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(952) 820-0360
  • About
    • OUR PEOPLE
    • OUR MISSION
    • OUR VALUES
    • OUR WORK
    • OUR CLIENTS
  • Contact
  • Events
    • All Masterclasses
    • Breakthrough Banking Blueprint Conference
    • Fast-Track Strategic Planning
    • Lead the transformation Seminar
  • Case Studies
  • Resources
    • Extraordinary Banker® Magazine
    • Bookstore
    • Net Interest Margin
    • Loan Growth
    • Core Deposit Growth
    • Strategic Planning
    • Cross-Sales
    • Performance Culture
    • TGIM U
    • Work With Us
  • Blog

Step 1 of 7

14%

Take this brief assessment to see how you compare to other banks in the 5 critical categories that top-of-peers master consistently.

1. Describe your process for achieving quality loan growth with premium pricing.

A lot of community banks are in the same boat. Matching rate can feel like it’s your only option, but the good news is this: flipping the script on that reality isn’t only possible, there is a very proven and specific way we can help you get there because we’ve helped a lot of banks do the same thing. Initially their mindset is such that they let the A+ customers dictate the pricing as if that is the ultimate benefit. We show them how to get out of the commodity mindset and become truly valued and trusted advisors to their best clients, the kind of clients they can’t afford to lose to competitors.

It appears you have some good starting points with your loan growth but are still lacking some key systems and processes that would ensure the kind of powerful loan growth your bank is capable of. Part of the problem is that most bankers don’t know what all of the “sub-problems” are that are causing the bigger problems and results that come from them. They only see the lack of results, so it’s more than just not knowing the answers, it’s not knowing what the specific problems and how the solutions to those smaller problems are that is adding up to the results you’re getting. We have the systems perfected to address all of them. Part of the problem is that bankers don’t know what they don’t know. So, without a professional diagnostic into the bank itself, there’s no way to cut through all of the complexity of the issues and create a customized solution that will actually fix it so that it stays fixed for years and years to come.

There seem to be some solid systems in place in terms of loan growth and deal flow, but without the ability to demand and get premium pricing, it becomes sand through your fingers. Part of the problem is that most bankers don’t know what all of the “sub-problems” are that are causing the bigger problems and results that come from them. They only see the lack of results, so it’s more than just not knowing the answers, it’s not knowing what the specific problems really are and how the solutions to those smaller problems are that is adding up to the poor results you’re getting. We have the systems perfected to address all of them. Part of the problem is that bankers don’t know what they don’t know. So, without a professional diagnostic into the bank itself, there’s no way to cut through all of the complexity of the issues and create a customized solution that will actually fix it so that it stays fixed for years and years to come.

That sounds amazing. In fact, you sound like one of our clients already. They are already filling their pipeline with A+ quality loan prospects and getting premium pricing without a hint of “salesy” feelings. In fact, our clients go grab other clients from other banks even if they’re not looking and close them at an 85 to 90% rate. Maybe we can still take a look and see if there might be a way to improve one of the systems within your loan growth strategy that could be lacking. We’ve never found a bank we couldn’t help.

2. Describe how you feel about your Net Interest Margin.

It can be a helpless feeling for a lot of banks in your situation: NIM below 3.5 and has been for years with no sign of sustainable improvement unless rates drive the increase. Most likely, you’re in a situation where you’re using old “bank lingo” such as “we have good people” and “we have good service” that essentially means nothing because everyone says the same thing. You’re feeling the effects of this in your low NIM because sophisticated buyers aren’t buying it and at most may give you ten to 25 basis points more on the loan side with those platitudes. What is required to turn this around is true differentiation that matters to the customer. That can’t be overstated. You need differentiation that is tied to a sales system whereby the customer will tell you what it’s worth to them. Most banks don’t have the concrete strategies necessary to lift them out of the commodity basement in the customers’ minds. The good news is, we have those proven strategies for you to charge premium pricing that your team can be confident about communicating.

Having NIM above 3.5 is a good start, but it’s precarious because you’re still not able to command premium pricing and have customers’ AGREE that it’s worth it. Most likely, you’re in a situation where you’re using old “bank lingo” such as “we have good people” and “we have good service” that essentially means nothing because everyone says the same thing. You’re feeling the effects of this because sophisticated, A+ quality buyers aren’t buying it and at most may give you ten to 25 basis points more on the loan side with those platitudes. What is required to turn this around is true differentiation that matters to the customer. That can’t be overstated. You need differentiation that is tied to a sales system whereby the customer will tell you what it’s worth to them. Most banks don’t have the concrete strategies necessary to lift them out of the commodity basement in the customers’ minds. The good news is, we have those proven strategies for you to charge premium pricing that your team can be confident about communicating.

A NIM over 4.0 is good, but without the ability to confidently command premium pricing, you’re losing out on the most desirable loan terms. You may be in a situation where you’re using old “bank lingo” such as “we have good people” and “we have good service” that essentially means nothing because everyone says the same thing. You’re feeling the effects of this because sophisticated, A+ quality buyers aren’t buying it and at most may give you ten to 25 basis points more on the loan side with those platitudes. What is required to turn this around is true differentiation that matters to the customer. That can’t be overstated. You need differentiation that is tied to a sales system whereby the customer will tell you what it’s worth to them. Most banks don’t have the concrete strategies necessary to lift them out of the commodity basement in the customers’ minds. The good news is, we have those proven strategies for you to charge premium pricing that your team can be confident about communicating.

Excellent! That’s the dream: having clients tell you you’re worth more and they would never consider any alternatives or desperate consolidators’ pitches. Our clients routinely get the same results and responses from their clients. Let’s compare notes. There may still be some ways we can be of service to you.

3. Describe your strategic planning process.

strategic planning...

4. Describe your team culture history and where you think it is headed?

That’s a tough situation when co-workers spread a negative energy. It can feel a bit helpless, especially when these same team members are excellent at what they do and “letting them go” isn’t always the easiest or best option. To be fair, sometimes their negative energy isn’t always “who they are” but a response to their environment.

Never has the outside environment created more challenging times to stay positive individually, let alone manage a great culture, including recruiters, knocking on people’s doors and the stress and strain of what’s going on outside the workplace. It’s deteriorating the joy, the resiliency and the confidence of your people.

You combine that with the need to increase their performance and things really start to unravel. The way most people interpret “increase the performance” is more work, longer hours. So, they are harder on themselves and burnout is just around the corner. Your team is in for a refreshing load off their shoulders when they find out that high performance is actually a whole lot less work when they discover how to stop pushing a rope up a hill. A great culture goes far beyond a happy place to work to one that makes a significant impact on the community and the customers they reach and teach. They also pay for themselves because everyone knows exactly how they tie to profit for the company. Business Week did some research that showed that 9 out of 10 employees believe they perform in the top 10% which proves that in their minds, performance = “work hard.”

There is a better way and we’re excited to share that with you. A resilient, joyful, purposeful culture that rocks makes everything better. It lays the foundation for every other system to be implemented without resistance.

That’s a fantastic place to be: having the kind of culture that is individually dynamic and everyone is pulling their own weight without the typical gossip and backbiting that can happen. The question then becomes, “how does my team respond to invitations to “better perform?” Also, how do they respond to external environmental challenges and how does that affect the internal culture?

Never has the outside environment created more challenging times to stay positive individually, let alone manage a great culture, including recruiters, knocking on people’s doors and the stress and strain of what’s going on outside the workplace. It’s deteriorating the joy, the resiliency and the confidence of your people.

You combine that with the need to increase their performance and things really start to unravel. The way most people interpret “increase the performance” is more work, longer hours. So, they are harder on themselves and burnout is just around the corner. Your team is in for a refreshing load off their shoulders when they find out that high performance is actually a whole lot less work when they discover how to stop pushing a rope up a hill. A great culture goes far beyond a happy place to work to one that makes a significant impact on the community and the customers they reach and teach. They also pay for themselves because everyone knows exactly how they tie to profit for the company. Business Week did some research that showed that 9 out of 10 employees believe they perform in the top 10% which proves that in their minds, performance = “work hard.”

There is a better way and we’re excited to share that with you. A resilient, joyful, purposeful culture that rocks makes everything better. It lays the foundation for every other system to be implemented without resistance.

That’s a great start, having good people that bring their “higher selves” to work each day. That shows you they are always willing and are committed to the success of the bank. However, sometimes even with that commitment, it’s difficult over time when they don’t see results or when their environment starts chipping away at their resolve.

Never has the outside environment created more challenging times to stay positive individually, let alone manage a great culture, including recruiters, knocking on people’s doors and the stress and strain of what’s going on outside the workplace. It’s deteriorating the joy, the resiliency and the confidence of your people.

You combine that with the need to increase their performance and things really start to unravel. The way most people interpret “increase the performance” is more work, longer hours. So, they are harder on themselves and burnout is just around the corner. Your team is in for a refreshing load off their shoulders when they find out that high performance is actually a whole lot less work when they discover how to stop pushing a rope up a hill. A great culture goes far beyond a happy place to work to one that makes a significant impact on the community and the customers they reach and teach. They also pay for themselves because everyone knows exactly how they tie to profit for the company. Business Week did some research that showed that 9 out of 10 employees believe they perform in the top 10% which proves that in their minds, performance = “work hard.”

There is a better way and we’re excited to share that with you. A resilient, joyful, purposeful culture that rocks makes everything better. It lays the foundation for every other system to be implemented without resistance.

Wow, congratulations! Sounds like your bank is comprised of culture experts that are in tune with what it takes to take the overall bank performance to a whole new level. Since your culture seems to be ideal, there may be other systems your bank may stand in need of improving.

5. Describe your cross-sales process, average and results:

Cross sales

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