Your Bank Doesn’t Have a Performance Problem—It Has an Accountability Gap
Most banks don’t have a performance problem—they have an accountability gap. Discover the system top banks use to drive execution.
The coming bank consolidation has been predicted for years. In fact, the next 18 months are destined to be a major “shake out” period when weak banks will be acquired or closed—and banks who are in a position to capture the best customers in town will become stronger and more profitable.
If a merger or acquisition opportunity like this landed unexpectedly in your lap…would you be ready?
Most banks wouldn’t be. Unfortunately, they’ll suffer years of pain, lost productivity and even reputational damage from what was previously viewed as the opportunity of a lifetime.
Here’s what I know from decades of guiding banks through mergers and acquisitions: You have no business doing an acquisition if you’re not ready.
Of course, it’s commonly known that 50% to 80% of mergers fail to meet expectations—in fact, they’re economically a disaster.
Why?
Because of the two years’ worth of “we-they” conversations…past and present behaviors…crazy-making by “the new guys”… and the fact that your team will be so pre-occupied with the conversation around the merger (as well as clean-up and culture clashes), that they’ll barely be able to focus on their own jobs.
Compound those cultural messes with sales disasters like, “We don’t know who our markets are.” “We don’t understand their strategies.” “We don’t understand who’s in charge.” “We’ve completely forgotten about the kind of customer to go after because we’re worried about our own stuff.” And, “We’ve so internalized everything that we’ve forgotten that banking is a business about the external things.”
But mergers and acquisitions don’t have to be this way. They can be systematic and systematized. They can give everyone a comfort level from the get-go—about what their role is and how things work. But you have to build a culture FIRST to be ready for a merger or acquisition opportunity that lands in your lap.
The good news is that you can now access this strategy call on “How to Ensure Your Merger or Acquisition Doesn’t Become a Train Wreck”, in our Bank Builders Strategy Series. If you are faced with this opportunity and/or challenge, you won’t want to miss this strategy session.
If you haven’t registered for our bank- Builders Strategy series, register today at https://emmerichfinancial.com//Bank-Builders/
Roxanne Emmerich
President and CEO
Most banks don’t have a performance problem—they have an accountability gap. Discover the system top banks use to drive execution.
Most bank marketing does not fail because the message is weak. It fails because the bank has no compelling position in the market. In this video, Roxanne reveals how community banks can sharpen their USP, strengthen credibility, and win more business without racing to the bottom on rate.
Most banks rely on effort. Top banks rely on systems. Discover what separates the 1% from everyone else.
Most banks don’t lack accountability—they tolerate avoidance. Discover how to build a culture that drives real performance.
Toxic disagreement is silently eroding your culture. Discover how top bank leaders turn conflict into performance—without the damage.
Most banks tolerate toxic behaviors longer than they should. Discover how “culture ghosts” sabotage performance—and how to eliminate them for good.
Gossip and blame quietly destroy performance in many banks. Discover how leaders eliminate workplace drama and create a culture where top performers thrive.
Most executives assume pay motivates employees most. Research shows the real driver is daily progress—and leaders who define it unlock higher performance.
Most banks reward activity. High-performing banks reward profitable activity. Discover how behavioral economics reshapes execution and margin.
Most banks say they want accountability. Few build it. Discover how to create mutual accountability that strengthens culture and improves performance.