Pub. 1 2021 Issue 2

your business and produce,” said Adrian. “You would do loans, credit cards, mort- gages, originate, be a small business lender and manage staff. It was fast-paced and demanding. The job exposed you to all ar- eas.” After three years of managing a bank, Adrian applied for and took a commercial lender position. When Adrian left 5/3 Bank, it had grown “by leaps and bounds,” said Adrian. He moved to Park National Bank for five years, where his new boss was a CEO named Dan DeLawder. Headquarters were centralized in Newark, Ohio. Adrian worked in the southwest corner of the state, just north of Cincinnati and above Northern Kentucky. Adrian’s new job exposed him to the com- munity banking model. “I saw how pow- erful it was,” he said, “and I cut my teeth in the community banking world.” Another big influence was David Crader, Adrian’s predecessor at the Bank of Missou- ri. “I’ve met a lot of community bankers,” said Adrian. “David was the best commu- nity banker I’ve ever met. No offense to anybody: he’s just that good. He brought me in as his successor, mentored me and then retired, but he continues to mentor me now. He’s a great sounding board.” The most rewarding part of Adrian’s career is watching people develop and become successful. “I appreciated that people took the time to develop and mentor me,” he said. “I enjoy the people side of it and the positive impact we have.” His work has allowed him to provide money for build- ings, help companies and provide financial literacy guidance. It is all part of the Bank of Missouri’s tagline, which is “Live Well. Bank Well.” He said, “Banking is a part of life. That’s what I enjoy most about it.” Adrian has three suggestions for bankers coming into the industry: 1. “You have the life you were born into, and you have the life you make for yourself. How hard you are willing to work and what price you are willing to pay determines whether you succeed. Everyone wants to be successful, but successful people don’t post about the hard work it takes to get there. 2. “It’s important to have a work-life balance. I am very lucky. I have a great wife who is always really good about keeping me grounded. If you love what you do, it doesn’t even feel like work to you. 3. “Be fair and do the right thing. Never sell a product of the month to hit a goal. If we are not growing and being successful, it is because we are not do- ing the right thing daily. Prepare and develop employees so they can serve customers. The science of banking is the numbers. The art is how you help people navigate the journey and meet their goals and dreams.” Adrian sees many benefits in MIBA mem- bership. “MIBA has a great leadership group in place,” he said. “The association is a reflection of the people who lead it, and they are the backdrop for everything we do in banking.” The association also offers camaraderie and friendship. When the pandemic began, CEOs from banks across the state jumped on communicating about the changing rules and requirements. “That says a lot about members of the MIBA,” said Adrian. “Members put community and customers above competing.” When the pandemic began, banks got cre- ative about using Zoom, conference calls and electronic signatures. “The automation is more efficient than what we did before,” said Adrian. As Adrian looks toward the end of the pandemic, he thinks community banks will be challenged. The last year has expedited the need for digital solutions and forced everyone to adopt more technology. Before the shutdown, 25 people could work remotely at his bank. Now, 200-225 can do it. “That is a big game-changer,” he said. The pandemic meant community banks could not meet in person. Adrian’s bank did what it could to bridge that gap. “Customers are very loyal and love having a trusted adviser they can meet with in person, but lower or higher rates can erode that value statement if you are not careful,” said Adrian. Adrian thinks community banks need to figure out their digital platforms while also proving to their customers that a commu- nity bank has a place. “When you start to go into a digital world,” said Adrian, “it isn’t just the mobile app. It’s internal operations, having a call center, training, and consid- ering many different areas that will need to be refined and improved for the future.” The bank’s strategic plan for 2021 is Oper- ation Optimal Balance. It is about staying relevant in the lives of bank customers. “Customers are deciding when they are going to interact now, not the bank,” Adrian said. Bankers’ hours have eroded steadi- ly with the introduction of ATMs, phone access, computers, cell phones and tablets. “When someone calls with a problem, it could be their hardware, an application, or the device they are on. We have to be experts who are versed in all that,” said Adrian. Another challenge is the competition with other banks and each customer’s out-of- channel experience. Adrian said, “Custom- ers come in and see someone at the bank and go, ‘Oh, really? Problems take two seconds on Amazon and an hour with you?’ Banks have to keep up with those experi- ences as well as with other banks.” Adrian is a grandpa, and he spends most of his free time with family. He has three grandchildren; his son has two boys, and his daughter gave him a granddaughter. Everyone enjoys golfing, boating, and shooting skeet or trap together. The family also celebrates the Fourth of July together. ■ April 2021 | 21