Pub. 7 2019 Issue 2

www.uba.org 8 Leadership Succession By Dave Forsyth, Product Manager, EnerBank USA Welcoming Zachary Bassett Zachary has been with FHLB Des Moines since 2013, serving as a Senior Collateral Review Analyst. He brings 13 years of banking experience to his new role, having served in a variety of capacities. as the new VP/Relationship Manager for Utah Members In addition to our member support team, FHLB Des Moines has powerful analytical tools to assist your institution in evaluating strategic funding decisions and mitigating unwanted interest rate risk. These tools are available at: www.fhlbdm.com/products-strategies A nne M. Mulcahy, former Chairperson and CEO of Xerox, once provided her insight on leadership succession when she said, “One of the things we often miss in succession planning is that it should be gradual and thoughtful, with lots of sharing of information and knowledge and perspective, so that it’s almost a non-event when it happens.” An organization without a solid plan for succession can have an unnecessarily disjointed period in their history as new leadership takes time to get up to speed. Ideally, the next leader has been prepared and selected (even if just privately) well before their time comes. Each leader takes their turn leading and improving the organization while setting up the next leader to take the organization even further than the last. This is obviously easier said than done. Emerging Bank Leaders (“EBL”) helps with leadership succession at your institution by developing the banking leaders of today and tomorrow. The EBL in Utah accomplishes this by providing: • Three-month mentoring programs where those look- ing for greater insight can learn from people in diverse disciplines at banks with different business models from across the industry. • Experience advocating for the industry alongside other se- nior banking leaders by working with members of Congress at both the state and national level. • Organizational leadership and governance experience through participation on the EBL Board and EBL Execu- tive Committee. • Leadership insight lunches with senior leaders from across the industry. Public speaking opportunities such as our 5-minute Ignite presentations at our annual EBL conference. • Socializing at events such as our annual Top Golf event. • Collaboration through an online community. • Reaching out to college students to educate them about the industry. • Service in the community. This year we have focused on solidifying the foundation of the EBL by establishing leadership succession plans for the organi- zation as a whole and across our four committees (Marketing, Mentoring, Outreach, and Events). We also better established a regional presence in St. George and the surrounding cities in Southern Utah. That was primarily driven by the leadership of Clay Denos of Rock Canyon Bank. Recently, the UBA upgraded their website and mobile app through the Collaborate plat- form as well as remodeled offices including new technological equipment. We are excited for the modern experiences this will enable for the UBA and the EBL. Together, these improvements Dave Forsyth serves as the Chair of the Emerging Bank Leaders of Utah. He is a Product Manager for software products at EnerBank USA. He holds a master’s degree in finance from the University of Utah. He also holds an honors bachelor’s degree in finance with a minor in anthropology from the University of Utah to the foundation of the EBL position us for further success as Leslie Nuon (Zions Bank) and Ben Browning (Bank of Utah) pick up where Leslie and I left off. They are well-prepared continue to improve the EBL and make this transition “almost a non-event”. Lastly, we established a social media presence for better commu- nication and connection. Follow us by searching for Emerging Bank Leaders of Utah on LinkedIn, Instagram, and Facebook. n