Blow Your Competitors Out of The Water
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.
These slick and inept approaches from the 1980s sales training programs were somewhat effective back then, but they really don’t stack up in this competitive market—and they certainly don’t get the attention of small businesses who are running fast and running hard and really don’t have time to chit chat.
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 hundreds of banks over 24 years, I can say unequivocally that banks that turn around their cultures turn around their profits quickly. It is the leading indicator…and a beautiful and fast needle mover.
And with the abundant acquisition opportunities about to hit in 2013, you know the importance of getting your own house in order before you compound the situation.
So, what’s the problem?
According to Gallup organization research,
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.
Let’s face facts. You know it is true. Banks stink at sales culture.
Most say they’re working on it…but most have been “working on it” for three decades now, and they still stink at it. Why? Because you are repeating the mistakes of the past. Here are the 5 biggest mistakes that are common to every failed bank sales culture. (That would be around 99 percent of them.) (more…)
Try this as a 30-Day Turnaround:
Why is it that a $450 million bank with nine years of flat organic growth suddenly had an annualized growth rate of 35 percent within 30 days of one culture intervention?
Why is it that a $920 million bank consistently ranked in the fourth quartile—a fact which they blamed on their low-income, shrinking market—eventually moved into the first quartile after experiencing over 20 percent growth, seeing significant quality improvement, and tripling ROE… all within three years with no improvement to their market?
Previously, both of these banks had done sales training for years with virtually NO impact on growth or profits.