Pub. 3 2013 Issue 2

12 www.azbankers.org A T TIMES, PAUL SIEBENMORGEN FEELS LIKE TWO PEOPLE. “TO THE OUTSIDE, IN OUR COMMUNITIES, I’M A BANKER,” SAYS THE PRESIDENT and CEO of Farmers and Merchants State Bank, Archbold, Ohio. “But inside, nowadays, I really feel I’m more of a manager, delegator, leader, band director, educator, cheerleader, what have you.” Siebenmorgen’s bank has expanded into five new communities in five years, and is approaching the $1 billion-assets mark. And he’s found his personal definition of “community banker” has changed. This evolution has been felt by many in the business, as was discussed with Siebenmorgen and four other members of ABA’s Community Bankers Coun- cil. The CEO who isn’t on the main banking floor—or even in the main branch—no longer seems an oddity. Strategy has grown to be a bigger piece of the job—even if daily demands push creative thinking to nights, weekends, and holidays. If the predicted consolida- tion among community banks comes to pass, the remaining leaders will find themselves increasingly coming to grips with an urgency to rethink how they work—and what they work at. Jim Edwards finds himself torn be- tween today and tomorrow. “The pace of change continues to increase, and I find myself running a traditional bank, and, at the same time, spending more time thinking about how things are chang- ing and what are we going to do to stay ahead of what is coming in the next 90 days, 12 months, five years,” says Ed- wards, CEO of $1 billion-assets United Bank, Zebulon, Ga. “I’m Not Just a Banker Anymore” Consolida Ɵ on, pace of change, and business growth demand a new blend of delega Ɵ on and hands-on involvement BY STEVE COCHEO, EXECUTIVE EDITOR & DIGITAL CONTENT MANAGER SCOCHEO Ν SBPUB.COM Q Banker | continued on page 14 Even the daily grind is more grind- ing—just the sheer challenge of keeping current on more issues, according to Laurie Beard, president and CEO of $450 million-assets Founders Bank & Trust, Grand Rapids, Mich. “Sometimes it feels overwhelming,” she says. “Some- one will ask, ‘Did you see that article in The Wall Street Journal this morning?’ And then I’ll realize that I haven’t even read the Journal yet. Haven’t gotten to it, and I used to always do that first.” Beard’s concern isn’t a matter of routine missed—it’s evidence of a sense of frustration about keeping up, so she, as CEO, can best work with the board. “Obviously, you want to be conversant on issues, but you also want to be the one educating your board on some of them,” she says, “and for that, you have to be well-prepared yourself.” In the runup to, and wake of, the Dodd-Frank Act, the role of the CEO in politics also has changed. Among bankers, there always have been “politi- cal junkies,” but no banker can afford to stick on the sidelines now, recognizes Charles Funk, president and CEO of $1.7 billion-assets MidWestOneBank, Iowa City, Iowa. “Five years ago,” Funk says, “I hardly ever talked to our employees about the need to be active politically and to advo- cate and to lobby. Now, if they don’t get how important the political climate is, it’s because they haven’t been listening to me.” Stepping away from the fray Daily life is changing for CEOs. “Sure, I still do the PR stuff—kiss some babies; shake some hands,” says vet- eran banker Siebenmorgen. “I’m not a politician, but in a way, that is what we are. CEOs are always trying to sell something, and support our staffs in our communities.” But Siebenmorgen has been very used to being a roll-up-your-sleeves bank