Need an Attitude Adjustment? Go Pro!

Our attitude shapes our environment – it’s the difference, to use a cliché, of seeing the glass as half full or half empty.  Our outlook on life is the road map that guides the quality of our lives.  A simple way to look at attitude is this:  Attitude is the way we communicate how we’re feeling to other people. 

Positive, optimistic people exude a favorable attitude that draws like-minded people toward them. It’s just natural to want to be around people who have an uplifting influence, who don’t pepper most conversations with negative remarks. When we are pessimistic and continually expect life to be negative, we put up a barrier to other people.  And, the ones we attract are the grim reapers of the world.  Those with nothing kind to say and those that think things are bad and that things are only going to get worse.

Attitude is shaped in our mind, it’s the way we look at things, circumstances, people...it’s our perspective. We’re in control of our perspective so we are in control of our attitude. 

Life is very challenging and it is naïve to think we can be 100% positive 100% of the time. Excessive optimism can appear false and may, in fact, at times be inappropriate.  

When things are going well, it’s much easier to maintain a healthy outlook.  The challenge comes when something happens to test our positive perspective.  

The difference between a positive and negative person is the positive person knows that she or he will bounce back, that whatever the situation, they will not be bogged down in it forever.

 

Why is attitude so important to delivering customer service?

Customer service super stars know that managing their attitude helps ensure they have a stellar performance.  Super stars get on purpose and become committed to excelling at performing  (just like actors in a movie or a play).  They know their lines, they are dressed the part and are well-rehearsed.  Even when life hands them a hard knock they act the part they are expected to play.  In sports they call this "sometimes you have to play hurt". The game must go on .  

Another thing customer service professionals, like bank tellers, new account representatives, and call center agents have learned is this - act your way into a new attitude.  

• When you don't feel good, act like you do and you'll feel better.  
• If your heart aches because of a broken or troubled relationship, kick up your acting a notch and you'll feel better.
• The next time your are suffering with disappointment or disillusionment, change your focus to what you have to be grateful for and you'll better.   

What is the lesson in this?  Go pro.  Never forget that attitude is important to the quality of every aspect of your life.  The pros know that you have to focus on both your attitude and your performance.  If either one is in need of an adjustment, take full responsibility to change what you are thinking or what you are doing to get the results you are after.  When need be, adjust both!

Still learning,

Honey

Hot Tips for Training Others at Your Bank

Take Control of the Training Room Right Away

If you are committed to being effective at training others at your bank or credit union, here are few hot tips for you.  Whether you are training one person or fifty, lay the ground rules in your training environment first thing.  Solicit input from attendees about what they think are best practices that make for an excellent training environment.  Post the results on a flip chart or whiteboard for everyone to see throughout the training event.

Here is a starter list...keep the to about ten or so.

1.   Cell phones off or on vibrate.
2.   Check messages at breaks.
3.   No texting during class.
4.   Participate willingly.
5.   Be on time for class and when breaks are done.
6.   Answer questions.
7.   Have fun. 

Learn more about excelling at trainer bankers

Click on TRAIN THE TRAINER BOOT CAMP 

Stay Tuned to What You See

Be observant and respond to what you see by taking action that keeps the trainee's interested. Watch for signs they aren't "getting it" or, they need a break.

Behaviors	What It May Mean
Smiling Nodding affirmatively Leaning forward Making eye contact	Enthusiasm, Interest, Understanding
Yawning Vacant stare Shuffling feet Leaning back in chair Looking at clock	Boredom, We need a Break, Get Me Out of Here!
Frowning Scratching head Pursing lips Vacant stare Avoiding eye contact	Confusion, I'm lost, I need help

  

Still learning,

Honey

The Bank Teller & The Bank Secrecy Act

Since inception, the Bank Secrecy Act’s impact on the teller position has been, in large part, about complying with the regulation’s requirement to report and/or maintain information on certain cash transactions.  Your financial institution will provide you with required Bank Secrecy Act training.  Use this checklist to verify your expertise.

Bank Secrecy Act Checklist for Tellers
Question	Yes/No
The teller can explain how BSA impacts work on the teller line
The teller is aware of who at the company can provide guidance on BSA
Training has been provided for the teller on the following:
·        The distinction between placing a hold and sending an item for collection
·        The company’s Customer Identification Program (CIP)
·        Rules that impact cash transactions specifically:
$3,000 Monetary Instruments rule
Greater than $10,000 Currency Transactions rule
Suspicious Structuring of Cash
How to complete work expected of the teller that relates to the rules
How to discuss following the rules, when applicable, with the customer
How to handle uncooperative customers when obtaining required information for BSA reporting
Identifying and reporting suspicious activity for any combination of transactions that are not “the norm”

This is just an example of the types of training tools you will find in our Essential Teller Issues manual.  Click right here, right now,  to order one for each of your tellers.  Train them, coach them and raise the bar on the teller line!

Still learning,

Honey

Tellers Look the Part!

Manage Your Image

Your image is created by what people see, sense, hear and read about you.  Choose wisely in creating the image you want to have.
 

• What you wear sends a powerful message to others. 
• Dress the way you want to be perceived. 
• Your body language, especially your posture and attention to grooming details, will convey confidence.
• How you communicate verbally and in writing will reinforce or erode your professional maturity. 

Know the dress code at your company, be a true role model.  

More and more, the dress code is business-casual.  In establishing a business-casual dress code, employees are allowed to work comfortably. However, a professional image cannot be sacrificed for comfort.  So, it's necessary that business casual clothes still uphold a high level of professionalism.

Order each of your tellers the

 Essential Teller Issues manual.

Go to the store, click here.

It is full of excellent training including all the how to regarding

balancing, 

professional maturity,

scrutinizing transactions and more.

 Tips for Business-Casual Dressing


1.     Observe those responsible for enforcing the dress code to help clarify the policy.

2.     Wear clothes that are well ironed, neat and well-fitted.  Do not wear wrinkled and untidy clothes to work.  Clothes should not be too tight or too loose.

3.     Do not compromise on the quality of the business-casual dress attire. Poor quality clothing shows wear quickly and will appear washed out or worn.

4.     Hair and facial hair should be well groomed.  Include your nails in the grooming process.

5.     When wearing skirts, women should make sure that they are not revealing when seated.

6.     Men should wear dark colored socks to a length that does not show their skin when seated.

7.     Watch out for what’s considered the latest fad in dressing such as flip flops, low-cut tops and jeans with short zippers that are skin tight or drag the floor.  These fads may be “in” but are not acceptable at work.

Still learning,

Honey

Training Bank Tellers - Detecting Kiting

Check kiting is a form of fraud involving moving theoretical funds between two or more checking accounts.  A check written to the criminal from one bank is deposited, and more importantly credited, to an account at a second bank. Because that second bank now shows a positive balance, the criminal can withdraw enough money to deposit back into the first bank before the check bounces for lack of funds.

This form of check kiting may seem to be too complicated for such a small payoff, but flipping the funds back and forth between accounts can buy the criminal enough time to generate real money to cover any other outstanding checks.

Some people have been known to use this method, called payday kiting, when several checks on an overdrawn account may come due before a paycheck or other regular funds can be deposited. The payday kiting scheme depends on the bank's delay between receipt of deposits and checks and their eventual processing, also known as "float time."

When kiting takes place, the financial institution stands at risk.  If a kite goes undetected, the account holder may have numerous financial institutions involved.  When the kite stops "working," usually the last institution involved experiences a loss.

Here are steps to take to determine kiting and minimize risk:

Tighten the review process on all funds deposited by an account holder that include any item drawn on other banks that the depositor is the maker of the item, even if it involves a cashier’s checks or money orders where the remitter is the account holder.

Tellers are to alert management anytime

• The size or frequency of these types of items exceed a certain conservative amount
• When a quick review of the depositor’s account indicate withdrawals and deposits that are for the same amount.

 Place special instructions on the account to alert other tellers.

Contact the other institution(s) involved to confirm the funds are available, if not, refuse the check or send the check for collection.

Alert the compliance officer of suspicious activity.

Financial institutions lose millions of dollars annually as a result of kiting schemes.  The strongest method for deterring or stopping kiting is observant, alert tellers, and the aid of the computer to detail a list of all items presented for payment that are drawn against uncollected funds.

The institution would be well-advised to purchase "watch dog" software that overviews all potential kiting or to have a kite-watch procedure where all "not on us" items of an established amount (i. e., $5,000 or more) are placed in a review bin so a designated deposit review person gives these items a second look.  Centralizing the effort allows a few "specialists" to become very familiar with depositors moving money from one institution to another, amounts, frequency, etc.  Also, this approach allows tellers to work efficiently and reduces the need to slow transactions down delaying the account holder at the window, as well as others in line.

Stay tuned - more to come on training tellers. 

Still learning,

Honey

High Performing Branches - Installing a Sales Culture - Part 3

As expected, there are a number of elements necessary for a financial institution to have a fully integrated sales culture.  A financial institution with an entrenched sales culture knows that to create that culture at a high rate of speed you are looking at two years, at least.  Not only is the target constantly moving; the bar for achieving a fully integrated sales culture is always rising.

Many banks attempt to simply overlay new concepts over existing organizational structure.  The flaw in this is that it leaves existing thinking in place. In order to change a culture, you have to change thinking through role modeling, training and conveying expectations.  The decision to move towards a sales culture is the easy part.  Getting a strong majority on board and tirelessly executing the plan to deliver the results that a sales culture can provide is no doubt the hard part.  And, if getting there is hard, staying on top of a thriving sales culture is harder.

Get the Picture!

Executive management must have a true picture of where the institution is today and where it needs to be headed.  Establishing a clear picture of what a successful sales culture will look like is the foundation of success.  Everyone must get the picture.  Especially leadership in the branches, and, most definitely,  those leaders that the branch managers look to for direction.

Declare Victory Over Your Desired Outcome; Then Work Backward.

Community banks have the advantage of doing many things extremely well.  Know their customers in ways that bigger banks can only dream of; they genuinely serve the communities they serve and can traditionally respond quicker to the needs of the customer.  

Yet when it comes to building relationships with customers methodically, cross-selling a broad product range, and developing a true sales culture throughout their organization, community banks frequently lag in comparison to larger banks.

Vision, Values, Mission

It is critically important to have a clear vision of where the company wants to go and when it plans to get there. The CEO will need to sell and tell that vision, then require all responsible parties to contribute to developing a plan of attack to achieve the vision.  Another key to a sales culture is developing values that describe how everyone on the team will need to conduct themselves along the way. 

Lastly, a plan is written with measurable goals that are realistic, obtainable and are supported by clear strategies that ensure action is taken and monitored.   

That common bond that is formed from having a clear understanding throughout the company of what the vision and values are establishes the mission.   That mission is what creates a synergy and excitement that is evident in terms of camaraderie and results.

 

Still learning,

Honey

High Performing Branches Embrace Selling - Part 2

Don’t Miss the Growth Curve

Nearly one-half of the companies listed in the Fortune 100 in the 1970s are no longer in business. While there may be many contributing reasons, the bottom line is that each failed to maintain a growth curve necessary for long-term success. With ever increasing competition, marketers are learning that success, in the long run, requires both offensive marketing (attracting new customers) and defensive marketing (retaining existing customers).

A culture that supports both offensive and defensive marketing has been called a sales culture

Many community-minded financial institutions miss out on the key to growth and expansion simply because they lack a sales culture within their institution. The fact is, financial institutions are growing and expanding, or they are shrinking and dying—there is no in-between. Their survival is based on the ability to effectively and efficiently manage opportunities, keep and expand services to their existing customers/members, and continually add value to the overall franchise.

Why Do We Struggle So With Selling?

For the most part, banking professionals don’t like to sell!  Most bankers are clear they were not hired to sell they were hired to fulfill a position, a responsibility that meant managing the business of banking from their desk.

After all, selling has not enjoyed the greatest reputation in the marketplace.  Nonetheless, it doesn’t matter what you call it—business development, relationship management, client service, or customer relations—it all adds up to the same thing: Selling. But, sell… that’s a four-letter word! 

A Change in Our Thinking!

It’s true, the word sell is a four-letter word, but so is the word help. With that in mind, ask yourself, “How do I recommend the right product, at the right time, to existing and potential clients?” Well, if you want to help more, and, to help more effectively, here's the deal:  You need to accept and adapt the mindset that selling is helping. In the end, you will not only gain more business, but you will also open more long-term relationships with all of your customers. It’s been said over and over that we are all selling something whether that is ourselves, our ideas, our products, and/or our services.

Stay tuned this week...more is coming on building a high performing branch., till then...

Still learning,

Honey

Building Success at the Branch - Part 1

Building a highly successful branch requires serious thought, research, questions, answers and decisions to shape and layout your strategy.  No doubt the struggle for success is execution.  Ideas are everywhere, strategies are abundant, but the lack of execution is what stalls building a high performing branch.  You have homework, you must do the dig.  So here we go.

Every branch must have an owner.  The owner has a clear understanding of what is expected and has created a plan on how to deliver.  All efforts, results, and any issue that impacts the branch is the responsibility for the branch leader.  When ownership is a committee it will move like one – slow, clumsy, no one is sure who really needs to make it happen. 

What do both executive management and the strategic plan expect from the branch?  A realistic, stretch-oriented, measurable approach has to come into play for every branch.  What will you use to be able to say at the end of the year, “We did it!”?

How are the branches structured?   A glaring weakness often is leadership for the branch manager. Sometimes, the manager reports to two supervisors such an operations/branch administration person and the other a branch president.  This can create fear, confusion and conflicting direction.  Who is accountable for how successful the branch manager executes?  Coaching is required for branch managers so they can embrace expectations, receive guidance, encouragement and accountability.  They will learn how to coach best by being coached.

check out our website for tools, 

free newsletter, articles, training calendar 

we can help you build a high performing branch

www.interaction-training.com

What do your job descriptions look like at the branch level and how current are they?  What are the expectations of each member of the branch team?  Job descriptions and performance plans are how managers and direct reports know who is responsible for what.  Keep expectations clear, current and the focus of coaching.

This is the first in a series of how to build a high performing branch, more on this in a few days…

Still learning,

Honey

Training on the Frontline

Interest is high on delivering training that sticks for those deployed on the frontline – tellers and new account reps working in the branching network of financial institutions.  That interest really soars when a frontline employee makes a mistake or is out of balance or handled a transaction that resulted in an unrecoverable outage.   And should a con artist get by the new account screening process at a bank and start scamming the company the alarm for training will be triggered.

Train the Trainer Boot Camp

(designed exclusively for trainers in financial institutions)

we explore best practices on

planning, designing and implementing training that works

April 15-17, 2013

Houston, TX

Here are a few tips on how to you teach tellers and new account representatives to excel on the job.     It starts with a planned approach that dovetails with your culture, policies, procedures and technological how-to.

Culture – Frontline training must include expectations and standards on how you are to treat the customer and co-workers.  The company’s values, mission, vision and corporate goals have to be a part of this curriculum.  Familiarization training on who’s who, the history of the company, the history of the branch where your trainee will work are just a few of the key subjects that must be covered.
Policies – Distinguish between policy and procedure.  Help the frontline understand the purpose and reasoning for the company’s policies that directly impact them.  How does the frontline access answers to policy questions?  On your Intranet?  In a 500-page manual that only the compliance officer can navigate through?  The frontline has to be trained on effective dialog with customers when following policy that a customer can find objection with or be offended by.
Procedures – All procedures need to be in writing and tested by a user before implementing them.  Well thought-out, consistent procedures are the glue to making training stick with the frontline.  Integrate flow charts, checklists and screen shots along with quick reference guides and a glossary into procedure training for the frontline.
Technological How To – With hands on the keyboard, eyes on the monitor, and plenty of practice, people will learn to use all the systems, applications and software programs they need to become competent with on the frontline.

If you are looking for training solutions or want to elevate the effectiveness of training at your financial institution click here Train the Trainer Boot Camp or email me, honey@interaction-training.com.


Still learning,

Honey