In this video, Roxanne Emmerich exposes the real constraint behind underpricing: scarcity thinking inside your own institution. You can push incentives, tweak comp plans, and preach value all day—but until belief changes, behavior won’t.

Most banks unknowingly train their teams to think price is a zero-sum game. The result? Discounting, margin erosion, and a slow drift toward commoditization. Top-performing banks operate differently. They understand that affluent clients don’t buy on price—they buy on meaning, differentiation, and confidence.

Here’s what must shift:

• Belief precedes pricing power—confidence comes before execution

• Affluent buyers decide based on value, not rates

• Category-of-one positioning eliminates price pressure altogether

If this problem stays unresolved, it won’t remain contained. It will cost you margin, culture, and eventually your independence.

That’s exactly why Roxanne is teaching this framework live at the Breakthrough Banking Blueprint™ Bootcamp. This is where banks discover how to shift mindset, reposition value, and equip their teams to charge what they’re truly worth—without discounting.

Seats are limited. Register now. 

Watch now. 

My mentor of three decades taught me something about abundance consciousness. He is one of the wealthiest people in this country, and he came to this country with fifty dollars in his pocket. But he showed me a system one time, and when I immediately began to implement the system, it worked.

Some of my colleagues went to him and said, “How is Roxanne doing this? How is she getting all this business at premium pricing?”
And he said to them something I’ll never forget. He said, “She’s ignorant. She doesn’t know she can’t.” Which is one of the best compliments I’ve ever received.

In other words, I’m not going to buy into the story of playing small. I’m not going to buy into the idea that I have to match somebody else’s pricing. I’m not going to play small because the rest of the world is playing small.

And yet, I know as an executive, you’ve got people you’re kicking and pushing and yelling at—doing everything you can with incentive pay. You’re trying the carrot. You’re trying the stick. And you’re getting nowhere getting them to charge premium pricing, because there’s a deeper-level problem.

They don’t believe they can.

There’s scarcity thinking. They think if they receive this, they’re taking it away from that.

They don’t understand that we’re not competing for pieces of the pie—we’re growing the pie. By creating a situation where that bank customer is so much better taken care of that their business thrives, they will make millions as a result of the extra ten thousand dollars that we charge. When our people get that, the magic begins to happen.

You’re going to need to do some lobotomies to help them understand that just because they believe price is the primary decision-making item, the affluent do not.

Most affluent do not buy on price—but they will if you don’t give them alternative information that matters more.

Thus, the correct sales process, built upon a clear differentiator that makes you the one and only—once you become a category of one—you can charge whatever you want.

There are steps along this pathway: defining how you’re different, getting your people some early big wins so they believe they can do it, and once that flywheel is turning, the rest come along too.

So if you’re still living with this problem, you’re not alone. Thousands of bank executives have been where you are.

But you can’t continue to live with this problem. You need a new, fresh problem. This one must be eliminated—because it will cause you to lose the name on your front door. It will take away your legacy. This one must be fixed.

I’ll see you at the Breakthrough Banking Blueprint Bootcamp where I’m going to show you how to get this done—because I can’t stand watching you suffer anymore.

Make sure you check in with me when you get there. I want to get to know who you are and how I can help—because I am committed to every community bank in this country keeping its independence. But you’ve got to be there so I can show you how.

See you there.

The post Why Your Team Can’t Charge Premium Pricing—And How It’s Killing Your Legacy [VIDEO] appeared first on The Emmerich Group.

Hi. I’m Roxanne Emmerich, founder of the Best Banks in America Super Conference and chair of the Institute for Extraordinary Banking. In this video, I’m pulling back the curtain on what separates the best banks in America from everyone else.

You’ve seen their names. You’ve heard the buzz. But what exactly are the Banky Award-winning banks doing differently? The answer: pretty much everything.

They don’t tolerate cultural drift, and they don’t chase volume. They engineer value, performance, and premium pricing. They use systems, not slogans. They align every role to profit.

They build magnetic cultures that make people want to stay, buy more, and refer. And when I asked them, “What’s their biggest difference?” many told me it started at Super Conference. And that’s where they first saw what a performance culture really looks like, then came back and built it.

Every year at Super Conference, I hear from bank CEOs, “Oh my gosh. I got two years’ worth of notes for implementation ideas.” And I hear from many, including Jill Moss from Farmers State Bank, who basically came the first year and said, “How will I ever be performing at the same level as some of these banks?” And then, two years later, having implemented those processes, they were recognized as one of the top banks in the country.

It’s about taking the good and making it great.

You’ll want to be at the Super Conference along with your executive team, and bring some board members too, so that you have a cohesive team that all understands: if you’re gonna play this game, play it to win and be one of the top performers.

Let’s face it. Only the top performers will be allowed the luxury of independence in the future. And as a community bank, one of your most important goals is to make sure that your name stays on that door for years to come and that you keep making a difference in your community.

That’s the end game.

So let’s raise the bar, and I’ll see you at Super Conference.

The post What the Best Banks in America Do Differently [VIDEO] appeared first on The Emmerich Group.

I’m telling you, I’ve heard it a thousand times. A CEO will say to me, “I am so tired of lenders walking into my office and saying, ‘Boss, I’m going to lose this deal unless we match the pricing.'”

Yep, this is true. At this point, it is true because they didn’t handle it correctly from the get-go. That lender got themselves into the position of having to match rate, and so yes, in fact, they’re in this mess. Maybe they can sweet-talk the customer into saying something like, “Well, you get me, and we have good people,” and maybe they can get twenty-five basis points more. But you can’t make a go of it and become a Top 5% performer with twenty-five basis points more on a loan deal, especially when you have desperate competitors pricing these things at crazy rates. And the deposit-rate competitors are just going through the roof on what they’re willing to pay. So margins are shrinking for those who don’t get it.

Don’t be that person. You need to be someone who gets it and understands we’ve got to have a four or even a five net interest margin—and it’s doable.

I can prove it. And you’ll meet many of these people when you come to the Best Banks in America™ Super Conference because there are many banks that are commanding well over a four net interest margin at a time when other bank CEOs are saying it can’t be done. And it’s true—they have a mountain of evidence. They really do.

Everyone is coming to them saying they have to match the pricing or they’re going to lose the deal. And it’s true. But there’s another mountain they need to climb: how to engage in those relationships correctly from the get-go so it doesn’t become about rate.

Listen, all you’ve got to do is watch the hard trend line. Dan Burrus, a dear friend of mine who is a futurist, talks about how being a futurist isn’t that difficult. He says, “Just watch the hard trend lines. They’ll tell you exactly where things are going.”

When I started this business, there were eighteen thousand banks. Now there are four thousand five hundred. I wonder where this is going. Yeah, we’re going to two thousand.

There are a lot of banks who are not nearly paranoid enough that they’re about to lose the name on the front of their door. They’re looking at the fact that they had a good year last year, which means nothing for this year because every year has its new challenges. Unless you pick yourself up and become a Top 5% performer among your peers, you’re always in a state of vulnerability.

So my buddy Dan Burrus talks about the trend line, and we’ve gone from eighteen thousand banks to four thousand five hundred banks.

We’re on our way to two thousand. There will always be two thousand great boutique banks that can command whatever premium pricing they want to and compete against all the desperate non-bank competitors.

And if you’re not on the path to becoming a Top 5% performer—one who can command four and five NIMs—you’re going to have challenges keeping your name on the door because we can see the hard trend line. We know where this thing goes, and denying it is not going to keep it from happening.

So please wake up to the possibility.

And here’s the thing: your team members will love you when you start commanding premium pricing because they’ll no longer feel like vendors. They’ll feel like partners, and they’ll love coming to work every day because, guess what?

It is fun to win.

The post Stop Matching Rates: How Top 5% Banks Command Premium Pricing Instead [VIDEO] appeared first on The Emmerich Group.

I bet your strategic plan does not have anything in it that says, “We want to match rates. We want to shrink our net interest margin.”

“Oh, what can we do to match the rates of our desperate competitors?”

Those words are probably not in your strategic plan, and yet the way that your plan is being executed demonstrates a reliable, predictable pattern, which basically means your people are still matching rates. So we need to address rate matching, not only from a decommoditization standpoint, but also how you handle this strategically at the same time.

I’ll tell you what—it’s really easy to do what’s normal in banking: sit behind the desks, wait for the requests, match the rates, or, on the deals that you call out on, take them through a typical sales process but then end up having to match the rates anyway.

What is it about your strategy that’s wrong? If you knew that, you’d say, “Roxanne, I’d have this fixed by now.” Well, of course. But how long can you live with not fixing the strategy that doesn’t allow you to increase your pricing?

There are many false attempts, and many people try very hard in their banks, as good bankers, to command premium pricing, and yet the job doesn’t get done. There’s always the next excuse.

“It’s the competitors.”

“It’s that nobody is loyal anymore.”

There are lots of excuses, but what are the strategies that are going to take you out of that? How are you going to approach things?

Strategy, by definition, is this: with limited resources, what do you need to do to make sure you hit an outcome? Most people only talk about the limited resources. The “doing” has everything to do with: Do you have the right sales system? Do you have the right differentiation?

Do you have the right attentiveness to the right sales system? Does everyone know how to follow it? And the proof is in the pudding, as my grandfather used to say. If you’re commanding great premium pricing, your people are doing all of those things right.

The post Stop Rate Matching: The Strategy That Protects Your Net Interest Margin [VIDEO] appeared first on The Emmerich Group.

Net interest margin. Three of my favorite words. Why? Because it is such an important component of what takes a bank to the top of its peer group.

Listen, if you’re tired of being average and competing on rate, there is a way out of that mess. I would suggest that the banks that don’t figure out a way to stop having to match rates are probably not going to maintain their independence going forward. Let’s face it, there is more competition than ever, and banks are undercutting each other on pricing. And yet, there are those who command premium pricing. What do they do? What do they know?

Why won’t they tell you their secrets? Well, you need to, in fact, know their secrets about how they position themselves, how they identify those who are likely to pay premium pricing, and how they arrange the situation such that the customer is telling them that what they bring that’s different is worth millions to them. Therefore, when they charge twenty thousand dollars extra, it is the bargain of the century, thereby taking them out of competing against competitors. The only thing they’re competing against is not having that special uniqueness the bank offers. You think it can’t be done?

Well, maybe you should hang out with the folks who are getting it done because if you cannot suspend disbelief and aren’t willing to say, “Maybe there’s something we don’t know,” I can guarantee you, you will continue to match rate. I don’t think banks can continue to do that anymore. Let’s face it, the big banks have a competitive advantage in pricing. We can’t compete in that space.

But listen, there will always be room for the community bank that’s the boutique bank, that adds tremendous value, knows that they’re worth more, and doesn’t say those lame things like, “We have good people,” and, “We’ve been around for one hundred and twenty years.” That’s not going to command more than twenty basis points more, and you can’t make it on twenty basis points more. This is the time to really bring in additional pricing. So I hope to see you discover how to do that.

I’m teaching a special class on how to do that. I hope I see you there.

The post How Top Community Banks Increase Net Interest Margin Without Competing on Rate [VIDEO] appeared first on The Emmerich Group.

In this video, Roxanne Emmerich exposes the real constraint behind underpricing: scarcity thinking inside your own institution. You can push incentives, tweak comp plans, and preach value all day—but until belief changes, behavior won’t.

Most banks unknowingly train their teams to think price is a zero-sum game. The result? Discounting, margin erosion, and a slow drift toward commoditization. Top-performing banks operate differently. They understand that affluent clients don’t buy on price—they buy on meaning, differentiation, and confidence.

Here’s what must shift:

• Belief precedes pricing power—confidence comes before execution

• Affluent buyers decide based on value, not rates

• Category-of-one positioning eliminates price pressure altogether

If this problem stays unresolved, it won’t remain contained. It will cost you margin, culture, and eventually your independence.

That’s exactly why Roxanne is teaching this framework live at the Breakthrough Banking Blueprint™ Bootcamp. This is where banks discover how to shift mindset, reposition value, and equip their teams to charge what they’re truly worth—without discounting.

Seats are limited. Register now. 

Watch now. 

My mentor of three decades taught me something about abundance consciousness. He is one of the wealthiest people in this country, and he came to this country with fifty dollars in his pocket. But he showed me a system one time, and when I immediately began to implement the system, it worked.

Some of my colleagues went to him and said, “How is Roxanne doing this? How is she getting all this business at premium pricing?”
And he said to them something I’ll never forget. He said, “She’s ignorant. She doesn’t know she can’t.” Which is one of the best compliments I’ve ever received.

In other words, I’m not going to buy into the story of playing small. I’m not going to buy into the idea that I have to match somebody else’s pricing. I’m not going to play small because the rest of the world is playing small.

And yet, I know as an executive, you’ve got people you’re kicking and pushing and yelling at—doing everything you can with incentive pay. You’re trying the carrot. You’re trying the stick. And you’re getting nowhere getting them to charge premium pricing, because there’s a deeper-level problem.

They don’t believe they can.

There’s scarcity thinking. They think if they receive this, they’re taking it away from that.

They don’t understand that we’re not competing for pieces of the pie—we’re growing the pie. By creating a situation where that bank customer is so much better taken care of that their business thrives, they will make millions as a result of the extra ten thousand dollars that we charge. When our people get that, the magic begins to happen.

You’re going to need to do some lobotomies to help them understand that just because they believe price is the primary decision-making item, the affluent do not.

Most affluent do not buy on price—but they will if you don’t give them alternative information that matters more.

Thus, the correct sales process, built upon a clear differentiator that makes you the one and only—once you become a category of one—you can charge whatever you want.

There are steps along this pathway: defining how you’re different, getting your people some early big wins so they believe they can do it, and once that flywheel is turning, the rest come along too.

So if you’re still living with this problem, you’re not alone. Thousands of bank executives have been where you are.

But you can’t continue to live with this problem. You need a new, fresh problem. This one must be eliminated—because it will cause you to lose the name on your front door. It will take away your legacy. This one must be fixed.

I’ll see you at the Breakthrough Banking Blueprint Bootcamp where I’m going to show you how to get this done—because I can’t stand watching you suffer anymore.

Make sure you check in with me when you get there. I want to get to know who you are and how I can help—because I am committed to every community bank in this country keeping its independence. But you’ve got to be there so I can show you how.

See you there.

The post Why Your Team Can’t Charge Premium Pricing—And How It’s Killing Your Legacy [VIDEO] appeared first on The Emmerich Group.

In this video, Roxanne Emmerich dismantles one of the most dangerous myths in community banking: that competition and market conditions dictate rates. They don’t. Differentiation does.

Banks that win don’t price like commodities. They position themselves like boutiques.

In this video, you’ll discover:

• Why matching rates is a losing strategy that compresses margin and kills independence

• How premium-pricing banks escape commodity thinking—even in hyper-competitive markets

• The uncomfortable truth about which banks survive industry consolidation—and which don’t

This isn’t theory. It’s a wake-up call grounded in decades of working with banks that either transformed—or disappeared.

If your CFO or lending leadership believes pricing is out of your control, that belief is quietly setting your future.

The banks left standing won’t be the cheapest.
They’ll be the most differentiated.

And that shift doesn’t happen by accident.

Watch the full episode to discover how elite banks take control of pricing—and keep it.

Watch now. 

Every time I meet a new bank CEO, they say something very similar to what the three thousand-plus conversations I’ve had with bank CEOs sound like. And what they say to me is this:
“Roxanne, it’s different here.”

Here, we have to match rates.
Here, we have competition for pricing.
That’s just how it is here.

Now, I’ve got to tell you, I met two gentlemen years ago when they picked me up in their SUV. One was the CEO and one was the president of the bank, and we were about to do their kickoff.

And one of them said to me, “Roxanne, everybody complains that their deposit costs are high, but I can prove to you that we have the highest deposit cost in the nation.”

At which point, I stuck my fingers in my ears like a grown-up and said, “I’m not listening. I’m not listening. I’m not listening.”
And I had a smile on my face. I was nice about it.

They said, “Why are you doing that?”

And I said, “Because if your story becomes my story, I can’t help you.”

Markets do not dictate interest rates.

Let me say it again.
The market doesn’t dictate the interest rates that you charge.

You dictate those through your differentiation and your ability to sell that differentiation.

If that were not the case, then every restaurant that has something other than the golden arches in front of it would be charging the same price as a McDonald’s hamburger.

It just isn’t that way.

And yet, in banking, we believe we are the one great commodity that no one can break through.

Here’s the really sad part.
Every time I hear a CFO or a chief lending officer say that to me, I should have always shorted the stock—because I know that bank will lose its independence.

They’re right.

It is a commodity—until you make it not a commodity.

So yes, in fact, they’re right. And there’s a whole other mountain of evidence, and you better get on that other mountain. You better get there fast.

Because when we move from twenty thousand banks down to four thousand banks—and we know where this is going—the only banks left will be boutique banks that can command extreme premium pricing.

And it will be worth it.

That’s the only game in town.
And it’s a game you better master—and fast.

The post News Flash—Markets Don’t Dictate Premium Pricing [VIDEO] appeared first on The Emmerich Group.

Most community banks are trapped in a pricing death spiral. Match the rate or lose the deal. Cut margin or lose relevance. Meanwhile, a small group of banks quietly charges premium pricing—and their customers gladly pay it.

This video dismantles the myth that higher NIM automatically means higher risk. The truth? Banks that stop competing on rate reduce risk, stabilize margin, and protect independence.

Here’s what top-performing banks do differently:

• They stop selling products and start selling differentiated value that customers can’t price-compare.

• They identify who will pay premium pricing—and stop wasting energy on rate shoppers.

• They reposition the conversation so customers decide the value is worth far more than the price.

Big banks will always win the rate game. Community banks win by becoming boutique banks—high-value, high-trust, and unapologetically priced for the outcomes they deliver.

If your margin strategy depends on squeezing an extra 20 basis points, you’re already behind. That model doesn’t survive the next cycle.

This is the moment to rethink how pricing really works—and how elite banks escape the rate trap entirely.

Watch the full video to discover how premium pricing actually protects your margin—and your independence.

Watch now. 

Net interest margin—three of my favorite words. Why? Because it is such an important component of what takes a bank to the top of its peers.

Listen, if you’re tired of being average and competing on rate, there is a way out of that mess. I would suggest that the banks that don’t figure their way out of having to match rates are probably not going to maintain their independence going forward.

Let’s face it—there is more competition than ever, and banks are undercutting each other on pricing. And yet, there are those who command premium pricing. What do they do? What do they know?

Why won’t they tell you their secrets? Well, you need to know their secrets—how they position themselves, how they identify those who are likely to pay premium pricing, and how they arrange the situation such that the customer is telling them that what the bank brings that’s different is worth millions to them.

So when they charge twenty thousand dollars extra, it becomes the bargain of the century—taking them out of direct competition. The only thing they’re competing against is not having that special uniqueness the bank offers.

You think it can’t be done?

Well, maybe you should hang out with the folks who are getting it done. Because if you cannot suspend disbelief and aren’t willing to say, “Maybe there’s something we don’t know,” I can guarantee you this—you will continue to match rate.

Banks can’t continue to do that anymore. Let’s face it, the big banks have a competitive advantage in pricing. We can’t compete in that space.

But there will always be room for the community bank that becomes the boutique bank—the one that adds tremendous value, knows it’s worth more, and doesn’t say lame things like, “We have good people,” or “We’ve been around for 120 years.”

That won’t command more than twenty basis points more—and you can’t survive on twenty basis points.

This is the time to bring in additional pricing. So discover how to do that.

I’m teaching a special class on exactly how to do this. I hope I see you there.

The post Higher Net Interest Margin With Less Risk – Fact or Fiction? [VIDEO] appeared first on The Emmerich Group.

In this week’s video, Roxanne Emmerich cuts through the industry’s most dangerous habit: thinking expense‑cutting is a performance strategy. She exposes why efficiency ratios stay stuck, why cost‑cutting crushes culture at the exact moment you need discretionary effort, and why the top 5% of banks outperform—year after year—without layoffs or fear tactics.

You’ll discover how to:

• Shift from cost‑cutting to profit expansion by driving revenue and productivity per employee.

• Give every role a direct line‑of‑sight to profit with stage‑appropriate accountability that creates consistent wins.

• Build an extreme learning organization focused only on what ties directly to bottom‑line improvement.

If you want a team that drives profit instead of consuming it, this episode shows the system high‑performing banks use.

Watch now. 

Does your team know how they tie to profit? Really? Well, when a study was done of six thousand people, where they were asked, “Do you perform in the top ten percent?” over ninety percent of employees said that they performed in the top ten percent. So yes, we do have a problem. And yes, people do not understand how they tie to profit, but they think that they do.

And that’s a problem to be solved—and solved quickly. For so many banks, efficiency ratio is an important thing, and they—and we—always solve it with the wrong approaches. “Oh, let’s see if your pencil is short enough before you can have another pencil. Let’s cut every little expense.”

“Let’s cut payroll.” Well, what if we got more revenue out of every team member? What if we got people to be far more effective and productive at what they’re doing and had them really understand what profit looked like for their particular jobs? Yeah, it’s tricky to get people to understand something when they’ve had a lifetime of experiences where they believe that they’re tied to profit.

And yet, it is something that, as a leadership team, will be very important during challenging times because it’s really bad for your culture to cut people just when you need them to be engaged and alive and passionate and doing better work than they’ve ever done before. So now is a good time to figure out how your people tie to profit, how you build the systems, and how you get them accountable by stage-appropriate accountability—never measuring anything until they are winning—and always making sure they have the right education that works, where they immediately have a lift up in performance every time they learn something new.

That’s the new game of banking. If you look at the highest referring banks in America, they have something in common: their people know how they tie to profit, and they are extreme learning organizations, learning the right things that tie to profit.

The post How to Tie Everyone to Profit [VIDEO] appeared first on The Emmerich Group.

In this week’s video, Roxanne Emmerich exposes why “false-attempt” sales training fails and reveals what truly transforms performance.

You’ll discover:

• Why your people’s reluctance to “sell” isn’t the real problem—it’s confidence.

• The three steps to transform sales culture from transactional to transformational.

• How to permanently boost low-cost deposits and cross-sales without losing authenticity.

If you’re tired of spinning your wheels with programs that never stick, this video shows you how to create a winning sales culture your team loves—and your bottom line will thank you for it.

Watch now. 

I believe that people don’t like hassles. Who does? Whether it’s at work, home, or out shopping, it’s a dangerous attitude among your people because it causes them not to put one hundred percent into their sales conversations.

In this session, I’m going to show you how your people—like many bankers before them who couldn’t but now do—can get six to seven cross-sales and all the deposits in a way that never feels salesy.

If you’re the kind of leader who has been preaching to the point of losing your voice about the need to get cross-sales of deposit accounts to make sure those accounts are both profitable and sticky, and you’re a bit fit to be tied at this point, you’re going to love this.

Or if you have some people who are getting the full deposit relationship but also have many who are simply transaction people because they’re taking orders and not owning the relationship, then this is a can’t-miss episode.

Then again, maybe you’re really feeling good about your team’s ability to get deposits, but you know there is so much more potential profit available if you can boost your low-cost deposits as a percentage of total deposits.

If you just change a few things, then you’ll enjoy this as well. As always, there is some work ahead and three challenges in particular that you need to look out for. Most banks have been doing internal or external sales training for years. Now, after all that money and time, when they’re really truthful, they’ve realized that it just isn’t working. When they see other banks that are now averaging six to seven cross-sales and mastering attracting low-cost deposits away from competitors, they know they just can’t give up—but they just can’t have another false attempt because the team is now doing the slow walk, thinking management will soon give up.

Still others are finding that most sales training is, well… salesy. That’s why so many people flock from the big banks to community banks. They felt the bank was inauthentic and felt violated. With that belief system in the way, their heels are dug in, and they don’t want to sell—period. That is leaving you between a rock and a hard place because you still need to fix this to stay competitive in the future against those who are getting it. Also, many bankers lack the skill to be a trusted advisor. They do have the product knowledge, but they don’t know how to really bring the type of extreme value that is necessary to be that person’s trusted advisor.

Most importantly, they lack skills and confidence—but it’s not their fault. There just hasn’t been good advice and a good system that helps them win.

Every bank is facing at least one of these. Join the club. Now let’s work together to knock the issues down one at a time. I’m now going to give you three steps to create an effective sales culture system program and, if necessary, change the culture at your bank.

Incidentally, I don’t believe sales training works. Sales training teaches people what to do. Sales education teaches them how to be. You simply can’t expect a transformation with sales training. So let’s get going on this so you can get some sales breakthroughs in a few short weeks.

Step One:
In in-and-out sales training, a training cycle lasts a few months, and then—if there was any increase—you can count on it going away within a few short months.
To generate sustained positive results in sales, you need a cultural transformation to get people winning and loving it. To do that, it needs extreme integration with a well-thought-out, long-term, intentional, congruent system. You’ve heard the sad story from thousands of bank execs who attempted sales training only to find it didn’t work—unless you define working as the carnage of losing a third of their team. It’s not their fault. Sales training companies keep selling as if it could work.

One sales training company actually put a client’s logo on their website after two years of losses in their sales training attempts. After just a few years of their process, they are now performing in the S&L top 100 performers. Sadly, unsuspecting bankers see the logo and think they can actually create good results with their sales training. Have you ever heard a bank executive tell you that sales training’s impact was doubling or tripling cross-sales while getting dramatic growth with premium pricing on better-quality customers? As they say—said no banker ever.

Step Two:
Unlike so many false-attempt sales training programs, you have to get your people to come from their heart space—a place of extreme caring for the customer. With that as a base, they can then learn to ask questions in the order of how people like to buy what they need. Until they get the impact of what they are really doing—saving marriages from divorce due to fighting over money, helping people retire with ease, and guiding businesses to good fiscal management—they are always feeling as if it’s salesy, and the client will feel it too.

Step Three:
Create an ever-increasing accountability and visibility system. Most sales programs end up causing at least a third of the team members to run for the hills. That’s completely unnecessary and very unproductive. The problem is that sales training must be integrated with a true understanding of cultural transformation at a deep level where people are learning how to be, holding each other accountable, celebrating successes, and learning to live their word by understanding that their promises and their commitments are how they reveal their character.

The key is that every day and every week, as the blended learning of online/offline coaching and practicing happens—integrated with a management system and stage-appropriate accountability—a predictable weekly improvement is imminent. Remember, you don’t have a sales training issue; you have a confidence issue.

Again, three steps to a solid foundation of community bank sales culture transformation:

Step One: Ongoing cultural transformation with extreme integration
Step Two: Get team members at cause to bring extreme value—from transactional to transformational
Step Three: Develop a progressive accountability and visibility system that builds confidence

By doing this, you can sleep at night knowing your well-educated team can connect with prospects and customers effectively, attract all the deposits that you need consistently, and unhook from the dependence on results based on the economy or rate environment. Instead, you can have a system that makes you feel like you know you can consistently win—and you’ll have the pride of making all of that happen quickly and sustainably.

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