Loyalty

Is loyalty dead?  Is it possible to have loyal clients?  Loyal employees?  I think so.  As competition for business grows building loyalty becomes more challenging. We live in a society that is incredibly fast paced.  When the fastest way to the top, or to the best price looks like moving companies then our instant gratification generation will jump ship.  The best way to build loyalty with clients and with employees is to go beyond their expectations.  

First you must know expectations.  Take the time to listen to needs.  We all want to be heard and understood.  But we are not really good listeners. We are often just waiting for the other to stop talking so we can have our turn.  We stop listening when we think we know what the other is going to say, so we finish their point in our mind instead of listening to them finish their sentence.  We often get distracted or bored.  Although it may look like we are listening we are tuned out.   Work on your listening skills and you will be more in tune with expectations and build loyalty with those to whom you are listening.  Acquire expertise on motivating and managing others!

Want some help Motivating & Managing Your Team?

Once you have listened well and figured out what a client needs you can then attend to that need efficiently.  The same goes for employees.  You cannot apply the same solutions to everyone because we are all unique individuals with unique needs.

Stop, look, listen and offer a helping hand.  Give what you want to get.  As you creatively address unique needs you will see loyalty build.  In the process you will find more satisfaction with yourself and others. 

Demonstrating concern and delivering solutions brings incredible satisfaction and a feeling of value to you and your company.   When a customer or employee feels valuable they will be loyal. 

Still learning,

Honey  
www.interaction-training.com

Training that Fits

One of my favorite things to do is customized training.  I am a problem solver and a motivator.  When a bank or credit union needs new inspiration or has a tough situation, I enjoy coming in and lending an ear.  I have been working in the banking industry for decades and have adjusted to the ever-changing challenges of technology and economic fluctuations.   I have workshops that are very effective with targeted markets like supervisors and trainers.  Check out Train the Trainer Boot Camp.

Here's a training tip that has helped many of my clients:

When an employee is waiting on an accountholder but finds they are challenged about the right steps to take in a process or a decision, they will search to find someone to help them.  Excellent choice – take care of the customer! 

Following a situation like this, make this a best practice:
Have the employee create a flowchart they share with the supervisor on the “how-to accomplish” what was needed.  This will help clarify any adjustments needed regarding the path to take in the future.  Flowcharts and discussions help all of us “get the picture” and the next time the situation arises the employee has a Quick Reference Guide to refer to so they can master what they need in order to be empowered and confident!  

Many of my clients have come to a workshop, then called me to consult on specific and unique situations.  I also have spent some quality time providing customized training with small and large groups on an ongoing basis.   My goal is to partner with you in developing the most efficient, effective and productive business methods.  (www.interaction-training.com) .

Call or e-mail us. We use practical, targeted, effective training, collaboration and coaching. We coach leadership to step up and lead the team to victory.

Honey Shelton, 281-812-0211 or e-mail honey@interaction-training.com

Still learning,

Honey  

“I Wish I Worked There”

5 Ways to Build an Enviable Workplace 

“I

t doesn’t take a boatload of perks or high-priced consultants to make your branch a great place to work,” maintains Honey Shelton, President of InterAction Training (Humble, TX). “Demonstrating a genuine interest in others, giving employees the responsibility and power to get their jobs done, and giving them respect all go a long way to elevating employee satisfaction.”

 To boost employee satisfaction, Shelton recommends these five strategies:

 1.          Respect boundaries, stay real. 

 When you schedule meetings, give thought to the impact your request has on others. Employees have their own plan for the day in full swing and are often thrown into a frenzy to accommodate a meeting request at the last minute.

Likewise, stay real about the flexibility that will be needed for employees with home and family obligations.

 2.          Filter kindness throughout the culture. 

 Employees tend to treat clients the same way they’re treated at work. So kindness has numerous payoffs. Be kind. It sounds so simple and it is; kindness is often overlooked in our busy working world.  Kindness means showing interest in others.

3.          Provide training for your front-line supervisors. 

 When employees think about who they work for, they don’t think about the CEO or the Board of Directors. They think about their supervisor. And nothing sours a job faster than a bad boss.

 A well-trained, well-suited supervisor can create an environment that makes a difference. A good front-line supervisor can motivate employees to do a great job; a bad one can cause employees to just show up to work every day and go through the motions.

 4.          Tell employees where they stand. 

 Are they meeting expectations? Exceeding expectations or falling short? Are your employees exceptional? From the corner office to the custodian, employees want to know where they stand.

 If they’re not making the cut or are falling behind in accomplishing objectives or meeting sales quotas, let them know. Respect means delivering employees the bad news. And be sure and tell them early enough so they can try to turn the situation around.

 5.          End boredom, offer challenges. 

 Nothing beats boredom faster than a company culture that fosters innovation. Companies that offer a challenging work environment tend to attract better employees. That means asking employees what they think and empowering them to get their jobs done. 

Stay on top of your game by subscribing to educational and inspirational sources.  Keep learning by attending one of my upcoming workshops.

Still learning,

Honey

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InterAction Training

20826 Sweet Violet Court

Humble, TX 77346

281-812-0211

www.interaction-training.com

Banking with “WOW”

In banking as in any business, either excel or go broke.  In the most recent edition of “Branch Manager Letter”, a newsletter published by Lana Chandler, she talked with Paul W. Craig, President of Sydeme Consulting Company (McKinney, TX) about exceptional customer service.

Consumers generally think all financial institutions are about the same. They basically choose an institution based on a “tiered criteria.” For example, the primary criteria may be convenience to home or work. This is followed by fees, price, and product(s) availability.  

“This assumes that all institutions are considered about the same in the area of client service. Usually, there isn’t a noticeable differentiation between branches of different institutions,” Craig says. “It’s a ‘WOW’ moment when a branch team demonstrates consistent ‘World Class’ client engagement and product delivery. The client experience changes immensely.”

“WOW” moments are driven by the key factors that shape the client experience… employee behavior, branch facility (including the drive-up) and technology. “A ‘WOW’ moment is what the client will remember. If there are a few ‘WOW’ moments demonstrated during the client experience, it will move the entire client engagement to that of ‘World Class,’” says Craig.

 

For even more inspiration on taking your bank to the next level attend our supervisor boot camp.  The next one is November 7-8.

Still learning,

Honey

 
InterAction Training
20826 Sweet Violet Court
Humble, TX 77346
281-812-0211

Banking on CRM

I love to help financial institutions create a sales culture and one thing I always stress is that you can’t have a sales culture without Customer Relationship Management (CRM) tracking.  Here is what CRM expert, Alan Buhler, EVP, CoreTrac, Inc., has to say about Using Banking-Specific CRM for Performance Enhancement:

The idea of a multi-channel, banking-specific, eRelationship CRM+ sales tracking automation solution (CRM) is to help a financial institution use both technology and human resources together, to gain insight into the behavior of customers, and the value of those customers.  When it is implemented as designed, a financial institution can: provide better customer service, make call centers more efficient, cross sell products more effectively, help sales staff close deals faster, simplify marketing and sales processes, discover new customers, and increase customer revenues.  With that said, it is important to note that it doesn't happen by simply buying the software and installing it.  For CRM to be truly effective the financial institution must decide what kind of customer information it is looking for and it must decide what it intends to do with that information.  For example, many financial institutions keep track of customers' life stages in order to market appropriate banking products like mortgages or IRAs to them at the right time to fit their needs.  Next, the organization must look into all of the different ways information about customers comes into the financial institution, where and how this data is stored and how it is currently used.  One bank or credit union, for instance, may interact with their customers/members in a myriad of different ways including mail campaigns, Web sites, brick-and-mortar stores, call centers, mobile sales force staff and marketing and advertising efforts.  Solid CRM systems link up each of these points.  This collected data flows between operational systems and analytical systems that can help sort through the records for patterns.  Analysts can then comb through the data to obtain a holistic view of each customer and pinpoint areas where better services are needed.

CRM in the banking industry is notably different from other sectors, partly because it is purely related to financial services, which has an absolute need to create trust among the people within the communities they serve. Establishing customer care support during “on” and “off” hours, providing timely financial information, creating awareness of online e-banking, delivering secure mobile banking, and meeting many other consumer expectations are required to keep your customer relationship solid and growing.

The use of CRM in banking has gained significant importance in today’s competitive environment.  It includes banking strategies focused on enhanced customer acquisition and retention. CRM goes beyond the transactional exchange and enables the financial institution to estimate the customers’ sentiments and buying intentions.  As a result, the customer can be offered appropriate products and services before he starts seeking them from your competitors. Customers are the backbone of all business activities. Using banking-specific CRM to successfully maintain and build upon the relationship you have with each prospect and customer will yield better results in customer acquisition, retention, and profitability.

Thank you, Alan, for contributing to my blog!  Readers wanting to excel in the sales and service area take note of what Alan shared.  In the banking world we track everything that matters, without a CRM, you can’t say you do that!  You can get an article on Cross-Selling for free here.
Still learning,

Honey


Honey Shelton
InterAction Training
20826 Sweet Violet Court
Humble, TX 77346
281-812-0211

Jump Start Bank Training

How do you get started with training at your bank? 

For starters, you must identify who “owns” training.   Which individual is responsible for leading the charge, organizing the effort, and, in some cases, implementing the training. 

Who should be the designated driver for training? No question human resources acts as home base for training.   It is the conscience of professional development no matter what size your bank is or wants to become. Oversight for salaries, promotions, personnel files, job descriptions and performance evaluations belongs to HR.  Human Resources is a key area of the bank that should be the fuel behind passion for training. 

Depending on the size and structure of your bank, it may be time for human resources to launch a formal training department. 

Next, you will need to do the preliminaries: 

1.  Get the Top Guns behind your training program

2.  Ascertain what is needed

3.  Build a plan to get where you want to go

Get Buy In From the Top 

 A community banker that has been through the process of getting a training program together is Randy Hesson, vice president/education director at Cornerstone Bank in York, Nebraska. 

“I think the most critical piece in making training effective is having the endorsement of the man or woman at the top,” Hesson said.  “Training took on a new meaning at our bank when our president said to our management team, ‘Our trainers are the messengers bringing my message that training is a must! 

It’s not  the trainers’ message, it’s my message.’ "

Determine What Training is Needed

“Another key piece to training effectiveness is determining who needs what. Here’s what is working for us in that arena. First, we have a 15-member education committee that meets monthly. Each member takes responsibility for surveying one or more departments to identify training needs and report them to the committee. Second, each employee is asked to complete a training profile form during the annual performance review. Input is expected both from the employee and the evaluating supervisor.” 

Build a Training Plan

Using the input from the employee surveys and supervisor input, build your plan.  Find programs or develop programs that train what's needed.  

It takes dedication and buy-in to keep training effective, on target and current.  Plus, it takes perseverance to guard against complaining or other tactics that my halt or stall your training strategy. Build your plan, work your plan and protect your plan from derailment and you will soon have a stronger more unified bank.

Still learning,

Honey
www.interaction-training.com

excerpts from original article by Honey Shelton in Bank News, www.banknews.com

Training for Distance

Have you run a marathon, a 10K or down the street?  Without training you can probably make it a block or so but you will give up or keel over if you try to run a lengthy race with no investment in building your strength.  The sentiment is the same in running a bank, a credit union or any organization.  Without training, employees may give up and get lazy from lack of a plan.  When it comes to training, set your sights on your destination then map

out the route that will take you there.  

Everyone invested in your bank hopes that the staff— from top to bottom — is well-trained. Are you using hope and luck as your strategies for making training a priority?  I suggest  doing a needs assessment, set goals and making a plan as a much better strategy. I am sure you would agree that you need to rely on more than hope when it comes to people knowing how to do their jobs.  Well-trained professionals are what build a reputation of excellence among customers, regulators, peers, investors and the community for your company.

Do you ever find yourself thinking we sure are lucky that we have people who know what to do and how to do it? Certainly, being grateful for the talent and skills of the staff is admirable and a best practice when expressed. Should the hope and luck strategies crash, then what?  

Training is about preventing problems and solving problems.  Training enhances confidence

and builds collective and individual intelligence.

Tomorrow I’ll blog on how to get started.

If you have any questions please comment on this blog or through facebook message.  I am a problem solver.  That is why I love training and helping others through challenging situations.

Still learning,

Honey