Most banks say they want an accountability culture.
Almost none actually build one.
Why? Because leaders confuse accountability with punishment. Or worse — they protect “niceness” at the expense of performance.
In this week’s video, Roxanne Emmerich exposes the real barrier to execution: the unspoken “I won’t call you out if you won’t call me out” agreement quietly eroding results inside executive teams.
Here’s what you’ll discover:
Why holding people accountable too early destroys good talent — and how to create mastery before measurement
The hidden cost of approval-seeking leaders and how high empathy can unintentionally sabotage performance
A practical script for mutual accountability that strengthens relationships while driving outcomes
Community bank performance strategies don’t fail because of strategy. They fail because no one insists on execution.
Friends don’t let friends miss deadlines. And high-performing banks don’t let cultural ghosts dictate results.
If you want a bank performance culture that improves ROA and ROE — this is your wake-up call.
Watch now.
Everywhere I go, people tell me we’ve got to build an accountability culture. What a great and novel idea. Sadly, decades have gone by and most organizations have gotten nowhere on that. So what’s the problem? Why do we keep talking about the same problems, but we’re not fixing them? I have a couple of ideas.
Idea number one. One of the things that organizations do wrong is they bring in some new training, and then they hold everybody accountable right away before they’ve had any level of mastery whatsoever. And so good people start thinking, I’ll never get this. They run for the door, and they lose their good people.
This is not a good solution. That’s one problem, but that’s not the big one. The big one is the whole concept of “I won’t tell on you if you don’t tell on me” philosophy.
But here’s the thing. We all know friends don’t let friends drive drunk. Well, guess what? Friends don’t let friends not perform in the workplace. Because when they miss a deadline, when they miss an outcome, eventually these things get reconciled.
They get reconciled in that somebody doesn’t get a raise. They get reconciled in that somebody gets fired. Do you really want that to happen to your friends?
And yet, for many organizations, they have the ghost. We talked about ghosts a few weeks back. The ghost of, “Well, that’s how we do things around here. We’re just nice.” And you’d stand out and be different if you were to challenge.
Well, here’s the thing. We have to stand out and challenge, but we can do that with love in our heart. We don’t have to be nasty when we’re holding people accountable. It’s just like, “Hey, Joe. I think this is the third week you’ve had this on your list. Need this done by Wednesday at eleven o’clock. What do you need to move? What mountains have to be moved in order to make that happen? Because, dude, I’m counting on you. Look me in the eye. Tell me I’m going to see that.”
It’s a fun, light, easy way to basically say, I care about you. I’m not going to let you keep giving lip service to things and not performing.
It’s not good for you. It’s not good for the organization.
That need for approval within humans ends up being a big problem.
As you’re hiring, make sure you’re not hiring a bunch of people with a strong need for approval who will never confront. Those of you who are doing the emotional intelligence assessments, you’ll see it as the higher intuition/empathy score. Because at a certain level, they will do anything to not say anything about what’s going wrong, and therefore they become the source of the problem.
As you’re putting your executive team together, make sure you’re averaging between a six and a seven for average scores in intuition and empathy. That will be the magic that will make sure that you keep saying, “This is what I need, Joe. I can count on you, Joe. Right?”
With kindness, with love, accountability can happen. And yet it must happen.
Who hasn’t seen a salesperson, fresh from a seminar on cross-selling, suddenly spread a dozen different account options like a Japanese fan in front of the poor customer, whose expression falls into a blank and frightened stare?
We’ve all been there. The car salesman slides the paperwork across the desk at you, pointing at the signature line. Just this one last step, he says, and there’ll be no way out.
You’ve decided to create and implement a killer strategy. So where do you look for ideas?
There are hundreds of tried and true strategies out there. Some have taken companies from just marking time to the big time in no time. But which ones should you consider?
one company does something different and effective, then everyone imitates it. Then you’ve got yourself a field of purple cows. That’s when it’s time to go white. Or brown. Or zebra-striped. If they zig, you zag.
Here are three of the seven most effective secrets to finding and catching the hungriest fish—the customers who will add to your bottom line instead of nibbling from it:
Are you playing the wrong game?
Are you playing the wrong game?
Are you as good as you think you are? Whether the economy gets better or not is out of your control. But YOU getting better—that’s entirely in your control, and it’s non-negotiable.
You’re doing the old “Mission Statement, SWOT, and Goals” thing. That’s fine. I’m SURE you don’t think that’s the same thing as strategic planning.
You’ve heard it before – the bankers who are STILL calling on clients asking hideously inept questions such as, “What kind of things are you looking for in a bank?” or “Tell me about your business,” or “What kind of things are keeping you up at night?” UGH.