What does your job description say for your lenders…?
Let me guess; an HR wordsmithed version of “get loans” …
The problem is, you don’t want loans, you want to profit.
Your superstars get this, and that’s why they excel. But your good, but not yet great, salespeople may not connect all the dots.
And a big part of the disconnect is in your job descriptions. The truth is job descriptions are a joke. They enable your employees to think (and sometimes say) “it’s not in my job description”…hogwash!
Ever been asked by one of your commercial lenders to match rate to “win the business?”
Does the sun rise in the east?
When we see this happen we can predict, with clock-like precision exactly what’s causing the epidemic…
The lenders are measured on the wrong things. And when you measure the wrong things, you get wrong behaviors.
In today’s video I show you the “invisible link” between your lenders’ job descriptions, how you’re measuring their progress and how often you’re caving in to price pressure, instead of winning the PREMIUM YOU DESERVE…
Click here to download the Team Selling Checklist
Inside this 14 point checklist you’ll discover:
Think you’re ready for an acquisition? Think you’ve got a bullet-proof plan?
Imagine if you take a “bring-it-on-and-make-it-happen-no-matter-what” bank culture where people are passionate about what they do, and combine it with a group with a “sit-behind-our-desks-until-we-need-Preparation-H, whine-and-complain-about-the-economy-and-being-too-busy” group. How’s that going to work? Without a “come to Jesus, we see the light” intervention, the likelihood of being able to save many of those people is slim.
And what a costly loss that is.
Nothing trumps culture. Culture means you don’t have middle management breakdown, because they know how to lead.
Studies show that 70% of your employees are checked out at work… and it’s costing you!
Have you seen the 2013 Gallup State of the American Workplace Report? It’s one of the clearest reports yet on the vital importance of having an engaged workplace culture. Among the findings were these shocking numbers:
- Employees who are disengaged: 70%
- Employees who are engaged: 30%
Of the 70 percent of American employees who are disengaged, 20 percent are described as “actively disengaged”—they essentially hate their jobs. This leaves fewer than one in three employees to push the rope uphill with very little help from the rest.
“Homework? Ah, yes, I did my homework, but it didn’t quite make it here. Why? Well, my dog ate the homework. We took him to the vet to get the homework back, but the surgery took so long I was late to school, and I think I’ll have to leave school early because my dog died and I imagine it will take weeks before I can get over the sadness enough to concentrate in school.”
Kids come up with the wildest stories to explain why they are late, why they didn’t finish homework and why they can’t come to school.
The coming bank consolidation isn’t a surprise. It’s been predicted for years. In fact, the next 18 months are destined to be a major “shake out” period when weak banks will be acquired or closed—and banks that are in a position to capture the best customers in town will become stronger and more profitable.
If an opportunity like this landed unexpectedly in your lap, would you be ready? Most banks wouldn’t be. Unfortunately, they’ll suffer years of pain, lost productivity, and even reputation damage from what was previously viewed as the opportunity of a lifetime.
Job descriptions by themselves never work. They’re vague and meaningless. And they really don’t directly correct behaviors. When Business Week asked employees whether they were in the top 10 percent of performers in their companies, between 84 and 97 percent, depending on position, said “Yes!”
Oh my…are that many people delusional? Not exactly. They just don’t know what “success” in their position would actually look like. They think the busywork in their job description is what matters because they haven’t discovered how to focus on the few things that REALLY matter. Banks are not exempt from this mindset.
A lot of bad things happen around acquisitions. If you’re being acquired, it’s rarely pretty. And if you’re the one acquiring, the Wharton School of Business says your chance of failure is greater than 83 percent. And even if you don’t go down in flames in the opening round, the real heartaches continue for two years after the acquisition as two dark forces are inevitably unleashed:
The “us vs. them” conversations, including the need to make somebody else wrong, and
The bickering about whose system to follow, because no one has really sorted out the best practices.
Your job descriptions could be killing your bank’s performance. We both know you have two types of employees: superstars — and the well-meaning, but average performing players.
The superstars are going to excel no matter what.
But your average players can do better. Too bad most are playing to the music you gave them…the job description.
For example: Most lenders think their job description is, “make loans.” That’s like a chef thinking her job description is “make food.” In reality, both need to resemble more of a job performance progress plan that outlines the real purpose of the job done well…and the impact it has on the business.
A new attitude invariably creates a new result. That is why it is essential to identify those employees within your organization that have an attitude problem and correct it quickly.