Independent Banker - June 2021 - 46

Leaders & Mentors
cont.
Q: Describe a recent leadership challenge.
CorTrust Bank acquired a bank, which increased its assets by 40%.
Hopkins led the credit analyst and loan processing teams through
the transition. Sixteen months later, that team is intact and well
integrated at CorTrust.
Hopkins: Growing pains are inevitable when you have an
acquisition. A group of people have been used to doing things
one way and, overnight, they're asked to do it another way. We
explained the why behind how we do things. It's not just to create
extra work but to ensure we treat our borrowers the same across
the board, no matter who they are. I learned that in leadership,
it's important to be patient and listen when new things are
happening. Change can take time.
Park Bank undertook a core conversion just as the pandemic was
drastically changing banking and business operations. Johnson helped
lead Park Bank's branches in adopting new products and services to
serve the new core while many employees were working remotely.
Johnson: We already had strong communication among our project
teams. We assigned ownership to a team for introducing a particular
product or service. The combination of expertise and diff erent
talents on those project teams drove our success. I worked closely
with our [assistant vice president] of banking and our team leads
to understand the right time to introduce products or systems. We
worked to understand how to communicate in a way that was timely,
but not overwhelming, and ensured that each person understood
their role and could communicate with clients.
1st National Bank of Scotia recognized that as a branch
manager, Kearns excelled at setting an example and teaching
others. The bank needed a new position, a training and
engagement off icer, and thought she'd be the perfect fit.
Kearns: When I was first off ered the role, we had some
ideas, but no real program. I met with our bank president
to understand the ultimate goal. I knew the retail side of
banking, which is my comfort zone. With other departments,
I did a lot of research and consultation with other managers
and coworkers who've been with 1st Scotia longer. We also
shadowed diff erent positions. Pulling this input together, we
were able to create training checklists for diff erent positions.
I'm very big on being transparent and making sure the team
knows what we have to achieve as a group.
Stork participated in the Iowa Bankers Association's inaugural Leaders
in Advocacy class, a program for training up-and-coming bank leaders
about advocacy and teaching them about issues in the banking industry.
Stork: The program forced me to admit it was important, if not
necessary, to remain informed about legislation impacting not only
Bankers Trust, but all community banks. It is easy to feel like legislative
issues are far removed from the day-to-day operation of Bankers Trust,
but in reality, legislative changes can have drastic consequences that
eventually impact the day-to-day operations of all banks.
Judith Sears is a writer in Colorado.
46 Q ICBA Independent Banker Q June 2021
Tracey Kearns, 35
Assistant vice president
1st National Bank of Scotia *
Scotia, N.Y.
* Developed new orientation
programs and coordinated
online training for bank
employees
* Rallied coworkers to
support Schenectady Street
Soldiers, which provides
hot meals and essential
items to those experiencing
homelessness
Emily Stork, 39
Senior vice president and
general counsel
Bankers Trust Company * Des
Moines, Iowa
* Founding member of Bankers
Trust's women's aff inity group,
EmpowHER
* Member of the DSM Financial
Executive Women
* Completed the Iowa Bankers
Association's inaugural
Leaders in Advocacy program
Independent Banker - June 2021

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