Independent Banker - June 2022 - 41

Roberson: Everyone in banking
knows we are currently in a climate
of mergers and acquisitions. As
larger and more regional fi nancial
institutions seemingly get larger and
gain more resources and lending
power, our leadership team agreed
the time was right to bolster our
organization by combining the
resources of our commonly owned
banks. We knew the task would be
diffi cult, but that ultimately bringing
our banks together would place us in
a stronger position for years to come.
Robert Jones, 39
New Mexico market president
∠ InBank | Raton, N.M.
Q: What recommendations do
you have for community banks
in general to better serve their
customers and/or community?
Watts: Don't underestimate the
power of the employee experience.
A strong employee experience is the
fundamental layer in a company's
success. Investing in ourselves
ultimately provides value to our
customers. Striving to identify
solutions to streamline processes
and improve effi ciencies, coupled
with anticipating future needs for
the development and growth of the
employees, will keep a bank one step
ahead in all competitive aspects.
Palmer: Community banks that
focus on maintaining a great internal
culture by supporting their workforce
consistently better equip teams
to serve their communities and
customers genuinely.
Roberson: Our bank in early 2020
embarked on a mission to create a
Robert Jones conducts business with his
customers at top of mind. He's currently
spearheading a new process that would simplify
underwriting and streamline loan approvals
within his community bank. The loan process,
which would usually take several hours, has been
reduced to less than two. It provides not only
a more eff icient process for bankers but also
makes loans more accessible to his community.
Kristyn Scheriger, 31
VP, credit operations off icer
∠ Ciera Bank | Fort Worth, Texas
Kristyn Scheriger never stops searching
for ways to add value to her independent
bank and customers. She spearheaded the
adoption of a new cloud-based operating
system by becoming a system expert and
developing training for bank staff , ensuring
the smooth implementation and ongoing
utilization of the system. -Tiff any Lukk
culture by design, and that has proven
to be a watershed moment for us. What
we discovered over the course of a
rigorous self-examination period was
culture by default, which had set in over
years and which accepted the status quo
rather than challenge it with the goal
QUICK
STAT
4
winners hail from Oklahoma,
the state with the most winners
of making the bank better. With the
help of outside consultants, our bank
identifi ed its strengths and weaknesses
and drafted a vision and plan to become
the kind of organization we want to
be. This process impacted the way we
do everything, from hiring to product
and service development. All activity
is guided by our four core principles:
safe, kind, inviting and effi cient, which
hold a central spot in the heart of
our organization.
William Atkinson is a writer in Illinois.
independentbanker.org Q 41
http://www.independentbanker.org
Independent Banker - June 2022

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