Why Premium Pricing Is a Leadership Decision—Not a Market Condition [VIDEO]
Most banks believe their market determines pricing. Discover why that belief destroys profitability—and how elite community banks command premium pricing instead.
This week, I want to talk about getting rid of the crazy.
Almost every workplace has a little bit of crazy going on: gossip, whining, excuses, blaming, and pot-stirring.
Almost every executive team I talk to when I ask them what has been going on will tell me, “You know, we have big things to do, yet we’re still acting like fourth graders, it’s just not okay.” Maybe you can’t relate to this, but if you’re on planet Earth, maybe there’s some truth-telling that says there’s just a little bit of this going on, and it’s just not okay.
Let me ask you this question.
Do you think your high performers thrive when they have a cesspool of those behaviors happening around them? And who do you think this falls on the shoulders of to get this fixed? Yep. That’s right.
There is nobody who has a name tag that says somebody. It’s everybody. Everyone must step in to make the magic happen. The magic is bringing your highest and best self to work even though somebody hurt your feelings, although you didn’t get that promotion you thought you should have, even though it’s hard out there.
There are lots and lots and lots of problems. It’s called work for a reason. It would be called Disney, otherwise, we would buy tickets to get in.
But when it’s work, there are challenges, there are hard things to get accomplished, and we’re going to rub up against each other. How we learn to work through conflict in productive ways is really a consequence of how we manage not allowing crazy to go on within the organization.
Let me ask you this: are the lines in the sand clear? Are your people educated about how they should handle things instead of their natural response that they learned in the fourth grade about how to handle conflict?
Next week, we’re going to talk about, once you have settled in and taken care of getting these dysfunctional behaviors out, how do you then start to build from there so that everyone who is now operating in terms of being supportive of other team members now becomes a true contributor to the team.
To your continued success,
Roxanne Emmerich
Please watch the video above and share it with your exec team and board.
Most banks believe their market determines pricing. Discover why that belief destroys profitability—and how elite community banks command premium pricing instead.
Most merger failures aren’t caused by poor due diligence—they’re caused by poor execution. Discover what separates successful bank mergers from costly disappointments.
AI isn’t coming—it’s already here. Discover why most bank roles are now obsolete, and what your team must become to survive.
Cross-sales aren’t about selling products. They’re about becoming a trusted advisor customers rely on for guidance, value, and long-term financial success.
Many banks assign culture to committees and wonder why nothing changes. Discover why executive ownership is the key to sustainable culture transformation and top-tier performance.
Most banks focus on strategy. Elite banks focus on culture systems that produce profitable behavior. Discover why culture may be your biggest growth lever.
Midyear is not the time for excuses. It is the diagnostic checkpoint where elite community banks assess what’s working, fix what’s not, and accelerate execution before year-end.
Most banks are not suffering from a technology problem. They are suffering from a thinking problem. Roxanne Emmerich explains why second-order thinking is now essential for community bank executives preparing their teams for AI, change, and the next wave of performance pressure.
A Banky Award is more than recognition. Used correctly, it becomes third-party proof that helps your bank stand out, build trust, and become the obvious choice in your market.
Most banks don’t need another branding exercise. They need a USP that prospects believe. Roxanne Emmerich explains how credibility, systems, awards, and proof points turn differentiation into a revenue-driving advantage.