Pub. 7 2012-2013 Issue 4

November | December 2012 17 Extraordinary Service for Extraordinary Members. customer should have to take a step backwards with products or services to do business with us.” The bank has made a major commitment to technology with online banking, mobile banking, and a recently launched Facebook page. It is rolling out mobile check capture this fall. Not keeping up with technology is slow death for a bank, says Williams. Because 75 percent of Gothenburg State Bank’s loans are agricultural—either direct or ag real estate-related— the bank’s No. 1 ag-loan competitor is Farm Credit. With an advantage resulting from the implicit government guarantee of its bonds, and its tax-advantaged structure, Farm Credit is tough to match on rates. To compete, Go- thenburg State Bank relies as much as possible on its close knowledge of a customer’s business, and on its expertise in financial analysis. The approach works. Through the second quarter, the subchapter S bank’s return on assets was 1.78 percent and its return on equity 14.05 percent. Both figures were down slightly from the previous year, due largely to a lower net interest margin and lower noninterest income—both resulting from the impact of government policies. Net charge-offs were just 0.03 percent of total loans. Core capital stood at 12.11 percent. As important, if not more so, than core capital is the bank’s core values. Williams brings them up frequently at the bank’s Friday all-staff meetings. They are: • “Recognize the importance of people—customers and em- ployees. Together we can accomplish much.” • “Conduct ourselves with a sense of responsibility and an unwavering commitment to doing things right. The ethical line is a bright yellow line, not a gray one.” • “Strive to reach our potential—we don’t know how high we can reach.” • “We are the custodians for our business, our community, our families, and, most importantly, ourselves. Custodians take responsibility. They don’t quit, and they don’t blame.” Williams’ son, Robert, a lawyer inOmaha, who is a Gothen- burg State Bank director, says he thinks the bank’s success is the result of doing things the right way. The Chairman’s Gavel Matt Williams recognizes that ABA leadership doesn’t re- ally have a starting and ending point because each chairman overlaps with new leaders joining the team as others roll off. Still, each chairman has his or her priorities, and the same values just described will guide Williams in his role as ABA chairman in the coming year. Q Leadership Ride — continued on page 18 Blue Cross and Blue Shield of Nebraska is an Independent Licensee of the Blue Cross and Blue Shield Association. nebraskablue.com to be there. Count on us