their needs and presenting solutions positively reinforces your commitment to helping them thrive financially. At the end of your planning session, your strategy should be part of your bank’s DNA. It must define why you exist, how you exist (core values, purpose, who you serve), and the strategies you are pursuing (what, why, how you get there). If your strategic plan cannot fit on a poster and be distributed to your team, it is overly complex. Refrain from keeping the plan a secret. The most successful organizations share their vision with the entire team. This transparency shows your commitment to your objectives, fostering a shared understanding that permeates throughout the organization. By telling your story to every team member, you offer them clarity on their role and purpose within the organization, thus the employee experience starts to align. From there, leaders can effectively delegate. This process develops better decision-makers and better managers because the entire team is taking ownership of the plan. Overall, strategic planning is essential for guiding bank decision making, driving performance and innovation. Financial institutions that can get on board with the strategic planning process will not only survive but thrive. Fabio Biasella Director – Strategic Services Engage fi Fabio.Biasella@Engagefi.com Fabio Biasella is renowned as an industry thought leader and codifier of best practices in retail banking for community banks and credit unions. With more than 35 years of experience, he is an expert on strategic planning, marketing, data and analytics, business development and digital banking. Engage fi is an associate member of the Indiana Bankers Association. NOVEMBER/DECEMBER 2024 43
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