Pub. 9 2018 Issue 4

www.wvbankers.org 6 West Virginia Banker Facilitate More Loyalty from Millennials and Plan for Management Succession A MESSAGE FROM THE CHIEF EXECUTIVE By Sally Cline A s are many of you, I am the proud parent of a millennial. It is wide- ly acknowledged that these young adults are fiercely loyal to tech- nology and have a strong interest in protecting the environment, balancing their work lives with their personal lives, and advocating for social justice. What you may find surprising is that millen- nials have a strong desire for growth, both professionally and personally, and if not provided the opportunity to grow in their careers, millennials will become dissatisfied and look for other job prospects. Not only am I a proud parent of a mil- lennial, but I am also a proud graduate of the Graduate School of Banking at Louisiana State University (GSBLSU). Attending GSBLSU was one of the best decisions I made in my 35-year career. While a student at GSBLSU, I attended classes regarding all areas of banking, experienced teaching from some of the industry’s foremost experts, and made invaluable, long-lasting connections with fellow students and faculty. The courses are challenging, and students must be committed to a high degree of personal discipline to graduate, but those that make it leave with a greater understanding of their potential and a deeper sense of loyalty to the bank that invested in their development. Since the program was established in 1950, nearly 16,000 bank officers have completed the 25-month program. It includes three two-week resident ses- sions, during which bankers/students re- ceive more than 200 hours of classroom instruction. Between resident sessions, students must complete a series of ten bank study projects, five the first year and five the second year. The school’s capstone course, Bank Management Simulation, is taught the third year, and is always the top ranked course in the school. Mike Highfield, Vice President for Curriculum, GSBLSU, contributed a terrific article (page 16) that provides additional insight into the school curriculum with plans to expand the focus on ethical leadership. The $4,445 per year fee covers tui- tion, room, meals and all instructional materials. Incidentally, the school’s tuition is the lowest of any of the graduate schools of banking. Three scholarships are available for WV’s first year students. One scholarship is reserved for a female or minority student and one is reserved for a bank regulator. In the 2018 session, two thirds of the bankers/students held the rank of vice president or higher, almost 70 percent of the students had over five years of experience in banking, and approximately 90 percent held at least one college degree. The student body represents banks from under $100 million to over $200 billion in assets with the median bank size in the $500-$1 billion range. GSBLSU operates with the supervi- sion of its Board of Trustees, which is comprised of fifteen state banker association executives and a banker from each of the fifteen states. Serving WV with me for the next two years is Ami Shaver, SVP, Director of Retail Banking, United Bank. You can learn more about GSBLSU and the 2019 session on their website: https://www.gsblsu.org/. Applications are currently being accepted for the May 19–31, 2019 session. The final admission deadline is April 16, 2019. With new generations, loyalty has evolved. Banks that create an envi- ronment conducive to learning and progress will reap its rewards. 