GSBLSU ANNOUNCES 2024 BANK MANAGEMENT SIMULATION WINNERS
Every year, the seniors of GSBLSU take part in the Bank Management Simulation course, a computer-based program that is specifically designed to provide students with a look into management and the decision-making process in specific banking areas, such as investments, funds management, risk management, loans, and asset/liability management.
BMSim is an intensive computer-based educational experience, which serves as the capstone course of our school during students’ final year of instruction. The class is divided into management teams in six communities to operate simulated banks, and those teams concern themselves with the results of their individual banks, while competing with other banks within their communities. All teams begin with the same, base-line financial situation – a hypothetical bank with a variety of management and financial challenges – and, during the two-year simulated period, make a wide range of “quarterly” decisions involving all aspects of bank management and operations. Through computerized analysis, the teams are able to immediately observe the results of their decisions.
The apex of the competition is a verbal presentation to a panel of judges (acting as shareholders and comprised of active or retired actual bank CEOs and examiners) who evaluate the quality of the performance of all teams and select one winner from each community. Criteria for selection consists of team organization, consistency of performance, bank earnings, the team’s ability to report results to shareholders, and the position of the simulated bank for the future.
The winners in each simulation are recognized, along with their home bank’s President and CEO with a letter and certificate of recognition honoring their outstanding work during the Bank Management Simulation. We are pleased to share the team winners that were announced at graduation on May 31, 2024
| A3 | Holt Barnett | FirstSouthern Bank |
| A3 | Jamel Dagher | Paragon Bank |
| A3 | Tammy Gilmer Comeaux | Hancock Whitney Bank |
| A3 | Kevin McCartney | Community Bank of MS |
| A3 | Kaylee Rainwater | Arvest Bank |
| A3 | Will Ray | Citizens First Bank |
| B4 | Trey Geisenhoffer | Wilson Bank & Trust |
| B4 | Trapper Griffith | TC Federal Bank |
| B4 | Jordan Hawkins | United Southern Bank |
| B4 | Jacob Holloway | CLB The Community Bank |
| B4 | Will Pyle | Hancock Whitney Bank |
| B4 | Michael Reynolds | Trustmark National Bank |
| C3 | Stephen Dawkins | Delta Bank |
| C3 | Alisse Fowler | TN Dept. of Financial Instit. |
| C3 | Nita Kuhner | Hancock Whitney Bank |
| C3 | Landon Reneau | CoBank Farm Credit Leasing |
| C3 | Cade Smith | Solutions Plus Bank (Proposed) |
| C3 | Gayle Woolard | AB&T |
| D5 | James Craig | MS Dept of Banking & Consumer Fin |
| D5 | Houston Fortenberry | Delta Bank |
| D5 | Zac Frye | Citizens Bank of Swainsboro |
| D5 | Anne Osborne | Bank Independent |
| D5 | April Rosa | Arvest Bank |
| D5 | Robert Swing | Truist |
| E3 | Wills Brocato | United Community |
| E3 | William Edgar | Southern Bank |
| E3 | Casey Hill | Merchants & Marine Bank |
| E3 | Kavien Hillmon | Southstate Bank |
| E3 | Austin Klanjac | Cadence Bank |
| E3 | Jarrod Orr | River City Bank |
The Graduate School of Banking at Louisiana State University partnered once again with the Atlanta Federal Reserve Bank for its annual Banking Outlook Conference. This year’s event was held on Thursday, February 29th, and was entitled “One Giant Leap for Banking.” GSBLSU hosted a panel of industry experts speaking on the topic, “Adapting to the Rapidly Changing Banking Environment.”
Our panel included:
Ryan Earnest – President & CEO, First National Community Bank
Mike Highfield – Provost & Executive Vice President, Mississippi College
Sherri Sackett – Chief Executive Officer, Select Bank
Chad Tagtow – Senior Vice President & Chief Innovation Officer, Citizens Bank & Trust
Important Leadership Traits for the Banking Sector
Everyone should strive to develop leadership qualities regardless of their title or position. These skills are valuable in various aspects of life, from managing an organization to leading a team to being a parent. At GSBLSU, we understand the significance of leadership skills in banking and other fields, so we focus on cultivating these qualities in our future graduates. Here are five critical aspects of leadership that we encourage our students to develop for a successful future.
Have a Vision & Share it Openly
Studies have shown that a significant percentage of management needs more trust in their senior leadership, as they question their leaders’ ability to execute their plans. Future leaders must be able to articulate their vision and gain the support of their team. An idea can only come to life if people willingly commit to it, which takes place when there is a compelling opportunity for people to address their concerns.
Seek Honest Feedback
Effective leaders are self-aware and constantly evaluate themselves. They actively seek honest feedback from their team and are willing to address their weaknesses. This fosters trust, builds relationships, and drives results.
Be Willing to Adapt to Change
The banking industry is evolving rapidly, making strategic flexibility a highly desirable trait. Leaders in this industry must be able to adapt and change course when necessary. Constantly monitoring and reviewing products, programs, technologies, and market positioning are essential to a bank’s responsiveness.
Prioritize Networking and Communication
Leaders take advantage of informal networks to understand people’s perceptions. A deep understanding of how innovation occurs can improve performance and reduce inefficiencies. Leaders can gain a solid understanding of the industry by developing informal social circles, building customer relationships, and joining networking groups.
Focus on Preparation & Risk Management
In many cases, employees hesitate to communicate potential risks due to fear of disrupting the status quo. Future leaders must implement risk management practices to prepare everyone on their team for unforeseen crises. An open and progressive culture that embraces potential risks or situations will help prepare the organization for changes in the industry.
Leadership qualities are crucial for success in various aspects of life. At GSBLSU, we recognize the importance of these skills in banking and beyond. By developing a vision, seeking honest feedback, adapting to change, prioritizing communication and networking, and focusing on preparation and risk management, our graduates become influential leaders who masterfully navigate the dynamic challenges of the banking industry.
This blog has been updated for accuracy and relevance from the original post.
Assessing a Bank’s Financial Safety and Soundness: The CAMELS Approach
In the world of banking, ensuring the safety and soundness of financial institutions is of paramount importance. Regulators play a crucial role in evaluating and rating banks’ financial conditions, operational controls, and compliance. In his class, Managing Bank Performance II, instructor Paul Allen reviewed one widely adopted method for conducting such assessments – the Uniform Financial Institutions Rating System, which utilizes the CAMELS framework. CAMELS stands for Capital, Asset Quality, Management, Earnings, Liquidity, and Sensitivity to Market Risk. This blog post explores the significance of each component and how they collectively provide a comprehensive assessment of a bank’s financial safety and soundness.
Capital (C): Capital serves as a critical source of funding for a bank’s assets. It acts as a buffer, absorbing losses and protecting depositors and creditors. Regulators evaluate a bank’s capital adequacy to determine if it has sufficient reserves to withstand potential risks and shocks. A robust capital base ensures the institution’s stability and ability to fulfill its financial obligations.
Asset Quality (A): Asset quality refers to the risk associated with a bank’s assets and the effectiveness of risk management processes. Regulators assess the level of risk or probable loss in a bank’s asset portfolio. They also evaluate the strength of risk management practices in place to control credit risk. High-quality assets and robust risk management systems are essential for a bank’s financial stability and long-term viability.
Management (M): The management component encompasses various factors necessary for the safe and sound operation of a bank. Regulators evaluate the quality and character of the individuals who guide and supervise the institution. This includes their knowledge, experience, technical expertise, leadership skills, organizational abilities, planning capabilities, and integrity. Strong and capable management ensures effective decision-making, risk mitigation, and compliance with regulations.
Earnings (E): Earnings quality reflects the composition, level, trend, and sustainability of a bank’s profits. Regulators analyze a bank’s financial performance to assess its ability to generate consistent earnings. Sustainable and healthy earnings are crucial for supporting a bank’s ongoing operations, capital growth, and shareholder value. A bank with stable and profitable earnings demonstrates its capacity to weather challenges and fulfill its obligations.
Liquidity (L): Liquidity refers to a bank’s ability to raise cash quickly and at a reasonable cost. Adequate liquidity is essential for serving customers, meeting financial obligations, and maintaining operational efficiency. Regulators evaluate a bank’s liquidity management practices and ensure it has appropriate liquidity buffers in place to address unexpected cash flow fluctuations. Sound liquidity management safeguards against potential funding disruptions and helps mitigate risks.
Sensitivity to Market Risk (S): Sensitivity to market risk assesses how changes in interest rates, foreign exchange rates, commodity prices, or equity prices can affect a bank’s earnings or economic capital. Regulators analyze a bank’s risk exposure to market fluctuations and assess its ability to manage such risks. Effective risk management frameworks, including hedging strategies and stress testing, are crucial for mitigating potential losses arising from market volatility.
The CAMELS approach provides a comprehensive framework for assessing a bank’s financial safety and soundness. Regulators consider the capital adequacy, asset quality, management effectiveness, earnings sustainability, liquidity management, and sensitivity to market risk. Evaluating these key components helps regulators form an overall picture of a bank’s financial condition. By ensuring that banks meet stringent standards in these areas, regulators contribute to a stable and secure banking system that can effectively support economic growth and protect depositors and creditors.
The Journey of Employment Development [INFOGRAPHIC]
Embarking on a successful career is akin to embarking on a transformative journey of personal and professional growth. Just like climbing a ladder, each step towards career excellence takes effort, determination, and guidance. The stages of employment development, ranging from “The Enthusiastic Beginner” to “The Self-Reliant Achiever,” represent an enlightening framework that illuminates the progression of individuals as they evolve in their careers.
Derived from the esteemed “Performance Management” class led by the dynamic instructor, Laura Shreaves, at GSBLSU, these stages of employment development offer profound insights into the milestones every professional traverses on their path to success and help managers better understand how they can better help both their employees and their organizations succeed.
In this infographic, we showcase the transformative journey through these stages of employment development, illustrating the evolution from eager beginners to empowered achievers.
The Banking Management Simulation (BMSim): A Capstone Experience
The Banking Management Simulation (BMSim) is an immersive capstone experience that draws upon the knowledge and skills acquired throughout your time at the Graduate School of Banking at LSU (GSBLSU). This simulation places equal emphasis on risk management and financial performance, while also emphasizing the importance of teamwork, communication, and leadership for success.
Structure: The BMSim is structured around six communities of banks, with each community consisting of five to six banks. Within each community, there is an instructor and a regulator who oversee the operations. The course administrator is responsible for running the program and ensuring its smooth functioning.
Team Dynamics: Teams in the BMSim are comprised of 5-7 members, and the instructors do not assign the teams. It is common for team members to come from different banks and states, fostering a diverse and collaborative environment. Notably, one-time school administrators are permitted to select themselves as team members, further enhancing the interdisciplinary nature of the simulation.
Roles and Organization: In BMSim, teams have the autonomy to organize themselves and assign specific roles to members. Roles typically include lending, deposits, and investments. It is crucial for team members to discuss and decide on their roles prior to each session. Interestingly, it is encouraged for participants to volunteer for roles they do not typically handle in their real banks, promoting a broader understanding of various banking functions.
Key Role of the CEO: Perhaps the most important decision in the BMSim is the selection of the Chief Executive Officer (CEO). The CEO plays a vital role in determining the team’s success or failure. They are responsible for keeping everyone organized and focused while ensuring effective communication and avoiding conflicts. The CEO’s ability to delegate authority appropriately and employ the right management style, whether loose or committed, greatly impacts the team’s performance.
General Overview: At the start of the simulation, each bank holds a 10% market share. The market conditions, both on a national and community level, undergo constant changes. As the newly appointed management team, the previous management group has been dismissed, and the responsibility falls upon you to steer your bank to success. Each decision made represents a quarter in the simulation, which extends over eight quarters. It is important to consider the short and long-term implications of these decisions, as consistency in decision-making and performance is crucial. Furthermore, tradeoffs exist with every decision, necessitating careful consideration. Each community of banks competes independently of one another, emphasizing the significance of focusing on the big picture and not getting caught up in inconsequential issues.
Regulatory Structure: Regulators in the BMSim consist of current or retired regulators from State or Federal Agencies. These regulators are responsible for issuing new regulations and enforcing existing ones to ensure compliance within the simulation.
Regulations Used in BMSim: Within the BMSim, various regulations are implemented, such as “Federal Funds Purchased” and “Federal funds purchases in excess of 100% of owner’s equity.” These regulations primarily focus on liquidity management and the challenges associated with obtaining deposits.
The Banking Management Simulation (BMSim) offers a comprehensive and immersive capstone experience for participants at GSBLSU. As GSBLSU instructor David Coyle pointed out to students, by emphasizing risk management, financial performance, teamwork, communication, and leadership, the BMSim prepares future banking professionals for the challenges and complexities of the industry. Through the simulation’s structure, team dynamics, organization, and regulatory framework, participants gain a holistic understanding of the banking landscape, fostering critical thinking and decision-making skills that are vital for success in the real-world banking sector.
Mastering Leadership in Banking: The Power of Situational Leadership
*This blog is based on the Performance Management class led by Laura Shreaves.
Effective leadership is the key to driving success in the dynamic and competitive banking world. As a manager in the banking industry, you play a vital role in guiding and inspiring your team to achieve exceptional results. The Situational Leadership Model is one leadership model that can empower you to adapt to various situations and maximize team performance. We will explore the four leadership styles within this model – directing, coaching, supporting, and delegating – and how you can apply them in banking management.
Directing Leadership Style
When team members are new or inexperienced, the directing leadership style is most appropriate. As a bank manager, you provide clear instructions and specific guidance and closely supervise their work. You help your team members understand their roles and responsibilities by establishing clear expectations and outlining the necessary steps. This style enables you to provide structure and support as your team members learn and grow in their roles.
Coaching Leadership Style
Coaching leadership is beneficial when team members have some level of competence but still require guidance and support. As a coach, you foster open communication, actively listen to your team members, and ask thought-provoking questions to stimulate their critical thinking and problem-solving skills. You empower your team members to develop their capabilities and overcome challenges by providing feedback, offering suggestions, and sharing your expertise. The coaching style encourages continuous learning and enhances the potential for growth within your team.
Supporting Leadership Style
The supporting leadership style suits team members who possess the necessary skills and experience but may need more confidence or face specific challenges. As a supportive leader, you provide encouragement, build trust, and create a safe environment for your team members to express their ideas and concerns. You offer guidance and resources while empowering them to take ownership of their work. Demonstrating your belief in their abilities and fostering a supportive atmosphere motivates your team members to excel and contribute their best to the organization.
Delegating Leadership Style
The delegating leadership style is most effective when team members are highly competent, experienced, and self-motivated. As a delegating leader, you trust your team members’ expertise and decision-making capabilities. You give them autonomy and empower them to take ownership of their tasks and projects. By stepping back and allowing your team members to showcase their abilities, you create an environment that encourages initiative, innovation, and accountability. The delegating style promotes efficiency, frees up your time for strategic planning, and fosters a culture of autonomy and self-reliance within your team.
Benefits of Situational Leadership in Banking Management
Adopting the situational leadership model in banking management can yield several benefits:
- Flexibility: Adapting your leadership style based on individual and situational needs allows you to address various challenges and capitalize on opportunities effectively.
- Team Engagement: By tailoring your leadership approach to meet the specific needs of your team members, you foster engagement, motivation, and a sense of purpose within your team.
- Improved Performance: The Situational Leadership Model enables you to provide appropriate support, guidance, and autonomy to optimize performance and achieve exceptional results.
- Personal Growth: By employing different leadership styles, you encourage continuous learning and professional development within your team members, leading to their personal growth and career advancement.
In the ever-evolving banking world, effective leadership is essential for driving success. The Situational Leadership Model offers a valuable framework for bankers in management, allowing them to adapt their leadership style to meet the unique needs of their team members. You empower your team by leveraging the directing, coaching, supporting, and delegating leadership styles.
GSBLSU ANNOUNCES 2023 BANK MANAGEMENT SIMULATION WINNERS
Every year, the seniors of GSBLSU take part in the Bank Management Simulation course, a computer-based program that is specifically designed to provide students with a look into management and the decision-making process in specific banking areas, such as investments, funds management, risk management, loans, and asset/liability management.
BMSim is an intensive computer-based educational experience, which serves as the capstone course of our school during students’ final year of instruction. The class is divided into management teams in six communities to operate simulated banks, and those teams concern themselves with the results of their individual banks, while competing with other banks within their communities. All teams begin with the same, base-line financial situation – a hypothetical bank with a variety of management and financial challenges – and, during the two-year simulated period, make a wide range of “quarterly” decisions involving all aspects of bank management and operations. Through computerized analysis, the teams are able to immediately observe the results of their decisions.
The apex of the competition is a verbal presentation to a panel of judges (acting as shareholders and comprised of active or retired actual bank CEOs and examiners) who evaluate the quality of the performance of all teams and select one winner from each community. Criteria for selection consists of team organization, consistency of performance, bank earnings, the team’s ability to report results to shareholders, and the position of the simulated bank for the future.
The winners in each simulation are recognized, along with their home bank’s president and CEO with a letter and certificate of recognition honoring their outstanding work during the Bank Management Simulation. We are pleased to share the team winners that were announced at graduation on June 2, 2023.
| A3 | Jared Hicks | Bank of Montgomery |
| A3 | Melissia Preston | First Federal Savings & Loan |
| A3 | Ledale Reynolds | The Citizens Bank |
| A3 | Grant Thurman | First National Bank of TN |
| A3 | Joshua Whitehead | First Bank |
| B2 | Montay Calloway | Tennessee State Bank |
| B2 | Darren Hill | Home Bank |
| B2 | Kasey Milby Molloy | Chesapeake Bank |
| B2 | Armando Alberto Perez Saldivar | Banorte |
| B2 | Luke Roberson | The First Bank |
| B2 | Kevin Vaughn | GA Dept. of Banking & Finance |
| C1 | Jon Anderson | Truist |
| C1 | Jason Bone | First State Community Bank |
| C1 | Madison Lamb | Bank of Dawson |
| C1 | Brad Melton | Atlantic Union Bank |
| C1 | Dalton Southerland | Farmers National Bank |
| C1 | Drew Whitlow | Progress Bank |
| D2 | Michael Glaser | TN Dept. of Financial Instit. |
| D2 | Jeremy Guidry | JD Bank |
| D2 | Jamie Johnson | Chesapeake Bank |
| D2 | David McLeod | Citizens Bank |
| D2 | Heidi Mouret | The First National Bank |
| D2 | Brent Williams | Drummond Community Bank |
| E1 | Jonathan Blackledge | Ameris Bank |
| E1 | Aaron Blair | TN Dept. of Financial Instit. |
| E1 | Paul Dowdle | MS Dept. of Banking & Consumer Finance |
| E1 | Octavio Hernández Marín | Banorte |
| E1 | Elizabeth McElyea | Farmers State Bank |
| E1 | Brandon Noel | Landmark Bank |
| F4 | Jason Hayes | Citizens Bank & Trust |
| F4 | Ashley Kirk | German American Bank |
| F4 | Logan Lambert | Bank of Montgomery |
| F4 | Jeff Luker | Commercial Capital BIDCO |
| F4 | Gloria Rosales | Banorte |