“Strategery” v. Real Strategy… [VIDEO]
If strategic plans actually exist to create predictable growth, profit, and bank culture, why is it that most of them do the opposite? Why is it that in most banks in...
Most banks don’t have a customer acquisition problem—they have a decision-making problem.
One bank spent hundreds of thousands of dollars and five months trying to identify its next most profitable customers. The highest-performing banks? They would have identified them in hours and immediately started building relationships.
Top-performing organizations don’t waste time studying problems. They build repeatable processes, ask better questions, and refuse to accept mediocrity as “the way we’ve always done it.”
In this week’s video, you’ll discover:
The banks that outperform their peers aren’t necessarily smarter—they simply refuse to tolerate unnecessary complexity. They keep asking better questions until they find the right answer, then they execute.
Watch this week’s video to discover how top-performing banks identify and pursue their next best customers before their competitors do.
Several years ago, there was a gentleman who came into our Boot Camp. He was an EVP of a bank on the West Coast, and he told me that they had hired a firm. They’d spent several hundred thousand dollars, and they’d been in meetings for five months trying to figure out how to find their next most profitable customers.
I was thinking, Are you kidding me?
I said, “Well, how is it working?”
He said, “Well, we’re not done yet. We haven’t identified them.”
Okay. So what they should have done is identify them in, like, you know, a couple of hours by following a clean process of psychographics and firmographics, and then get busy bringing them in. That is the point, isn’t it?
And so, God bless him. He came up to me, and he was just distraught. Yet I get it. I’ve been part of those organizations where you get it and you see what needs to be done, but nobody else does. So it’s like, what do you do when you know everybody around you is going the wrong direction?
Here’s what happens when that person works for a bank that’s destined to become a top five percent-performing bank. They become a puppy dog with a sock in their mouth. They don’t let go. They just keep asking questions and kind of go, “Shouldn’t we already have figured this out?”
“Shouldn’t we be calling them? What is our process for calling on them? Do we really know we have the right target? What’s our process for organizing this?”
Those are top five percenters. They don’t watch the crazy going on around them, accept it, and say, “That’s just how things are around here. It’s just me. How will I ever move this mountain?”
Every great organization that’s become a top five percenter has had somebody who grew the backbone and decided to be a stand for, “If somebody can do it, we can do it—and we’re going to do it. So get the heck out of my way. I will just annoyingly keep asking questions until we get this right because I will not accept working for a mediocre organization.”
When was the last time you ever called home and said to your significant other, “Honey, today I performed average.”
Yeah.
Okay. That doesn’t happen.
We call home because we kicked some butt, took some names, and made something happen. That’s how a top five percenter thinks. They’re unstoppable in getting what they want when they know there’s a better way of getting things done, and they’re never going to sleep until they find the best way because success leaves clues.
As my mentor taught me years ago, only study with those who have their information in order and have done it repeatedly.
If strategic plans actually exist to create predictable growth, profit, and bank culture, why is it that most of them do the opposite? Why is it that in most banks in...
What are the cultural steps you need to take now to ensure that you have the glue to keep your best people? Culture is not just the happy bus. Anyone who has created a...
According to BambooHR®, one-third of your people plan on dumping you in the next six months. Yikes. This begs the question, what kind of glue do you need to make sure...
With the current competition for good people, it's never been more important for you to elevate the productivity per employee. Let's face it, not everybody's going to...
Do you have a proven strategy to attract more profitable customers? No, this strategy isn't to hire more lenders. No, this strategy isn't about stealing the guy from...
Most bank executives take entirely too long to make poor business decisions. Let's face it, this is not sustainable. Being an executive means learning how to make...
Are One-Third of Your Employees About to Dump You? I hope not, but that's what the research is showing will happen in the next six months. In fact, according to...
When I first left day-to-day banking to start this business, my first client was voted every year as the country's top franchise. Although I did their management...
Everyone has patterns of disbelief. Some people believe that in politics, there is one side or the other, and they're unwilling to look at the alternative. Still others...
If you don't care about premium pricing, you can stop listening right now. This is for bank executives who want to figure out how to command premium pricing despite the...