Most banks don’t have an accountability problem—they have a “nice culture” problem that quietly destroys performance.
You’ve seen it: missed deadlines, tolerated underperformance, and a silent agreement not to challenge each other. It feels polite. It’s actually dangerous.
In this video, Roxanne Emmerich dismantles the myth of accountability and replaces it with something far more powerful: mutual accountability rooted in respect—not avoidance.
You’ll discover how to:
If your team is “nice” but not performing, you don’t have alignment—you have avoidance.
And avoidance is expensive.
Ready to build a team that actually delivers?
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 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.
Culture asks, “Will your people leap over tall buildings in a single bound to make sure your client is successful in their business or personal financial goals?” “Will you go beyond bank “product” to create Unique Selling Propositions that rock their world and cause hundreds of thousands of dollars of impact for them? And will your people have fun doing it so that your system is sustainable?
Ready to stop wasting your marketing dollars and grow your profits and safety with a predictable model of organic growth of top and bottom lines?
Thousands of bank executives are waking up to 2013 saying, “SALES training! Of course! It’s SALES training we need.”
Yeah, well sometimes the first thing that pops into our heads isn’t a keeper. Sales training is fine, but it’s NOT what you need to solve your problem and create a sustainable solution.
So you’ve decided to acquire another bank. For nearly 25 years, I’ve been giving the same advice about acquisitions: DON’T DO IT. I’ve had good reason to give that...
Growing a bank isn’t some mysterious process that involves tea leaves and oracles. It’s more like building a house or tuning up a car’s engine, with a power tool for every step and a hand tool for every part you need to work on. Effective builders have a “franchise system”—the proven best way to do things that minimizes mistakes and maximizes results per hour spent.
The process begins with one crucial step: Find out what matters to your best customers, then build hundreds of Unique Selling Propositions (USPs) around those components and list them explicitly in your marketing materials.
Most banks focus on what they should do. That’s a good thing. But too few seriously evaluate what they are currently doing that has to stop. Awareness of the common characteristics of low-performing banks can keep you from falling victim to any of these practices before you join the group.
Let’s start with the first four:
Let’s face facts. You know it is true. Banks stink at sales culture.
Most say they’re working on it…but most have been “working on it” for three decades now
For starters, if you want it to be read and followed, it’s one page long. No, not 3 to 5 pages—ONE! And it starts by identifying target niche markets because that’s what the whole plan has to be about.
Of course, it’s commonly known that 50% to 80% of mergers fail to meet expectations—in fact, they’re economically a disaster.