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 profit.
Your superstars get this and that’s why they excel. But your good, but not yet great, sales people 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!
The “hunter and farmer” model of sales is so broken in most banks we see, it’s not even funny anymore…
There’s a long list of so-called-sales-trainers that have tried to get banks to train their way out of the problem, but all of that is like a Band-Aid® on cancer…
So today, let’s strike the root of the problem in sales:
Wrong people in the wrong seats.
See, when we hire sales people we’re looking at all the wrong measurements (and sadly, some aren’t looking further than a resume).
Eighty-percent of sales results are driven by emotional intelligence.
Belief is a funny thing. I’ve worked with over 300 banks and the #1 bank killer is between the ears of the leaders and the troops…
As Henry Ford famously said:
“If you think you can, or you think you can’t…you’re right!”
The bad news is that believing in myths, just because it’s accepted truth will hurt. And the pain is accelerating, thanks to our friends at the big banks and out in Silicon Valley…
They’re happily planning our demise right now—even boasting about it in TV commercials!
There is good news,
There are only three ways to grow your bank…
#1. Get new customers. (Everyone focuses on this growth lever, but it’s the most difficult and most expensive…)
#2. Sell more to your existing customers. (More on how to do that in a moment…)
#3. Keep the customers you get from method #1 longer.
In banking, if you’re doing #1 the right way and attracting A+ quality customers, getting them to happily pay premium pricing for the added value you bring, then your…
…BIG HIDDEN OPPORTUNITY is in keeping them.
Accountability is a funny thing. Everybody wants it from their team, but accountability for what?
Accountability for attendance?
For work completed?
For “doing what you say you’ll do?”
Sure, but those aren’t game changers…
What you really want is accountability for RESULTS.
Without RESULTS, you have nothing more than a social club with the added benefit of a bi-weekly gift of money.
But how do you create accountability for results?
We’ve found that there are 5 steps…
In today’s video, you’ll discover all 5.
You’re in luck…
At conference, after conference, after conference, when I speak to audiences of bank executives the talk lately has been “culture, culture, culture.”
Much ado about culture…why?
There’s good reason. Culture is proven to be the leading predictor of YOUR future growth and profitability.
Read that again…
CULTURE is PROVEN to be the LEADING PREDICTOR of future growth and PROFITABILITY.
Take that in for a moment.
That’s a scary statement for most bankers, heck for most business leaders anywhere. Most think culture is this touchy-feely,
Truly depressing really…
Imagine if you came to work for two decades…busted your hump and looked back over your 20-year career, only to discover you’d made absolutely no progress.
What a waste…
That’s exactly what our beloved industry can do right now.
Turn around and reflect on the last two decades…and realize that as a group, no progress has been made in cross-sales success.
Not a lick!
For decades the industry average has hovered around a too-low-to-admit-publically 2.2 cross-sales per new account.
So, on average, banks are capturing just 1/8th of the relationship with each new customer.
So, I’m curious…
How much is your branch lobby traffic down in the last 5 years?
Second question: Are your personal bankers getting out of the branch, into the community where the customers are? Or, are they waiting for them to walk in the door? (It’ll be a long wait.)
The behaviors and skills that made your best personal bankers successful for the last 30-years won’t help them going forward.
They’ll need a different and new set of skills, starting with absolute mastery of cross-sales. If they don’t make the shift, they’ll fail (and you may just go down with them).
What I’m about to say to you is sales heresy…
The most successful sales people don’t actually “sell.”
That’s right. They don’t sell.
They facilitate buying.
You’re thinking, “But wait Roxanne, that’s just semantics.”
If that’s true, then ask yourself… “Are 100% of your people comfortable with (and using) the sales script your last sales trainer taught them?”
Of course they’re not…because that kind of “selling” (really just clever manipulation) is uncomfortable for most and, when taken to the extreme…unethical.
Yet, in bank after bank, after bank (hundreds now),
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: