Most “team selling” in banking is theater—two people show up, nobody owns the moment, and profit walks out the door. In this video, Roxanne Emmerich lays out what real team selling looks like and why it’s clobbering the lone-wolf model—when you run it with precision. If your top 100 prospects can represent $5,000–$10,000 in monthly profit for life, you can’t afford a tag-along visit. You need a checklist, a playbook, and clarity on who does what on call one versus call two.

In this video, you’ll discover how to:

• Define the roles, sequencing, and speaking order so every question and transition lands with purpose.

• Engineer a pre-call prep and practice that converts complexity into an 85–90% close rate.

• Build a repeatable team-selling checklist that turns top-100 prospects into lifetime profit centers.

If your “team” currently means “whoever is free,” this episode is your wake-up call. Deploy the right roles, the right choreography, and the right prep—and stop leaving seven-figure lifetime value to chance.

Watch now. 

Team selling is the new “it.”

But most banks get it all wrong, sadly. What they think team selling is… is I send Joe out with Susie, and Pat goes out with Jane, and everything is good.

That is not team selling. Harvard Business Review had a wonderful article talking about how team selling is clobbering the traditional maverick model. But hey, you’ve got to get it done right. So who goes on the team?

What are the roles on the team? How does the team that goes out and does the first call differ from the team that goes out on the second call? These are distinctions that are important to get this right. And to do that, it’s like: What position does each of them have?

Who knows who talks when? Who does what part of the questioning? Who does what part of the presentation? All of these are things to be thought out. Also, who does the pre-call prep plan? Who arranges the practice before the call?

Because here’s the thing: when you go out on a significant—like top-one-hundred—prospect (since the top 100 customers account for between fifty to one hundred forty percent of your profits), that prospect might be worth five to ten thousand dollars of profit per month for the entirety of their life. Your chance of blowing it is huge unless you are ready. So a good team should have an eighty-five to ninety percent closure rate, and that’s going to take some masterful connecting of how that team comes together and knows what they’re doing. The team selling model works, but now we have to figure out how to work it.