Pub. 4 2014 Issue 4

23 FALL 2014 ship roles at their banks, associations rely on emerging leaders programs to expand their grassroots advocacy at the state and federal levels. As part of Indiana Bankers Association’s year-long leader- ship development program, for example, participants spend a day at the state house in Indianapolis. The goal, says Dax Denton, vice-president of government relations, is to peel back the mysterious legislative landscape. To help bankers get com- fortable with the legislative process, the day includes a panel of legislators discussing how they work with constituents, fol- lowed by an afternoon visit to the legislative offices. Denton strives to bring in young, energetic legislators who can relate to younger bankers. Advocacy is a primary component of the KBA’s BLOK pro- gram as well. KBA surveys its graduates (who affectionately refer to themselves as BLOKheads) to gauge their comfort level with contacting their legislators. At the start of the program, most participants rank their comfort level as a three or a four on a ten-point scale. By the end of the program, however, the same bankers rank themselves as a nine or a ten. “By understanding the legislative process and their role in it, participants feel ownership that inspires them to get involved,” says Wareham. He credits BLOK participants with helping pass a bill to phase out state mortgage registration fees. These bankers were extremely vocal, sending emails and letters and calling their state legislators. David Raney, vice-president and residential lending man- ager at Sound Community Bank, Seattle, Wash., agrees that education impacts advocacy. Raney was part of the Washing- ton Bankers Association’s inaugural Executive Development Program task force, and graduated from the program five years ago. Originally uninterested in government affairs, after graduating from the program, he now finds the legisla- tive process one of the most fascinating parts of banking. “If it weren’t for the development program, I would never have wanted to go to Washington, D.C. Now, I’m raising my hand,” says Raney. Although there are many advocacy success stories, few banks or state associations officially track how their emerg- ing leaders programs impact advocacy. Like others, however, Pamela Green, director of member services at Maine Bankers Association, is confident that the association’s leadership pro- gram has had a positive impact. “We’re planting the advocacy seed by introducing bankers to their legislators,” she says. w Reprinted by permission from the July issue of ABA Banking Journal, copyright 2014 by the American Bankers Association.