1. Audio Dial toll free: 866-740-1260 Access Code: 3289796 For problems call ReadyTalk Customer Care, 800-843-9166 Sponsor “America’s Community Banks – Too Small to Fail” Jim Lynch, CEO, Leaders Bank Joe Framptom, CEO, Paducah Bank and Trust Moderated by Diane Stoneman, Director of Consulting and Training, Winning Workplaces Start Time: 10 am CT

2. Founded in 2001 by co-owners of Fel-Pro Committed to small/midsize organizations building healthy, productive work cultures Triple bottom line: Business, People, Community.

3. Winning Workplaces Online Clearinghouse Consulting & Training

4. The Wall Street Journal Winners profiled @ WSJ.Com/Entrepreneur Report @ WinningWorkplaces.org 2009 competition underway Top Small Workplace Recognition

5. 8000 Community Banks 50,000 locations throughout U.S. Assets range: <$10 million-few billion 94% of all banks in the nation Why Community Banks Matter

6. Approach and philosophies to managing a winning workplace and the impact upon its customers and business. Leaders Bank Paducah Bank The Tale of Two Community Banks

7. Featured Presenters Jim Lynch CEO Leaders Bank Oak Brook, IL Joe Framptom CEO Paducah Bank & Trust Paducah, KY

9. Leaders Bank- The Facts Leaders Bank opened in May 2000. Leaders Bank opened in May 2000. Premier banking services to meet financial needs of privately held business, owners & entrepreneurs. Premier banking services to meet financial needs of privately held business, owners & entrepreneurs. Treat customers and employees as leaders. Treat customers and employees as leaders. Attract, engage, develop and retain experienced team of professionals (Loan officers average 22 years of experience). Attract, engage, develop and retain experienced team of professionals (Loan officers average 22 years of experience). Turnover avg. 9%-- last four years. Turnover avg. 9%-- last four years.

10. Growing Stronger Total Assets: 12/31/05$305,196,668 12/31/08 12/31/08 $646,663,656 $646,663,656 Revenue: 12/31/05 12/31/05 $16,509,000 $16,509,000 12/31/08 12/31/08 $ 30,742,000 $ 30,742,000 Employees:12/31/05 33 33 Current Current 62 62 Asset per Employee: $10,685,304* *high in banking industry

11. Continuing education Training Coaching Mentoring Encouragement Role modeling Empowering autonomy Strategies for empowering employees

12. Employees most energized and productive if role is aligned with their “hard-wired” talents. Employees most energized and productive if role is aligned with their “hard-wired” talents. Every employee given StrengthsFinder 2.0, takes survey and participates in a “Strengths Session.” Every employee given StrengthsFinder 2.0, takes survey and participates in a “Strengths Session.” Tailor Employee Roles to Natural Strengths

13. Workplace Culture as Anchor for Decisions

14. Measure distress in key areas (leadership, collaboration, communication, excellence, change, morale, acknowledgement, learning, and vision). Measure distress in key areas (leadership, collaboration, communication, excellence, change, morale, acknowledgement, learning, and vision). Confidential survey-- Leadership takes action. Confidential survey-- Leadership takes action. Address workplace concerns before they become rooted and normalized in the culture. Address workplace concerns before they become rooted and normalized in the culture. Seek Feedback During Growth and Change

15. Gap analysis of internal talent Gap analysis of internal talent Tailored recruitment and training resources Tailored recruitment and training resources Annual review of promotion readiness Annual review of promotion readiness Refinement of recruitment, training and development. Refinement of recruitment, training and development. Succession PlanningDeveloping leaders from within Succession Planning: Developing leaders from within

16. Every employee has option to participate in performance- focused coaching sessions each year With supervisor, each employee establishes three measurable goals The Leaders Bank Coaching Program

17. Employee feedback revealed interest in wellness Employee feedback revealed interest in wellness 3:1 ROI on wellness 3:1 ROI on wellness Employees use only 21% of sick days in 2008 Employees use only 21% of sick days in 2008 2007 to 2008- est. cost of employee health risk decreased by 16%. (Lifetime Fitness data). 2007 to 2008- est. cost of employee health risk decreased by 16%. (Lifetime Fitness data). Embrace Employee Wellness

18. Turnover consistently under 10%, customers can rely on same professional answering phones Turnover consistently under 10%, customers can rely on same professional answering phones Put customer first with a competent workforce empowered to take risks and make decisions. Put customer first with a competent workforce empowered to take risks and make decisions. Commitment to sustainability so culture remains stable during cycles of growth and periods of challenge. Commitment to sustainability so culture remains stable during cycles of growth and periods of challenge. Benefits for Customer

19. Benefits to Employees 2006 - #1 Best Place to Work in Illinois (Illinois Chamber, The Business Ledger and SHRM). 2006 - #1 Best Place to Work in Illinois (Illinois Chamber, The Business Ledger and SHRM). 2007, 2008, 2009 - Chicago’s 101 Best and Brightest Companies to Work For (Nat’l Assoc. of Business Resources). 2007, 2008, 2009 - Chicago’s 101 Best and Brightest Companies to Work For (Nat’l Assoc. of Business Resources). 2008 - #51 in Entrepreneur Magazine’s Hot 100 - one of the country’s fastest growing companies. 2008 - #51 in Entrepreneur Magazine’s Hot 100 - one of the country’s fastest growing companies. 2008 - One of 35 finalists in the Wall Street Journal/Winning Workplaces Top Small Workplaces. 2008 - One of 35 finalists in the Wall Street Journal/Winning Workplaces Top Small Workplaces.

21.  Founded in 1948; only locally-owned community bank in market  Subchapter S corporation with 46 shareholders  Largest market share at 33%  Competitors: Regions, US Bank, BB&T  Five-year ROE is 15.5% after tax estimated  Total assets on June 30, 2009, of $485 million Paducah Bank- The Facts

22.  Directors, officers and employees own 91% of our outstanding shares  Our KSOP owns 23% of our outstanding shares  Shareholders live in or are connected to McCracken County  Holding Company Directors served together 25 years  Consistently value creation of long- term shareholder value more than any other statistical measure of success  Never contemplated selling company What Makes Us Different

23. Core Values should guide our every action: People Moral soundness Culture Independent ownership Community involvement What We Believe

24.  Employees most important asset  Meaningful relationships highest mission  Serve others with respect and dignity  Fun is an important part of what we do every day What We Believe

25.  Developed culture that supports Core Values  Created 15 Basics that guide actions and behaviors  Looked outside our industry to find best practices  Commitments of excellence to each other and our customers What We Have Done

26.  Attract, develop and retain the right people  Unwavering commitment to development of employee/owners  Daily reinforcement of Core Values through Owners’ Meetings  Nurture environment of accountability, openness and communication  Unmatched dedication to creating customer loyalty How We Sustain Success

27.  #1 mortgage lender in McCracken County  Superior IDC CAMEL score (278 out of 300)  Top small business lender in Paducah/McCracken County  5-star safety and soundness ranking What Makes Us Proud

28.  Best Place to Work in Kentucky among mid-sized companies in 2006  2008 Top Small Workplace selected by The Wall Street Journal and Winning Workplaces  Paducah Area Chamber of Commerce Business of the Year in 2008 What Makes Us Proud

29. Core Measurements

30.  If you don’t like where the bus is headed, then please get off.  If you can’t have fun here, go elsewhere.  “Stop doing” list more important than “to do” list.  True wealth is what’s left over after money is gone. Final Thoughts (But Likely Not Yet Wisdom)..

31.  1) Choose the right people, 2) Empower, 3) Trust  “If you aim at nothing, you’ll be sure to hit it.” (Yogi Berra)  Aim far out into the future, stay the course, be true to your values, and have fun along the way.  A little luck is also very helpful – like when both of your competitors sell! Final Thoughts

32. Questions?

33. King Arthur Flour: Mixing Tradition with New Inventions Steve Voigt, CEO, King Arthur Flour Company, Norwich, VT September 23, 2009 @ 10:00 a.m. CST Engaging Fresh Young Talent in the Workplace Dave Schmitz, General Mgr, The Steppenwolf Theatre, Chicago Tom Walter, CEO, Tasty Catering, Elk Grove Village, IL October 20, 2009 @ 10:00 a.m. CST Upcoming Winning Workplaces Webinars

34. Thank You for Joining Us www.winningworkplaces.org Sponsor