Everybody means well, but do your team members really know how they tie to profit on a daily, weekly, monthly, and quarterly basis? Well, you may think they do, but the business research would cause you to pause. When they asked 6,000 employees if they performed in the top 10%, the answer, 90% of the time, was “yes.” Hmm. Something must be off here.
This Thanksgiving, I give thanks for you. And I hope that you’re in a state of gratitude.
Gratitude is the filter with which we take in life. At every moment in time, things could be a whole lot worse. And that’s what gratitude is–seeing the good things.
I constantly remind my team about when I was growing up milking cows, going to the barn in the morning when it was 20 degrees below zero with snow blowing sideways. This set a bar that has been easy to rise above. Right now, no matter what I’m doing,
During challenging times, the one thing you can count on is that desperate competitors and fly-by-night organizations are going to come in and try to take away your best customers.
Let’s face it, your top 100 customers, for any bank under $2-billion asset size, account for anywhere between 50 to 140% of your profits.
And you also can’t be matching the rate.
At the time of the inquiry, when someone calls in and says, “Hey, I’m one of your best customers, and I just got this offer from someone else and it’s looking pretty good,” is the time when your team member needs to get this exactly right.
Challenging times require great transparency of information going to the executive team and also going to the board.
For instance, if I’m a bank CEO, I want to know if the account managers who are assigned to my current top 100 and top 1000 customers are in contact with each one of them, or if they’ve just left a voicemail, or if they’ve actually had communication. I want to know if anybody’s on the outside. I want to know if anybody has called in and asked for a lesser rate to match something that they’re getting in terms of an offer someplace else.
It’s never been more important to make sure that you’re talking to your customers in ways that matter. I bring this up because I just got done doing a live recording with some of the smartest marketers in banking across the United States, and I saw some tragic errors on their websites and some tragic errors in their press releases.
I see things like great big notices saying the branches are closed, but it doesn’t say, “But here’s how we’re helping you and showing you how to do things.” I’m also seeing in press releases,
Team selling is the new “it.” But most banks get it all wrong, sadly. They think team selling is “I send Joe out with Susie, and Pat goes out with Jane … and everything is good.”
That is not team selling. Harvard Business Review had an instructive research-based article making the case that team selling is clobbering the traditional Maverick model.
But, hey, to get better results, you’ve got to do the team-selling process correctly, right?
I believe accountable people make the world go around.
In this session, I’ll show you how to get everyone in your bank thinking about how to go get the next best customers at premium pricing.
If you’re the kind of leader who has the traditional marketing department and they do “their thing” and nobody quite understands the why or the how except those in the department, that’s very typical.
You’re going to love knowing that you can expand that department so that everyone in the bank believes they are a marketer.