California Banker Issue 2 2025

A Conversation with Janet Silveria Q:

Can you share a bit about your career path and what led you to your role as President and CEO of Community Bank of Santa Maria? I started my career in banking as a loan clerk and, over time, held nearly every position in the bank — except teller. I’ve often said my career path was driven more by boredom than ambition. I’ve always enjoyed learning and was constantly asking, “What’s next?” That curiosity and willingness to take on new challenges opened a lot of doors. Still, I never envisioned myself as a CEO. But the two founders of Community Bank of Santa Maria, Jim Glines and Bill Hares, apparently saw something I didn’t. Early in the bank’s history, they approached me about the idea of eventually succeeding Jim Glines as President and CEO. Never one to shy away from a challenge, I stepped into the succession plan. I became president in August 2012, and was honored to take on the additional role of CEO in January 2015. It’s been an incredible journey — one shaped by oppor tunity, trust, and a deep commitment to the bank and the community we serve. I have often said, “everything I am and everything I ever hope to be as a banker, I owe to Jim Glines and Bill Hares.” And I mean it sincerely. Thanks for the awesome ride, gentlemen! What lessons have been most valuable to you through out your leadership journey? My failures have been my greatest lessons. It’s a short answer, but it’s the truth. Success teaches you what works — failure teaches you why it matters. Those mo ments of falling short have pushed me to grow, to re assess, and to lead with more humility and awareness. They’ve shaped how I show up for others and how I navigate challenges.

I don’t seek failure, of course — but I don’t shy away from it either. Because every mistake has taught me a lesson I wouldn’t trade. As a leader, what principles or values guide your decision-making? Integrity and transparency are at the core of how I lead. I strive to bring those values into every situation, not just in the decisions I make, but in how I make them. I believe decision-making should be a learning experi ence — for everyone involved. When I’m faced with a decision, I like to share my thought process. Not only does that reflect transparency, but it also opens the door for learning, collaboration, and often, better outcomes. I value dialogue — hearing other perspectives sometimes challenges my thinking and even shifts the direction of a decision. I welcome that. And finally, I believe in mov ing forward without regrets. We make choices based on the best information and intentions we have at the time. If something doesn’t work out, it’s not a failure — it’s a lesson. And that mindset allows us to grow, improve and lead with resilience. Community banks are known for their close ties to the communities they serve. How does the Community Bank of Santa Maria foster these relationships? Our staff is everywhere. No, really — everywhere. And I am so incredibly proud of them. There isn’t a service club or nonprofit in this community that doesn’t have some connection to the bank or one of our team mem bers. We might not be a big bank writing the biggest checks, but we show up in force, roll up our sleeves, and help where it counts. Sure, organizations appreciate donations — but they remember who stood beside them, who volunteered, who stayed late to clean up after the fundraiser. And

CONTINUED ON PAGE 8

7

CaliforniaBanker | Issue 2 2025