Profit connect: Tie every team member to measurable bank profitability
Most bank employees believe they’re top performers. Discover how to align every role to measurable profitability and eliminate hidden performance drag.
Are you playing the wrong game?
One of my favorite movie lines of all time is from The Greatest Game Ever Played, a golf drama based on the true story of the 1913 US Open. Twenty-year-old Francis Ouimet was challenging his idol, Englishman Harry Vardon, who had won the Open in 1900. When Harry’s wealthy sponsor said Francis could not possibly win because he was not from the upper class and therefore would fold under pressure, Harry responded, “If Mr. Ouimet wins tomorrow, it’s because he’s the best– because of who he is. Not who his father was, not how much money he’s got—because of WHO HE IS!”
And so it is with banking.
It has little to do with the economy, the market, the competition. It has much more to do with who you have become as a leader and who your team has developed to be.
The great competition isn’t “out there.” The great competition is always between the ears, in the mind and the character of a leader.
Weak leaders don’t understand that, of course, because they are at the mercy of the external.
People forget that this is how it is with everything—we get our results because of who we are. A millionaire can lose all his money and recoup it in weeks because of who he had to become to grow and keep a million in the first place.
Make a list of five commitments for a breakthrough. Be specific. Then become the person who could accomplish those five with ease, and they are as good as complete.
Roxanne Emmerich
Most bank employees believe they’re top performers. Discover how to align every role to measurable profitability and eliminate hidden performance drag.
Most banks pretend that culture can be delegated. Wrong. Elite banks weaponize culture as their profit engine. Here’s the system CEOs can’t ignore.
Premium pricing isn’t a tactic—it’s a mindset. When belief is missing, margin and legacy are at risk.
Banks don’t lose margin because of the market. They lose it because of belief systems that keep them competing on price.
Most banks chase NIM by matching rates. Top banks raise pricing by changing positioning. Here’s how they do it.
Guessing interest rates is not a strategy. Here’s how top community banks remove rate risk and stay profitable.
A Christmas reflection on why community banking matters—and why your leadership impact extends far beyond transactions.
Top banks don’t complain about regulation—they execute around it. Here’s how the elite outperform anyway.
Low-cost deposits are the ultimate margin advantage. Discover how top 5% performers attract them consistently—and why most banks fail to compete.
Banks don’t fail from a talent shortage—they fail from a thinking shortage. Discover how critical-thinking systems like the SIR Formula build your future executives now.