Best Banks to Work For 2022

November 15, 2022 6:00 AM

Enjoy complimentary access to top ideas and insights — selected by our editors.

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EDITORS' PICK
Complimentary access to top ideas and insights — curated by our editors.

It can take more than just top-notch pay to recruit and retain talent.

Employees are also looking for an opportunity for career advancement, a welcoming workplace environment and strong leadership. These themes are explored in American Banker's 10th annual Best Banks to Work For.

Like last year, 90 institutions made the 2022 list. And like last year, Oakworth Capital Bank in Birmingham, Alabama, was ranked as the Best Bank to Work For. The $1.1 billion-asset bank is led by Scott Reed, who says that establishing "genuine trust" with staff members is a key component to being a successful leader.

Greater Community Bank in Rome, Georgia, is the smallest bank in terms of employee headcount to make the list, with just 54 staff members, while SouthState in Winterhaven, Florida, has the most employees with a workforce of more than 5,300.

Honorees are selected through two different surveys managed by the Best Companies Group. The first one measures employee satisfaction in eight different categories, including communication, happiness with role and relationship with supervisor. Overall, the average score of positive responses for the banks that made the list was 91%, compared with 83% for the institutions that didn't make the cut.

The second survey examines the policies and employee benefits of each institution. This gives banks the chance to highlight some of the unique and popular perks they offer staff members.

Additionally, American Banker asked an executive at each institution to answer questions about who has been an important mentor to them, leadership lessons they've learned over the years, big predictions for 2023 and more. Read on for highlights from this year's honorees in American Banker's Best Banks to Work For.

(Note: The asset size for each bank is as of June 30 from the Federal Deposit Insurance Corp. The banks supplied their employee headcounts when they submitted their application.)

For additional Best Banks to Work For coverage, please see:

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LinkBank

Camp Hill, Pennsylvania
Assets: $1 billion
CEO: Andrew Samuel
No. of employees: 127

Andrew Samuel, CEO of LinkBank, advises new leaders to have a "servant mindset," which is a philosophy that focuses on serving employees and the community, and to invest in their staff.

"If you are a leader, you have a choice: You can be flashy, boisterous and arrogant, or you can be humble, approachable, and lead in a manner that will positively impact people's lives and will leave a lasting impression on their hearts," Samuel said. "Don't let fear or your ego get in the way. Being humble is a quiet strength that inspires people to follow you."

Pictured: During the LINK Up event in the first quarter, LinkBank celebrates crossing $1 billion of total assets.

Bank First

Manitowoc, Wisconsin
Assets: $3 billion
CEO: Michael Molepske
No. of employees: 279

Bank First encourages its employees to treat their customers as G.U.E.S.T.s — which standards for "greet the customer promptly, use the customer's name, eye contact, smile and thank the customer and invite them back."

The inspiration for the U — use the customer's name — actually came from CEO Michael Molepske's father, Richard. Molepske said that his father has had the greatest impact on his career.

"He taught me the value of a good education," he said. "More importantly, he taught my brothers and me that what we learned was more important than the grades we received. He taught me to be curious and to always fully understand the purpose of my work."

Molepske also learned from his father that business development was actually about people and developing those relationships "starts with a conversation," he added.

Pictured: Employees from the Plymouth, Wisconsin, branch walk in the holiday parade sponsored by Bank First.

Clear Mountain Bank

Bruceton Mills, West Virginia
Assets: $856 million
President and CEO: David M. Thomas
No. of employees: 166

David Thomas, president and CEO of Clear Mountain Bank, advises new CEOs to take time to personally visit with employees from across all areas of the bank on a regular basis. This allows staff members to ask questions and allows the executive to gain valuable insights and build personal connections.

"While it can be challenging from a scheduling standpoint — especially if you have multiple locations and many team members — the information you gather and the relationships you build are invaluable," Thomas added. "You are also demonstrating that you truly care about your team members and value their opinions, which are both noticed and appreciated more than you will likely realize."

Pictured: Clear Mountain Bank staff members enjoy lunch from a local food truck during the grand re-opening of the bank's office in Pierpont Centre in Morgantown, West Virginia.

The Muncy Bank and Trust Co.

Muncy, Pennsylvania
Assets: $606 million
President and CEO: Robert J. Glunk
No. of employees: 123

What is Robert Glunk's advice for being an effective leader? Having a positive attitude. Commit to being a positive influence and the rest of the team will follow, said Glunk, president and CEO of the Muncy Bank and Trust.

"As leaders, the spotlight is on us 24/7, 365 [days]," he said. "Our communities and our colleagues notice how we speak, how we greet others and how we act in our communities."

Pictured: Employees from the Montoursville, Pennsylvania, community office enjoy a visit from Santa Claus.

Capital Bank

Rockville, Maryland
Assets: $2.1 billion
CEO: Ed Barry
No. of employees: 271

It's important for leaders to stay true to their values and use their voice, said Ed Barry, CEO of Capital Bank.

"It is impossible to please everyone, so anchor to your values — your North Star — and you will end up in a good place," he said. "Don't be afraid to say, 'I don't know, but will find out and get back to you.' It will encourage your associates to do the same."

Pictured: Staff members enjoy a happy hour in honor of employee appreciation day.

Pan American Bank & Trust

Melrose Park, Illinois
Assets: $438 million
President and CEO: Frank Cerrone
No. of employees: 50

Frank Cerrone, president and CEO of Pan American Bank & Trust, said his father, who immigrated to the U.S. from Salerno, Italy, at the age of 23 with nothing, was his biggest mentor during his career.

"His work ethic and patience were, and still are, impeccable. He never demonstrated signs of stress when I was growing up," he said.

"However, his grit and unwavering positivity along with his 'glass half full' attitude, has made my Dad an amazing mentor to respect," Cerrone added.

Pictured: Pan American Bank kicks off the summer with a family picnic, which includes food, games and camaraderie.

FirstBank Southwest

Amarillo, Texas
Assets: $1.4 billion
President and CEO: Andy Marshall
No. of employees: 209

To Andy Marshall, president and CEO of FirstBank Southwest, his wife, Denise, has been a significant influence on his career.

"She's always been there, through thick and thin, whenever I need support, guidance, or a swift kick in the pants," he said. "The latter option being a particular favorite of hers."

Pictured: Employees and their families participate in the bank's Tower Run, which raises money for charity.

United Bank

Atmore, Alabama
Assets: $1.1 billion
President and CEO: Michael R. Vincent
No. of employees: 193

United Bank encourages employees to find opportunities to get involved in the community through volunteer work or participating in local groups as one way to promote a healthy work-life balance, said President and CEO Michael Vincent. To support this, the bank provides paid-time off for volunteering.

United Bank has also implemented a wellness rewards program that provides incentives such as gift cards to those who commit to reaching personal fitness goals.

"We understand that people deal with very personal stresses on an everyday basis," Vincent said. "We try to emphasize work-life balance as a means to not only cope with stress but also to foster happier and healthier employees."

Pictured: Employees participate in National Walking Day.

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First Merchants Bank

Muncie, Indiana
Assets: $17.8 billion
CEO: Mark Hardwick
No. of employees: 1,867

There are six "intentional" ways that First Merchants Bank fosters a healthy work-life balance for employees, said CEO Mark Hardwick. The first is offering a flexible hybrid work arrangement. About half of the bank's employees take advantage of this and split their time between working at home and in an office. Additionally, the bank provides a range of options for paid time off, including a sick leave designation for employees to take care of a family member.

The bank encourages employees to build strong relationships with their managers and cultivates a "performance mindset" so the emphasis is on execution, rather than meeting specific time or location requirements. Finally, the bank prioritizes trust and satisfaction in manager-employee relationships and has included work-life balance in its strategic imperative, demonstrating how important this is to the bank.

Pictured: CEO Mark Hardwick (center, khaki jacket) and First Merchants employees attend the bank's Annual Gold Shield Awards.

Peoples State Bank

Wausau, Wisconsin
Assets: $1.3 billion
President and CEO: Scott Cattanach
No. of employees: 192

Scott Cattanach, president and CEO of Peoples State Bank, would take the advice of needing to listen to others a step further. He would add that leaders need to "listen with intent" and acknowledge the ideas and solutions that staff members share.

"I've heard many stories about leaders who either don't consider their employees' solutions or take them and make them their own," he said. "Take time out of your busy schedule to visit employees. Be seen. Answer questions. Ask them what you can do to help them succeed. Be available — volunteer alongside them at company-sponsored and community events."

Pictured: Peoples commercial banker Darren Parker gets serious about mini golf as part of the bank's office Olympics event.

Stock Yards Bank & Trust

Louisville, Kentucky
Assets: $7.6 billion
CEO: Ja Hillebrand
No. of employees: 1,036

Stock Yards Bank & Trust encourages work-life balance through benefits such as allowing employees to work flexible schedules and rolling over unused sick leave.

And staff members seem to recognize these benefits. In a recent survey, one employee wrote that the bank offers "great personal benefits so employees can take good care of themselves and their families."

Management also looks to promote from within. "I believe that a person's career is an important part of the whole life experience," said CEO Ja Hillebrand. "That's why we are delighted to promote from within and provide opportunities for professional development and growth, resulting in financial security for employees and their families."

Pictured: Stock Yards Bank employees help build a home through Habitat for Humanity's "Banker's Build" program.

Vista Bank

Dallas
Assets: $1.4 billion
Vice chairman, president and CEO: John Steinmetz
No. of employees: 152

John Steinmetz, vice chairman, president and CEO of Vista Bank, has some words of wisdom for new executives.

"Don't listen to the noise. Nothing in the world can take the place of persistence. The accolades are short-lived and your detractors will always be there," he said. "If you can learn to tune them both out, you will be able to focus your energy on responsible growth and increasing shareholder value."

Pictured: Employees participate in a Halloween costume and decorating competition by dressing up as characters from Toy Story.

The Cooperative Bank of Cape Cod

Hyannis, Massachusetts
Assets: $1.4 billion
Chairman, president and CEO: Elizabeth J. Oliver
No. of employees: 173

The Cooperative Bank of Cape Cod takes a number of steps to ensure a good work-life balance for employees, said Elizabeth Oliver, chairman, president and CEO.

For one, it offers a "work where it works" program to allow for flexibility and hybrid schedules, with staff members splitting their time between an office and working from home. Family members are also invited to corporate events, and the bank helps to pay for childcare, offers flexible time off so employees can attend important family events and provides an employee assistance program that includes counseling.

"At The Cooperative Bank of Cape Cod, we recognize employees are our strongest asset and their lives and family commitments outside of the workplace are their highest priority," Oliver said. "Empowering employees to strike an appropriate work-life balance is of utmost importance to bank leadership; the workday is respected, overtime is discouraged and the use of vacation time is recognized and encouraged as an investment in each employee's well-being."

Pictured: Lee Ann Hesse, chief engagement officer, gets "dunked" during the bank's employee and family celebration as part of the "Dunk the Senior Team" carnival game.

Seamen's Bank

Provincetown, Massachusetts
Assets: $535 million
President and CEO: Lori F. Meads
No. of employees: 66

Seamen's Bank pays for 65% of the cost of childcare while the employee can pay for the balance through a payroll deduction.

"This model has helped our employees immensely with lessening the burden of the cost of childcare when both parents need to work to make ends meet," said Lori Meads, president and CEO.

The bank also offers an employee assistance program that includes wellness courses and access to legal and financial help. And the bank's foundation will match employee donations to charitable causes.

Finally, Seamen's hosts events during the holidays and in the spring for employees to socialize, and provides free days off and other gifts to "express our appreciation for all that they do every day," Meads added.

Pictured: Lori Meads, president and CEO of Seamen's Bank (center, white jacket), celebrates after a live on-air kick off to the Provincetown Pride Weekend.

Lakeland Bank

Oak Ridge, New Jersey
Assets: $10.4 billion
President and CEO: Thomas J. Shara
No. of employees: 903

Management at Lakeland Bank takes a holistic approach to work-life balance. This includes considering employees' workload, mental and financial health and socialization. The bank solicits both formal and informal feedback from workers to achieve this, said Thomas Shara, president and CEO of Lakeland. From that feedback, the bank has created a number of wellness programs such as yoga classes, fitness challenges and sleep and nutritional coaching.

Lakeland also has a role dedicated to culture and wellness and that supports employees making connections with each other. The position organizes activities such as staff member gatherings, book clubs and bowling.

"Ensuring that our associates have a good work-life balance starts with recognizing that there is no one-size-fits-all approach and that it means different things to different associates," Shara said.

Pictured: Employees gather for a popular event, Lakeland Bank's version of Woodstock, which includes a talent show, music and food.

Old Point National Bank

Hampton, Virginia
Assets: $1.3 billion
President and CEO: Robert Shuford Jr.
No. of employees: 243

Robert Shuford Jr., president and CEO of Old Point National Bank, has a clear list of priorities.

"Maintaining a healthy work-life balance is very important and I'm very much an advocate for family being the first priority for our employees," he said. "I think whatever fulfills and replenishes you personally or spiritually should be your second priority, and then your work life should come next."

Pictured: Old Point employees participate in United Way's Day of Caring.

Peoples Bank

Marietta, Ohio
Assets: $7.3 billion
President and CEO: Chuck Sulerzyski
No. of employees: 1,307

Peoples Bank tries to craft benefits policies to make it easier for employees to juggle their personal and professional lives. For instance, the company doesn't distinguish between sick leave and vacation days, and staff members can take off time in small increments to allow for flexibility.

"That structure then allows us to encourage our leaders to provide flexible hours and work arrangements so that associates can be available for the important things in their lives," said Chuck Sulerzyski, president and CEO. "We provide regular forums for all employees to hear from the CEO and senior management, and to voice both their excitement and concerns."

Management also openly discusses mental health to encourage staff members to take care of themselves.

"We award and reward the people who bring their whole self to work and brighten the lives of their coworkers," Sulerzyski added. "We believe that great benefits, policies and then encouragement from our leaders ultimately creates an organization where work-life balance isn't just a cliché."

Pictured: Employees from the Peoples Bank branch in Logan, West Virginia, donate a new grill to a fire station.

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First Busey Corp.

Champaign, Illinois
Assets: $12.3 billion
Chairman, president & CEO: Van Dukeman
No. of employees: 1,497

First Busey Corp. has worked to ensure employees affected by Hurricane Ian, a category 4 storm that struck Florida earlier this year, are well taken care of.

The company opened a relief center that provided daily necessities and had weekly wellness checks. It also offered additional time off to meet with contractors and insurance adjusters and deal with other concerns. It has an associate assistance fund that provides financial support to those affected by natural disasters.

Finally, the company gave its Florida employees a $250 gift card to a local grocery store chain to help pay for essentials.

"I'm especially proud of the way the entire Busey family has come together during our hurricane response and relief efforts," said Robin Elliott, president and CEO of Busey Bank. "There is a tremendous sense of pride for what was accomplished in such a short time — and despite incredibly difficult challenges — as teams across our footprint came together as one to support our Florida associates, customers and communities."

Pictured: John Powers, Busey Bank's general counsel, participates in a volunteer day at the Don Moyer Boys & Girls Club.

SouthState

Winter Haven, Florida
Assets: $46.2 billion
CEO: John Corbett
No. of employees: 5,383

John Corbett, CEO of SouthState, said Ernie Pinner, founder of CenterState Bank, has been his biggest mentor. Corbett was president and CEO of CenterState when it combined with SouthState in 2020 through a merger of equals.

"Ernie inspired us to have a big vision, take risks and lead with humility," Corbett said. "He believed in pushing responsibility to the banker closest to the customer."

Pictured: Employees from the Miami-Dade team party together before the holidays.

American Savings Bank

Honolulu
Assets: $9.2 billion
President and CEO: Ann Teranishi
No. of employees: 1,080

American Savings Bank regularly seeks feedback from staff members and then implements their suggestions to ensure employees have a good work-life balance. Benefits such as weekly paydays, the casual dress code and paid-time off for birthdays all came from employee suggestions, said Beth Whitehead, chief administrative officer.

"We are committed to create a culture in which people want to come to work, feel empowered and supported to live their best life, and are inspired to help make our customers' dreams possible," Whitehead said.

Pictured: Employees volunteer with Kupu Aina, an organization focused on sustainability and conservation.

Horizon Bank

Michigan City, Indiana
Assets: $7.6 billion
Chairman and CEO: Craig Dwight
No. of employees: 899

Craig Dwight, chairman and CEO of Horizon Bank, advises new leaders to get out of the way of their teams and allow them to lead.

"Encourage contrarian thinking, as it is always important to hear diverse opinions," Dwight said. "If diverse opinions are not present in the discussion, ask and invite others to provide their input, so you have a full understanding of various viewpoints."

Pictured: Horizon Bank awards the Urban League of Northwest Indiana with 10 scholarships for graduating high school seniors totaling $10,000.

Lead Bank

Kansas City, Missouri
Assets: $787 million
Chairman and CEO: Jacqueline Reses
No. of employees: 105

Jacqueline Reses, chairman and CEO of Lead Bank, said that Eric Dobkin, who is a former head of the executive committee at Goldman Sachs, was an important mentor to her. Reses worked for the investment bank for seven years in the mergers-and-acquisitions and principal investment area.

Dobkin "saw kernels of excellence in people regardless of seniority or role, and he would find opportunities to put them in very difficult spots to stretch them," she said. "His confidence in people, and his willingness to take risks on them, opened up the aperture of their careers and gave them opportunities they might not otherwise have had."

Pictured: Employees volunteer during the Habitat for Humanity of Kansas City's Women Build Week.

United Community Bank

Greenville, South Carolina
Assets: $24.2 billion
Chairman and CEO: H. Lynn Harton
No. of employees: 2,915

H. Lynn Harton, chairman and CEO of United Community Bank, said that a number of former BB&T executives have been significant influences throughout his career. This includes John Allison, former chairman and CEO of BB&T, who "modeled building a team with different skill sets and demonstrated the value of articulating a consistent long-term vision" and Henry Williamson, a former chief operating officer, who "showed how true leaders begin with a heart-to-heart connection," Harton said. He added that Ken Chalk, who worked for BB&T for more than three decades, "showed me the power of stability in difficult times."

Jack Moore, former chairman and CEO of Union Planters Bank and Regions Bank, taught Harton about "the power of trust, and allowing great people the freedom to do great things," he said.

Harton held executive roles at both BB&T and Union Planters. BB&T is now Truist after its merger with SunTrust Banks, while Union Planters sold to Regions Financial in the early 2000s.

Pictured: One of United Community's bankers meets with children at Pinar Elementary in Orlando, Florida, to teach them about savings, taxes, business and more.

FirstBank

Nashville, Tennessee
Assets: $12.1 billion
President and CEO: Christopher T. Holmes
No. of employees: 1,405

FirstBank has an unusual core value: Enjoy life.

"We pride ourselves on being a family-first culture and make a conscious effort to ensure that our associates can be their best at work and home, enjoying both sides of life," said Christopher Holmes, president and CEO of FirstBank.

Pictured: Employees participate in an appreciation event at the FirstBank Amphitheater.

Citizens Bank

Batesville, Arkansas
Assets: $1.2 billion
President and CEO: Adam Mitchell
No. of employees: 216

Adam Mitchell, president and CEO of Citizens Bank, advises executives who recently took on a leadership role to develop relationships and instill trust with their colleagues.

"Remember that everyone is watching every move you make," he said.

"Don't wear the title on your shoulders, and take the responsibility seriously, as you are ultimately responsible for all the stakeholders," Mitchell added.

Pictured: Employees participate in the United Way Tackle Hunger food drive.

Signature Bank

New York
Assets: $116 billion
Co-founder, president and CEO: Joseph J. DePaolo
No. of employees: 2,037

Joseph DePaolo, president and CEO of Signature Bank in New York, said his father has been his most influential mentor during his career.

"I was more inspired by his actions rather than anything he said," DePaolo said.

For instance, his father, who was a construction worker for 30 years and then a doorman, believed that showing up five minutes early was actually 10 minutes late. That philosophy led his father to always arrive at work extremely early.

"If a snowstorm was predicted, he would leave for work before the storm and then sleep at the jobsite. He also always finished any task he was given. He is the one who set the stage for my personal work ethic, which I still continue to adhere to today," DePaolo said.

Pictured: Signature Bank sponsors a Habitat for Humanity New York City and Westchester County build in Queens, New York, in June.

Bridgewater Bank

St. Louis Park, Minnesota
Assets: $3.9 billion
CEO: Jerry Baack
No. of employees: 226

Jerry Baack, CEO of Bridgewater Bank, named one of his colleagues — Mary Jayne Crocker — as the biggest mentor of his 35-year career. Crocker has been with the bank since its founding in 2005 and previously served as its senior vice president of communications, helping to establish the institution's branch network and products in addition to creating its brand awareness, before becoming chief operating officer in 2014.

"I have never encountered a leader quite like Mary Jayne," Baack said. "It's rare to find someone with a strong intuition of how to manage the demands of a growing business, who can also effectively lead with compassion and positively impact others. We wouldn't be where we are without her leadership."

Pictured: Bridgewater's Uptown Minneapolis team packs meal kits for a local nonprofit to support those in need.

Evergreen Bank Group

Oak Brook, Illinois
Assets: $1.3 billion
President and CEO: Darin Campbell
No. of employees: 181

To ensure employees have a good work-life balance, Evergreen Bank Group offers a hybrid schedule along with generous paid-time off.

"We acknowledge that life outside of work is critical to one's psyche, so our management team is very strong at working with their staff to ensure that work-life balance is met," said President and CEO Darin Campbell. "Managers also encourage their teams to use their earned time off rather than ignoring it."

Employees are not only awarded monetary bonuses but they also receive additional time off for reaching certain milestones or launching important initiatives.

"The only caveat being that we ask the employee to treat themselves, their family and their friends with an extraordinary experience or gift," Campbell said.

Pictured: Oak Brook retail team gets into the Halloween spirit by dressing up.

Home Bank

Lafayette, Louisiana
Assets: $3.4 billion
President and CEO: John Bordelon
No. of employees: 496

John Bordelon, president and CEO of Home Bank, advises new CEOs to "surround yourself with outstanding leaders, not outstanding performers." To explain this, he uses the analogy of walking a dog on a leash.

"It is important that you not drag the dog, or let the dog run free. It is important that you provide some guidance while heading through the journey, but too much guidance will prevent the creative ability from shining bright," Bordelon said. "Understanding what motivates a person to outperform expectations is key for each person. You cannot lead everyone with the same approach. Learn each person's motivational trigger and apply appropriately."

Pictured: Employees promote one of the popcorn Fridays.

Enterprise Bank & Trust

Clayton, Missouri
Assets: $13 billion
President and CEO: Jim Lally
No. of employees: 1,087

Jim Lally, president and CEO of Enterprise Bank & Trust, would advise new CEOs to trust themselves.

"They are where they are because they are good at what they do," he said. "Spend as much time as you can being the best at what you are the best at, and fill in your gaps with a trusted team."

Pictured: The branch management team gathers for an afternoon of fun and food at a local food truck garden.

First Premier Bank

Sioux Falls, South Dakota
Assets: $3.5 billion
CEO: Dana Dykhouse
No. of employees: 384

First Premier Bank CEO Dana Dykhouse's biggest piece of advice for communication is to be available.

"Always let staff members know you are asking for their input, suggestions and ideas," he said. "And [we] regularly share our strategic plans, opportunities and challenges with the entire staff. We are one team!"

Pictured: Employees enjoy an outdoor concert featuring Zac Brown Band, Fall Out Boy and Gabby Barrett.

Savings Bank of Walpole

Keene, New Hampshire
Assets: $688 million
President: Mark Bodin
No. of employees: 99

Savings Bank of Walpole's management tries to take the time to honor each employee and engage in different ways to reach everyone. For instance, President Mark Bodin hosts lunches where he meets with small groups of employees to discuss where the institution is currently, where it is headed and how they can contribute to that.

Every week begins with a message from Bodin that focuses on important banks and results. World events are also mentioned to jumpstart thought-provoking and healthy discussions among the staff. Bodin also makes a point to visit all staff members, and he knows everyone personally.

Beyond that, the bank's community engagement team provides opportunities to volunteer with local organizations. Forty percent of employees serve on at least one local board or committee.

Additionally, five female senior leaders designed a "Women in Banking" team to address issues concerning women in the workplace and to help develop future leaders.

All of this helps to ensure employees enjoy working for Savings Bank of Walpole, Bodin said.

"They are proud of the services we provide and especially to the support we provide as a clear and present leader of our community. Our secret sauce is complex, but it is intended to meet the tastes of a large group."

Pictured: A group of Savings Bank of Walpole employees enjoy an evening on a local lake, kayaking after work.

Zions Bank

Salt Lake City
Assets: $87.8 billion
President and CEO: A. Scott Anderson
No. of employees: 1,457

To A. Scott Anderson, president and CEO of Zions Bank, effective communication with the company's nearly 1,500 employees "begins with listening to what they have to say."

To accomplish this, Zions hosts regional town hall meetings, which allow workers from different parts of the bank's footprint to meet face-to-face with senior leadership to ask questions, offer insights and discuss how to meet the unique needs in their communities.

Weekly email newsletters, which link to the employee intranet, aggregate important information such as updates, people news and upcoming events. And Anderson sends out an email each week called the "Monday Morning Minute," which discusses upcoming campaigns and celebrates achievements and community service work. At the end of each email, Anderson invites employees to email him directly with comments or ideas, and staff members are encouraged to submit feedback through a digital suggestion box.

Employee listening sessions also allow for a safe space for employees to "share their experiences and voice their concerns to colleagues and senior leadership," Anderson said.

For example, following the death of George Floyd and unrest in 2020, Zions hosted a

series of listening sessions. Employees of color spoke openly about their experiences and this helped shape the bank's approach to diversity, equity and inclusion.

Pictured: President and CEO Scott Anderson helps students create a collage about saving money during National Teach Children to Save Day.

1st Summit Bank

Johnstown, Pennsylvania
Assets: $1.3 billion
President and CEO: J. Eric Renner
No. of employees: 221

A top priority for 1st Summit Bank is to empower employees and trust that they will do their jobs well. The bank then serves to support them as needed and recognize not only individual accomplishments but how this positively impacts the institution, said J. Eric Renner, president and CEO.

"1st Summit Bank has built a culture that allows its professionals to make decisions and do what is best for our customers. It's not just giving people authority; it's giving our professionals the opportunity to grow and learn," Renner said.

Pictured: Employees participate in a Polar Plunge event to raise money for the Special Olympics.

American National Bank and Trust Co.

Danville, Virginia
Assets: $3.2 billion
President and CEO: Jeffrey V. Haley
No. of employees: 354

Jeffrey Haley, president and CEO of American National Bank and Trust, doesn't believe there is one right way to communicate with staff members. Instead, he uses a mix of phone calls, small-group meetings, office visits, company-wide Zoom calls, emails and more.

"I also invite dialogue in return so they are not just one-way communications," he added.

Haley ensures that he shares important updates with his staff, including news on the bank's strategic plan and priorities. He believes this fosters a culture of trust and transparency.

"I realize how important communications are from my seat, but I also encourage dialogue among all levels of management and employees to ensure there is no breakdown and that communications flow multiple ways," Haley said.

Pictured: Employees from American National's Winston-Salem, North Carolina, branch getting into the Halloween spirit.

Romina Rollan

PCBB

Walnut Creek, California
Assets: $1.4 billion
CEO: Steve Brown
No. of employees: 102

PCBB's entire team is remote, so management tries to be conscious about how important virtual communication is to create and maintain connections.

"Upper management's communication style tends to be direct and straightforward, but also empathetic and supportive," said CEO Steve Brown.

On-demand Zoom meetings, instead of just phone calls and emails, is one way they do this. Monthly virtual calls and periodic face-to-face company updates are also critical. Finally, there are frequent social gatherings — both virtual and in person — that help as well.

"All of these methods allow us to intentionally connect with our employees and they feel connected to more than just their department team," Brown added.

Pictured: Employees celebrate a successful charity effort — donating 75 backpacks with school supplies to a nonprofit.

Aimed Photography LLC

First Internet Bank

Fishers, Indiana
Assets: $4.1 billion
Chairman and CEO: David Becker
No. of employees: 299

Pictured: Chairman and CEO David Becker and President and Chief Operating Officer Nicole Lorch officially open the new First Internet Bank headquarters.

First Bank & Trust Co.

Duncan, Oklahoma
Assets: $800 million
President and CEO: Robert Petersen
No. of employees: 189

While First Bank & Trust uses email and videoconferencing to communicate with employees scattered across Oklahoma, nothing beats in-person communication, said President and CEO Robert Petersen.

"Therefore, I have 'huddles' with each department within the bank by visiting each banking center in person twice a year," he said. "Just like in football, these visits are a brief break in our normal activities to communicate, make adjustments, call future plays and motivate as needed."

Pictured: Staff members attend the 2022 annual employee appreciation banquet.

Heartland Bank

Geneva, Nebraska
Assets: $787 million
CEO: John C. Wilkins
No. of employees: 106

To keep employees happy, Heartland Bank provides them with clear direction and then allows them to take care of customers and grow the business, said CEO John Wilkins. It also promotes an ownership mentality throughout the organization. There is an executive stock plan for senior leaders, and branch presidents and employees are asked to make decisions as if they owned the institution.

"Therefore, we get out of the way of our talented associates and let them take great care of customers," Wilks said. "Our leadership team functions as player/coaches, and we spend a lot of time celebrating successes as well as learning and regrouping when we fail. Everyone knows that if we are stretching for success, we will occasionally fail and our associates know that is OK."

Pictured: Elementary school students visit the bank's Shickley, Nebraska, branch to celebrate the 100th day of school. They counted out 100 pennies and brought them back to the bank to exchange them for a $1 bill.

Prime Meridian Bank

Tallahassee, Florida
Assets: $861 million
Vice chairman, president and CEO: Sammie D. Dixon Jr.
No. of employees: 108

Prime Meridian Bank likes to keep things light, said Sammie Dixon Jr., vice chairman, president and CEO. For instance, Prime Meridian had a FUN ATM exhibit at a recent Chamber Annual Conference it sponsored. The machine dispensed fun prizes to attendees.

"Banking is often perceived as a serious business, and we get that," he said. "We also understand it's important not to take ourselves too seriously."

Dixon also emphasizes treating everyone with humility and respect.

"After all, there's another bank right down the road," he added.

Pictured: Bank employees build a cardboard boat during an event raising funds for homeless veterans.

Kentucky Farmers Bank

Ashland, Kentucky
Assets: $261 million
Chairman and CEO: April Perry
No. of employees: 72

Kentucky Farmers Bank has become an employer of choice in part by focusing on the community, encouraging employees to pursue their interests outside of work and to give back, said April Perry, chairman and CEO. Because of this, the majority of its workers are involved in nonprofits, schools, sports teams, churches and other civic groups.

In addition to that, the bank has an employee bonus program that's based on its income and the individual's performance. Staff members are encouraged to come up with cost-saving measures, as this can directly affect their portion of the bonus.

"If the bank does well, the employees benefit," Perry said. "Overall our relationship-based focus towards customers and employees makes us a great place to work."

Pictured: The bank's loan officers and President Shawn Heck have fun riding go karts.

Southside Bank

Tyler, Texas
Assets: $7.6 billion
President and CEO: Lee R. Gibson
No. of employees: 834

Southside Bank strives to have open and transparent communication throughout the entire organization in a few different ways, said Lee Gibson, president and CEO. Management hosts a quarterly town hall Zoom meeting where Gibson said he "provides high-level information about the bank's operations and performance to team members and answers questions they may have."

Employees can submit feedback and ask questions through the bank's intranet called The Hub, which has a digital idea box. Weekly communication is sent out to let staff members know about important policy and operational updates and other general information.

Pictured: During the bank's annual Christmas toy drive, the North Texas area team collects donations.

Marquette Savings Bank

Erie, Pennsylvania
Assets: $1.1 billion
CEO: John C. Dill
No. of employees: 157

Executives at Marquette Savings Bank encourage open dialogue. This includes the bank taking a new approach when it rolled out its 2021 strategic plan. Management encouraged feedback through surveys and workshops.

"Employees were not just suggesting ideas, it was people asking to get involved," said CEO John Dill. He added that "seeking input and engaging employees in the plan was groundbreaking for us and the response has been overwhelming."

"Gaining feedback and putting that feedback into action is what we feel will be the foundation of real collaborative growth," Dill said. "Allowing employees to have a voice and share in developing our vision creates a sense of ownership, which helps to solidify our continued success."

Pictured: The executive team and staff members from the bank's Innovation Learning Center prepare for a visit from the kids at a YMCA daycare for some Halloween fun.

Tioga State Bank

Spencer, New York
Assets: $542 million
President and CEO: Robert Fisher
No. of employees: 97

With just under 100 employees, Tioga State Bank has a fairly small staff. That means everyone has to pull together and work as a team — the staff even refers to themselves as "Team TSB."

Everyone also has to wear multiple hats, and not even President and CEO Robert Fisher is exempt from this.

"I like to think that I help maintain that culture by leading by example," he said.

For instance, recently when Tioga State was short staffed and very busy, Fisher jumped in to help with the end-of-the-day procedures and to lock up the office.

"I also love it when staff talks about their TSB family," Fisher added. "Many of us spend more waking hours with our co-workers than our family, and I love that we have a family atmosphere."

Pictured: Employees take part in the United Way of Broome Day of Caring by cleaning up the flower beds at a park.

First National Bank Alaska

Anchorage
Assets: $5.4 billion
Chairman, president and CEO: Betsy Lawer
No. of employees: 606

"We don't hire people for jobs; we hire people for careers," said Betsy Lawer, chairman, president and CEO of First National Bank Alaska.

As a result, the bank has "amazing longevity" among its staff members, Lawer added. For instance, recently two employees — a branch manager and a product support specialist in the bank's ATM and debit card unit — celebrated their 30-year anniversaries with First National Bank Alaska. The bank's chief compliance officer joined the institution in 1977 and is one of several staff members who have been with the bank for more than four decades. And there are employees whose parents and other relatives have also worked for the bank.

"We also have generations of Alaskans who have worked — and still work — at our bank," Lawer added.

Pictured: Employees help mark First National Bank Alaska's 100-year anniversary.

Helm Bank USA

Miami
Assets: $1.2 billion
President and CEO: Mark A. Crisp
No. of employees: 120

Mark Crisp, president and CEO of Helm Bank USA, uses a combination of the soft and hard side of management to ensure his institution is a great place to work. The first focuses on educating and inspiring through telling success stories of clients so staff members understand "the human element in our organization," he said.

The second means "measuring results against set goals," Crisp said. This includes working to improve productivity and celebrating achievements.

"As a financial institution, we help dreams come true for our clients, ourselves, our shareholders and for society in general," Crisp said.

Pictured: The bank hosts a Mother's Day photo session for moms who work there, followed by a brunch.

Centric Bank

Harrisburg, Pennsylvania
Assets: $1 billion
President and CEO: Patricia A. Husic
No. of employees: 146

It takes more than boosts to pay and bonuses to retain employees. Staff members want to be recognized for their hard work, said Patricia Husic, president and CEO of Centric Bank.

To do this, Centric has a quarterly Star Award given to employees who go above and beyond in demonstrating the bank's service model of "We Revolve Around You." Colleagues, a supervisor or another leader from the bank may submit nominations for a staff member. The winners receive a crystal award, a financial bonus and recognition on the bank's town hall, intranet and social media.

Centric also strongly believes having fun is another key in employee retention. For instance, it recently hosted an employee appreciation event by closing the bank for a half day and providing food and games to workers.

"The day was all about celebrating our team," Husic said. "We could not accomplish all that we have without our team at Centric Bank."

The Hoopla Committee also plans events throughout the year, such as hiring a coffee truck for staff members on National Coffee Day and organizing an ugly sweater day in December.

Pictured: Centric Bank's employees from Devon, Pennsylvania, prepare to deliver toys collected in its suburban Philadelphia market to Toys for Tots.

b1Bank

Baton Rouge, Louisiana
Assets: $5.5 billion
President and CEO: Jude Melville
No. of employees: 739

b1Bank views "meaningful communication" as so critical to the organization that it's included in the company's five guiding principles.

"There is no one right way to communicate. It varies depending on what the subject is and with whom I am communicating," said President and CEO Jude Melville. "I've learned that it is not enough to just worry about how I express myself — meaningful communication requires an awareness of how messages are received. Often that means reaching out to different groups in different ways, even if it feels repetitive, more work than it should be, or even uncomfortable."

For instance, the bank has a weekly newsletter, called bCONNECTED, that informs staff members of training, policy changes and other important information while also highlighting individual and team achievements. That's in addition to quarterly company-wide calls and bank-wide emails that provide more information.

Management also hosts committee meetings on various subjects. Employees are often invited to these to ensure the committee gets a variety of insights and perspectives while developing a broader understanding about why the bank is making certain decisions.

Pictured: Staff members from b1Bank help celebrate the reopening of a local park by offering snacks and refreshments.

Manasquan Bank

Wall Township, New Jersey
Assets: $2.8 billion
Chairman, president and CEO: James S. Vaccaro
No. of employees: 221

The best way to motivate employees to do their best is by creating an environment where everyone must contribute and everyone understands the strategic goals, said James Vaccaro, chairman, president and CEO of Manasquan Bank.

"Open communications, full transparency and a willingness to always listen are key ingredients to continuous improvement," he said. "By properly equipping our colleagues, empowering them to make informed decisions, demonstrating the impact of those decisions and the creation of a rewards system that appropriately recognizes that positive behavior, all, collectively, contribute to a business model that fosters the 'extra mile.'"

Pictured: Employees volunteer during the Annual Community Day, a free event that includes food, fun, games and crafts for the community.

Red River Bank

Alexandria, Louisiana
Assets: $3.1 billion
President and CEO: R. Blake Chatelain
No. of employees: 361

Executives have been intentional about creating the culture they want since the early days of Red River Bank. Executives crafted a formal culture program "to ensure that we could establish and maintain our unique culture throughout the bank," said R. Blake Chatelain, president and CEO. He described this culture as "being a high-performing bank, while at the same time being friendly, compassionate, inclusive and authentic."

The culture is first emphasized during the onboarding process for new hires and then is discussed during "Centers of Excellence" meetings. Each meeting is led by trained Centers of Excellence ambassadors and reinforces one of the bank's 12 core values. Red River also organizes other activities, such as employee-appreciation events, and encourages staff members to write "WOW" cards to coworkers who exemplify the bank's culture and core values.

Pictured: Red River Bank staff members celebrate National Donut Day by offering sweet treats for customers.

Seacoast Bank

Stuart, Florida
Assets: $10.8 billion
President and CEO: Charles M. Shaffer
No. of employees: 1,078

A key component to making Seacoast Bank a great place to work has been recognizing hard work, said Charles Shaffer, president and CEO. "To me, the secret sauce for Seacoast Bank is recognition and appreciation," he said.

During the quarterly company-wide calls, a portion of the meeting is dedicated to recognizing top performers and staff members who have reached important years-of-service milestones. Each month the bank posts an article to its intranet highlighting workers who received a promotion or new job within Seacoast. Also through the intranet, staff members can publicly recognize their colleagues for a job well done.

Finally, Seacoast offers a weekly perfect attendance bonus for its customer support center during periods of high call volumes.

Pictured: Branch employees wave to commuters and wish them a great day during Teacher Appreciation Week.

Bank Five Nine

Oconomowoc, Wisconsin
Assets: $1.5 billion
President and CEO: Mark W. Mohr
No. of employees: 340

Mark Mohr, president and CEO of Bank Five Nine, strives to be present and accessible for his staff members. This includes having an open-door policy and welcoming anyone to visit him to share ideas. But he is also proactive in reaching out to staff.

"Whether it's walking around our corporate offices, or visiting the branches, I interact with as many of our team members as often as possible so they get to know me, and vice versa," he said. "When those relationships are established, two-way communication becomes that much easier."

Pictured: Employees perform random acts of kindness by handing out dog gifts and treats at a dog park.

Community Bank

Brandon, Mississippi
Assets: $4.7 billion
President and CEO: Charles W. Nicholson Jr.
No. of employees: 852

Community Bank puts an emphasize on caring for staff, customers and communities, said Charles Nicholson Jr., president and CEO.

"We equip our staff with the ability to take care of customers — we foster a culture of building relationships with our customers, no matter the financial need," Nicholson said. "We believe we can only be as strong as the communities we serve — by taking care of their financial needs, but also serving organizations within our local communities and truly investing in the places we call home is what sets Community Bank apart."

Pictured: Community Bank's Indianola, Mississippi, office hosts their 14th annual Trendy Indy Fashion Show. The event included apparel and food vendors from the surrounding area.

Washington Trust Co.

Westerly, Rhode Island
Assets: $6 billion
Chairman and CEO: Edward O. "Ned" Handy III
No. of employees: 625

Edward "Ned" Handy III, chairman and CEO of Washington Trust, described his bank's culture as "supportive, team-oriented, and full of spirit, passion, and a desire to do what's best for fellow employees, our customers, and our communities."

The bank develops this by celebrating both personal and professional milestones and encouraging innovation. For instance, the bank's "Reach for the Stars" volunteer program recognizes employees for doing good work in the community. Staff members earn "STARS" for participating, which can be redeemed for branded wear, gift cards and donations to charities.

Washington Trust also hosts an annual "employee fest" that highlights successes from the year. Several employees who exhibit the "The Spirit of Washington Trust" through community service are recognized. Washington Trust makes donations to charities that the honorees select.

Pictured: Employees collect jars of peanut butter during the bank's annual Peanut Butter Drive. The effort supports local hunger relief agencies.

Bruning Bank

Bruning, Nebraska
Assets: $520 million
CEO: Fred D. Bruning
No. of employees: 73

Fred Bruning, CEO of Bruning Bank, describes his institution's culture as "positive and open." Employees are encouraged to have fulfilled personal lives, in addition to doing well on the job. And feedback and new ideas to help the bank are sought often from staff members by management.

"We also hold our customers in high regard," Bruning said. "If we want to succeed as a bank of choice, we must treat every person who walks through our door not like a customer, but like a guest in our home."

Pictured: To show support and appreciation for teachers, Adam Bruning, a Bruning Bank loan officer, delivers cookies to celebrate National Teacher Appreciation Week.

First Citizens National Bank

Assets: $2.3 billion
Chairman and CEO: Jeff Agee
No. of employees: 315

First Citizens National Bank's culture is based on the idea of "People Centered and Unbelievably Good." This starts with hiring the right people who embrace this mission, said Chairman and CEO Jeff Agee. Then the onboarding training includes a motivational presentation by Agee. It's further emphasized through transparent communication and offering employees a stake in the bank through an employee stock ownership plan.

"I personally believe the difference between winners and losers in banking can be traced to how well the company brings out the talents of its teammates and culture," Agee added. "We invest in our culture on a perpetual basis."

Pictured: Employees from the bank's Green Village branch in Dyersburg participate in a monthly team walk.

BankPlus

Ridgeland, Mississippi
Assets: $6.6 billion
President and CEO: William A. Ray
No. of employees: 997

Employees at BankPlus often use the phrase "The Power of One," said William Ray, president and CEO. This denotes the importance of teamwork, which is one of the bank's eight core values, and emphasizes "the power of each and every employee working as one towards our core purpose and core vision," Ray said.

Workers are then rewarded for going above and beyond through bonuses, high-performance rewards and other accolades.

Pictured: The BankPlus operations team celebrates the success of a core conversion.

Peapack-Gladstone Bank

Bedminster, New Jersey
Assets: $6.1 billion
President and CEO: Douglas L. Kennedy
No. of employees: 498

Effective and transparent communication comes from the top first, said Brydget Falk-Drigan, chief human resources officer at Peapack-Gladstone. To implement this, President and CEO Douglas Kennedy and other executives host monthly town hall meetings for the bank's 500 employees. Additionally, managers regularly meet with their teams and individual employees for check-ins.

"We are very open about what we are thinking and what is happening at all times across the bank," Falk-Drigan said.

"We also pride ourselves in living an open door policy, encouraging everyone to be able to speak to anyone at any time, regardless of the issue," she added.

Pictured: Employees work the Boonton, New Jersey, branch's charity Christmas tree sale.

Chesapeake Bank

Kilmarnock, Virginia
Assets: $1.3 billion
Chairman, president and CEO: Jeffrey Szyperski
No. of employees: 242

To Jeffrey Szyperski, chairman, president and CEO of Chesapeake Bank, there is no substitute for face-to-face communication, and the bank is intentional about creating opportunities for staff members to interact with each other. This includes four company-wide events each year — a corporate training day, an annual kick-off meeting, a summer picnic and a Christmas party.

Pictured: Employees and their families have fun at the bank's PPP — Post Pandemic Party. The afternoon included games, food and entertainment to recognize staff members' hard work during COVID-19.

First United Bank and Trust Company

Madisonville, Kentucky
Assets: $489 million
President and CEO: J. Jason Hawkins
No. of employees: 94

The way First United Bank and Trust communicates with employees has evolved. Initially, the bank hosted all-employee meetings each week. But the logistics of that became more difficult as it grew.

During the pandemic, management started recording employee meetings then sending those videos out to everyone. However, they soon realized that they still needed to allow for a question-and-answer portion. Now, each supervisory team shares the recordings with their staff members and there is time for questions afterwards.

"This has proven to be a much more effective process to ensure each employee has access to the information and has the opportunity to ask questions among peers with whom they may feel more comfortable," said J. Jason Hawkins, president and CEO. "Above all, we pride ourselves on having an open door policy within the organization, so we encourage questions and we value suggestions."

Pictured: First United employees volunteer by building houses.

Bank Independent

Sheffield, Alabama
Assets: $2.3 billion
CEO: Rick Wardlaw
No. of employees: 617

A culture that creates a reputation as being an employee of choice is the best way for a bank to recruit and retain talent, according to Rick Wardlaw, CEO of Bank Independent. But doing that is, of course, easier said than done. "There is not one magic tangible benefit," he said.

To achieve this, Bank Independent's executives focus on being "servant leaders." That means being humble, authentic and genuine, and admitting to not knowing all of the answers. They also value growth not just for the bank but also personal growth of the employees who work there.

"A servant leader will be willing to invest in the growth of the team members that will not only make a positive difference in the results of the organization, but more importantly make a positive difference in each other, their families, and their communities," Wardlaw added.

Pictured: Bank Independent hosts a cookout for local first responders to thank them for serving the community.

Capital City Bank

Tallahassee, Florida
Assets: $4.3 billion
CEO: William G. Smith Jr.
No. of employees: 777

William G. Smith Jr., CEO of Capital City Bank, has a slight tweak to a traditional saying.

"The old adage we've all heard is 'practice makes perfect' but I say perfect practice sure goes a long way toward making perfect. After more than four decades in leadership and an assortment of experiences that include the Great Recession, COVID-19 and a litany of other smaller-scale crises, I contend there's a considerable difference between the two," he said.

Pictured: Capital City's mascot, Spokestar Twinkle Banks, and employees from the Branford, Florida, branch share kind words and sweet treats with customers on National Love Note Day.

First United Bank

Lubbock, Texas
Assets: $2.1 billion
CEO: R. Mark Bain
No. of employees: 250

R. Mark Bain, CEO of First United Bank, follows advice from his father and founder of the bank, Ray M. Bain: "Never ask anyone to do anything that you haven't done or wouldn't do yourself."

"I've had just about every job you can have in a bank, and I'm thankful to have had the opportunity to do so," the younger Bain said. He strives for employees to "see me leading from within the trenches — working right alongside them to grow this organization."

Pictured: Employees from First United's Canyon, Texas, branch dress up for the annual First Boo Nited Halloween contest.

Ledyard National Bank

Hanover, Vermont
Assets: $732 million
CEO: Kathy Underwood
No. of employees: 108

Kathy Underwood, CEO of Ledyard National Bank, believes that employees are looking to work for a company that provides opportunities for education and career advancement. To help new supervisors and managers develop their skills, the bank offers a mentorship program. Underwood also oversees a two-year leadership development program for employees who have been identified as up-and-coming leaders.

"I believe future employees value knowing that an organization has a culture that aligns with their values and has a true interest in helping them achieve their goals," she said.

Pictured: Ledyard employees spend an afternoon gathering apples for Willing Hands, which collects fresh food from farmers and other businesses and provides it to social service organizations. The group saved 2,700 pounds of apples, or about 8,000 individual apples, at Whitman Brook Orchard that otherwise would have gone to waste.

First National Bankers Bankshares

Baton Rouge, Louisiana
Assets: $1 billion
President and CEO: Joseph F. Quinlan, III
No. of employees: 157

Allowing others to see your imperfections is one of the most important leadership lessons Joseph Quinlan III, president and CEO of First National Bankers Bankshares, has learned during his career.

"People will believe in you as a leader if they can relate to you and know that you are genuine in your dealings with them," he said. "Over the years I have learned that transparency about one's vulnerabilities and struggles is not weakness but a strength."

Pictured: Employees participate in the ugly Christmas sweater day.

Benchmark Bank

Plano, Texas
Assets: $1.3 billion
CEO: Jonathan Filgo
No. of employees: 115

The pandemic taught executives an important lesson about giving employees flexibility, said Jonathan Filgo, CEO of Benchmark Bank. To Filgo, that doesn't necessarily translate into working at home permanently. Instead, it could mean allowing employees to leave early to attend an important event for a child or coming in late due to a family issue without taking note of it.

"I think it goes a long way if your employees feel that you trust them to do their work in the timeframe that they have available without being micromanaged," he said.

Pictured: Employees from Austin enjoy the annual crawfish boil.

NebraskaLand Bank

North Platte, Nebraska
Asset: $884 million
President and CEO: Michael Jacobson
No. of employees: 105

Michael Jacobson, president and CEO of NebraskaLand Bank, focuses on two benefits to maintain his workforce. The first is allowing employees to have a flexible schedule and set their own hours. The second is ensuring that key staff members own stock in the bank.

"Having the ability to grow wealth and share in the company's performance is a strong motivator," he said. "High achievers want an opportunity to more directly benefit from their contributions to company performance. Owners view their employment differently."

Pictured: President and CEO Mike Jacobson (blue shirt) at the annual "community shred day" with local law enforcement officers. The event was free to the public — anyone can bring documents to shred — and also raised money for the Lincoln County Law Enforcement Memorial. The bank matched a portion of the donations.

Forward Bank

Marshfield, Wisconsin
Assets: $898 million
CEO: William Sennholz
No. of employees: 181

The biggest issue facing the financial services sector right now is whether the U.S. should create a central bank digital currency, said William Sennholz, CEO of Forward Bank. He predicts there will be a "strong move" in that direction during 2023.

"This is a crossroads year coming up following the government's comment period," he said, referring to the Federal Reserve's comment period earlier this year regarding the creation of a CBDC. "After receiving feedback, they will need to take action. This is the single biggest thing in banking right now — even bigger than asset quality."

Pictured: Employees enjoy walking in the summer parade in Park Falls with a float they decorated.

Dacotah Bank

Aberdeen, South Dakota
Assets: $3.6 billion
President and CEO: Robert Fouberg
No. of employees: 587

Creating a great workplace culture is the best way to retain and recruit employees, said Robert Fouberg, president and CEO of Dacotah Bank. This includes providing development opportunities for staff members. The bank offers continuing education through a variety of options, such as participating in online learning programs and attending conferences and webinars. It has also revamped its employee performance review process to ensure employees and supervisors are on the same page regarding expectations, and to encourage communication.

"Whether we empower employees to make the best decision with respect to a customer, the extent to which we offer developmental opportunities to employees, whether we treat employees as equals in conversations about their employment and whether and to what extent we engage in the vitality of the communities in which we live and work all contributes to a welcoming and supportive environment in which employees can discover their talents and best contribute to the success of the company," Fouberg said.

Pictured: Dacotah employees in Watertown, South Dakota, host their annual holiday bake sale with all proceeds going to Toys for Tots, a program run by the U.S. Marine Corps to provide toys to children in need.

SouthWest Bank

Odessa, Texas
Assets: $625 million
CEO: Dewey Bryant
No. of employees: 125

As a former football coach, Dewey Bryant, CEO of SouthWest Bank, many of the lessons he learned on the field inform how he leads the bank. He places an emphasis on teamwork and relying on each other for help.

"We all have to do our best in each of our roles for the entire team to be successful," Bryant added.

The SouthWest Bank Family Fund, which was created to enable employees to help each other out in times of financial need, demonstrates commitment to these values. Staff members can nominate themselves or a colleague who is in a difficult situation and could use financial assistance. Both employees and the bank make donations to the fund.

Pictured: SouthWest Bank employees attend a new teacher welcome tailgate for the Ector County Independent School District. The event is hosted annually by the Odessa Chamber of Commerce and allows businesses and members of the community to welcome and show appreciation for new educators.

Greater Community Bank

Rome, Georgia
Assets: $324 million
President and CEO: David J. Lance
No. of employees: 54

David Lance, president and CEO of Greater Community Bank, predicts that 2023 will see a reversal of the Great Resignation, leading to "The Big Back-to-Work." He expects that financial pressures and an economic downturn next year will contribute to this. That's combined with the Great Resignation redefining how employees and employers think about work.

"Banks have taken the lessons learned and implemented more flexibility in when, where and how employees can perform their jobs, which appeals to people's desire for better work-life balance," Lance said. "Also, companies have focused on enhancing culture by promoting inclusion, supporting pathways for growth, and letting employees know they are valued and appreciated. These efforts will help ensure that the new hires and existing staff will be happy, engaged and productive."

Pictured: Employees celebrate Mother's Day with Java Joy, a nonprofit that provides employment to adults with disabilities.

Citizens Bank of West Virginia

Elkins, West Virginia
Assets: $501 million
President and CEO: Nathaniel S. Bonnell
No. of employees: 91

Citizens Bank of West Virginia operates in some rural markets. That means it must cultivate some of its own talent rather than hiring it away from other employers, said President and CEO Nathaniel Bonnell. The bank offers tailored departmental training and coaching, a company-wide product knowledge and customer service program and a day-long sales and service bootcamp.

"Our employees have great opportunities to gain skills and training to advance within our organization — promoting from within is a leading factor of our success," Bonnell said. "Significant emphasis and resources are placed on empowering each staff member to grow in their career and with the bank."

Pictured: Citizens Bank of West Virginia employees and their families gather at Canaan Valley Resort for a picnic. The event included an overnight stay, DJ and dancing, fireside gatherings and a cornhole tournament.

Peoples Bank

Lubbock, Texas
Assets: $977 million
Chairman and CEO: Larry Allen
No. of employees: 169

To recruit and retain workers, Peoples Bank in Lubbock, Texas, has created "an environment of family, and for those that give us a chance, they become entrenched and don't leave," said Chairman and CEO Larry Allen.

Allen added that his biggest leadership lesson has been that "employees work hard and care when they know you care about them."

Pictured: Employees from the bank's 34th Street branch in Lubbock have fun during a team building event at a local bowling alley.

Machias Savings Bank

Machias, Maine
Assets: $2.3 billion
President and CEO: Lawrence L. Barker
No. of employees: 307

Never giving up and never quitting is the biggest leadership lesson Lawrence Barker, president and CEO of Machias Savings Bank, has learned during his career. He noted that he recently read a survey where hundreds of CEOs were asked the secret to their success, and that was the overwhelming response.

"I've learned over my 30-year leadership journey that it's not what happens to us that matters so much as how we respond. I'm a huge fan of a growth mindset," he said. "I look for it in my employees, I coach to it, and I develop it myself. I haven't perfected it yet, but consistent with the survey referenced, I won't give up."

Pictured: Employees volunteer for the Downtown Worker Appreciation Day event in Portland, Maine.

Independence Bank

Owensboro, Kentucky
Assets: $3.3 billion
CEO: Chris Reid
No. of employees: 307

Chris Reid, CEO of Independence Bank, follows a servant leadership model, a philosophy that emphasizes serving others, including employees, customers and the community.

"I find that by valuing and listening to our employees, it gives them a voice to help drive direction and earns trust," he said. "As a leader, I recognize that it's not a destination we can achieve alone so it's important to ensure we are moving towards our vision together and bringing everyone along."

Pictured: Independence Bank employee Phil Riney (navy blazer) reads to a student at a local school.

Stearns Bank

St. Cloud, Minnesota
Assets: $2.1 billion
President and CEO: Kelly Skalicky
No. of employees: 458

Kelly Skalicky, president and CEO of Stearns Bank, is hopeful that the Federal Reserve will finally release its FedNow faster payments system in 2023 after years of development and a pilot program. The central bank said in August that it hopes to launch the service mid-year. Skalicky said the service would allow "banks of every size, in every community, the ability to provide their customers safe, efficient instant payments services in real-time, around the clock, every day of the year."

But Skalicky also predicted that the launch wouldn't be without critics and criticism. Similar to a wire transfer, a customer won't be able to undo an instant payment, she added. That would leave the sender with no recourse in cases of fraud or an unauthorized payment.

"As the saying goes, be careful what you wish for because faster payments will quickly attract fraudsters," she said.

"With the increased risk of customer fraud associated with FedNow's instant payments, I anticipate businesses and consumers will continue their return to community banks and banks capable of delivering high-touch personalized service that brings with it tried-and-true fraud prevention and operational controls to help guard against fraud," Skalicky added.

Pictured: Stearns employees collect items to help support a domestic violence shelter.

MVB Bank

Fairmont, West Virginia
Assets: $3 billion
CEO: Larry Mazza
No. of employees: 414

Larry Mazza, CEO of MVB Bank, predicts that everyone will need one thing to survive next year.

"Seat belts! 2023 is going to be a bumpy ride that will require focus and adaptivity as we maneuver through the changing economic conditions," he said.

Pictured: Two MVB employees volunteer during a local United Way Day of Caring.

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Signature Bank

Rosemont, Illinois
Assets: $1.5 billion
CEO: Michael O'Rourke
No. of employees: 88

Michael O'Rourke, CEO of Signature Bank in Rosemont, Illinois, said that his bank has no hierarchy, and that allows each staff member to thrive.

"We offer an environment that empowers employees to reach their full potential and assist the bank in continuing the positive growth trajectory," he added.

Pictured: Employees participate in an ugly holiday sweater day and a white elephant gift exchange.

First Federal

Pascagoula, Mississippi
Assets: $342 million
President and CEO: Alan Renfroe
No. of employees: 56

Employee expectations have changed significantly over time, said Alan Renfroe, president and CEO of First Federal. He noted that his "generation believed that if you did a day's work, you received a day's pay."

"That was pretty much all that was promised by the employer and all that was expected by the employee, but that is obviously no longer the case," Renfroe added.

Now workers are looking for a job that makes them happy.

To achieve that, Renfroe believes that employers need to provide a fair salary, a good work-life balance, generous paid-time off and allow employees who excel in a work-from-home environment to take advantage of those flexible arrangements.

Pictured: First Federal employees help out during a financial awareness class at Pascagoula High School.

Community National Bank & Trust of Texas

Corsicana, Texas
Assets: $1.1 billion
CEO: Rusty Hitt
No. of employees: 194

Great pay and benefits won't ensure employees stick around, said Rusty Hitt, CEO of Community National Bank & Trust of Texas.

"To recruit and retain great employees, you've got to foster a great culture that celebrates those employees, helps them grow and offers them new opportunities," Hitt said.

"Loyal employees are developed when they feel respected and valued by their employer. They want to work for an organization that cares about their future and their family's well-being," he added.

Pictured: Employees attend the Leon County Delta Waterfowl Banquet.

Karla Espino/Karla Espino

Montecito Bank & Trust

Santa Barbara, California
Assets: $2.5 billion
Chairman and CEO: Janet Garufis
No. of employees: 249

Janet Garufis, chairman and CEO of Montecito Bank & Trust, predicts that 2023 will bring economic uncertainty — but the best banks will be ready for it "because they have learned to be flexible and forward thinking."

"They have planned for uncertainty to become part of our operating environment," she added.

Garufis also believes that the differences between the business models of community banks and larger institutions will continue to widen. Small institutions will invest in more digital improvements but will also continue offering more personal service. In contrast, large banks will more heavily rely upon a self-service model.

"Customers will choose between 'relationship' banking and online, fintech [and] fully digital options," she said. "It is a window of opportunity for community banks if they are willing, ready and able to seize it."

Cape Cod 5

Hyannis, Massachusetts
Assets: $4.9 billion
CEO: Matthew S. Burke
No. of employees: 539

Next year will be all about banks ramping up innovation and pushing to further transform business models, said Matthew Burke, CEO of Cape Cod Five Cents Savings Bank.

"So many of us innovated on the fly during the pandemic — speed was everything and we got the job done," he said. "Now I think many of us are in the process of leveraging those learnings to reimagine the way we deliver our products and services, from end to end. The external environment is likely to get more challenging, so we need to be smart and balanced about how we invest in the future and the way we grow."

Pictured: Cape Cod 5's Centerville banking center holds a birthday celebration.

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Jim Roland

TIB

Farmers Branch, Texas
Assets: $3.2 billion
President and CEO: Michael O'Rourke
No. of employees: 279

Michael O'Rourke, president and CEO of TIB, is expecting asset quality to deteriorate due to a prolonged economic downturn and continuing high inflation next year. This will affect both the bank's customers and staff members.

"To assist our staff with the inflationary pressures, on a bank-wide basis, we adjusted all salaries in August due to our prediction of continued inflationary pressures into 2023," he added.

Pictured: The merchant services team, which is dressed as a rollercoaster, wins first prize for best group costume during the fall costume contest.

Centier Bank

Merrillville, Indiana
Assets: $6.4 billion
President and CEO: Michael E. Schrage
No. of employees: 940

When Michael Schrage, president and CEO of Centier Bank, started out in his career, he was mostly concerned about "numbers, titles and accomplishments," he said. However, he fell ill in the 1990s with a severe case of chronic fatigue, which he attributes to workaholism. During the 15 months it took Schrage to recover, he had to rely heavily on his colleagues.

That taught him, "it's not about winning, it's about people," he said.

Now Centier focuses on instilling a "servant heart culture," which means serving customers and communities in the most selfless way possible, he said. The bank also provides nontraditional benefits meant to help employees' holistic wellbeing, such as health and wellness coaching, free on-site medical clinics for workers and their families, and daycare and college tuition reimbursement.

Pictured: Employees volunteer to help build a new playground for the YWCA in Gary, Indiana. The bank donated $5,000 to help fund the project.

Pinnacle Financial Partners

Nashville, Tennessee
Assets: $39.9 billion
President and CEO: M. Terry Turner
No. of employees: 2,976

One of the most important lessons from M. Terry Turner, president and CEO of Pinnacle Financial Partners, is that an "organization will never outrun the leader."

"By that I mean that great leaders are willing to do the same thing they're asking of associates. If we're asking associates to run at full throttle, I have to be willing to do the same myself," he said. "That's true for all leaders, not just CEOs. People watch their leaders, and they take their cue from their leaders."

Pictured: New staff members participate in a team building activity during orientation.

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First Bank Chicago

Northbrook, Illinois
Assets: $1.9 billion
CEO: Randy Green
No. of employees: 136

To make itself an attractive employer, First Bank Chicago, which was formerly called First Bank of Highland Park, tries to build a culture based upon mutual respect. Do that and "you will attract and retain productive talent," said CEO Randy Green.

The bank also provides a significant profit-sharing contribution to employees' 401(k) accounts each year. First Bank will make dollar-for-dollar contribution matches up to $12,000 each year to staff members' 401(k) accounts. These generous benefits enable "all employees to retire with dignity," Green said.

Pictured: Staff enjoy the employee appreciation food truck party.

Paragon Bank

Memphis, Tennessee
Assets: $564 million
President and CEO: Robert S. Shaw Jr.
No. of employees: 103

Offering good benefits and salaries is a crucial part of attracting and retaining talent, said Robert Shaw Jr., president and CEO of Paragon Bank. But it's not the only part, he added.

"Equally important is providing a fulfilling position with opportunities for growth and to feel valued, while encouraging time off to serve the community and support causes that are important to them," Shaw said.

To achieve that last part, Paragon offers employees 40 hours of paid time off each year to volunteer with an organization of their choice.

Pictured: Paragon employees participate in the Book-It 5K.

Bell Bank

Fargo, North Dakota
Assets: $11 billion
President and CEO: Michael Solberg
No. of employees: 1,096

Next year banks will get a chance to slow down, become leaner and bolster their focus for when the economy returns to normal, said Michael Solberg, president and CEO of Bell Bank.

"I think 2023 will see a much more measured pace for an industry that's really been running at breakneck speed since 2019," Solberg added. "Especially in this economic environment, I expect the pace of change and all the growth the banking industry has experienced will noticeably slow. We've seen it already in the second half of 2022."

Pictured: Bell Bank employees donate their time by packing "Matter Boxes" to help feed the hungry.

Origin Bank

Choudrant, Louisiana
Assets: $8 billion
Chairman, president and CEO of Origin Bancorp: Drake Mills
No. of employees: 714

Drake Mills, chairman, president and CEO of Origin Bancorp, predicts that the liquidity will inform the competitive landscape in 2023.

"Competition for core deposits will be intense, and the banks who focus and deliver on the customer experience will be most successful," he said. "At Origin, this has been and remains one of our key strategic areas."

Pictured: When Marta Sanchez, Origin's Las Colinas banking center manager, encouraged her team to dress for success, they dressed like her, wearing their Origin Bank Trusted Advisor T-shirts.

Oakworth Capital Bank

Birmingham, Alabama
Assets: $1.1 billion
Senior managing director and CEO: Scott B. Reed
No. of employees: 127

"Genuine trust" and leading by example are two incredibly important components of leadership, said Scott Reed, senior managing director and CEO of Oakworth Capital Bank.

"When people know that encouragement and coaching come from somebody that truly cares about their well being and success, a leader can be positively impactful," Reed said.

"Further, people respond to others' actions, not necessarily their words. Leading by example is vitally important to a person's long-term ability to gain a following," he added.

Pictured: Oakworth employees volunteer by helping to pack holiday boxes of food at the local food bank.