Community Bank CEOs: The Hiring Mistake That Destroys Bank Value (And How to Fix It)
"You only sell your bank once."
I hear CEOs say this when they put off preparing for a sale.
But here's the truth:
While you sell just once, you need to build value every day.
And the smartest way to build value?
Hiring the right people.
The House-Selling Mistake
Many bank CEOs think selling a bank is like selling a house:
- Fresh paint
- Nice landscaping
- Updated systems
- Good staging
But selling a bank isn't about looking nice.
It's about steady, reliable earnings.
And that starts with people.
Three Keys to Steady Earnings
1) People
2) Procedures and Policy
3) Leadership
Without the right team, nothing else works.
The Succession Challenge
The numbers tell the story:
- 70 million Baby Boomers
- 60 million Gen-Xers
- 80 million Millennials
Many banks blame others for talent shortages.
Smart bankers find a better way.
A New Hiring Mindset
In 2011, we changed how we hire.
Old Way (Surplus Mindset):
- Post job ads
- Hope good people apply
- Pick the best available
- Wonder why they leave
- Blame the job market
New Way (Scarcity Mindset):
- Seek out people not looking for jobs
- Create interesting opportunities
- Build growth paths
- Keep top talent
- Take responsibility for results
The difference?
We stopped waiting for talent to find us.
We started finding talent.
What Top Candidates Ask
Regular Candidates Say:
"Here are my skills and experience—what will you give me?"
Top Candidates Ask:
"What can I do here and what can I become?"
See the difference?
Top candidates care about growth, not just compensation.
Creating Clear Role Profiles
We made detailed profiles for each job:
1) Exact duties - What they'll actually do
2) Training phases - Dependent (needs guidance), Interdependent (works alongside others), Independent (works alone)
3) Timeline - How long until they work independently
4) Success metrics - How we measure performance
This clarity attracts top talent and sets clear expectations.
Two Key Interview Questions
Question 1: "What's your biggest accomplishment?"
Then dig deeper:
- What was your exact role?
- How did you plan it?
- What challenges did you face?
- What did you learn?
This reveals how they think and solve problems.
Question 2: "How would you succeed in this role?"
Listen for:
- What they'd do first
- How they'd solve problems
- How they'd handle challenges
- Similar work they've done
This shows whether they understand the role and have relevant experience.
Why This Matters for Bank Value
Strategic hiring isn't just about filling jobs today.
It's about:
- Building steady earnings
- Creating future leaders
- Reducing risks
- Increasing bank value
- Preparing for a future sale
Buyers pay premiums for banks with strong, independent teams.
Buyers discount banks overly dependent on the current CEO.
Making This Work
Check Your Hiring System:
- Is it working?
- What's your mindset?
- Are people staying?
Look at Your Current Team:
- Are roles clear?
- Do people have growth paths?
- Who will lead next?
- Where are the gaps?
Create Job Profiles:
- List specific duties
- Show growth paths
- Set clear timelines
- Define success
Your Next Steps
Step 1: Check Your Mindset
Are you thinking surplus or scarcity?
How does this affect your results?
Step 2: Review Recent Hires
What's working?
What needs to change?
What patterns do you see?
Step 3: Start One Role Profile
Pick an important position.
Write down specifics.
Create a growth path.
Set clear success measures.
The Long Game
Early in my career, investment bankers taught me something important:
The best bank sales happen because of smart decisions made over years, not months.
Building a valuable bank isn't about last-minute fixes.
It's about creating lasting quality through smart hiring.
The team you build today determines your bank's value tomorrow.
What will be your first step to improve your hiring approach?
The Bottom Line
Strategic hiring builds bank value years before you sell by creating steady earnings, developing future leaders, and reducing transition risk. Shift from a surplus mindset (waiting for candidates) to a scarcity mindset (actively seeking top talent). Create detailed role profiles showing growth paths and success metrics. Top candidates ask, "What can I become?" not just "What will you pay me?" Your hiring decisions today directly impact your bank's sale value tomorrow.
P.S. I'm not a lawyer, an accountant, or an investment banker. Just a former bank CEO who has been in your shoes.
There are zero hacks or tricks in this newsletter. Just proven tactics that help you choose the right path for your bank.
Your path will:
- Inform your strategic plan.
- Guide your annual business plan and budget.
- Clarify priorities.
- Define your message so it can be communicated with confidence.
This is how savvy bankers navigate.
They build smart and valuable banks and choose the best time to sell on a timeline of their own choosing – serving the needs of the shareholders and the board.
I hope you found this short lesson helpful.
What are your thoughts?
I’ll see you next week.
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