In the heart of Oklahoma, First United Bank stands as a beacon of community and connection, extending its reach across Oklahoma and Texas with about a hundred locations and nearly 2,000 employees. With assets amounting to approximately $16 billion, this financial institution is not just about numbers but about nurturing relationships. Melissa Perrin, who has been with First United Bank for two decades, passionately speaks about the importance of workplace culture and the bank’s dedication to its people in her interview with me.
A Commitment to Relationships
Melissa Perrin, who oversees HR, learning and development, marketing, facilities, and communications at First United Bank, emphasizes that relationships form the bedrock of the bank’s culture. “We are a purpose-driven organization centered on the values of faith, family, integrity, high performance, learning, and service. Relationships are a big piece of our business,” Perrin explains. This commitment to relationships is evident in the bank’s approach to community banking, where personal connections with customers are prioritized.
The significance of in-person interactions is a recurring theme in Perrin’s narrative. “We feel like we can build healthy relationships best when we’re in person,” she asserts. The COVID-19 pandemic, however, posed a unique challenge to this philosophy, pushing the bank to adopt remote work temporarily. As the situation evolved, First United Bank gradually transitioned back to in-person work while retaining some flexibility. “We have some teams following a three-to-two schedule—three days in the office and two days remote,” Perrin says. Despite the option for remote work, the bank encourages in-person attendance to foster fellowship and build connections.
Navigating Remote Work with Reluctance
Perrin admits to a certain reluctance about remote work due to the potential impact on relationship-building. “We prefer everyone to be in the office because we love that opportunity to be together and fellowship,” she notes. However, the bank recognizes the necessity of flexibility for specific roles, especially in recruitment and retention. Positions in accounting and finance, for instance, often operate remotely due to industry trends and staffing challenges.
The bank’s approach is pragmatic, balancing the need for in-person interaction with the realities of a geographically dispersed workforce. “We try to help support each team and their needs as well,” Perrin explains. This tailored flexibility allows First United Bank to remain competitive in the job market while maintaining its cultural integrity.
Building a Strong Culture in a Hybrid Environment
Maintaining a strong corporate culture in a hybrid work environment requires deliberate efforts. First United Bank has implemented several strategies to ensure that remote work does not erode the sense of community and connection among employees. “We have a commitment to our culture as well as to what that looks like working together,” Perrin emphasizes.
One key aspect is the expectation for remote workers to keep their cameras and microphones on during virtual meetings, adhering to the bank’s dress code and actively participating. Additionally, certain meetings are designated as in-person only, ensuring critical face-to-face interactions. “There are specific meetings that are critical to our culture and strategy. We have identified these meetings and communicated that they are intended for in-person only and no virtual option is offered,” Perrin says.
Furthermore, the bank encourages teams to coordinate their remote workdays to ensure they are all in the office together at least once or twice a week. This approach fosters team cohesion and facilitates those invaluable hallway conversations that often lead to significant learning and development.
Fostering Growth and Mentorship
For early-career employees, in-person interactions are particularly crucial. Perrin is a strong advocate for being physically present in the workplace to build relationships and gain exposure to different aspects of the organization. “I always encourage our young leaders to be here and to be out and about, seeing and learning from others,” she says.
First United Bank has also established formal mentoring programs to support employee development. During the onboarding process, new hires are paired with mentors who continue to check in on them beyond the initial 90 days. Additionally, the bank’s “Elevate U” program targets recent college graduates and high-potential employees, providing them with a structured development path through various rotations and mentorship opportunities. This program aims to cultivate future leaders within the organization by giving participants a comprehensive understanding of the bank’s operations and culture. In my experience helping clients overcome the frustrations and challenges associated with hybrid work policies, an effective mentoring program is essential.
A Vision for the Future
As First United Bank navigates the intersection of flexible work and culture building, it remains committed to aligning individual purpose with organizational goals. The bank has been dedicated to helping employees craft their personal purpose statements and values, integrating them into their professional lives. “We’ve been dedicated to helping each of our employees craft their purpose statement and identify their core values,” Perrin shares.
In addition to personal development, the bank conducts surveys to measure its success in delivering on its purpose and values, gathering feedback from employees, customers, and the community. This holistic approach ensures that the bank remains true to its mission while continuously improving its impact.
Ultimately, the culture at First United Bank is not shaped by a single initiative but by a myriad of efforts that collectively create a supportive and engaging environment. From structured mentoring programs to fostering in-person interactions, every aspect of the bank’s operations is designed to strengthen relationships. “It’s all of these little things that come together and just make it a great place to work,” Perrin concludes.
First United Bank’s story is a testament to the power of relationships in building a thriving organizational culture. As the bank looks to the future, it will undoubtedly continue to prioritize connections, both in person and through flexible work arrangements, ensuring that its employees remain engaged and passionate about their work.
About the Author
Dr. Gleb Tsipursky was named “Office Whisperer” by The New York Times for helping leaders overcome frustrations with hybrid work and Generative AI. He serves as the CEO of the future-of-work consultancy Disaster Avoidance Experts. Dr. Gleb wrote seven best-selling books, and his two most recent ones are Returning to the Office and Leading Hybrid and Remote Teams and ChatGPT for Thought Leaders and Content Creators: Unlocking the Potential of Generative AI for Innovative and Effective Content Creation. His cutting-edge thought leadership was featured in over 650 articles and 550 interviews in Harvard Business Review, Inc. Magazine, USA Today, CBS News, Fox News, Time, Business Insider, Fortune, The New York Times, and elsewhere. His writing was translated into Chinese, Spanish, Russian, Polish, Korean, French, Vietnamese, German, and other languages. His expertise comes from over 20 years of consulting, coaching, and speaking and training for Fortune 500 companies from Aflac to Xerox. It also comes from over 15 years in academia as a behavioral scientist, with 8 years as a lecturer at UNC-Chapel Hill and 7 years as a professor at Ohio State. A proud Ukrainian American, Dr. Gleb lives in Columbus, Ohio.
