If strategic plans actually exist to create predictable growth, profit, and bank culture, why is it that most of them do the opposite?
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 development curriculum and educated their people about how to run that business, one of the things that I’m sure is true is that I learned more from them than they learned from me. I learned the concept of franchise thinking.
How do you do AB split testing to find out the best way to do things?
What’s the best way to hire a lender?
What is the best way to identify your next best customers?
A dear friend asked me a question one time, “oh really, can you afford not to?” and I thought that was one of the most brilliant questions I’ve ever heard.
Let me pose it to you this way.
Can you afford not to figure out how to increase your net interest margin by 100 basis points while bringing down your cost of funds and bringing up the quality of the loans you’re making?
I was speaking recently for a bank marketing association and what occurred to me was that I made a big discovery. I asked them how they move net interest margin. And I got that “huh?” look.
Then I dug a little bit deeper to ask them, “Well, tell me what net interest margin is, and how you as a marketing department tie into a net interest margin?” Blank stares. Nobody knew.
Not one person in an entire association knew probably the most important KPI for their department.
Now, if that’s happening in almost every bank within this country,
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 believe that the moon is made of cheese.
You may have a belief system that’s true. You may have a belief system that’s not true. And the question that we have to look at as executive is, “what has to be true for us to challenge what we believe to be true?”
You see, there are many beliefs within our industry right now,
Let’s think through profitability for a second. Profitability has different meanings to different people because profitability by itself doesn’t mean much. When I first wrote the Profit-Growth Banking book before the last recession, I talked about how I’m not impressed by banks that grow fast. I’m not impressed by banks that are profitable.
What is your opportunity cost per inbound call?
In other words, how much profit is lost per mishandled call that doesn’t turn into a lead, then a customer, then a full relationship?
I’m going to show you some math that’s going to make you a little bit crazy as an executive of a bank. (more…)
When times get a little challenging, people can wig out and the team dynamics get a little interesting. But it doesn’t have to be that way.
Culture can be managed and culture can remain great, but you’re going to have to pay more attention to your culture than ever before during challenging times.
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?
We all got away in 2020 with not having to be out there calling on people all the time because we’ve been waiting for things to go back to normal.
For customers to walk into our lobbies again…to go back to the way it was.
But it doesn’t seem to be going back very quickly and certainly is never going to go back to the way it has been.