Ready for the challenge Holthus doesn't duck. He didn't duck when a line-drive foul ball was hit hard right at him in the left-field stands in Kansas City's Royals Stadium. While everyone around him hit the deck, Holthus stood up, kept his eye on the ball, and caught it bare-handed against the side of his face. Nor did Holthus duck when he was summoned last year to a hastily called White House meeting about the thrift crisis. Holthus represented ABA because the association's president, Thomas Rideout, was at a meeting in Europe at the time. In typical fashion, Holthus arrived early and figured out where the President would likely sit. Then he planted himself opposite that spot so he could look directly at Mr. Bush when it came time for him to speak. That says something about the kind of man who will be representing bankers during the next 12 months. He's savvy and he's not fazed by tough issues. same can be said of Holthus as a bank president. Under his direction, First National Bank of York, Neb., has consistently been one of the most profitable and innovative banks in the state. Its return on assets in '88 was 1.20%; return on equity, 15%. Even during the ag crists of the early to mid '80s, the bank remained profitable and never had to foreclose on a farm. Diversity of size. C. G. Kelly Holthus's rise to the ABA presidency (to be confirmed this month at the association's Annual Convention) demonstrates the diversity of the American Bankers Association. First National of York has $135 million in assets, 75 employees, and five branches. is a wholly owned subsidiary of First York Ban Corp, which also owns First Trust Company of York, a state-chartered trust company. Thomas Rideout, outgoing ABA president, comes from First Union Corp., Charlotte, N.C., which has $30 billion in assets and operates 677 banking offices in five states. Some say the size disparity in its membership hurts Holthus disagrees. The value of ABA to its diverse audience will continue to grow, because all banks need a central association--a body that represents all of us, he explains. Furthermore, Holthus believes there is much in common between large banks and small--and not just in the obvious ways of acquiring deposits and making loans. You don't have to be a big city bank to be looking for new sources of income, he observes. want you, for ABA. Being from Nebraska (he's the second ABA president from the state; Walter Head, from Omaha National Bank, was first in 1923), Holthus is well aware that a number of small, independent midwestern banks are not ABA members. As an independent community banker and former president of the Nebraska Bankers Association, Holthus understands why some bankers decline ABA membership. But he isn't too sympathetic. know times have been tough and I know banks have cut back expenses, but I really believe that for the small cost of ABA membership, that's not the place to cut back, he says. I'm very disappointed that some people would not be a member of a trade association when that association can do so much for them in helping their bottom line. Holthus realizes that these banks get most of the benefits of ABA membership--legislative representation, regulatory changes, reduced postal rates, etc.--without paying any dues. But he doesn't think that's helping the industry. It give ABA a lot more clout when it can say it represents 95% of all the banks in the country, he says. Truly grass roots. What makes Holthus believable is that his convictions come from his own experience. For 35 years, banking has been his profession. Born in Bertrand, Neb., in 1933, Holthus grew up on a family farm in south-central Nebraska. Bertrand, population 600, isn't usually accorded the distinction of being the exact geographic center of the century, but at the time Holthus was growing up, it had an institution known as the 1733 dance hall. …
Read full abstract