Most banks obsess over lagging indicators—by the time those metrics show up, the opportunity to fix the problem has passed. Top Gun Bank CEOs flip that equation. They engineer outcomes by focusing on behavior-driven leading indicators that drive revenue and accountability…before it’s too late.
Key Takeaways:
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Let’s get real.
Most banks obsess over lagging indicators: net interest margin, deposit growth, loan growth, efficiency ratio.
But by the time these numbers show up, it’s too late. You can’t manage history.
The truth?
Top Gun Bank CEOs don’t chase lagging indicators. They engineer them.
And that engineering starts with crystal-clear, high-frequency leading indicators—tied to behaviors, not just outcomes.
Lagging indicators tell you what happened.
Leading indicators tell you what’s about to happen—and what you must fix now to change the outcome.
Top-performing banks don’t guess. They tie every role to measurable weekly behaviors and outcomes.
They coach to leading metrics, not just end results.
They use daily and weekly huddles with stage-appropriate accountability.
And they ensure team members have an ambitious learning system tied to profitable revenue.
Because when they track leading indicators relentlessly, the lagging indicators fall into place like dominoes.
One past ABA chairman put it this way:
“Before The Emmerich Group, I’d walk into a board meeting with a funnel projection. And the next month, I’d be explaining why none of it closed. Now we close what we forecast—because the system works.”
So why do most banks get this dead wrong?
They say things like:
“We brought in eighty-two new accounts.”
“We have seventy-five million in the sales funnel.”
“We’re close on a few deals.”
That’s like a pilot checking the altitude after the crash.
And that’s why so many banks get blindsided.
Your role as CEO and executive is to install a system.
This isn’t about one more report. It’s about a cultural shift from:
“We hope this works.”
to
“We know what’s working before it hits the P&L.”
When we install the Breakthrough Banking Blueprint for our clients,
we build a dynamic dashboard of weekly leading indicators by role, tied to profitability.
We use advanced organizational development principles—
never bringing accountability before mastery.
That is so important.
Never get ahead of your skis, or you will have a mess—
because the last thing you want is a third of your team jumping ship.
And like magic—and it’s not—
deposits grow,
net interest margin expands,
accountability skyrockets.
Quick gut check:
If not, you’re flying blind.
And in this rate environment, blind equals bleeding.
One Top Gun CEO told me:
“Before we installed leading indicators, I’d wait a quarter to realize we were behind. Now I know by Tuesday.”
That’s what real leadership looks like in modern banking.
If you’re tired of explaining results that you should have seen coming…
If you’re ready to build a performance culture that drives results before they lag…
Then you need to be at the Best Banks in America Super Conference—
The Top Gun event for elite bank leaders who want to win by design.
This isn’t theory.
It’s the blueprint used by the best of the best.
They’ll be on stage showing you how they do it.
Secure your seat now for the Best Banks in America Super Conference.
This is our tenth annual. Seats will sell out.
And if you really want to hang with the Top Guns and know what they know…
Get registered right away.
We’ll see you in Atlanta in September.
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