Most banks lie to themselves about culture. They treat it like window dressing—something HR manages, or worse, a “culture committee” babysits with doughnuts and posters. And then they wonder why execution crumbles, margins shrink, and their best talent bolts for competitors.
Here’s the hard truth: culture can never be delegated.
In this week’s video, Roxanne Emmerich demolishes the myth that keeps community banks mediocre.
You’ll discover:
Why “culture committees” are nothing more than feel-good theater that kills performance.
The non-delegable truth: CEOs and exec teams must own culture or watch it rot.
How top 5% banks weaponize culture—hardwiring it into systems that guarantee deposits, margin, and profit.
Every bank has a culture. But only the elite engineer theirs with precision. The rest? They drift, hoping good intentions will save them. Spoiler: they won’t.
If you want culture that delivers performance—not platitudes—this video is your wake-up call.
Watch now.
Sometimes two different ideas seem to be challenging each other. You’ve probably heard me say everybody has a role in managing the culture of the organization, and you’ve also heard me say you can’t delegate culture.
Let me allow for these distinct distinctions to play out so that you can rest through this concept. Yes, everybody needs to understand that they’re responsible for culture. So when they see somebody who’s doing something that’s not within the culture guidelines, they need to be able to say, “That’s not how we do things here at ABC Bank,” so that everybody understands they are in charge of culture.
That said, culture can’t be delegated. The CEO and the executive team are one hundred percent responsible for driving the cultural systems within the organization. Make sure they are aligned. Make sure the team members are matching the values and the behaviors of the organization.
Make sure to acknowledge those who are doing it. Make sure to talk through with people who are not doing it to let them know, “This is how we do things around here.”
Delegating this to a culture committee—God forbid. I’ve talked to probably a hundred people now who said they were on a culture committee. And when I asked them, “How’s that going?” they go, “We meet every Tuesday, but not so well,” because culture committees don’t get it done. Cultural systems driven by the exec team, executed perhaps by some of these other people, could make sense.
Again, always study with people who have their information in order. If someone has driven and changed culture within an organization radically and sustainably, then probably just putting them on a committee is not going to get the job done. They mean well, but the world doesn’t go around with a bunch of do-gooders. The world goes around with those who bring mastery and excellence—because that’s the only way to be a top five percenter: to understand what gets done by a top five percenter and how we can implement that here with perfection so that we know exactly the result we’re going to get.
Why? Because we followed the only system proven to work.
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.
Is your strategic plan the right plan—and one that can and will get completed?
If you’re like most bankers, you probably pulled your strategic plan together eight or nine months ago. But is everyone in the bank on a weekly process to make sure they all hit the outcomes?
You are hearing everywhere that those who run their banks like they ran them five years ago won’t make it in the not-so-distant future. Heck, based on the news reports over the past year, they may no longer be in business.
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...