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How to Hire Bankers Who Will Sell
Your recruiting process is perfectly designed
for the results you are getting today
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“Houston, we have a problem.”
Acquiring great talent is the
responsibility of senior
leadership. If you own it,
you will take care of it.
“Failure is not an option.”
Ownership
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Why This Might Be Important
This topic is only important if you say it’s important. Often, to realize if “something” is
important, you have to take a look at data or do some self-analysis.
How much is this costing
you in money, time and
effort?
Replacing non-performers
costs you…?
Accepting mediocrity
lowers expectations of
everyone.
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PROFILE“You cannot hit what you
don’t look at.” Michael Cole. Getting the right hire starts
with the right profile.
SEARCHThe search for talent is a war. It
isn’t a war that is won just during battle but won during
the preparation for battle.
A Systematic Approach – Part I
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Hint: Look at your most successful salespeople and identify the repeatable, trainable, inherent traits, skills, and behaviors they have.
Selling Profile Rank
Success – What is Required?
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You must have prior success calling on business owners of small to medium size companies $1 to $5 million in revenue, in a highly competitive market, selling a combination of bank offerings: loans, cash management, deposits, credit card
services. Additionally, to succeed at the highest level and to maximize incentive compensation, presenting business-based custom engineered solutions are a
must. You must demonstrate the ability to work with others in the bank (commercial, mortgage, investments and wealth) to provide
a full-service banking experience to our clients.
You must have strong closing skills and be willing to prospect. You should have good phone skills, exceptional listening skills and above-average problem solving
ability. Working knowledge of financial products and services very helpful.
Your banking expertise must include:
Your management and leadership skills must include:
Must have, should have, would be beneficial if…Example:
The Search – Using Your Profile
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Know the numbers to get the right number of candidates
Steps Conversion #s
Offer accepted 1
Offers made
Finalist interviews
Second interviews
Initial face-to-face interviews
5-minute phone interviews
Resumes approved
Resumes received
Search – A Formula for Success
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•Monster.com
•Hirebettersalespeople.com
• Indeed.com
•Local job search sites
•Networking
• Internal referrals
•Newhire.com
•Bankjobs.com
Where will you get the names?
Search – Sourcing Names
The Keys To Success:
Have a goal
Inspect what you expect
Track results
Report back
Adjust
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AssessSelection is the key to successful
selling. To hire salespeople, you must assess for those required sales skills.
InterviewWhen interviewing, look for the person you would buy from or hate to compete
with. During and after the interview process, ask all involved if they would
“buy from this person.”
A Systematic Approach – Part II
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Assess the Right Things
Is there a match between the candidate’s work history and what they
need to do when they sell in your environment to the market you need them to
sell to?
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If you knew this
about a candidate
prior to interviewing
and/or making an offer,
what would you do?
What are the selling requirements?
Assess for Sales –What You Need to Know
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• Hates to lose
• Money
• Self-reward
• Self-management
• Satisfaction or recognition
• Personal goals, with a plan
• Progress tracking
• Enjoys selling
Motivation
Assess – Crucial Elements for Success
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• Prospects on the phone
• Gets referrals
• Reaches decision makers
• Consistent
• No need for approval
• Recovers from rejection
• Doesn’t have to be perfect
Assess – Hidden Skill Sets
Hunter
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• Has strong relationships
• Talks to decision makers
• Knows budget items
• Manages time effectively
• Won’t alienate people
• Won’t look for new accounts
• Will follow up often
Assess – Hidden Skill Sets
Account Manager
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• Phone solicitation
• New customer to the branch
• Unhappy customer
• Dealing with internal conflict
• Unexpected events
How good must your salesperson be when…? Duplicate the environment.
Interview – For What You Need
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Interview – The Approach
The Process
• Get a name – send the ad Or…
• Post the ad – get names
• Get names, get resumes
• You like the resume, send objective assessment
• Assessment says “yes” or “maybe”
• You start the interview process
Remember: Interviewing is an audition.
It is not the time to sell the opportunity, the company
or you!
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• Were they GREAT on the phone?
• Did they close me on the phone?
• Did they attempt to close for the next step?
• Did I trust them? Did they instill confidence?
• Did they make me feel comfortable?
• Would I buy from them?
• Would I want to compete against them?
Interview – Get the Right Outcomes
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What I must hear What questions I must ask
Sales Activity - Hunt for new prospects
Tell me how you manage yourself to consistent prospecting. How would I know that for sure? What is on your schedule for the next two weeks?
Phone skills – Handling difficultclients, meeting a client for the first time, positioning partners, calling businesses in the market
What is your phone approach to differentiate your company from a competitor? How would you introduce a partner? Role-play with me handling a difficult client.
What to find out – Will they hunt? Will they make excuses? What is their motivation for success? How much do they want to succeed? Will they grow revenue? What problems will I be hiring? Can I hire a project?
Interview – Face-to-Face
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Ask them to tell you what you just said. Ask them to describe what their day will
be like. Ask them if they are sure they want this
opportunity
On-board – Clear Understanding
OPPORTUNITY
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On-Boarding Activity Yes/No Rate Performance 1-10Comprehensive Product Training
Operational Training
Competitive Information
Company Ideology, Mission and Vision
Organizational Structure
Sales Training
Coaching Time
Accountability Process
Contact List
Joint Calls
Goals and Planning
Sales & Activity Tracking
Pre- and Post-Call Strategy
Pipeline Development
On-board - The List
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- What are all of the problems we solve?- Why are we better?- What is our brand promise?- How do we position ourselves in the marketplace?- Who are our customers?- How do we get to them?- Why will they see me?- What does the first call sound like?- What is our sales process?- What are the questions I should be asking?- What kind of resistance should I expect?- What kind of objections will I hear?- How do I handle those objections?- How do we sell against our competitors?- What are their strengths and weaknesses?- How do you want me presenting our solutions?- How are our prices compared with the competition?
Questions You Must Be Able to Answer
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Q and A
Finalmente
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Thank You
ORDER IT ONLINE!
www.anthonycoletraining.com
(877) 635-5371These printed materials were developed exclusively for the use of ACTG and shall remain the sole and exclusive proprietary materials of
ACTG. Permission to use, redistribute or otherwise publish these materials must be attained in writing from ACTG.
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Thank You
Upcoming Webinars
March 3rd – BSA Series: BSA Emerging Issues for 2016
March 8th – Analyzing Tax Returns for Mortgage Decisions
March 8th – Health Savings Accounts
March 9th – Now You’re the Supervisor
March 10th – Notary Public
March 10th – Building and Improving Your Compliance Culture
March 16th – Best‐Ever Compliance Checklists for Commercial Loans
March 17th – Controlling the Risks of Power of Attorney Documents
March 23rd – Living Trust Documents
March 24th – Compliance Perspectives: A Monthly Update
Upcoming Webinars
March 3rd – BSA Series: BSA Emerging Issues for 2016
March 8th – Analyzing Tax Returns for Mortgage Decisions
March 8th – Health Savings Accounts
March 9th – Now You’re the Supervisor
March 10th – Notary Public
March 10th – Building and Improving Your Compliance Culture
March 16th – Best‐Ever Compliance Checklists for Commercial Loans
March 17th – Controlling the Risks of Power of Attorney Documents
March 23rd – Living Trust Documents
March 24th – Compliance Perspectives: A Monthly Update
TTSKyle [email protected]
