I can’t tell you if it was sail or motor, large ocean liner or lake cruiser, I just had to get on it as my life seemed to depend on it.  There was a big burly gray haired man who seemed to think otherwise.  No amount of pleading, bribing or outright begging (which seemed to go on for hours) would make a difference.  He would deny me access every time.  All I could do was to stand helplessly on the dock and watch it leave without me, finally awakening in a cold sweat, curious and confused, hoping tomorrow night might be different.

It is amazing how many dream experts there are in the world.  Having recanted this crazy series of occurrences with many close friends, they all have drawn different conclusions, none of which I am particularly fond of.  One has concluded that I have obviously missed my calling in life and my “old” inner self is telling me it is too late to do anything about it.  Still another has concluded that the old man is my guardian angel protecting me from some ill-fated voyage, cautioning me not to rush into anything hastily.

I’d like to think it speaks to my persistence and my relentless pursuit to make IBAT the finest and most valued banking trade association on the planet.

 

And yet we know we must be careful not to launch new programs or offer new services until we are truly ready and have a thorough understanding of our members’ core and emerging needs.  That is why a strategic plan or strategic thinking process takes on added meaning in our changing financial service marketplace.

 

Following a careful introspective analysis as we concluded merger discussions with the TBA, IBAT Chairman Al Jones initiated a 14-city tour to inform and listen to the membership on issues of importance.  A record number of bankers and industry partners representing almost 70% of the IBAT membership participated, clearly an indication that the IBAT community banking family is alive and well.  Shortly thereafter we convened a blue ribbon group of member stakeholders to reinforce our most valued member offerings and establish new priorities for the future.  I am absolutely convinced the result will work to reinforce our mission “to collectively create value for community banking.”

 

We won’t launch them until we are committed to add even more value to services you have told us are making the grade or addressing emerging needs you have identified for us.

 

All because we listened.  We can ill afford to miss the boat and navigate a course that will lead to anything but greater shareholder value and clear sailing for your bank.

 

The dreams have ended, but our passion to be the best has not.