Pub. 11 2020 Issue 2

Pub. 11 2020 I Issue 2 13 West Virginia Banker now have smaller and less specialized staff. Bank employees handle a wider array of customer requests of varying complex- ity. The days of a customer being okay with routinely waiting 30 minutes for the one person who can help them are over; investment in training and professional development is critical and will continue to be. It’s one thing to recognize the evolution of customer prefer- ences and expectations (which are shaped by experiences outside of banking); quite another to have the considerable resources (both financial and other) to be relevant and com- petitive, and to be able to deliver a consistent and exception- al customer experience across all channels. What hasn’t changed is that “convenience,” which generally translates into physical locations, is still the number one driver of why people initially choose a bank despite the growing op- tions available by which to bank. Strong community bank retail franchises with a lot of branches and customers have become scarce. With nearly 100 branches, City has about three times the number of branches than the typical, similarly sized bank. Since branches are expensive and take years to become profit- able, it’s become increasingly difficult to justify making such a sizable investment; particularly with a “de novo” strategy. If you had to name three characteristics of City Na- tional Bank that you think makes your bank great at retail, what would they be? We really are a true “community” bank. Being classified as a “community bank” doesn’t make you one. While we’re defi- nitely not alone in placing a premium on being involved in and supporting the local communities, it truly is the primary factor in everything we do. Our employees deserve all the credit for their desire and willingness to be so involved and make such a positive impact in their communities. I would also say: predictable, disciplined, and transparent. Okay, that’s a 3-for-1 — it isn’t flashy — but it’s our identity. I think employees know what to expect and, because we are disciplined in all aspects of our approach and openly share what we know, they aren’t looking over their shoulders or worried about being surprised. We don’t pretend to be something we aren’t and we trust our people to do the right thing within a reasonable framework. And I would add our people first approach. A recent anony- mous-all-employee-survey revealed that the most common response when asked for one word to describe City’s culture was “family.” While I’m certain that most of these responses were refer- encing the people employees work most closely with, many would hopefully say there is a deeper and wider connection than may be typical with a company of nearly 1000 employees spread across four states. Leaders within the company at all levels are genuinely interested how the employees feel about working at City. What makes the banking experience at City unique from other banks? It’s cliché to say our people, but it’s true. Specifically, our focus on the details of service, which doesn’t mean rigid or scripted. Also, consistency, regardless of the circumstances, which is a high standard. Employees may have a rough day; we could be short-staffed — or in the midst of a pandemic. The details and consistency matter because customers notice, and our employees have demonstrated the ability to excel despite these variables. Also, there’s a definite distinction between “friendly” versus “personal and helpful.” Friendly is undoubtedly important,  City National Bank Continued on Page 14