When Country Bank sought to overhaul its space on South Street in Ware a few years ago — a former mill building that houses about 110 employees — its leaders banked on what they call a collaborative culture, where low cubicles, glass walls, and comfortable, casual meeting spaces all aim to promote better communication and interaction, and a work environment that appeals to the young professionals that comprise the bank’s future.
Walking down the wide main hallway of Country Bank’s headquarters in Ware, you notice certain things. The central, glass-walled café. Conference spaces with names like ‘Integrity Room’ and ‘Prosperity Room,’ reflecting the bank’s values. The occasional beach ball.
“Someone said to me, ‘what’s the deal with the beach balls?’” bank President Paul Scully said. “Well, we had them at a company event, and they ended up in the hallway. And when you’re walking down the hall and someone’s coming toward you and there’s a beach ball there, what do you do? You kick it.”
It can be an icebreaker of sorts, he went on, as the roughly 110 employees who work in the former mill building on South Street — almost half of the entire Country Bank organization — don’t necessarily all know each other. But it’s also, well, kind of fun.
“For people who visit, it’s unexpected,” said Shelley Regin, the bank’s senior vice president of Marketing, who estimated about 40 such balls reside somewhere in the building. “Normally, the hallway’s full of beach balls, but they make their ways into the offices, too.”
While fun to kick around, Scully said, the balls also promote interaction, a concept which was, frankly, the driving force in a recent, multi-year renovation of Country Bank’s main office. It’s the reason cubicles were lowered, solid walls were replaced by glass, and some of the gathering spaces feature couches rather than traditional chairs.
“When we moved in here 13 years ago, everyone had a cubicle as tall as me, and you couldn’t see one another,” he told BusinessWest. “That didn’t foster good collaboration. And there was no daylight because the work stations were so tall, they blocked the daylight.”
Scully had a catchy description of what the renovation aimed to reflect — “Google comes to Ware” — and explained why that type of culture is important.
“We love the fact that we are in a mill town and that we’re a flourishing business here. But how can we attract the talent we need? We’re a $1.6 billion bank with 14 locations and growing — and we need to have Millennial talent to help move it forward. And they’re not going to want to hide in a cubicle and come out twice a day, for lunch and to leave. We said, ‘let’s really look at what is happening in workspaces that’s breeding collaboration and fun, and people just working together as a whole unit.’”
Like the low cubicles, the glass promotes more openness as well, Regin said.
“They put me behind glass walls so they can keep an eye on me,” Scully joked, before noting that his office used to be tucked away in a corner, as opposed to its current spot at the end of that main hallway. “You never went there unless you had to. It didn’t do anything for collaboration, nor did it allow me really to be a part of things. Now, right here, at my desk, this is the hub.
“We’re a $1.6 billion bank with 14 locations and growing — and we need to have Millennial talent to help move it forward. And they’re not going to want to hide in a cubicle and come out twice a day, for lunch and to leave.”
“The glass just opens everything up,” he went on, “and it supports the philosophy that we’re all equal components of the organization, and it’s not like you have to be behind a closed wall to do important things. We do have shades that come down. But if you put the shades down, everyone’s going to want to know what’s going on in Paul’s office, so you might as well just have them up and let them see.”
For this issue’s focus on banking and finance, BusinessWest paid a visit to Ware to learn how Country Bank is using its thoroughly 21st-century space — and several touches of fun that go well beyond the stray beach ball — to better position itself as an employer of choice at a time when competition is high for young talent.
When Country Bank moved its headquarters in 2005 from Main Street to 44,000 square feet of former mill space on nearby South Street, it had options to relocate in another town, but the bank’s leaders felt it important to remain an economic engine in the community it had called home for more than 150 years.
“We looked at adding onto the main office, which was a Band-Aid approach, and then this fell in our lap,” Scully said of the former American Athletic Shoe plant, famous for its ice skates. “It was a very large employer, and had maintained the building meticulously. We have a lot of space here. You could easily say we could use half of it, but it works well for us; it allows us to have a big area for innovation and technology, and we have a whole education facility as well.”
The first renovation, to make the space suitable for bank operations, took place 13 years ago, and included those high cubicles and some decidedly unattractive color schemes and décor.
“Everything was kind of a pale yellow,” Scully said. “I started to walk around one Saturday and said, ‘this is awful. The color tones aren’t energizing. You can’t see anything. Let’s bulldoze it down and make it something where people are going to come in and say it’s is a really cool space.’
“It’s a great company, too, which is more important than being a cool space,” he was quick to add. “But you have to have those two together in order to really have it become a destination.”
As opposed to 2005, however, the latest renovation, which began around 2015, took place while people were working in the building — and often shifting around to accommodate the changes. “I moved five times in a year,” Regin said.
“Really, the key piece was that group that moved into the first section that was done,” Scully recalled. “They were going to make it or break it for us, because if they said, ‘oh, it’s awful,’ we were doomed. Like anything else, when you say you’re going to change something, people immediately think of 1,000 reasons why it’s not going to work. It’s like Who Moved My Cheese? — ‘you’re throwing me off, you didn’t ask my input.’
But when that first group of employees settled in, they were more than satisfied. “Within the first week, they invited everybody in the building for brunch on a Friday because they were so excited about their space. We didn’t pay them for that. I think it spoke to just how much they loved it.”
The renovation stretched over two years because of the need to work around each department. In addition to the collaborative elements, the building also features a conference center with state-of-the-art multi-media equipment, an expansive IT space, and a number of small activity rooms. A gym was considered at one point, but Scully worried that it might turn into wasted space if interest waned, and besides, there’s a gym around the corner that Country didn’t want to siphon business from.
He had reservations about the central café as well, but that has proven to be a big hit. The fridge is stocked with fresh fruit all week, and Fridays feature a brunch with pastries or a yogurt bar. Then there are the Friday-morning games, like Hangman or Pictionary, that began with a few employees sneaking away from the brunch.
“We would all be hanging in the café, and one of the departments would go in a conference room and close the doors every Friday, and that wasn’t really working with me,” Scully recalled. When he found out they were using the short morning break to play games, however, “I said, ‘how about if you do that for everybody?’ They said, ‘really? We can do that?’”
So now, employees get an e-mail telling them what that Friday’s game is, and anyone is welcome to join in. It’s as much a way to get people talking and collaborating as are the small meeting spaces decked out with couches.
“When you go into a conference room, so often people think there’s a protocol of behavior, in the way you interact with one another,” Scully said. “It’s different when you’re sitting on a couch, bouncing ideas around. That’s what we really wanted to do — have it so people can think in an innovative fashion and look at things totally differently.”
Have a Ball
If visitors and new employees are surprised by the culture being fostered inside the building, he added, the exterior can be unexpected, too.
“I had a gentleman come in last week, and I explained, ‘OK, we’re in a mill building. And you’re going to think, this can’t be it. But you’re in the right place.’ And he said to me, ‘Scully, you’ve explained to us your building before, but this is not the typical bank,’ and I said, ‘at many levels, we’re not the typical bank.’ And that’s fine with us.”
He recalled speaking with someone who had also renovated a mill some years ago. “When I explained about the beach balls, he said, ‘beach balls?’ I couldn’t decide at that time whether we had just lost his confidence in us as a bank or not. But that wasn’t the case at all. The next day, I Federal Expressed him a bunch of beach balls and got a text from him the following day saying, ‘where’s the pump?’ I have every reason to believe those beach balls are flying through the air at his office as well.”
Banking, admittedly, has a staid reputation, and it’s not necessarily a field young people get excited about, he noted. But it is an industry where the culture is changing, and banks with an ear toward what Millennials prefer — when it comes to collaboration, flexibility, and even fun — will have an edge in attracting them.
“We would all be hanging in the café, and one of the departments would go in a conference room and close the doors every Friday, and that wasn’t really working with me.”
“This isn’t about a space,” he said. “It’s about the present and the future. Clearly, my generation is the minority this building, which is great. The Scully generation can’t be the generation that dictates how we’re going to do business. We want to be able to attract young talent and then unleash them, and let them think about how to do things differently.”
In that sense, the physical space is critical, Regin said. And it’s working. “A few years ago, most of our people who worked here were very local — 20 minutes to a half-hour away — and now they’re coming an hour. When they come to this space and realize what Country Bank has to offer, they’re willing to travel that hour, or even longer.”
In a job market where banks have to compete for talent, she added, Country Bank has plenty to offer when it comes to culture. “When people walk in here and see there’s a collaborative atmosphere, that’s important. That’s what people are looking for, especially the Millennial segment — they want to be at a place where they feel valued and there’s room for growth. It’s a destination, not just a job, where they sit in their cube all day and don’t see anyone.”
Scully agreed. “It’s important to have a place where, if someone is comparing their options, hopefully they say, ‘hey we like the option of coming here.’”
Joseph Bednar can be reached at [email protected]