Pub. 5 2017 Issue 1

www.uba.org 4 The Bottom Line By Howard Headlee, President, Utah Bankers Association Developing Future Bank Leaders I n the years since the financial crisis, I have been so impressed with the resiliency of our Utah banks and how quickly Utah bankers turned the page and focused their attention on the future. Some of the most innovative and successful banking practices are happen- ing right here in Utah. There is a lot of discussion about Utah being ranked #1 in many categories regarding business, and the banking industry plays a significant role in those numbers. Many Utahns have no idea that Utah is the 8th largest banking state in America. If we are to maintain this success, we must look to the future and pre- pare. And that is why the Utah Bankers Association has created the Emerging Bank Leader (EBL) organization. This is a first of its kind, individual membership organization dedicated to preparing the next generation of bank leadership, so that we can maintain our position as a global financial center. EBL is focused on networking, mentoring, outreach and service. With a separate board of directors and four standing committees (Mentoring, Outreach, Events &Membership) these emerging leaders have been busy building an organization that can provide the support they need to successfully pursue their careers in the banking industry. At the center of this community of future leaders is an App called Collaborate that facilitates communication and information sharing among the members. The App allows members to reach out and net- work online with peers and mentors beyond their institution or their particular area of expertise. EBL is not just limited to current employees of UBA member banks. It is open to anyone who wants access to a career in Utah’s dynamic banking industry. EBL is our industry’s pipeline into our colleges and universities to recruit new employees. It is also a lifeline to profession- als who have left our industry but are looking for an opportunity to return. Brown-bag lunches will allow emerging leaders to economically network and learn during their lunch breaks. We are encouraging members to step forward and organize events in their own local com- munities to minimize travel. The outreach committee has already held a number of meetings at the University of Utah, Utah State University and Brigham Young University. The students we met were impressive and their energy was encouraging. Most were unaware of the breadth of opportunities in the Utah’s banking sector. And finally, but perhaps most importantly, the mentoring committee has been busy putting the final touches on a robust industry-wide mentoring program that is also facilitated in the Collaborate App. We know that some of our member banks will want to reimburse employees who pay the $50 annual membership fee, but after several long debates, the EBL Board felt strongly that membership needs to be affordable to individual bankers because those willing to pay their own membership, are much more likely to get involved and take advantage of the program. As I have watched these emerging leaders work, debate, and struggle to create this exciting new program over the last year and a half, I have witnessed first-hand exactly what we are hoping to achieve with this new organization. Each one of the bankers who have taken on a leadership role has grown their skills, their network and their value to the industry. It really is remarkable to watch the personal growth that has already taken place. I am looking forward to a lot more of the same during the years to come. n