Does Your Bank Have A Dream Team

Assessing Your Bank’s Leadership Team is the Foundation of Successful Succession Planning

<To View the Article in its published format, click here: Dream Team Article A 8-2017>

Many bank Boards of Directors and CEOs are proud of their bank’s executive team. And rightly so! Yet frequently those feelings of pride dissolve into uncertainty when the bank is faced with the decision to promote a banker into a top executive position or even the CEO role.

How does this happen? Why do well laid out succession plans sometimes evaporate in the face of reality when the time to elevate someone finally arrives? One of the reasons, based on our experience working with hundreds of community bank boards and executive teams, is that directors are often missing context when faced with a promotion decision. The lack of relative perspective on comparative candidates for similar roles may at times impede the comfort level necessary for a board to validate a promotion decision.

<To Read the Article in its published format, click here:  Dream Team Article A 8-2017>

This article appeared in the Pennsylvania Association of Community Bankers Publication in 2017.

Alan J. Kaplan is Founder & CEO of Kaplan Partners, a retained executive search and talent advisory firm based in Philadelphia.  Kaplan Partners is the country’s only retained executive search firm member of the ABA & ICBA.  You can reach him at alan@KaplanPartners.com or 610-642-5644.

Meet the New Bank Executive

<To View the Article in its published format, click here:  Feature_Hiring_OctNov_Banking Exchange 2016  >

Today’s bank leader is under greater pressure than at any time since the financial crisis.  While the crisis itself was a hot mess, the banking climate remaining in the aftermath of the Great Recession has likely altered the course of the industry for decades to come.  The two most vital ingredients today for a bank’s long-term autonomy are capital and talent.  Without those two key elements, a bank’s future survival becomes much more of an uphill climb.

Much has and will continue to be written about the tangible banking skills and technical proficiencies which have become necessities for leaders in the industry today.  There’s a shopping list of experience with subjects such as regulatory relations, balance sheet management, capital strategy, commercial credit, investor relations, risk management, technology and strategic planning that are now considered “table stakes” for bank leaders and CEO contenders.  Despite this daunting plethora of needed banking skills, the real challenges lie in development of the key leadership requirements for institutional success, and in the navigation of the managerial challenges which lie ahead.

There is no shortage of experts touting their views on the vital leadership competencies of the day.  So we will focus here on three intangible but particularly important areas of emphasis in the human capital arena which are critical for the future bank leader’s success:  cultural agility, workforce flexibility and talent-centricity.

<To Read the Complete Article in its published format, Click here:    Feature_Hiring_OctNov_Banking Exchange 2016  >

The article appeared in the Oct./Nov. 2016 issue of Banking Exchange magazine, copyright 2016 by Simmons-Boardman Publishing.

 Alan J. Kaplan is Founder & CEO of Kaplan Partners, a retained executive search and talent advisory firm based in Philadelphia.  Kaplan Partners is the country’s only retained executive search firm member of the ABA & ICBA.  You can reach him at alan@KaplanPartners.com or 610-642-5644.