NWA C-Suite: Amy Morbeck
How significant to you is developing a diversity, equity and inclusion (DEI) culture within your organization? I have an incredibly diverse family, having children from all over the world, mostly underdeveloped or developing countries. I have personally experienced the richness of diversity in very personal ways. Having experienced this within my own home, I know it is critically important for us to have diverse cultures in our organization. With a diverse corporate culture, we better help each other view our business strategies and opportunities through different perspectives, which drives a more comprehensive output. Also, having a broad representative spectrum of people within the organization helps us to better create solutions for the communities we serve with deeper empathy and understanding.
What is the best business advice someone has ever given you? The best business advice I have received was from my dad many years ago while bike riding together. He said, “Keep pedaling hard when you go downhill to gain as much momentum as possible. You are going to need it to get up the next hill.” This has proven true many times over in my lifetime. My dad passed away a few months ago, and I can still hear his voice echoing these words.
What are some aspects of leadership you are still working to improve? All of them. I am a lifelong learner and humble enough to know I do not have it all figured out. Most recently, I am really working at my comfort in not knowing “all the things, all the time.” The problem is that I want to so I can serve and contribute at the highest capacity. The great news is that I have exceptional leaders and trust their expertise and insights.
Do you use artificial intelligence (AI) software in your work, and if so, how so? While we are still learning about the opportunities AI brings, we have started using machine learning to help detect fraud, as an example. We are being very intentional and selective about AI’s use cases and remain optimistic about ways AI can help companies be more efficient and consistent.
What’s the top challenge you have faced as a leader, and how did you overcome it? As a person who cares deeply about people and their success, it can be a bit difficult to deliver challenging corrective plans. However, it can also be a tremendous opportunity. So, I not only view them for the opportunity they are, I confront these conversations with the heart posture of, “I love you enough to tell you the truth.” The truth can then be objectified for what it is, and solutions can be applied with optimism.
How do you relax? My family may say that I don’t. I really enjoy being active, so laying on the couch or taking a nap is really not my cup of tea. I love hiking with my husband, painting, and most recently, using my new chainsaw — a new skill, thanks to tree cleanup after a recent tornado. I also truly enjoy sitting by the fire and roasting marshmallows with the family.
What advice would you give someone wanting to be a leader in your industry? We have so many opportunities to innovate and transform as customer preferences continue to evolve in financial services. I would encourage anyone wanting to be a leader in banking to keep their eyes set on the horizon line to identify what is coming and how business needs may adjust. Also, build a culture of transparency so you and your team can be clear about your current state and ways to improve. Then, build agility into your processes so you are able to adjust. Most importantly, be kind, diligent and put the needs of others first.
How do you stay current with industry trends and changes? Staying in touch with front-line associates is one of the best ways to hear customer desires and trends. I also study experiences from other industries and try to identify changes that may impact banking in the future. Finally, I stay engaged with reliable industry leaders and organizations that have powerful insights.