Before You Need Them

 

Some of the most important relationships a community bank CEO will ever have are formed long before they become necessary.

That wasn't obvious to me early on.

 

Like many CEOs, I assumed the important conversations would begin when the need appeared.

Looking back, they had already begun years earlier.

 

Not because anyone knew what the future would hold.

But because relationships have a way of quietly accumulating understanding over time.

 

I noticed this most clearly while preparing for the possibility of a transaction.

Long before our board reached a decision, we had already spent years inviting investment bankers to meet our directors and shareholders.

 

There was no process underway.

Nothing was being marketed.

No decisions had been made.

We were simply becoming familiar with one another.

 

At the time, it felt like good governance.

Looking back, it became something more.

 

When important conversations eventually arrived, they didn't begin with introductions.

They began with understanding.

 

That changed the quality of the conversation.

I've come to believe this extends well beyond a possible sale.

The same is true of relationships with directors.

With shareholders.

With regulators.

With the management team.

 

The strongest institutions rarely build trust during moments of urgency.

They discover that trust has been quietly accumulating for years.

 

It's easy to postpone conversations that don't yet seem necessary.

Community banking provides no shortage of immediate demands.

Quarter-end arrives.

Budgets need attention.

Credit requires review.

 

The ordinary work of leading the institution has a way of filling every available space.

Looking back, some of the most valuable work I did as CEO never felt urgent at the time.

 

It made future conversations better.

 

Most of us instinctively prepare for the meeting.

Institutions are often shaped by how well we prepared for the relationship years before the meeting ever appeared on the calendar.

Perhaps that's why some conversations seem unusually calm when they finally arrive.

 

The work that mattered most had already been quietly taking place.