Introduction
The Soft Side of Lending: Why Culture, Ethics, and Attitude Matter to Credit Officers
By Hindol Datta/ July 10, 2025
Relationship lending is ultimately a human discipline dressed in numbers. Credit officers are trained to assess risk using ratios, but they also extend flexibility based on trust a skill developed through soft skills training for bank employees and a deep understanding of skills for banking beyond the spreadsheets. That trust is built in the ordinary months when there is nothing urgent to report, and it is tested in the hard quarters when revenue dips and EBITDA compresses. Over three decades in operating finance, I have seen the soft side of lending create very real hard outcomes: continued access to liquidity, cooperative covenant resets, and faster approvals when timing matters. Ethical banking, culture, and attitude are the levers that move those outcomes.
Ethics shows up in small choices. When a forecast error flattered our DSCR by a few basis points, we disclosed it before the bank found it. That single act bought credibility far beyond the number itself. Attitude shows up in tone and timing. During an EDG revenue shortfall, we did not wait for the bank to call. We sent a brief memo outlining the changes, their rationale, and our actions to address them, then transitioned to a weekly cadence until the metrics stabilized. Culture shows up in follow-through. At Adteractive, when seasonality pushed working capital to the edge, our team tied sales compensation to cash collected and published a simple availability dashboard that mirrored the borrowing base. Those behaviors told the bank we were managing reality, not narrating around it. Support followed. At Atari, when retail calendars shifted and EBITDA lagged plan, we invited our relationship manager to hear directly from operations about inventory actions and vendor negotiations, then aligned our reporting to the timelines they needed for their internal committee. The facility remained intact because the bank could see our intent and our execution.
Loyalty is earned by being predictable when outcomes are not. That means no surprises, clean artifacts, and fast answers. It means owning mistakes without excuses and showing a practical path to recovery with dates, owners, and interim milestones. It also means being mindful of a banker’s constraints. Relationship managers must brief credit and risk before they can help you. Give them decision documents, not data dumps. When you help them succeed inside their system, they will help you succeed inside yours.
The soft side is not soft at all. It is discipline in how you communicate, humility in how you correct course, and integrity in how you keep promises. Practice those, and lenders lean in when the numbers are in your favor.
Part I: Foundations of Relationship Lending
Culture as Credit’s Bedrock
Every banker I have known over the past three decades insists that they remember how you treated them five years ago more than your latest quarterly result. I learned early in my career that culture defines credit relationships. Lending decisions rarely pivot solely on ratios and leverage. They hinge on how borrowers respond when things don’t go according to plan. Years ago, I witnessed a credit officer recall an executive who helped review covenant wording at midnight despite his own commitments. That moment turned into institutional goodwill and became a reference point in future cycles.
This insight has shaped my own approach to finance leadership. When we entered covenant discussions, I prioritized transparency over optics and consistently met deadlines, even when we didn’t meet projections. I recognized that consistency and humility create credit equity that compounds over time. In contrast, the most polished forecast could evaporate in the absence of trust. That understanding shaped every negotiation and reshaped how I led teams and trained founders.
Memory of Behavior in Cycles
Banks retain memories longer than cycles last. In 2008, I arranged a waiver for a distressed borrower in a regulated industry. We explained the temporary nature of the downturn, shared our mitigation plans, and proposed clear covenant recalibrations. We followed through precisely. Two years later, banks looked past our elevated leverage when debt conditions tightened elsewhere. They referenced our past conduct. That example taught me that banks think in arcs of behavior rather than snapshots of performance.
Cultivating this long-memory dynamic requires discipline. It demands humility when things go well and accountability when things don’t. It requires follow-through when you say you will do something. This ethic forms part of what I call covenant goodwill capital, and it pays dividends during tight seasons. I coach finance leaders to invest in it actively by documenting conversations, following through on commitments, and demonstrating ethical intent at scale.
Consistency, Humility, Follow-Through
My second lesson emerged during a refinancing negotiation. We were over-leveraged, and lenders expected tough terms. I walked into the room acknowledging our weaker performance, explained how we were addressing it, and expressed gratitude for their past accommodation. I avoided polished narratives and instead spoke with measured realism. They responded by reinstating the facility at reasonable pricing.
This experience confirmed that consistent humility and delivery resonate more deeply with credit officers than even strong projected performance. It also reinforced how soft factors, such as attitude, communication tone, and openness, shape outcomes. A CFO who brings realism and ownership into covenant calls makes lenders feel they are part of a solution rather than passengers to a ride.
Personal Credibility as a Currency
I have come to view personal credibility as a unique form of corporate currency. It is intangible yet powerful. Directors, investors, and banks trade on it. When I stepped into a turnaround mandate in the mid 2010s, I brought both data and demeanor. I did not emphasize my experience; I emphasized accountability. I acknowledged that we were behind, but we had a plan, and I would report weekly on progress. Lenders appreciated that and agreed to provide working capital support. Their trust reflected not balance sheet strength but confidence in my leadership.
From that point on, I emphasized this principle when mentoring new CFOs. They often rely on spreadsheet fluency while glossing over the need to communicate integrity. I encourage them to adopt a posture of ownership and to over-communicate intent. They find that lenders receive data much better when they can also sense a personal commitment behind it.
Relationships Built Over Time
A few years ago, I met a credit officer who had followed my career for twenty years. That relationship had begun in an earlier CFO role when I had invited her to review our risk dashboard. She appreciated the invitation and our candid engagement. That professional bond endured through multiple transactions and refinancing cycles. When our company sought covenant relief on a product-related dip, she reached out before we did. She offered thoughtful guidance even before the official request arrived. She did so because our previous interactions had built both mutual respect and situational understanding.
That anecdote captures the essence of relational lending. Banks often choose to get into trouble first rather than exit early when they trust the borrower’s intent. They value the blueprint of behavior more than the blueprint of projections. They value your attitude during stressful times as much as your performance during periods of growth. In that way, the soft side of lending becomes both a strategic asset and a risk mitigator.
Part II: Operationalizing Trust
Codifying Integrity into Financial Culture
Building a relationship with a lender is one thing. Sustaining it across multiple business cycles is quite another. I have found that the key lies not only in personal ethics but in how you embed those ethics into your organization’s finance culture. Ethical posture becomes sustainable only when it cascades from the top and takes root across teams, processes, and communication norms. Over the years, I have learned to formalize what I used to practice instinctively. I wrote internal communication principles for finance teams, emphasizing timeliness, context, and transparency. These norms have outlived budget cycles, survived leadership transitions, and even shaped how junior analysts now frame covenant discussions.
The reason this matters is simple: banks assess institutional behavior as much as they assess financial results. They do not just listen to the CFO on the quarterly update call. They note how fast the reporting team responds to questions, how thoughtfully data is packaged, and how consistent the numbers are with narratives. When those touchpoints remain aligned over time, banks conclude, correctly, that the organization has internal integrity, not just external polish.
To reinforce that alignment, I began coaching finance managers to document not only what happened but why it happened and what we were doing about it. This habit of closing the narrative loop creates operational credibility. Lenders start to believe that internal risk recognition and external risk communication go hand in hand. The company does not just comply; it understands and adapts.
Teaching Finance Teams to Think in Signals
Most finance professionals learn accounting and forecasting. Fewer know the art of communicating financial signals. Early in my leadership career, I assumed that good numbers would speak for themselves. With time, I learned that interpretation matters more than numbers. A strong signal gets lost without context. A weak signal gets misunderstood without explanation. The communication of signals, rooted in ethics and framed with realism, becomes the core differentiator in managing banking relationships.
I began institutionalizing this practice in my teams through structured post-close reviews. After every reporting cycle, we would sit down and map our results to the credit officer’s likely view. What would they flag? What trends would concern them? What actions could we preempt? These sessions trained our analysts to anticipate lender thinking, not just explain variance. They developed into better storytellers, not fictional storytellers, but disciplined narrators of real signals.
Embedding Communication Cadence as a Strategic Lever
If ethical posture is the soil, communication cadence is the scaffolding. I have seen companies with pristine controls falter in banking relationships because they communicated reactively. Likewise, I have seen companies with average performance navigate tight liquidity simply because they spoke early, frequently, and coherently. Over time, I realized that predictability matters more than perfection. A monthly update with nuance builds more goodwill than a surprise quarterly request for restructuring.
I made it a habit to schedule news updates. Even when we were tracking to plan, I initiated brief calls to walk through assumptions, reiterate plans, and invite questions. I never waited for questions to arrive. This approach had two benefits. First, it created psychological safety for the lenders. Second, it allowed us to surface potential concerns before they calcified into misinterpretations. Over time, this cadence became expected and appreciated.
During one stretch of industry volatility, we held standing weekly check-ins with our relationship bank. We had nothing alarming to report, but those calls became anchors of trust. When a revenue dip eventually hit, the response from the bank was calm and constructive. The officer said, You have already shown us how you think. We know you will act early. That statement validated a year of strategic communication investment.
Aligning Culture with Credit Discipline
Every organization talks about culture, but few operationalize it in the realm of credit. I have found that the best time to define financial culture is not when risk appears but when things are stable. I introduced a short document called the Finance Trust Protocol across two companies I led. It included ten principles, simple, direct, and behavioral. Examples included: always close the loop; never obscure a signal; assume external scrutiny; do not surprise; document intent. We did not use it as a compliance checklist. We used it as a compass.
The team adopted it quickly because it addressed the most human aspect of finance, judgment. We all face moments when we debate how much to disclose, how quickly to respond, or how assertively to shape a narrative. The protocol did not remove judgment, but it guided it. It reminded us that ethics, attitude, and humility matter not only in action but in communication.
Over time, we noticed a decrease in last-minute requests from banks, fewer follow-ups for clarification, and more favorable terms in renegotiations. Our credit officer once said, Your team behaves like our internal credit group. That comment told me our culture had transcended performance. We were no longer just being measured by numbers .
The Strategic Payoff of Soft Capital
Lenders carry institutional memories. They remember grace under pressure. They remember whether you called them before or after a slip. They remember whether you own a number or argue its nuance. These memories shape their internal credit narratives and, ultimately, your cost of capital. Over time, what I have come to call soft capital, a blend of consistency, ethics, and humility, begins to function like actual capital. It buys time. It cushions errors. It lowers risk premiums. It opens doors that were closed for more aggressive peers.
I have seen this principle play out repeatedly. In one instance, a competitor with better EBITDA multiples was denied renewal terms that we secured with modest metrics. The difference was not in performance. It was in posture. We had built soft capital through four years of steady, transparent, and principled engagement. The bank saw that. They gave us flexibility because they trusted that we would not abuse it.
This outcome did not happen because we managed optics. It happened because we lived the values we said we did. That alignment is what credit officers respect. That alignment is what builds true resilience.
Conclusion: Behavior as a Financial Strategy
In finance, the temptation is always to optimize metrics. But over time, I have learned that the more enduring differentiator is behavior. Credit officers understand risk because they live in cycles. They watch patterns of behavior more than performance in a single season. They listen for posture, not just pitch. And when they sense integrity in culture, in communication, in follow-through, they respond with trust.
Trust is not soft. It is strategic. It is earned in the quiet quarters, in the overdue follow-ups that get done, in the disclosures made without being asked. It lives in your tone, your timing, and your truth. I have learned that the soft side of lending is not about warmth or deference. It is about shared responsibility, consistent signals, and human judgment exercised with professionalism.
This is the final lesson I offer to every finance leader I mentor: your ethics, culture, and attitude are part of your capital structure. They may not appear in GAAP, but they are evident where it matters, in the minds of those who lend you the freedom to build.
