Independent Banker - November 2018 - 29

Next: The lowdown on automated lending
such as that someone has 10 minutes to cover his or her
topic. She also tries to assign tasks to people she knows are
strong leaders and presenters. If an agenda item can't be
resolved during a meeting, Westwood will assign someone
to do more research and will also meet later with the people
who had a lot to say about the topic. She'll then provide an
update at the next meeting.
Assign action items. " Before the meeting ends,
make sure everyone understands their future assignments
and responsibilities, " says Westwood.
Bowling agrees. " There is no point in having a meeting
if you have a nice conversation, then everyone walks
away and nothing happens, or there is no sense of urgency
about what needs to happen, " he says. " Meetings are not
designed to disseminate information. They are designed to
make decisions and take action. " Make sure someone in the
meeting is taking thorough notes and recording the next
steps and to whom they are assigned, so that meetings turn
into action.
4
Take advantage of generational strengths.
Westwood hires a lot of people right out of school.
" [Younger people] like having tasks, and they like having
expectations that are specific and that have specific timeframes, "
she says.
" Age differences are not a problem, because we are all
focused on success and solutions, " says Benjamin T. Nelson,
senior vice president-residential mortgage lending
for $1.5 billion-asset D.L. Evans Bank in Burley, Idaho.
Nelson has loan processors and assistants in their early
20s, as well as underwriters and loan officers closer to
retirement age.
He has found ways to capitalize on the strengths of the
various generations. " For example, older people can often
offer solutions based on experience, and younger people
can often offer solutions based on technology, " he says.
Make the most of all-day meetings. Nelson schedules
all-day meetings once a quarter and says detailed
preparation is key. " I am always on the lookout for relevant
topics to cover in the next meeting-things I can put on the
agenda that will add value, " he says.
Nelson also likes to address the company's " big picture "
during all-day meetings. " I want to present a scorecard:
where we are, where we were and where are we going, "
he explains. " I also like to focus on a lot of positive stuff
and successes. "
If something must be addressed that is negative, he
makes it solution-focused. " I want to create meetings that I
5
3
would want to attend myself, " he says.
He also aims to create an open forum in which people
can share and discuss ideas. " I want to help people learn
about what the other areas are doing and make sure there
is application for everyone else. "
To ensure maximum participation, Nelson arranges for
fellow employees to give presentations and sometimes
schedules outside guest speakers.
He also has a " no device " rule to keep people focused.
" We schedule breaks throughout the day, so people can go
" Meetings are not designed
to disseminate information.
They are designed to make
decisions and take action. "
-David M. Bowling, Citizens Union Bank
outside and check their messages, " he says.
Finally, he works to create a motivating sendoff. " During
the final wrap-up, we go over the topics and the applications, "
he says. " I remind everyone of my belief in them
and their potential. "
Reap the benefits
Bowling says good meetings reflect the overall company
culture. " When people see that meetings are run this way,
it becomes part of the overall culture, " he says.
Nelson says meeting prep is an investment that can pay
off. " People appreciate when you're not wasting their time, "
he says. " There is a big difference between our department
now and three years ago when I took over. Back then, people
were down, negative and there was a lot of blame. With
good meetings, we have been able to change the whole attitude
of the department. "
" Years ago, when meetings were not well-run, people
were frustrated, saying, 'What were those last two hours
about?' " Westwood says. " These days, people leave meetings
feeling good because things got accomplished. " She's
found this has led to improved productivity and morale,
because everyone knows what is expected of them, and
they know things are going to get done.
William Atkinson is a writer in Illinois.
independentbanker.org Q 29
http://www.independentbanker.org
Independent Banker - November 2018

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