Archive for month: June, 2026
One Community Bank has named Cole Bruner to its newly formed Wausau Advisory Committee, the bank announced Monday.
The committee will provide advice, critical assessments and local market knowledge for the greater Wausau area, according to a news release from One Community Bank.
“What excites me most about welcoming Cole to the Wausau Advisory Committee is the relationship-driven approach he has built his career on,” said Steve Peotter, president and CEO of One Community Bank. “His background speaks to an entrepreneurial spirit and steadfast commitment. We’re thrilled to bring that energy and vision to the table.”
Bruner has nearly 20 years of experience in insurance and financial services. He is president of Buska Retirement Solutions, Buska Wealth Management and Legacy Tax Solutions, where his work includes retirement planning, investment management, health insurance, Medicare solutions, and tax and estate planning.
“I’m excited to be joining the Wausau Advisory Committee,” Bruner said. “OCB’s vision aligns well with the mission and vision of my own companies: Striving to provide personalized service to each client while maintaining the hometown feeling that clients truly desire.”
One Community Bank is a locally owned community bank with 19 locations and $2.5 billion in assets. The bank serves several Wisconsin communities, including Schofield, Weston and Wausau.
Brent Hafele
By Brent Hafele, president & CEO performance architect at Vibrancy Unlocked, a WBA Bronze Associate Member
What if the biggest risk of AI is not adopting it too slowly?
What if the bigger risk is what happens after it starts working?
Across banking, leaders are exploring how AI can save time, streamline work, and improve efficiency. The gains are real. Yet if AI creates hundreds of hours of additional capacity over the next few years, there is an important question almost no one is asking:
What should leaders and employees do with the time they get back?
That question kept coming to mind while attending Ben Udell’s AI Masterclass at the recent WBA BOLT Summer Leadership Summit.
Udell did an excellent job helping bankers understand practical applications of AI and how it can improve productivity, communication, critical thinking, and efficiency. The session reinforced something many leaders already know: AI is no longer a future technology. It is a present opportunity.
But efficiency alone is not the finish line.
Email made communication faster. The internet made information easier to access. Mobile phones made us constantly reachable. Automation reduced countless manual tasks.
Yet many leaders would struggle to argue that work has become less stressful, less demanding, or less overwhelming.
In many cases, the time we saved simply became filled with more work — more emails, more meetings, more requests, more expectations, and more noise.
Without intentionality, AI may follow the same path.
That is the hidden risk.
The danger is not merely that banks fail to use AI. The greater risk is that banks use AI successfully, create meaningful new capacity, and then unintentionally convert that capacity into more activity rather than more value.
Research on time poverty suggests this is not a harmless outcome. Feeling pressed for time has been associated with lower well-being, poorer health, increased stress, reduced creativity, and lower relationship quality. Other research on goal conflict found that when people experience competing demands, stress and anxiety increase, which makes them feel even more time-constrained.
In other words, more efficiency does not automatically create more breathing room. Without intentionality, it may create room for more pressure.
This is why leaders need to think beyond AI adoption and begin asking how they will invest the time AI creates.
I have begun referring to this opportunity as The Capacity Dividend™.
The Capacity Dividend is the time, attention, and organizational capacity created when efficiencies — such as AI, automation, delegation, or better systems — reduce the effort required to complete work.
For CEOs and executive leaders, their capacity dividend may be particularly valuable because some of the most important work they do — thinking, discerning, coaching, building relationships, developing successors, and shaping the future of the organization — rarely feels urgent, even though it is essential.
The question is not whether AI can create this window; the question is whether leaders will use it intentionally.
For some leaders, that time may need to become strategic thinking.
For others, it may become reflection, prayer, planning, relationship building, customer conversations, professional development, coaching, mentoring, succession planning, or innovation.
For some, the highest-value use may be rest.
That should not be dismissed.
Professional athletes do not perform at their best by ignoring recovery. Executives, managers, lenders, operations leaders, and frontline employees are no different. A tired leader making rushed decisions is not a strategic advantage.
The same principle applies to employees.
If AI helps employees complete work more efficiently, leaders should not automatically assume that every saved minute should be converted into more tasks. Some of that capacity may need to be reinvested into learning, collaboration, problem-solving, customer care, or the kind of human interaction that strengthens culture and engagement.
A Harvard Business Review article on generative AI and work fulfillment reported that employees who used AI for certain professional development and focus-work tasks experienced higher joy and effectiveness. The article also noted that many employees reinvested saved time into more enjoyable work such as problem-solving, interpersonal interaction, and learning.
That matters.
Because the better question is not simply, “How much time did AI save?”
The better question is, “What did that saved time make possible?”
Bankers should be asking:
How much time are we saving?
Where is that time going?
Is it reducing pressure or increasing expectations?
Is it improving customer experience?
Is it strengthening employee development?
Is it giving leaders more time to think, coach, and lead?
Is it giving CEOs more time to focus on strategy, succession, culture, and stakeholder relationships?
Is it helping people do more meaningful work?
Or is it simply creating a faster version of the same exhaustion?
AI may become one of the most powerful productivity tools banks have ever used. But productivity alone has never been the goal.
The goal is stronger banks, better leadership, healthier teams, more engaged employees, better customer service, and stronger communities.
That will not happen automatically.
Technology can create capacity. Leadership must decide how to invest it.
AI helped me write this article.
With the time it saved, I took my dogs for a walk.
The technology created the capacity.
Choosing how to invest it was still my job.
References
Engeler, I., Stan, A., Trupia, M. G., Bernardino, A., & Quoidbach, J. (2025). What do you do with the time saved by generative AI tools? Many waste it, managers included. SSRN. https://doi.org/10.2139/ssrn.5127094
Etkin, J., Evangelidis, I., & Aaker, J. (2015). Pressed for time? Goal conflict shapes how time is perceived, spent, and valued. Journal of Consumer Research, 42(3), 394–406.
Giurge, L. M., Whillans, A. V., & West, C. (2020). Why time poverty matters for individuals, organisations and nations. Nature Human Behaviour, 4(10), 993–1003.
Lovich, D., Sargeant, R., & Smith, J. (June 2024). How Gen AI Can Make Work More Fulfilling. Harvard Business Review.
Chris Borgerding
The Wisconsin Bankers Association (WBA) is pleased to announce the hiring of Chris Borgerding as Vice President – Government Relations. Borgerding brings over a decade of experience to the role and will lead WBA’s advocacy efforts at the state level. He starts his new role with WBA on July 6, 2026.
“Chris is a well-respected, talented professional in the field of government relations, and we are very excited to have him join our association,” said Rose Oswald Poels, WBA president and CEO. “We look forward to what he will be able to accomplish together with our team and members on behalf of Wisconsin’s banking industry.”
Borgerding began his career in the Wisconsin State Legislature for a short time followed by nearly a year as a government affairs assistant at the Wisconsin Credit Union League. After that, he transitioned to work back in the Wisconsin State Legislature for six years. He then went on to lobby for the Wisconsin Dental Association and has spent the past four years in a national role, more recently as senior director of government relations for the Association of Dental Support Organizations. Borgerding is known as a trusted government relations professional with a proven track record, who is successful in reaching across political aisles and building coalitions to achieve positive results.
Borgerding earned his degree in political science at the University of Wisconsin-Madison. He and his wife currently reside in Sun Prairie and have two young children. He enjoys spending time with his family, golf, and cooking.
By Erika Fish, training and instructional design, Community First Bank – Rosholt
Erika Fish
Throughout this year’s WBA BOLT Summer Leadership Summit, held on June 11 and 12, the overarching theme was that leadership is constantly evolving.
Bankers from various roles across Wisconsin gathered for a day and a half to learn, connect, and exchange fresh perspectives on leadership in today’s rapidly evolving world. The summit covered a range of topics, including personal growth, emotional intelligence, artificial intelligence, and workplace culture. Attendees left with practical ideas they can implement immediately with their teams.
And perhaps most importantly, it reminded everyone in the room that leadership isn’t just about what you do — it’s about how you show up every single day!
We began the summit by discussing three simple, yet powerful words introduced by Bradie Ewing: Purpose, Process, and Progress.
First, Purpose gives us direction and encourages us to focus on what truly motivates us beyond titles or achievements — it’s about understanding your “why.” Second, Process teaches us that success is built through daily habits, discipline, and consistency in the small things. Finally, Progress reminds us that setbacks are not failures; instead, they are opportunities to learn, adapt, and continue moving forward.
The energy shifted at the end of Day one in the best possible way when we were treated to one of the most memorable sessions in my BOLT attendance history. We somehow ended up doing the Cha-Cha Slide, making animal noises, and debating whether ducks named Mr. Latte are acceptable coworkers. Turns out, Danny Adams was onto something: laughter really is medicine.
Between breathing exercises, dancing, animal sound symphonies, and finish-the-lyric competitions, the biggest takeaway was simple: stress is inevitable, but staying connected, finding joy, and intentionally refilling our tanks matter. Laughter lowers stress, boosts productivity, strengthens relationships, and reminds us not to take ourselves quite so seriously.
Also, if you ever forget why you walked into a room, according to Danny, just start laughing. The science may be questionable, but after this session, be willing to give it a try.
On Day two, we dived into a highly anticipated conversation centered around one of the biggest subjects influencing our industry and the world around us: Artificial Intelligence in Banking, presented by Ben Udell.
The discussion explored how banks are already using AI to improve training, streamline communication, support marketing efforts, and reduce time spent on repetitive tasks, giving employees more time to focus on the work that matters most: critical thinking, relationship-building, creativity, decision-making, and, most importantly, serving our communities.
We concluded the summit with Bill Marklein, who discussed Emotional Intelligence in Leadership. We explored why self-awareness, empathy, communication, and adaptability remain among the strongest indicators of leadership success. The conversation reinforced a simple truth: people may not always remember exactly what a leader said, but they will always remember how that leader made them feel.
As workplaces continue changing, emotional intelligence is becoming less of a “nice to have” and more of a must-have leadership skill.
By the end of the summit, one thing was clear: the future of banking will always depend on strong leaders who are willing to learn, grow, and evolve alongside the industry.
For those who joined us this year, we hope the conversations sparked new ideas, new connections, and renewed energy to bring back to your teams.
And for those who weren’t able to attend this time, we hope to see you at the next one.
So, whether you’re an emerging leader beginning your journey, a seasoned banker looking for a fresh perspective, or someone passionate about investing in the future of community banking, the WBA BOLT Leadership Summit is designed to challenge, inspire, and connect the next generation of banking leaders.
We invite everyone to join us at the next WBA BOLT Winter Leadership Summit on November 4 at the Glacier Canyon Conference Center in Wisconsin Dells and experience firsthand the conversations shaping the future of leadership in banking. Because leadership isn’t about waiting for the future. It’s about helping create it.
Until next time!
The Wisconsin Bankers Foundation (WBF), the charitable arm of the Wisconsin Bankers Association, is proud to award four Wisconsin students — Ryer Allen, Kathaleen Tapia, Jack Schowalter, and Ethyn Sebo — with the 2026 WBF Spring Scholarship.
The WBF Spring Scholarships of $2,000 each are open to graduating Wisconsin high school seniors and current college students pursuing higher education at an accredited Wisconsin college, university, or technical college. Recipients are chosen based on their academic achievements, community involvement, career goals, and financial literacy.
Pictured (left to right) are: Rose Oswald Poels, WBF chair, treasurer, and executive director, and Ryer Allen, WBF Spring Scholarship recipient.
Ryer Allen graduated from Denmark High School and will attend the University of Wisconsin–Madison this fall. Allen helped revive his school’s FBLA chapter and grew membership to 50 students by his senior year. He currently works as an accounting intern and plans to pursue a degree in accounting and finance in college.
Kathaleen Tapia graduated from Chippewa Falls Senior High School and will attend the University of Wisconsin–Whitewater this fall to
Pictured (left to right) are: Kathaleen Tapia, WBF Spring Scholarship recipient, and Rose Oswald Poels, WBF chair, treasurer, and executive director.
pursue a degree in business. Tapia was actively involved in FBLA, SkillsUSA, National Honor Society, Student Council, Senior Leadership, and athletics during high school. She also led a community service initiative that collected more than 2,500 pairs of shoes for under-resourced individuals through “Shoes for a Cause.”
Jack Schowalter graduated from Port Washington High School and will attend the University of Wisconsin–Madison where he plans to pursue a degree in accounting. Throughout high school, Schowalter maintained near-perfect grades, ranked among the top 5% of his class, participated in DECA,
Pictured (left to right) are: Rose Oswald Poels, WBF chair, treasurer, and executive director, and Jack Schowalter, WBF Spring Scholarship recipient.
and completed an accounting internship. He has long-term plans of pursuing a career in the finance department of a community bank.
Ethyn Sebo graduated from Reedsville High School and will attend the University of Wisconsin–Whitewater next semester to study finance and accounting. Sebo has worked as a teller at Collins State Bank for the past two years though a youth apprenticeship while maintaining high honors and participating in athletics and student organizations. He aims to build a career in the financial industry after graduation.
Pictured (left to right) are: Heather MacKinnon, WBA executive vice president and general counsel, and Ethyn Sebo, WBF Spring Scholarship recipient.
“The Wisconsin Bankers Foundation is honored to recognize Ryer, Kathaleen, Jack, and Ethyn with our Spring Scholarship,” said Foundation Chair, Treasurer, and Executive Director Rose Oswald Poels. “We are pleased to support their continued education and wish them success in their future careers.”
For more information on the Wisconsin Bankers Foundation and its annual scholarship, please visit wisbankfoundation.org.
By Gwen Fischer
Gwen Fischer
When community banks think about marketing, the focus is often external — customers, prospects, and community visibility. Yet one of the most influential audiences already exists inside the organization. Employees are the first ambassadors of a bank’s brand, products, and culture, and how well they are informed directly affects customer experience.
For many banks, Microsoft 365 is viewed primarily as a productivity platform. When used intentionally, however, it can also serve as a powerful internal marketing tool — one that improves alignment, consistency, and employee engagement without adding complexity.
Why Internal Marketing Matters
Even the strongest marketing campaign can lose momentum if employees are unsure how to explain it or unaware it exists. Internal marketing bridges that gap by ensuring employees understand not only what the bank is promoting, but why it matters to customers.
Microsoft 365 supports this effort by centralizing information and reducing reliance on scattered emails or outdated documents. When employees know where to find accurate, current information, they are better equipped to represent the bank confidently.
SharePoint as a Central Hub
SharePoint often serves as the foundation for effective internal communication. Instead of relying on inbox searches or shared drives, marketing teams can use SharePoint as a single source of truth for campaign summaries, product resources, brand standards, and community involvement highlights.
Using Teams to Support Conversation and Clarity
Microsoft Teams allows communication to move beyond one‑way announcements and into real‑time dialogue, helping marketing teams share updates, provide talking points, and respond to questions efficiently.
Outlook and Planner: From Awareness to Action
Email, paired with Planner and To Do, helps translate awareness into execution by clarifying expectations and improving accountability.
Efficiency for Lean Marketing Teams
Microsoft 365 enables content reuse and centralized updates, allowing marketing teams to focus more on strategy and collaboration.
Culture and Engagement Benefits
Clear and consistent internal communication strengthens employee engagement and supports stronger customer experiences.
A Strategic Opportunity
For community banks, using Microsoft 365 intentionally can turn internal communication into a meaningful strategic advantage.
AI Disclosure: This article was written by the author with the assistance of artificial intelligence tools for editing, clarity, and organization. The author reviewed and verified all content and is solely responsible for the final work.
Gwen Fischer, AVP of Marketing at Premier Community Bank, Marion and a member of the WBA marketing committee.
The St. Croix Electric Cooperative receiving a $1 million loan through the Rural Economic Development Loan and Grant program.
By Veronica Hinke, public information officer, USDA Rural Development Wisconsin
The U.S. Department of Agriculture Rural Development has programs that can help increase rural prosperity throughout rural America. Rural Development has partnered with businesses across Wisconsin that have helped create jobs and expand market access.
Rural Development programs promote economic development by supporting loans to businesses through banks and community-managed lending pools. The agency offers technical assistance to help agricultural producers and cooperatives get started and to improve the effectiveness of their operations.
“Our mission is to unleash the potential of rural Wisconsin,” said Rural Development Wisconsin State Director Andrew C. Iverson. “Rural Development’s programs under the leadership of President Trump and Secretary Rollins will support the economy and quality of life for people in rural Wisconsin.”
Investing in Rural Businesses
Rural Development’s business programs support the creation and preservation of high-quality jobs in rural Wisconsin. In fiscal year 2025, Rural Development invested more than $73 million to help rural businesses and cooperatives in Wisconsin build stronger, more resilient communities, creating or saving hundreds of jobs along the way.
Rural Economic Development Loan and Grant Program Highlight
• The Rural Economic Development Loan and Grant program provides funding for rural projects through local utility organizations. In Wilson, the St. Croix Electric Cooperative received a $1 million loan through the Rural Economic Development Loan and Grant program. The electric cooperative will reloan the funds to Sailer Food Market and Meat Processing Inc. to expand
its meat processing operation into the snack meats market. The project will save 28 jobs and create an additional five jobs.
Business and Industry Guaranteed Loan Program Highlight
• This Business and Industry Guaranteed Loan program offers loan guarantees to lenders for their loans to rural businesses. Farmer-owned Westby Cooperative Creamery, the only cottage cheese
manufacturer in Wisconsin, will expand and modernize its manufacturing facility with a nearly $15.5 million Business and Industry Guaranteed Loan through Security Financial Bank.
“Our current equipment is continuing to age. Before it meets end-of-life, we want to modernize and, just as important, we want to meet customer demand for this dairy food,” said Westby Cooperative Creamery’s Chief Executive Officer and President JD Greenwalt. “We’ve been making cottage cheese the same way for 100 years. This new system reduces the physical strain on employees and enhances consistency in product quality. By modernizing and investing in the plant, the creamery is protecting current jobs and ensuring long-term stability for our farmer-owners.”
Timber Production Expansion Guaranteed Loan Program Highlight
• The Timber Production Expansion Guaranteed Loan program provides financial support to qualified lenders to make loans to eligible borrowers seeking to establish, reopen, retrofit, expand
or improve a sawmill or other wood processing facility who uses ecosystem restoration byproducts from the USDA Forest Service National Forest System lands, along with Indian forest and
rangelands. In Tilleda, Timber Professionals Cooperative Enterprises will re-establish and expand the former Hoffman Wood Fiber LLC sawmill with an $800,000 Timber Production Expansion Guaranteed Loan. Six jobs will be created initially, with more added as the sawmill expands. The mill will help ease the strain of timber processing in Wisconsin, where multiple sawmills have closed in recent years.
“Transportation is a big cost, so the more mill capacity we can have at a local level, that reduces transportation, it brings the cost of raw material down, and it helps, overall, to keep the industries that are there operating,” said Great Lakes Timber Professionals Association and the Forest Industry Safety Training Alliance Executive Director Henry Schienebeck.
Value-Added Producer Grant Program Update
• The Value-Added Producer Grant program helps agricultural producers turn raw commodities into higher-value products, expand market opportunities, and strengthen rural economies. The
Value-Added Producer Grant program supports planning activities, such as feasibility studies, business plans, and marketing strategies, or working capital needs, including processing, packaging, advertising, inventory, and personnel.
For more information on the Value-Added Producer Grant program, contact wi-rd-bcp-so@usda.gov.
Contact Information
Rural Development programs help to expand access to high-speed internet, electricity, and infrastructure, and support economic growth, healthcare, education, housing and other community essentials. You can find contact information for local Rural Development staff in Wisconsin on our website at https://www.rd.usda.gov/contact-us/state-offices/wi or email us at RD.WI.General.Inquiries@usda.gov
