Does bank culture really matter? Gallup is telling us that if you have an average amount of disengagement, it will rob $3,400 from your bottom line for every $10,000 of payroll.
So YES, culture is a big deal.
And if your bank’s culture is broken, it can be fixed. In fact, that’s some of the easiest and fastest money to bring right to the bottom line—but only if you know what you’re doing.
Finally, my new book is out—The Breakthrough Banking Blueprint.
It occurred to me years ago when I had the great honor of working with the top franchise company in this country, which was awarded top franchise year in and year while I worked with them, doing their leadership development training, that in banking, we didn’t know anything about franchise thinking or development. What if we could bring that kind of thinking to create a predictable success machine within the community banking industry?
Isn’t it fascinating how for years and years and years, people would fight wars by standing in line with red coats on, in formation, shooting guns, while the other side would come at them when they had guns standing in line, running with swords, thinking that they could win. That same thing is happening in banking today.
I’m always astonished how difficult we make the chief lending officer’s job. We tell essentially this wonderful human being, who is probably good at credit, “hey, you’re in charge of finding your team members”; “you’re in charge of making sure you’re onboarding them and making them strong”; “you’re in charge of all the account management of the current existing customers and all the activities around that”; “you’re in charge of making sure credit quality stays up”…
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. That’s a significant thing to understand. They are precious. They pay for all the bills and you must, of course, keep all of them.
In this video, I’m going to share with you how to get more accountability from your team members to the things that move the profit needle.
Accountability is a funny thing. Everybody wants it from their team, but accountability for what?
Accountability for attendance?
For work completed?
For “doing what you say you’ll do?”
Sure, but those aren’t game-changers…
What you really want is accountability for RESULTS.
Without RESULTS, you have nothing more than a social club with the added benefit of a bi-weekly gift of money.
But how do you create accountability for results?
We’ve found that there are 5 steps…
In today’s video, you’ll discover all 5.
I believe almost every person can double their productivity at work. In this episode, I’m going to share with you a process I have used over and over again to not only double but often times quadruple the profit brought in by hundreds of employees within a few years!
Culture is the leading predictor of future growth and profitability. Great news if you have a great culture—otherwise, not such good news.
After working with hundreds of banks over 24 years, I can say unequivocally that banks that turn around their cultures turn around their profits quickly. It is the leading indicator…and a beautiful and fast needle mover.
And with the abundant acquisition opportunities about to hit in 2013, you know the importance of getting your own house in order before you compound the situation.
So, what’s the problem?
According to Gallup organization research,
#1. Culture trumps strategy.
Hundreds of studies now show that culture is the leading predictor of future growth and profitability.
The Gallup Organization found the increase in earnings per share for companies in the top quartile that have high employee engagement (a measure of culture) to be 2.6 times. Amazing!
Unfortunately, there is a false belief in banking that culture means sales training, goals, and incentive pay. Dead wrong. Culture is the mood. Motivation is a racket because it depends on others catering to an employee’s every need. Inspiration is what you want—that’s intrinsic.