1. Taking Your Bank From Good To Great IBAT Leadership Conference June 19, 2009

2. Taking Your Bank From Good to Great Got its administrative act together Open to New Ideas Over The Top Customer Service Diversity of Product/Mission Focused Tactical in every decision/Strategic Planning Open communication permeates the Organization Grasps Community/Industry Relentlessly pursues best talent and rewards for performance Ethical in All Dealings with Stakeholders Advocates for the Shareholder Trains, Trains and Retrains and Tells Their Story © Christopher L. Williston, CAE, President and CEO, Independent Bankers Association of Texas, 1700 Rio Grande, #100, Austin, Texas 78701, 512.474.688.9, cwilliston@ibat.org cwilliston@ibat.org

3. Got its Administrative Act Together Third Parties Your Niche-Service Customers expect consistency and availability Technology - The Community Bank Equalizer Internet Banking/Remote Capture Efficiency ratios High performance banks are constantly looking at their systems and processes!

4. Over The Top Customer Service What Does it Look Like? The Littlest of Things What is Your Culture? YOU are the bank to your customer What is your brand? Experiential managers The high performing banks reward for outstanding service

5. Open To New Ideas “If You Always do What you have always Done you will Always get What You Always Got” “But We Have Always Done it That Way” Your best ideas are buried in the bowels of the bank High performance banks reward for new ideas that are implemented

6. Diversity of Product/Mission and Market Focused What are you? Retail? Commercial? Small Business? What makes you different? No longer good enough to say we provide the best service CRM Howard Schultz

8. Diversity of Product/Mission and Market Focused What are you? Retail? Commercial? Small Business? What makes you different? No longer good enough to say we provide the best service CRM Howard Schultz High performing banks ask “What are we willing to do that our competitors are not willing to do?”

9. Tactical, Strategic In Every Decision Strategic plans are a Joke Vision and Mission example Roy Disney

11. Tactical, Strategic In Every Decision Strategic plans are a Joke Vision and Mission example Roy Disney The decision to “go” Markets High performing banks are mission centric and all decisions are weighed against the mission

12. Open Communication Permeates The Organization Strategy, mission and vision are shared with everyone Teamwork All understand “Why” Take Out the Trash High performing banks measure employee satisfaction regularly!

13. Gets Involved In Community/Industry Community banks mirror the community The “Four Walls” plaque Industry involvement Mentoring Walter Hall – Citizen First, Banker Second Community Technology – Gen Y High performing banks don’t worry about getting their people involved

14. Relentlessly Pursues Only The Best Talent High performers are not the lowest on pay scale-highest High performers find and reward High performers “grease the palms” Helen and Harry “Sometimes the best way to change people is to CHANGE people” High performers hire the best and get out of their way!

15. Ethical in All Dealings With Stakeholders Ethics-The Cornerstone Want to destroy an organization? If it doesn’t feel right, don’t do it! High performers communicate their core values often!

16. Advocates For The Shareholder We are in the business to make money- shareholder VALUE Do not apologize for fees High performers train employees to handle customer complaints or rejections of fees, not waive them

17. Trains, Trains and Retrains/ Tells Their Story You are doing more with less High performers do not consider training an expense, they consider it an investment We no longer have big bank training programs “We train and they leave” High performing banks don’t worry about people leaving…they worry about those they haven’t trained and stay

18. Good To Great Got its administrative act together Open to New Ideas Over The Top Customer Service Diversity of Product/Mission Focused Tactical in every decision/Strategic Planning Open communication permeates the Organization Grasps Community/Industry Relentlessly pursues best talent rewards for performance Ethical in All Dealings with Stakeholders Advocates for the Shareholder Trains, Trains and Retrains and Tells Their Story

19. Good to Great High performance banks are constantly looking at their systems and processes! The high performing banks reward for outstanding service High performance banks reward for new ideas that are implemented High performing banks ask “What are we willing to do that our competitors are not willing to do?” High performing banks measure employee satisfaction regularly! High performing banks don’t worry about getting their people involved

20. Good to Great High performers hire the best and get out of their way! High performers communicate their core values often! High performers train employees to handle customer complaints or rejections of fees, not waive them High performing banks don’t worry about people leaving…they worry about those they haven’t trained and stay

21. What can YOU do?

22. Ben Franklin

23. Golda Meir

24. Jack Nicklaus

25. Michael Dell

26. Mark Zuckerberg

27. Tiger Woods

28. Satchel Paige