Aligning Mission, Culture & Internal Branding Aligning Mission, - - PowerPoint PPT Presentation

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Aligning Mission, Culture & Internal Branding Aligning Mission, - - PowerPoint PPT Presentation

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Aligning Mission, Culture & Internal Branding Aligning Mission, Culture & Internal Branding 2019 CDBA Peer Forum & Membership Meeting 2 Southern Bancorp Integrated Structure & Strategy Integrated Structure & Strategy SBI

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Aligning Mission, Culture & Internal Branding

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Aligning Mission, Culture & Internal Branding

2019 CDBA Peer Forum & Membership Meeting

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Southern Bancorp Bank Southern Bancorp, Inc. Southern Bancorp Community Partners

SBI – Vision and Strategy

  • Capital
  • Communications
  • Governance & Metrics

SBB – Banking Services

  • Loans
  • Deposits
  • Targeted Investment Portfolio

SBCP – Financial Development

  • Loans & Credit Enhancement
  • Financial Education
  • Research & Advocacy

Integrated Structure & Strategy

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Southern Bancorp Integrated Structure & Strategy

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Southern Bancorp’s Culture Journey Challenges: Margin vs. Mission

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SBCP Mission g SBB Margin SBI

$

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Southern Bancorp’s Culture Journey Challenges: M & A Integration

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And m nd more….

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Seed Capital Fund Southern Ventures, Inc. Arkansas Enterprise Group

Southern Bancorp’s Culture Journey Challenges: Consolidation of Non-Profits

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  • $33.8 million in CDCI (debt)

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  • Complex capital structure
  • Lack of liquidity
  • Limited growth opportunities

Southern Bancorp’s Culture Journey Challenges: Capital

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Culture Trumps Strategy

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2013-2018

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Culture MUST be a Priority

Top Down  Bottom Up  Side to Side Celebrated by All

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Southern Bancorp’s Culture Journey The Process: Culture Must be a Priority

  • Professional assistance

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  • Board adopted strategic vision -
  • Simplify. Refocus. Realign.
  • Internal Branding
  • Brand research across key stakeholders

We are Wealth Builders for Everyone.

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Culture: Top Down

  • Board adopted strategic vision

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  • Lead with Core Values
  • Recruit
  • Hire
  • Train
  • Promote
  • Evaluate
  • Reward
  • Terminate

…based on Core Values CHIEF CULTURE OFFICER

  • Chief Executive Officer
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Culture: Top Down

  • Southern Springboard – two day cultural
  • nboarding for all new employees

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  • Southern Institute – year long culturally aligned leadership

development program

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Culture: Bottom Up

  • Brand Council – 25 Cultural Ambassadors (meets

quarterly with CEO)

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Culture: Side to Side

  • R.A.I.S.E. Reward Program – Culturally based peer

recognition program

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Culture Must Be Celebrated!

  • Southern Rendezvous – company wide brand celebration

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The Results

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2013 2019

ROA

0.75% 0.83%

CET1

4.32% 9.61%

CDCI

$33.8M Retired

Liquidity SBCP only common shareholder to receive dividend 9 quarters of consecutive, increasing dividends for all common shareholders; share buyback program Loans

$742M $1B

Employee owners

N/A 90% of staff are employee

  • wners

Capital (raised/committed)

__ __ $35M

Net Income (SBB)

9.51M $12.75M (2018)

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2019 & Beyond

Aligning Mission, Culture, Internal & EXTERNAL BRANDING

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What if…?

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You are not a

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loan officer. You are a wealth builder for everyone. bank teller. credit counselor. deposit operations specialist. market president. an accountant.

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southernbancorp @southernbancorp southern company/southern-bancorp

BankSouthern.com SouthernPartners.org

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How How Does Does Cul Cultu ture Ma Matter tter a at t Sun unri rise? se?

Cul ultur ure = = Spe peed d

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Car aring ing C Cultur ulture e of

  • f A

Achiev hieveme ement nt

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  • 200,000

400,000 600,000 800,000 1,000,000 1,200,000

2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018

TOTAL ASSETS

1.29 1.57 1.33 2.48 2.32 1.61 1.05 1.07 0.65 0.64 1.23

0.38

  • 0.26

0.05 0.67 0.78 0.95 1.04 1.04 1.05 0.97 1.24 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018

RETURN ON AVERAGE ASSETS Sunrise Banks Peer Banks

$- $10,000,000 $20,000,000 $30,000,000 $40,000,000 $50,000,000 $60,000,000 $70,000,000 2016 2017 2018

GROSS REVENUE

0.00% 0.10% 0.20% 0.30% 0.40% 0.50% 0.60% 0.70% 2016 2017 2018

PAST DUE RATIO GOAL: <1%

0.00% 2.00% 4.00% 6.00% 8.00% 10.00% 12.00% 14.00% 2016 2017 2018 CLASSIFIED ASSETS TO CAPITAL $- $2,000,000 $4,000,000 $6,000,000 $8,000,000 $10,000,000 $12,000,000 $14,000,000 $16,000,000 2016 2017 2018

NET INCOME

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Cert ertified ed B B C Corpo rpora ration

For the sixth consecutive year, Sunrise Banks was distinguished as one of the top B Corporation as Best for the World for overall social and environmental impact. Certified B Corps balance purpose and profit and together are driving a global movement of using business as a force for good.

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201 018 Impa pact R t Repo eport It’s a part of our DNA; we are changemakers

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CDBA P EER FORUM

CULTURE + ALIGNMENT | JUNE 4, 2019

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“Cu lt u re e a t s st ra t e g y fo r b re a k fa st . P u rp o se d rive s it s a p p e t it e .”

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CULTURE EATS

Culture Culture : “all that invisible stuff that glues

  • rganizations together.”
  • -David Caldwell,

Santa Clara University

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CULTURE EATS

“You can have the best plan in the world, an d if th e cu ltu re isn ’t g oin g to le t it h ap p e n , it’s g oin g to d ie on th e vin e .” --Mark Fie ld s, Ford Motor Com p an y U.S. p re sid e n t, late r CEO

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CULTURE EATS

“You can have a good strategy in place, but if you d on ’t h ave th e cu ltu re an d th e e n ab lin g syste m s [in p lace ]...th e cu ltu re of th e org an ization w ill d e fe at th e strate g y.” -- Rich ard Clark, CEO of Me rck

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CULTURE EATS

“Culture isn’t just one aspect of the game, it it is the game is the game .” --Lou Ge rstn e r, CEO of IBM, Who Says Elephants Can’t Dance?

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W h y cu lt u re t ru m p s st ra t e g y...a n d a ll t h e re st .

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W HY CULTURE

  • Culture humanizes strategy
  • Strate g y can b e cop ie d b u t cu ltu re can n ot
  • P e op le are loyal to cu ltu re , n ot to strate g y
  • Cu ltu re cre ate s com p e titive d iffe re n tiation
  • Strate g y is forg e d in p rivate , cu ltu re in th e op e n
  • Cu ltu re is p e rsiste n t; strate g y is ch an g e ab le
  • Strate g y is “h e ad w ork;” cu ltu re is “h e art w ork”
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“P u rp o se d rive s cu lt u re ’s a p p e t it e .”

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P URP OSE

Your people crave purpose; they want m e an in g in th e ir live s an d in th e ir w ork.

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P URP OSE

The most powerful brands, the most p ow e rfu l cu ltu re s, are d rive n b y a crystallin e , com m on ly u n d e rstood p u rp ose .

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P URP OSE

Culture cannot be dictated or controlled,

  • n ly n u rtu re d an d sh ap e d .
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Th e 3 Ha b it s o f Hig h ly Alig n e d Cu lt u re s

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CULTURE SKILLS

1.Crystallin e p u rp ose : p u re , vivid , com p e llin g , m e m orab le , re p e atab le .

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CULTURE SKILLS

  • 2. Translate purpose into action
  • orie n te d ,

con cise , cle ar state m e n ts of core valu e s.

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CULTURE SKILLS

  • 3. Reward + recognize for behaviors and

p e rform an ce th at d e m on strate th e core valu e s an d d rive m ission im p act.

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Cu lt u re q u iz, se lf- a sse ssm e n t a n d t a b le t a lk

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t h o m a t h o m a .co m /cd b a

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