Departments
Welcome home, Star Banker!
At Capital City Bank, everyone is a star, but we don't know how others shine until we know what they do and how they do it—that's why Star Banker focuses on making information about other departments accessible and easy to understand.
Some associates use Star Banker just because they're curious. Others use Star Banker to grow their careers or to make giving referrals to other departments easier. Whatever your reason, we're happy you're here. Shine on, Star Banker.
How does Star Banker work?
- Click any of the links below to learn about a Capital City Bank department.
- Department headers in blue can be clicked—are linked to a department profile. Those in red cannot be clicked.
- Start discovering!
Channel Delivery | ||||
|---|---|---|---|---|
| Retail Office Delivery | Client Service Center | Product Analysis & Management | Digital Channels | Internal Control |
Credit Administration | |||||
|---|---|---|---|---|---|
| Auto Finance | Construction Administration | Collections and Litigation | Underwriting | Loan Document Preparation | Special Assets |
Operations and Business Support Services | ||||
| General Services | Network Operations | Project Management Office | Star University | Application Services |
| Centralized Document Imaging | ||||
| Bank Operations Group | Bank Operations |
| Deposit Services | Electronic Services |
| Loan Servicing | Online Services |
| Transactional Risk & Fraud Prevention | Retail Support |
Core Lending | |||
| Business Banking | Corporate Banking | Commercial Real Estate Lending | Community Bankers |
Specialty Lending | |
Wealth Management | ||||
| Capital City Trust Company | Capital City Investments | Capital City Strategic Wealth | Portfolio Management | Private Banking |
Star Banker
Welcome!
Are you wondering what Star Banker is and why it exists?
Have you ever asked, “What is this department, and what do they do?"
Star Banker is a resource designed by Star University to provide associates with an understanding of how the various departments of Capital City Bank work and work together.
This information source has been invaluable for associates’ career growth, referral selling, and more.
For more than a century, Capital City Bank associates have worked hard to build a reputation for excellent client service and involvement in the communities we serve. We believe learning should be a life-long process and encourage our associates to learn and grow as they advance their careers with the Bank.
More than your bank. Your banker.
To truly be more than a bank, we must challenge associates to provide excellent client service while delivering a full range of financial products and services that meet the specific needs of each client. We can accomplish this with a unique configuration of knowledge, skills, behaviors, attitudes, and beliefs known as Capital City Core Competencies.
Using these Core Competencies to guide your decisions and actions will allow you to develop and maintain lasting client relationships based on trust and loyalty. These Core Competencies help the Bank build strong associates and teams that embody the spirit of Capital City Bank and its values.
| Core Competencies | |
|---|---|
Lead |
with courage, confidence, vision, and inspiration |
Execute |
by turning vision into action |
Communicate |
up, down, and often |
Think |
strategically, critically, and use common purpose |
Learn |
passionately, proactively, and with a purpose |
Welcome |
clients, fellow associates, and our communities |
History
During the 1880s, George W. Saxon, a dry goods store owner, made small loans to local farmers, which eventually led to the formation of Capital City Bank. On March 20, 1895, Tallahassee's oldest bank was approved for a charter by the state and opened with one location, five directors, and three associates.
By June of that year, Capital City Bank reported total deposits of $41,000 with resources totaling $84,000. In 1917, the Bank granted a $10,000 loan to the City of Tallahassee, which further instilled our strong reputation as a "community bank."
In 1925, a year when 18 state banks failed, Capital City Bank grew resources and liabilities to more than $1 million. During the next decade, and throughout the collapse of the national economy and the Great Depression, Capital City Bank assets continued to climb.
In 1940, after three years of working with Capital City Bank, Godfrey Smith was appointed president of the newly formed Industrial National Bank. However, in 1941, Godfrey was called to join the war effort, and with the approval of the comptroller, Industrial Bank paid off investors, liquidated assets, and temporarily closed until 1946.
In 1963, Capital City Bank changed its name to Capital City First National Bank. Capital City Second National Bank opened in 1967 under a third charter. In the mid-seventies, the concept of Capital City Bank Group was developed by Godfrey Smith and Director DuBose Ausley (great grandson of founder George W.
Saxon). The Group was formed in 1975, bringing together local banks controlled by common directors.
During that era, Bill Smith began his career at Capital City Bank Group. Inc., and after working in various positions over the years, assumed the role of president of Capital City First National Bank in 1989. In 1995, Bill became president and CEO of Capital City Bank Group and Tom Barron president of Capital City Bank.
Under their leadership, and through several acquisitions, Capital City Bank Group has expanded to provide a full range of financial services in many locations throughout Florida, Georgia, and Alabama.
Leadership Team
Service Philosophy
CAPITAL CITY BANK SERVICE PHILOSOPHY
More than your bank. Your banker.
Excellent service givers pay attention to the person and situation at hand.
They listen for things the client isn’t saying.
~Linda Byars Swindling
At Capital City Bank, we create possibilities for our clients by being more than their bank. We are their banker. This service philosophy means that we work with our clients, not just for them to help them reach their goals.
Client service has always been a hallmark of the Capital City experience. It is one of the ways we deliver on our “More than your bank. Your banker.” brand promise. But if we are to truly set ourselves apart, we have to take it to the next level, providing not just good, but exceptional client service—every touch, every time.
TAKING IT TO THE NEXT LEVEL
The Service Pyramid
Continuity gives us roots; change gives us branches, letting us stretch and grow and reach new heights.
~Pauline R. Kezer
What is the Service Pyramid?
The Capital City Bank Service Pyramid is made up of a series
of commitments that govern our client interactions. Located at the base of the Pyramid are the Banker Standards, which provide a solid foundation for exceptional client service.
The commitments—Accuracy, Responsiveness, Relationship, and Advice—build upon the Banker Standards and provide the steps by which we achieve “Your banker.” status.
Accuracy
Accuracy – We do it right the first time. We perform with precision and ensure error-free interactions with clients.
- Maintain the privacy/confidentiality of the client transaction.
- Pay attention to every detail of the transaction.
- Know all Bank products or where to obtain correct information.
- Listen carefully to ensure understanding of the client’s need.
- Ensure the client understands the transaction.
Responsiveness
Responsiveness – We are accessible to our clients. We react readily and quickly to client inquiries and requests, ensuring an efficient and timely experience.
- Acknowledge the client promptly.
- Demonstrate active listening skills.
- Keep all commitments.
- Resolve errors/problems promptly.
- Make use of our capabilities to serve the client round-the-clock.
Relationship
Relationship – We establish connections with clients because we care about their long-term success and strive to build a financial partnership with them.
- Demonstrate SGNNT.
- Make decisions that are right for the client.
- Take ownership of the client’s experience.
- Focus on building long-term relationships that are strong enough to pass to the next generation.
Advice
Advice – We add value by being the client’s trusted advisor, providing recommendations offered as a guide to action. Ask questions to discover the client’s long-term goals.
- Share your knowledge.
- Make use of all CCB resources in serving the client.
- Know which products are appropriate for the client’s goals.
Why a Pyramid?
Pyramids are built from the ground up. The stability of each level depends on the one below it. Remove or weaken one and the whole structure collapses. You can’t jump ahead and construct the apex without first building the base that will support it. In the same way, we build toward becoming more than a bank for our clients. Our ultimate goal is to earn the right to call ourselves their “banker.”
The Pyramid as a Guide to Client Service
We have 
already discussed how the Service Pyramid provides the building blocks necessary to ensure we are delivering exceptional client service experiences—every touch, every time—but its function does not end there. A second goal of the Pyramid is to guide us as we make decisions in situations that are not clear cut.
You might have noticed that each commitment can be found in some form in the Banker Standards. Think of the Pyramid as a roadmap prioritizing the steps we take as we strive for exceptional client service. For example, responsiveness has little value if you are not accurate in the information you provide. If a client cannot rely on you to be available when they need you, how can you expect to form a relationship? Without a relationship, there is no trust, and without trust, clients will not look to you for advice.
To illustrate, we take an example from Disney World. At Disney, the first standard is safety, and above that is always on stage. Always on stage dictates that when in costume, cast members are not permitted in any other section of the park. A space alien in Frontier Land would spoil the magic.
However, one Frontier Land cast member was in character near the entrance to neighboring Adventureland when he noticed a guest in a potentially dangerous situation. The cast member quickly took action, crossed into the neighboring “land,” and averted the accident, thereby ensuring the guest’s safety. Because Disney’s service standards are prioritized, the decision was easy for the cast member to make. He violated the always on stage standard, but the safety standard took precedence.
A Capital City associate might encounter the following scenario:
You’re in a retail office at lunch time and you notice a long line of clients waiting to be served. The inclination of a service-minded teller might be to rush so the clients don’t have to wait as long. However, in reality, rushing could lead to errors that in the long run, could create more serious client service issues. Our commitment to accuracy takes precedence over our commitment 
to responsiveness because doing it right the first time is better client service than getting to the next client one minute faster. Of course, this doesn’t mean we aren’t recognizing clients when they enter and thanking them for their patience.
How about an associate who does not have contact with clients? Take Financial Accounting, for instance. An associate is working on a complex spreadsheet when their phone rings. Our commitment to responsiveness would tell the associate they should answer right away, but a distraction at this moment could compromise the accuracy of the report. What should they do?
The Pyramid tells us that in order to ensure accuracy, the associate should continue working on the spreadsheet. However, responsiveness is still a consideration, so this associate will make sure to check their voicemail as they are able and return calls in a timely fashion.
Think about a loan. A client comes into an office, wants to get a loan, and needs to close quickly. Our relationship commitment leads us to do our best to make this happen for the client. However, if we cannot gather the appropriate underwriting information and accurately complete the loan worksheets, we should not rush the loan through. Doing so can cause rework within other departments and losses down the road if collateral isn’t secured. Once again, our commitment to providing accurate service takes precedence over our commitment to being responsive.
Moving up the Pyramid, we can take the scenario of the busy teller line a bit further. While serving one client, the observant teller recognizes a referral opportunity. Instead of stopping to further explore the need and cause other clients to wait longer than necessary, the teller jots down the client’s information to follow up later. Alternatively, the teller might see if a personal banker is available to talk with the client. Why? Because responsiveness precedes relationship and advice on the Pyramid. 
We need to be responsive first and then build relationships and give advice.
A well-established client who was embarking on a new business venture contacted his banker about securing a loan. The banker reviewed the application and analyzed the request. The client qualified for the loan, but the Banker didn’t believe it was the right opportunity for the client. This banker had a decision to make. He had to balance thee client relationship, credit risk, and production goals. Ultimately the banker chose to decline the loan request and told the client why. The Banker had earned the right to give advice having first built a strong real relationship.
Consider this. We often feel we have to give the client exactly what they ask for if we want to preserve and grow relationships. In reality, though, giving sound advice—advice that increases the client’s trust and takes the relationship to the next level—is a better choice for both the Bank and our client. In this case, the client listened to his banker and was glad he did—the business venture would have been a bust. That individual is now a very loyal Capital City Bank client.
Remember this important fact when giving advice:
“Advice” and “opinion” are not interchangeable terms. Anyone can give an opinion. Doing so simply involves voicing a personal thought or feeling about something. It’s more often about being heard than about being concerned with what others do with the information.
There is a vast difference between that and advice. 
Advice is given out of our commitment to help or improve our client’s circumstances. Just as importantly, it’s about the client’s perception. The client must trust that we have their best interest at heart, otherwise it’s just an opinion. Before you can begin giving advice, you must first earn the right to do so by being accurate and responsive. By demonstrating that, and because of your relationship with the client, you understand their individual circumstances.
Bear in mind, as you seek to apply the Pyramid to your client interactions, it is not meant to handle every situation. The Pyramid provides a great guide to action, but the rest is up to you. Use common sense and follow policy. Balance the client’s needs against the interests of the Bank, and you will make good decisions.
A FOUNDATION OF SERVICE
Origins of the Service Pyramid
It is the service we are not obliged to give that people value most.
~James C. Penney
Clien
t service has always been an important part of the Capital City culture, and over the years, we have both embraced and promoted it.
In 1995, Capital City Bank Group collapsed its charter, uniting a long-standing family of financial institutions under the Capital City Bank Name. A bank-wide celebration marked the occasion, during which the corporate mission and vision were unveiled. These early statements laid the groundwork for the emergence of a universal set of goals and values shared by all associates.
In 1999, a new course called “Client Service Excellence” was established. Designed for our front-line associates, the course reinforced our commitment to our clients and introduced our very first set of service standards.
In 2006, the Sales and Service Committee was formed. Consisting of associates dedicated to keeping client service excellence a priority at Capital City Bank and led by former Executive Vice President Randy Briley, this group worked together to ensure that client service excellence was a commitment practiced company-wide, not just by our retail associates.
Since knowing where you stand is critical to determining where you’re going, the Committee secured the services of Kerr & Downs to conduct client satisfaction surveys. Results identified areas of strength and weakness and provided a baseline against which future efforts would be measured. Later, Sales and Service was renamed ServiceSells, and former Chief Brand Officer Felecia Braswell took the helm. Under this new moniker, the group developed Banker Standards, which to this day, govern our client interactions and apply to all associates whether working with internal or external clients.
— Connect with Clients
— Discover Needs
— Respond Professionally
— Build Relationships
In order to truly set Capital City apart, we had to raise the bar on client service, so ServiceSells enlisted the assistance of Dennis Snow, a client service expert formerly with Walt Disney World. Dennis met with a group of senior managers, and out of these sessions, the Service Pyramid was born.