As we celebrate the Fourth of July, it occurs to me that one of the beautiful things about this country is the wisdom that was brought to us by our founding fathers and the degree to which they stood by those principles, and how those principles mattered to them; how they could see what didn’t work in other countries, and wanted to bring something forward into a new country that they knew would work.
Now is the time that customers and prospects demand that you are excellent at what you do. I have a friend, and a vendor to my business, who told me that because a big chunk of his income comes as a result of community banking, he thought he should switch over his account and work with a community bank. So, for the first time in his life, he went to a community bank and opened an account. Astonishingly, he said there was (more…)
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 (more…)
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. (more…)
Challenging times require that people understand exactly how they tie to profit and they know how to do it on a daily, weekly, quarterly, monthly basis. When you are communicating with your team members, it’s never been more important to keep them out of busy work and keep them into the right productive work. And let me assure you, many times they are confused. (more…)
During difficult times, everyone must know how they tie to profit, and become a master of the actions that allow for them to move their correct critical drivers—the leading indicators that move the lagging indicators. You see, during difficult times like this, one of the big mistakes that a lot of executives do is they start doing some massive layoffs. When in fact, if everyone ties to profit, there is no need for those layoffs. (more…)
Challenging times require very focused revenue creating activities and fast. So the natural response for many executives during times like this will be to cut all the expenses, the very ones that in many cases would be what would take them ahead at the end of this and have them stand out (more…)
These are difficult times, and they require difficult actions but very important actions. So let’s talk about what the best organizations, that pull ahead during calamities and recessions, are doing differently. What are the organizations that always seem to make it, and pull ahead of their competition during difficult times doing right now. (more…)
One of the hardest things to do is align everyone and everything with just a few things that matter to the profits of your bank.
Yet this intentional congruence is one of the most important practices that you must follow if you want to grow and prosper.
In this blog, I want to share with you a concept that has transformed the strategic planning results for hundreds of banks, increasing profits by 20 to 50 to even 100% in one year.
Now, if you’re the kind of person leader who: