PHOTOS: VERNON WILEY/GETTY IMAGES Rapid growth can be a trial by fire for a community bank's staff and leadership alike. As those who have been through it tell us, the keys are preparation, consultation and a willingness to admit when things need to change. By Katie Kuehner-Hebert C ommunity banks that grow rapidly, particularly through acquisitions, can quickly turn into entirely new animals. This can leave many leaders scrambling to figure out how to adjust the organizational structure-and their own management styles-to handle the resulting growing pains. Most leaders can navigate the new waters, particularly if they've come from other community banks that have successfully grown, or if the community bank's management and board have sought consultation and are adequately prepared for growth. But there are times when boards have to oust the founding CEOs if the transition proves too rocky. Sometimes, CEOs step aside willingly, acknowledging they just don't have the necessary skill sets required to lead an institution that has to operate much differently independentbanker.org ICBA IndependentBanker 41http://www.qmags.com/clickthrough.asp?url=www.independentbanker.org&id=20263&adid=P41E1