Opportunities BY JASON YOUNG Vice President of Product Management, CSI Rising competition and consumer expectations mean community financial institutions must operate more efficiently while delivering modern, personalized services. Meanwhile, advances in AI, open banking, cybersecurity and regulatory change are reshaping the industry and creating new opportunities for those who adapt. CSI recently surveyed banking leaders nationwide about how they are preparing for the year ahead. Their responses revealed cautious optimism and a focus on strengthening core capabilities while adopting new technologies. FOREMOST CHALLENGE IN 2026: AI Leaders increasingly view AI through a dual lens: a powerful driver of efficiency and automation across operations, but also a potential catalyst for fraud, scams and operational risk. Naturally, it remains a top concern for many in 2026. Institutions are gaining greater confidence in where AI can deliver real value, from automating routine tasks to strengthening security and supporting relationship-driven work. That confidence is most pronounced among larger community institutions, with 97% of banks holding $5 billion to $10 billion in assets saying they understand how AI can be applied in banking. As a result, the conversation has shifted from whether to adopt AI to how to integrate it responsibly. Success will depend on data readiness, governance frameworks and aligning AI use cases with existing workflows and risk management practices. SECONDARY CHALLENGE IN 2026: CYBERSECURITY AND DATA PRIVACY While the average cost of a financial services data breach declined from $6.08 million in 2024 to $5.56 million in 2025, cyberattacks still carry serious financial, reputational and regulatory consequences for institutions of all sizes. To remain secure, institutions must continue to prioritize investments in advanced monitoring and proactive threat-detection tools. Foundational practices, such as employee training and ongoing risk assessments, also remain essential to strengthening overall cyber resilience. BANKERS’ TOP TECHNOLOGY INVESTMENTS The report shows that 2026 technology investments will be spread across multiple modernization efforts, signaling a balanced and diversified approach. LEADING INVESTMENT IN 2026: EFFICIENCY DRIVERS LIKE AUTOMATION OR AI Efficiency technologies remain the top investment priority, with 37% of bankers citing automation or AI as critical to improving operations, especially in improving back-office processes. As community banks face increased competition from all sides, they look to AI and automation to do more with less. Conversational AI is gaining momentum, but many institutions are still searching for its most valuable use cases. The real differentiator ahead will be how prepared institutions are to use their data, both to support AI initiatives and strengthen decision-making. 18 The Community Banker
in particular, hold the promise of hyper-personalized, around-the-clock service, allowing banks to leapfrog their capabilities and retain a competitive edge. From virtual assistants to content creation tools, the applications of generative AI are vast, offering financial institutions newfound agility and efficiency in meeting customer needs. SECONDARY OPPORTUNITY IN 2026: DIGITAL ASSETS 20% of bankers surveyed named digital assets (including stablecoins, tokenized deposits and cryptocurrencies) as one of their top opportunities, signaling growing curiosity about how these technologies could fit into future banking models. While most institutions remain in the early stages of exploration, interest is being driven by potential use cases around payments, efficiency and new revenue streams as the market continues to evolve. While interest in these assets grows, the regulatory landscape for stablecoins and tokenization is still evolving. At the end of 2025, the FDIC released its first rule for the recently passed Guiding and Establishing National Innovation for U.S. Stablecoins (GENIUS) Act. Most near-term applications remain limited, primarily in cross-border transactions, and any strategic engagement will require careful analysis and strong compliance frameworks. NAVIGATING THE ROAD AHEAD FOR COMMUNITY BANKING As community banks look toward 2026, strategic focus and adaptability will be essential. While challenges remain, 86% of bankers report optimism about the future, signaling confidence in the industry’s direction. By strengthening foundational capabilities and embracing emerging technologies, institutions can position themselves not just to adapt, but to compete. This article only scratches the surface. For a more complete picture, scan the QR code to read the 2026 Banking Priorities Executive Report. https://www.csiweb.com/docs/ banking-priorities-2026/ Jason Young serves as Vice President of Product Management, helping guide the development of solutions that support CSI’s vision and strategy. With extensive experience in product development and integration, he plays a key role in advancing CSI’s products and services. Bankers are strategically engaging with consumers and embracing transformative trends that promise to redefine banking operations and customer service in the years to come. SECONDARY INVESTMENT IN 2026: DATA ANALYTICS/ ACTIONABLE INSIGHTS & DIGITAL ACCOUNT OPENING Many institutions recognize the value of analytics but are still working through data silos and integration challenges that limit the insights that can be gained. AI and clear analytics dashboards can be useful tools for turning data into action. Smart use of data helps institutions understand account holder behavior and identify areas to better serve them, including customizing offerings and promoting them digitally. Interpreting data to create a personalized experience also helps institutions solidify relationships and decrease attrition. Continued focus on digital account opening suggests that even institutions with established solutions see opportunities to streamline onboarding and back-office processes, with open banking increasingly serving as an enabling layer that accelerates integration. BANKERS’ TOP OPPORTUNITIES FOR 2026 Bankers are strategically engaging with consumers and embracing transformative trends that promise to redefine banking operations and customer service in the years to come. GREATEST OPPORTUNITY IN 2026: HARNESSING THE POWER OF AI AI is increasingly top of mind for executives as they explore ways to transform operations, drive efficiency, fight fraud and sharpen decision-making. AI-powered tools present a unique opportunity to level the playing field against big banks by offering assistance and smart automation. Generative AI applications, 19 The Community Banker
THE POWER OF HEALTHY DISSENT IN LEADERSHIP BY LINDSAY E. LaNORE Senior Executive Vice President, Chief Learning & Experience Officer, ICBA When you say something with confidence but are met with silence from your team, what do you do? Do you pause, then move on? As a leader, there’s a good chance you’ve surrounded yourself with talented people, but if you’re not listening to them, you’re not doing yourself any favors. And sometimes, silence speaks volumes. Hear me out. A know-it-all isn’t anyone’s idea of fun. We all know people who thrive on hearing their own voice and making their own decisions, the ones who never allow for others’ input. But we also know that they don’t make the most successful leaders. The greatest leaders surround themselves with other viewpoints and truly listen to them. And that means opening their ears. British entrepreneur Richard Branson recently wrote that, when he’s met with silence, he usually replies, “I can tell by the fact you haven’t responded that you see it differently. What do you think?” Great leaders know that silence can signal disagreement or even discomfort, but they are comfortable inviting dissent, seeing it as an opportunity to learn and grow. This can be especially helpful in the fast-paced, constantly evolving banking industry. Nip the D-words (disagreement, discomfort and dissent) in the bud by inviting a fourth: dialogue. Turn quiet moments into active discussions and make a point of asking those team members who are often the quietest. Some may be hesitant to share their thoughts unless prompted, and your invitation signals to the team that all opinions are valued, not just those of the most vocal members. That inclusion creates psychological safety and makes everyone feel more invested in the team’s success. How do you effectively approach the possibility of dissent? Here are some conversation starters. • “Sometimes the best ideas come from those who have been listening closely. What’s on your mind?” • “I’d love to hear from voices that we haven’t heard from yet. Your perspective could add something important.” • “I don’t expect agreement across the board. Differing views help us solve problems more effectively. What do you think?” 20 The Community Banker
Even if you’re confident in your opinions, differing views might be exactly what you need to expose your own blind spots and avoid making flawed decisions. • “Your input matters, even if it’s a differing perspective. It can help shape our next step(s).” • “Let’s challenge this thinking, maybe poke holes in it. Is there something we’re missing?” Even if you’re confident in your opinions, differing views might be exactly what you need to expose your own blind spots and avoid making flawed decisions. Humility, even if it seems counterintuitive, is a great quality in a leader. Dissent enriches discussions and encourages innovation. The outcomes from your discussion will most likely be better if you take multiple perspectives into account. 21 The Community Banker
WHY MENTORSHIP MATTERS IN BANKING’S NEXT CHAPTER Relationship-driven banking has long been a defining feature of community, independent and traditionally rooted financial institutions. While technology, regulations and customer expectations continue to evolve, one constant remains: Knowledge is passed most effectively from one banker to another. For banks with leaner teams or decentralized decision-making, mentorship is not just a professional courtesy — it is a strategic necessity. As the industry faces a generational shift in leadership and workforce demographics, mentorship has become a critical link between recruitment, retention and long-term sustainability. WHY KNOWLEDGE TRANSFER MATTERS In organizations with leaner teams or decentralized leadership structures, experience is often concentrated among a core group of long-tenured employees. These bankers understand not only 22 The Community Banker
products and policies but also customer relationships, local and regional economies, and the historical context behind credit and operational decisions. When that knowledge walks out the door without being shared, banks risk losing more than a job title. Mentorship helps bridge that gap. Informal coaching, job shadowing and structured development programs enable experienced bankers to share practical insights with the next generation of bankers that cannot be found in training manuals. This includes navigating complex customer situations, managing risk in relationship-based markets and balancing compliance with service expectations. Knowledge transfer also strengthens continuity. Customers value familiarity and trust, and mentorship ensures newer bankers are prepared to uphold those expectations. In this way, mentorship supports both internal operations and the external customer experience, regardless of institution type. ATTRACTING THE NEXT GENERATION Recruiting young professionals into banking can be challenging, particularly when competing for talent across the broader financial services industry. However, many early-career professionals are seeking more than compensation alone. They want purpose, connection and opportunities for growth. Mentorship plays a meaningful role in that equation. When banks can demonstrate a commitment to developing talent, they become more attractive employers. Prospective employees are more likely to join organizations where they see clear pathways to learning, advancement and leadership. Relationship-focused institutions are uniquely positioned to offer this environment. Smaller or more collaborative teams often mean greater exposure to decision-making, customer interaction and cross-functional responsibilities. Pairing that exposure with mentorship helps new hires gain confidence more quickly and feel invested in the institution’s success. RETENTION THROUGH RELATIONSHIPS Retention is where mentorship delivers long-term value. Employees who feel supported and guided are more likely to stay, particularly during the early stages of their careers. Regular interaction with mentors helps newer bankers navigate challenges, ask questions and understand how their work contributes to the institution’s mission. Mentorship also fosters engagement across generations. Senior bankers gain a renewed sense of purpose by sharing their experience, while younger employees contribute fresh perspectives and technological fluency. This exchange strengthens workplace culture and encourages collaboration rather than silos. For banks of all sizes, turnover can strain resources and disrupt customer relationships. Retaining trained and motivated employees is essential. Mentorship reduces the learning curve and helps create a workplace where employees see a future for themselves. PURPOSE BEYOND THE JOB DESCRIPTION One of the most compelling aspects of relationship-based banking is its impact on customers and communities. Mentors play a key role in helping the next generation of bankers understand that impact. By sharing stories of businesses launched, homes financed or long-standing customers supported through key milestones, experienced bankers reinforce the purpose behind the work. This sense of purpose resonates strongly with younger professionals. It connects daily responsibilities to broader outcomes and reinforces why relationship-focused banking still matters. Mentorship transforms abstract values into lived experience. BUILDING MENTORSHIP INTO CULTURE Effective mentorship does not always require formal programs, though structure can help. What matters most is intentionality. Leadership support, time allocation and recognition of mentoring efforts signal that knowledge sharing is a priority. Banks that encourage mentorship as part of their culture are better positioned to navigate change. They preserve institutional knowledge while preparing future leaders who understand both the technical and relational aspects of the business. As the industry looks ahead, mentorship will continue to be a cornerstone. It connects past to future, experience to opportunity, and individual careers to collective purpose. In doing so, it helps ensure relationship-driven banks remain strong, adaptable and relevant for the next generation. 23 The Community Banker
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