Welcome to · 2009-11-17 · Welcome to The training program that goes beyond “business as usual.” Dear participant, Thank you for your commitment to enhancing your education

Welcome to

The training program that goes beyond “business as usual.”

Dear participant,

Thank you for your commitment to enhancing your education. This is the most impor-tant step! This program has proven to lead to higher performance and success. Like otherswho have participated in the program, you will find it revitalizes skills you already knowand serves as a source for NEW ideas!

The ideas packed into this program are unique to banks and financial institutions. Theyare easy to implement and quickly form into habits you will never want to break.

Breakthrough Banking® is a 12-session system, and each session is packed with all newinformation and techniques to increase your profits, see more inquiries converting intosales, improve co-worker and client relations, and become a peak performer within yourcompany.

After each session, you will be asked to make a commitment regarding how you plan toimplement the ideas covered. This is the most important piece for seeing the results youwant. And trust me, the strategies I give you will only make your life easier.

Your key to seeing results is to follow-through with your commitments and rememberthat you have the profound ability to make a difference in the lives of your customers andyour organization. Your training should be enjoyable, so remember to have fun while you’redoing it!

Committed to your success,

Roxanne Emmerich

P.S. You will see exciting changes in your relationships with your co-workers and customersafter you have completed the session!

S E S S I O N O N ELegendary Customer Service: Getting and Keeping Customers for Life

S E S S I O N T W ORecovering from an Oops: How to Keep a Customer After You’ve Made a Mistake

S E S S I O N T H R E EWe Have to Stop Meeting Like This: How to Run or Attend a Results-Oriented Meeting

S E S S I O N F O U RThe Ultimate Banking Sales System: Your Step-by-Step Action Plan

S E S S I O N F I V EPeak Performers: Secrets of the Top Achievers

S E S S I O N S I XEstablishing Rapport: Selling Yourself with Confidence

[ T A B L E O F C O N T E N T S ]

S E S S I O N S E V E NConverting Inquiries into Sales: Finding the Customer’s Hot Buttons

S E S S I O N E I G H TWorking Together: Moving from Group Chaos to Team Synergy

S E S S I O N N I N ECreating Harmony: Dealing with Conflict on the Job

S E S S I O N T E NHoopla: Creating a Contagiously Enthusiastic Workplace

S E S S I O N E L E V E NFocus: Creating a Better Reality

S E S S I O N T W E LV EPowerful Leadership: Leading People to Greater Performance

Meet Your Coach

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LEGENDARY CUSTOMER SERVICE:Getting and Keeping Customers for Life

EXERCISE 1: Consider Three “Moments of Truth”

EXERCISE 2 : List Your Own “Moments of Truth”

Feedback Form

Session ONE

© MCMXCVIII - MMVII, Roxanne Emmerich, All Rights Reserved.Permission to reprint for training purposes only. Unlimited printing per subscription. One subscription required per location.

1-800-236-5885. [email protected].

BREAKTHROUGHCustomer Service

E X E R C I S E O N EConsider three “Moments of Truth”

Read each of the following scenarios. Jot down your thoughts, feelings, and assump-tions about these companies.

Keep this question in mind: What impression might you form about the productsor services provided by their business?

You’re waiting in the reception area of a hospital. You look down and notice shag carpetingfrom the 1970s:

You go to a bank to open an account. No one greets you when you enter. Everywhere youlook, you can see the tops of people’s heads. Desks are piled high with paper:

In the meat market of the grocery store, while waiting for your steak, you notice that thefloor looks as though it hasn’t been cleaned in weeks:

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E X E R C I S E T W OList your “Moments of Truth”

A “Moment of Truth” occurs any time a customer comes in contact with a businessand has the chance to form an impression about that company.

List 10 “Moments of Truth” at your organization.

Set Quantifiable Standards

Now, for each “Moment of Truth” listed above, list quantifiable standards that wouldexceed customer expectation in that area.

EXAMPLE :NOT QUANTIFIABLE: “Be friendly” (vague and subjective)QUANTIFIABLE: “Make eye contact within 15 feet of your station”

HERE ARE SOME QUANTIFIABLE STANDARDS FOR THE TELEPHONE: • Answer by the 2nd or 3rd ring.• Always identify yourself by name.• Ask: “How can I help you?” not “Can I help you?”• Ask permission before putting someone on hold—and let the person respond.

Breakthrough Banking™

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“Moment of Truth”:

Quantifiable Standards



SessionO N E

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SessionO N E

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ACTIONPLANList ten specific things you will do, beginning today, to manage the “Moments ofTruth” that occur in your business.

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F E E D B A C K F O R M

NAME: DATE:

Please answer the following questions as thoroughly as possible. Your answers are important.Thank you.

1. Which ideas and concepts in the video hit home with you? Which of these concepts didyou agree with most?

2. List three goals you have set as a result of today’s workshop.

3. The goal this month for company improvement is

What suggestions for improvements in this area do you have?

NOTE: Trainer or manager should sign completion form for Legendary CustomerService (Trainer has completion forms for each participant).


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2

RECOVERING FROM AN OOPS:How to Keep a Customer

After You’ve Made a Mistake

EXERCISE 1: Pinpoint the Situation

EXERCISE 2: Practice

Feedback Form

Session TWO



RECOVERINGFrom An Oops

E X E R C I S E O N EPinpoint the situation

When was the last time that you, as a customer, got angry?

What had you expected and what happened instead?

If you had to pinpoint what made you upset in one or two words, what would it be?

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E X E R C I S E T W OPractice

Pair with another person to practice the steps discussed in the video:

• Listen

• Apologize

• Accept responsibility

• Acknowledge the customer’s feelings

• Ask the customer for the solution

• Never announce what you can’t do

• Decide on an action plan

• Do more than you promised

• Thank your customer for bringing the problem to your attention

• See the complaint through from beginning to end

Take turns as the angry customer and the employee in the following two scenarios. Go through the steps listed above and successfully resolve the situations.

• Partner 1 has been a customer at Bank ABC for several years, wherePartner 2 is a teller. Partner 1 was treated rudely by another bank employee when she called to complain about a statement error. The error has not been corrected, and she has come in person to complain.

• Partner 1 is an employee at a bakery. Partner 2 has arrived to pick up a birthday cake, only to find that the order was never processed and no cake has been made. The party starts in an hour.

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NAME: DATE:






NOTE: Trainer or manager should sign completion form for Recovering from an Oops(Trainer has completion forms for each participant).


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3

WE HAVE TO STOP MEETING LIKE THIS:How to Run or Attend a Results-Oriented Meeting

EXERCISE 1: What Is Your Meeting Experience?

EXERCISE 2: List Your Desired Outcome

EXERCISE 3: Create An Actionable Agenda

EXERCISE 4: Fill Out the Five-Column Agenda

Feedback Form

Session THREE



WE HAVE TO STOPMeeting Like This

E X E R C I S E O N EWhat is your meeting experience?

Answer the questions below about your experience with meetings.

What types of meetings do you conduct? Attend?

What aspects of the meetings you conduct and attend really work?

Which aspects of these meetings need work? What happens that is ineffective?

What causes the ineffectiveness?

What one thing would you most like to gain from this session?

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E X E R C I S E T W OList your desired outcome

Reflect on a meeting you recently attended or conducted. What was the task of themeeting? What was the desired outcome of the meeting?

TASK: The purpose for meeting

DESIRED OUTCOME: The product of the meeting–what happens as a result

TASK:

DESIRED OUTCOME:

SessionT H R E E

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E X E R C I S E T H R E ECreate an actionable agenda

Practice writing actionable agenda items. Use upcoming, real-life situations.

NOT ACTIONABLE: “Discuss hiring a new executive director.”

ACTIONABLE: “Decide whether or not to hire a new executive director.”

AGENDA ITEM #1:

AGENDA ITEM #2:

AGENDA ITEM #3:

AGENDA ITEM #4:

AGENDA ITEM #5:


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E X E R C I S E F O U RFill out the five-column agenda

Practice using the five-column agenda. In the “Topic” column, enter the five action-able agenda items you wrote in Exercise 3. Develop a start time and decide on a desiredoutcome for each of these. Then fill out the remaining two columns as if the meetinghad progressed successfully.

The Five-Column Agenda

Start Time Topic Desired Outcome Planned Action Responsible Persons& Completion Date

Ex.: Decide whether Hiring Decision We will hire trainer. Shelly will write ad and 9:15 a.m. to hire computer Classified ad written pass around for approval.

trainer. by Sept. 8. Internal Arthur will work with posting by Sept. 9. Shelly to write internal

posting.

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[ More on meetings—a refresher on assigned roles ]

LEADER: Manages the meeting and keeps the group on track. Reminds the group of itsobjectives as the meeting progresses.

RECORDER: Takes the minutes, recording topics discussed and comments made. Fills outfive-column agenda template and distributes copies to participants.

CHART PERSON: Writes on a flip chart or wipe-off board that everyone can see. Keepstrack of points made, time allotted for each subject, and time spent so far. Creates an at-a-glance record of the meeting’s progress.

TIMEKEEPER: Signals start times and end times for each agenda item.

Helpful Hints• Address high priority topics early in meeting.• Decide on the decision process.• Alternate high and low energy topics throughout agenda.• Provide appropriate 5-10 minute breaks.• Allot time for introduction and conclusion to summarize meeting.

Ground Rule Examples• Only one person may talk at a time.• Be completely honest.• Have fun.• Listen completely and intently to each person speaking.• No redundancy.• Everyone talks once before anyone talks twice.• Stay on track.• No side conversations.• Hold questions until each person has finished speaking.• Be creative.


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ACTIONABLEAGENDATEMPLATEReason for meeting:

Time/Date of meeting:

Meeting ends at:

Who will attend:

Ground rules for meeting:

Actionable AgendaAgenda Item* Discussion Time Decided Action/ Accountable Person(s)

(listed as a Start/End Completion Datedesired outcome)

*Use this form as a template for your meetings. When planning a meeting, make sure all agendaitems are actionable. For example, instead of saying “discuss marketing plan,” say, “Develop a mar-keting plan with time frames and accountabilities.” At the end of a meeting, just reproduce thiscompleted form and distribute it to attendees so everyone has immediate information on the actionplan and who is responsible for which items.

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NAME: DATE:






NOTE: Trainer or manager should sign completion form for We Have to Stop MeetingLike This (Trainer has completion forms for each participant).


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4

THE ULTIMATE BANKING SALES SYSTEM:Your Step-by-Step Action Plan

EXERCISE 1: Identify the Six Elements of Good Questions

EXERCISE 2: Craft Questions

EXERCISE 3: Sell Your Company

EXERCISE 4: List Features and Benefits

Feedback Form

Session FOUR



THE ULTIMATEBanking Sales System

E X E R C I S E O N EIdentify the six elements of good questions

What are the six elements of crafting good questions to aid in uncovering customer needs?

E X E R C I S E T W OCraft good questions

Craft three good questions for addressing a rate shopper (example follows):

“Are you looking for the best rate or the best value?—because oftentimes the best rate willnot maximize your return or fit your needs.”

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E X E R C I S E T H R E ESell your company

To prepare to develop your company “commercial,” complete the following statements:

What does your company do?

Our vision is:

We are better than our competitors at:

What is your bank known For?

The one thing that the customers comment on the most is:

We are successful because:

We have a reputation for:

Are we a match to do business?

You would be a good match for our financial institution because:

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(when appropriate for reasons of confidentiality) We do business with other businesses or peo-ple just like you, including:

Write your 30-second commercial

(It is critical for everyone to have a company commercial told in a quality manner. Whenyou agree on the answers, copy this for all team members.)

Everyone should have consistent delivery in the selling of your financial institution.

“How much do you know about us?” (Wait for the customer to answer.) “Let me quickly tellyou some of the things that you may find important. Is that okay?”

Your commercial should include the three following:

What does your company do?

What is your company known for?

Why is your financial institution a good match for their needs?


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E X E R C I S E F O U RList features and benefits

List several of your products. For each product, list the features and correspondingbenefits to your customer.

PRODUCT:

Feature: Feature:

Benefit: Benefit:

PRODUCT:

Feature: Feature:

Benefit: Benefit:

PRODUCT:

Feature: Feature:

Benefit: Benefit:

PRODUCT:

Feature: Feature:

Benefit: Benefit:

PRODUCT:

Feature: Feature:

Benefit: Benefit:

SessionF O U R

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TOPTEN

[ Benefits customers buy ]


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• Making Money

• Saving Money

• Saving Time

• Recognition

• Peace of Mind

• Convenience

• Flexibility

• Satisfaction/Pleasure

• Status

• Health


NAME: DATE:






NOTE: Trainer or manager should sign completion form for The Ultimate BankingSales System (Trainer has completion forms for each participant).

SessionF O U R

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5

PEAK PERFORMERS:Secrets of the Top Achievers

EXERCISE 1: List Your Beliefs

EXERCISE 2: Assess Your Attributes, Habits and Mindsets

EXERCISE 3: Commitments

Feedback Form

Session FIVE



P E A K PerformersE X E R C I S E O N E

List your beliefs

In the space provided below, list some of your heartfelt beliefs in life. Then provide rea-soning for each.

BELIEF:

WHY DO YOU BELIEVE THIS?

BELIEF:


BELIEF:


BELIEF:


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E X E R C I S E T W OIdentify top achievers

Identify five top achievers.

List what you believe to be some of the common attributes, behaviors, and belief systems ofthese achievers.


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E X E R C I S E T H R E EMake your commitments

List 5 areas of personal growth in which you feel you need the most work.

Rank your top three personal growth areas above by putting the numbers 1, 2, and 3 infront of them. These are your top three priorities for improvement.

For the first priority area, list 2-3 things you will commit to do immediately to improveyour approach in that area of development.

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E X E R C I S E F O U RAssess your attributes, habits, and mindsets

Rate yourself on the following questions. Give yourself a (3) for statements you feeldescribe your situation, (2) for those that are somewhat true, (1) for any that are notvery true, and (0) if the statement does not describe you at all.

___ 1. Are you an innovator? Do you always look at every project as one that could bedone better?

___ 2. Are you a visionary? Do you have the ability to see the organization’s goals and val-ues in total?

___ 3. Are you a risk taker? Are you willing to try new ideas of your own with no guaran-tee of success?

___ 4. Are you confident? Do you have the ability to say, “I don’t know,” or “I made amistake,” or “I like their idea better than my own?”

___ 5. Are you a leader? Do you have the ability to excite others and motivate actiontoward the accomplishment of your ideas?

___ 6. Do you have courage? Do you have what it takes to think for yourself and standup for your ideas?

___ 7. Do you anticipate the needs of the organization? Do you see unfulfilled needs andsuggest ideas for meeting those needs?

___ 8. Do you take criticism well? Do you seek out criticism as an avenue for personalgrowth?

___ 9. Are you intuitive? Do you have those strong feelings based on hunches? Are youwilling to follow them?

___ 10. Are you an avid reader? Do you devour books, magazines, and tapes, both in yourfield and on personal development topics?

___ 11. Do you have high integrity? Do you ask yourself before making a decision whatwould be the ethical thing to do?

___ 12. Do you live up to your promises? Do you meet the commitments you make tocustomers, co-workers, and your boss?

___ 13. Do you deal with conflict productively? Do you attack the problem withoutattacking the person?

___ 14. Do you defend the reputation of your boss and your company? Do you alwaysspeak positively of your organization in public?


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___ 15. Do you give credit where credit is due? Do you make sure to recognize people fortheir accomplishments?

___ 16. Are you goal-oriented? Do you have an organized and effective approach toaccomplish the important goals as opposed to just the urgent ones?

___ 17. Do you suggest what else you can do to help? Do you offer to take more responsi-bility without being asked?

___ 18. Are you a problem solver? Do you come to your boss with solutions to problemsas opposed to whining about them and expecting your boss to be responsible?

___ 19. Do you have good relationships with your associates? Do you treat your coworkerswith respect?

___ 20. Do you keep your nose clean of office gossip? Does your boss perceive you asbeing confidential?

___ 21. Are you an optimist? Do you usually explain bad events in your life as temporaryand good events as normal and expected?

___ 22. Are you accountable? Do you step to the plate and hold yourself accountable forgetting things done, accepting responsibility when things don’t go well?

___ 23. Are you open to feedback? Do you ask for feedback and take it constructivelywithout killing the messenger?

___ 24. Are you comfortable with not being right and open to admitting it and movingon?

___ 25. Are you committed to your commitments, offering no excuses? Do you say, “Howcan we?” more often than “Here’s why we can’t”?

___ 26. Do you focus on being of service to others as opposed to focusing on yourself andyour needs?

___ 27. Do you turn the whiners around you into winners? Instead of commiserating, doyou ask them how you can help them solve the problem?

___ 28. Do you go way beyond your job description in looking for ways to be of service tothe customer and your employer?

___ 29. Are you open to change, and do you accept it as natural and exciting—or do youplant your feet in the past?

___ 30. Do you believe in yourself to do what you say you will do? Does your languageinclude committed words instead of weak language like “I’ll try”?

___ TOTAL SCORE

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ASSESSMENTSCORE EVALUATION

79-90 You have winning attitudes and belief systems. Congratulate your-self—but don’t rest. Personal growth can never end for peak performers.

50-69 You're on track! You have many attributes and mindsets that will lead youto excellent performance. Set a plan to work on the areas in which you needthe most work. Ask your friends, family, boss, and coworkers for coaching onwhat they perceive to be your opportunities for improvement.

39-49 What an opportunity!!! Look carefully at the questions on which youscored low. Use them as the basis for a personal growth action plan.

Below 39 It’s time to evaluate your approach. You may have perfect job skills,but that won’t cut it. Research shows these peak performance skills are moreimportant than job skills to an employee’s advancement. Begin now to assessthe areas in which you need to improve and set weekly goals for smallimprovements. Don’t be disheartened. We’re all here to grow. Ask a friend tobe your growth partner, someone who will hold you to your goals andencourage your growth. Change is easy once you make up your mind toaccept it. Decide to change and it will happen! All peak performers had tolearn these skills. You can too.


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NAME: DATE:






NOTE: Trainer or manager should sign completion form for Peak Performers (Trainerhas completion forms for each participant).

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6

ESTABLISHING RAPPORT:Selling Yourself With Confidence

EXERCISE 1: Behavioral Style Inventory

EXERCISE 2: Sell Yourself

Feedback Form

Session SIX



ESTABLISHING RAPPORTSelling Yourself with Confidence

E X E R C I S E O N EBehavioral style inventory

Identify in the chart below the behaviors that are most or least typical of your behav-ior. Working from left to right in each horizontal row, enter a 4 next to the behaviorthat is most like you, a 3 by the next most characteristic behavior, a 2 by the next mostcharacteristic behavior, and, finally, a 1 next to the behavior that is least like you.

Column 1 Column 2 Column 3 Column 4

___Inquisitive ___Forceful ___Easygoing ___Charming

___Analytical ___Daring ___Stabilizing ___Spirited

___Restrained ___Decisive ___Patient ___Optimistic

___Careful ___Directing ___Steady ___Persuasive

___Precise ___Competitive ___Accommodating ___Talkative

Now add up the total for each vertical column:

___Total ___Total ___Total ___Total

Determine Your Primary Style

If your highest total is in column 1, your style is “Thinker.”If your highest total is in column 2, your style is “Controller.”If your highest total is in column 3, your style is “Amicable.”If your highest total is in column 4, your style is “Exciter.”

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BEHAVIORAL STYLES: MOST FREQUENT BEHAVIORS

Goals Overuses Short On Handle Them By

Thinker - Accuracy - Analysis - Understanding Big - Provide Them “Task People” - Safety - Rules Picture with a Lot of Data

Controller - Power - Coolness - Sensitivity - Being Brief—“Goal People” - Independence - Impatience Save the Details

Amicable - Acceptance - Tolerance - Assertiveness - Building a “PeoplePeople” - Everybody’s Friend - Hesitancy Trusting Relationship

Exciter - Approval - Excitement - Detail - Supporting Their“Idea People” - Status - Praise Dreams


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E X E R C I S E T W OSell yourself

How should you behave differently to help “thinker” types feel more comfortable around you?

How should you behave differently to help “controller” types feel more comfortable aroundyou?

How should you behave differently to help “amicable” types feel more comfortable aroundyou?

How should you behave differently to help “exciter” types feel more comfortable aroundyou?

SessionS I X

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NAME: DATE:






NOTE: Trainer or manager should sign completion form for Establishing Rapport(Trainer has completion forms for each participant).


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7

CONVERTING INQUIRIES INTO SALES:Finding the Customers’ Hot Buttons

EXERCISE 1: Identify Your Unique Competitive Advantage

EXERCISE 2: Ask Questions

Feedback Form

Session SEVEN



CONVERTING INQUIRIESInto Sales

E X E R C I S E O N EIdentify your unique competitive advantage

Grains and metals are sold on the commodities exchange. There is virtually no differ-ence between one bushel of corn and another, because they are commodities.

Unless it is clear to you what makes your bank special, you will look like a com-modity to your customers, and they will look only for the best prices because they seeno reason to pay more.

To best understand how to differentiate yourself in this highly competitive work-place, you need to know who your competitors are and what makes you better.

In the spaces below, list each competitor. Then list what makes you better than thatcompetitor. (Do not say you have “better customer service.” Be specific. Are you faster?Friendlier? Easier to do business with? In what ways is your customer service better?)

EXAMPLE:COMPETITOR: ABC Bank

OUR ADVANTAGE OVER THEM: Their weakness is that their lenders turn over every sixmonths on average.

A QUESTIONS THAT POSITIONS OUR ADVANTAGE: How much would it cost you inlost time and stress if you had to reorient a new lender to your business every six months?

COMPETITOR:

OUR ADVANTAGE OVER THEM:

POSITIONING QUESTION:

COMPETITOR:


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COMPETITOR:



COMPETITOR:



COMPETITOR:



COMPETITOR:



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E X E R C I S E T W OAsk questions

Questions should have these attributes:

• They should be short.

• Every word must count.

• They should always contain some form of the word YOU.

• They should get the customer talking—they can’t be answered yes or no.

EXAMPLES:

• What did you like about your last bank?

• What are your priorities in choosing a bank? Besides price, what’s important?

• Is it more important to you to save monthly charges and keep a high balance, or to have

the flexibility of keeping a low balance?

YOUR QUESTIONS:

Compare your questions to the sample questions that the trainer will hand out. How can youimprove your questions to best sell your bank’s unique competitive advantage? Before makingchanges, make sure you run them past the list of necessary attributes of successful questions.

Immediately begin practicing and using the questions you’ve created. Then after oneweek, write down your recommended changes to the questions and turn them in to theappointed person, who will compile the questions into a form that you can use for EVERYinquiry. Remember: If you ask the questions in the same way as you script them, it will belike an Oscar-quality movie. If you “wing it,” it will be like a third-grade play. Asking theright questions in the right order is the cornerstone of good sales.


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SAMPLE MORTGAGE LOANINQUIRIESWhat are your rates?Rate often means very little in acquiring a mortgage. Many times the best rate is not the best value, because a lot of other costsand considerations affect your total cost. Which is more important to you: getting the best rate or getting the best value?

Let me ask you a few questions to clarify the best value for you.Are you currently a customer of ours? If no: How did you hear about us?Are you refinancing or purchasing?The average American lives in a house for 7 years. How long do you plan to live in this house?On a 1-10 scale, 10 being very important, how important are the following in your loan decision?___ Ease of application process___ Local servicing of your loan so if you have a problem, you have someone to talk to___ No prepayment penalty___ Low closing costs___ Stability of payment based on a fixed rate___ Quick approval

What did you like about your last mortgage loan? What didn’t you like?What did you like about banks you’ve worked with? What didn’t you like?How will you know if we’ve done a good job?

If phone inquiry: “It usually works best to sit down and show you the best options, because they are a little complicated toexplain over the phone. When would be the best time for us to get together?”

If at your desk: “I want to make sure we’re doing all we can to assist in meeting all of your financial goals and making yourlife easy. Do you mind if I ask a few more questions regarding your other financial areas to make sure we recommend a pro-gram that fits best into your entire financial picture?

Let’s look at your current financial situation.

CURRENT VEHICLES Balance Pricing & Fees Financial InstitutionCheckingSavingsMoney marketCDsStocksMutual fundsRetirement plans

What you owe:

LOAN Balance Pricing & Fees Financial InstitutionCarHome mortgageHome equityCredit CardsOther

What else do I need to know about your financial situation or financial history?(Ask other lending decision questions, and then…) Based on your needs and goals, I would recommend…

Do you have any other questions, or are you ready to take the next step?Customer name _________________________________________________________ Address ____________________________________________________Phone (work) _______________________ (home) ___________________ Best time to call ______________ACTION TAKEN: Opened Account_____ referred to: New accounts___ Commercial ___ Trust ___ Insurance ___ Other____Accounts recommended ____________________________ (which ones?) ______________________________Comments/next steps ________________________________________________________________________Account potential A B C Entered into database ____ Thank you note sent ____ Follow-up call scheduled for _____

SAMPLE COMMERCIAL LOANINQUIRIESWe’re not a perfect fit for everyone. Do you mind if I ask you a few questions to help us both determine if we’re a goodlong-term fit?

Are you looking for the best rate or the best overall total value and relationship?

What do you want to finance?

What is important for me to understand about your business? Your uniqueness, your customers, or other things I need to know.

Who are your customers?

What are the priorities for your business?

What are the challenges your business faces?

What amount of financing are you looking for?

What have you liked about banks you’ve worked with in the past?

What changes do you wish banks you have worked with in the past would make to better serve you?

What is imperative to you in a banking relationship?

How could we take such good care of you that you would send your friends to us?

How important are the following to you (on a 1-10 scale, with 10 being very important): ___ Speed___ Flexibility___ Having a lender understand your business and needs___ Having people know your name when you come into the bank___ Saving time___ Convenience

(USP questions)

How important is it to you that you have a lender that doesn’t turn over every five months like the industry average? (orwhatever question positions your unique competitive advantage and separates you from the competition)

What else do I need to know about you to help you?

If we were to be able to put together a package that was for __________ and priced between __________ and __________,what would you see yourself doing?

How do decisions like this get made in your organization?

(Work on developing an entire account relationship by asking:)What other bank services are you currently using? What do you like about those? What don’t you like?

(Next, clarify that the prospect wants to move ahead to complete a loan application by saying:)Do you have any other questions, or would you like to get started?

Customer name _________________________________________________________ Address ____________________________________________________Phone (work) _______________________ (home) ___________________ Best time to call ______________ACTION TAKEN: Opened Account_____ referred to: New accounts___ Commercial ___ Trust ___ Insurance ___ Other____Accounts recommended ____________________________ (which ones?) ______________________________Comments/next steps ________________________________________________________________________Account potential A B C Entered into database ____ Thank you note sent ____ Follow-up call scheduled for _____

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SAMPLE TRUSTINQUIRIESI’ll need to ask a few more questions to be sure we are a good fit. Could I ask more questions and have you ask some questionsso we can determine if it makes sense for us to move ahead?

How did you hear about us?

What brings you to us today?

We know that our business is not a piecemeal business and that giving advice with only a small amount of information canbe damaging. Let me ask you some questions to make sure we have a better understanding of what your needs are.

What are your financial goals?

How important are the following? (on a 1-10 scale, 10 being very important):___ Accumulation of wealth___ Wealth transfer___ Consistency in receiving monthly checks from your investment___ Safety of your money___ Outpacing inflation___ Ease of recordkeeping___ Speed in setting up the account___ Tax reduction___ Making sure you have adequate retirement funds

If we were meeting five years from today, what would need to have to have happened, personally and professionally, for youto feel good about your progress?

What else do you want me to understand about your goals with this account?

If we worked together for a year, how would we know if we were doing a good job for you?

(USP Questions)

What else do I need to know about you to help you?How do decisions like this get made by you or your organization?If I recommended packages that included __________ and was priced __________, what do you see yourself doing?

Do you have any further questions or would you like to get started?


7



SAMPLE CHECKINGINQUIRIES(If they asked about free checking, ask, “Sometimes free checking has special costs that can total more. Do you mind if I askyou a few questions to make sure we provide you the best possible value?”)

Are you currently a customer of ours? If not, how did you hear about us?

Is this account for personal or business use?

To better understand how you like to bank, I’d like to ask you a few questions.• What did you like about your previous checking account?• What didn’t you like?• How will we know if we’re doing a good job for you?

How important are the following to you (on a 1-10 scale, 10 being very important):___ Receiving interest on your balance___ Keeping a low balance___ Automatic withdrawals for loan payments, utility payments, insurance, etc.___ Receiving your cancelled checks back ___ Internet Banking___ Overdraft protection so you don’t get caught in a bind___ Setting up a sweep that will automatically send a fixed amount of money to a higher-interest-bearing account to ensure

you meet your savings goals

We want to help you make the best decision by looking at the big picture, which in turn will help you meet your financial goals.

Some people sacrifice too much interest by keeping too large a portion of their money in accounts they can access daily, whilesome people tie up too much too long. Can I ask you a few questions so we can be confident we’re making a good short-termAND long-term decision?


What you owe:


What did you like about your past banking relationships? What didn’t you like?

What else do I need to know about your financial situation or financial history?

Based on your needs and goals, I would recommend…

Do you have any other questions, or would you like to get started?


8



SAMPLE CONSUMER LOANINQUIRIESWhat are your rates for a _________ loan?It depends on a few things. Are you looking for the best rate or the best value? Let me ask you a few questions to help you findthe best possible value and the best loan to meet your needs.

Are you currently a customer of ours?

If no:• How did you hear about us?• What is the purpose of the loan?• What is important to you in choosing a bank to work with?• What did you like about the previous banks you’ve worked with?• What didn’t you like?• How will we know if we’ve done a good job?

If yes:• What is important to you in getting this loan? (approval time, rate, low payment, no early payment)

Then:• Which is more important to you, a lower payment or saving money by paying off the loan sooner?• How soon do you need the money?• How important is convenience to you? (Direct deposit, auto debit)

Sometimes people make their financial decisions piecemeal, thinking they’re getting the best deal, but the overall picture endsup not meeting their financial goals. Is it okay if I ask you a few questions so we can evaluate the entire picture?

Let’s look at your current financial situation.


What you owe:


What else would be helpful for me to understand about your financial situation or history?(Ask other lending decision questions and then…) Based on your needs and goals, I would recommend…


9



SAMPLE CD RATEINQUIRIESFor non-renewing CDs (commitment objective is to get customer in for an appointment to do a financial assessment and bringall the customer’s business in for his or her convenience. If customer asks a second time for rates, provide the rates immediately.)

What are your rates?Our rates are very competitive. Do you mind if I ask you a few questions to make sure we not only provide the best rate, butthe best overall value?

Are you currently a customer of ours? If not, how did you hear about us?How much are you planning to invest?What is your goal for this money? (college, retirement, house, car, savings)How does this investment tie into the rest of your investment needs?How important are the following to you? (1-10) 10 being very important___ Being able to add money___ Being able to get at this money for emergencies___ Having staggered maturities for emergencies___ Having the flexibility to have rate increased if rates go up___ Being able to maximize your overall return by getting help with staggering your maturities. This allows us to manage

your portfolio like bank managers bond portfolios for higher return.

What did you like about your previous banks?If you were to make one or two suggestions to previous banks about how to improve, what would they be?

Let’s look at the big picture of your financial situation.

CDs should be at the base of each person’s portfolio to create and lower risk. The base should be solid before stretching to other areas.

Help me understand which areas of investment in your base you want to grow:

❏ Emergency fund __________________________❏ Long-term savings for:

car_____________________college__________________home __________________other___________________

❏ Retirement ______________________________

(You may suggest setting up sweeps in their checking to send moneyinto different specific accounts set up for each)


What else would be helpful for me to understand about your financial situation or history?Based on what you’ve told me is important, I would recommend ______.

Do you have any further questions, or would you like to get started?Customer name _________________________________________________________ Address ____________________________________________________Phone (work) _______________________ (home) ___________________ Best time to call ______________ACTION TAKEN: Opened Account_____ referred to: New accounts___ Commercial ___ Trust ___ Insurance ___ Other____Accounts recommended ____________________________ (which ones?) ______________________________Comments/next steps ________________________________________________________________________Account potential A B C Entered into database ____ Thank you note sent ____ Follow-up call scheduled for _____

10



Others should be for homedown payments, savingsfor cars or other large purchases, retirement or long-term savings

OptionsFutures

Collectibles

Real EstateEquity Mutual Funds

Large/Small Cap StocksHigh Income Bands/Debt

Government Bonds/DebtMoney Market/Bank Accounts

CDs, Notes, Bills, Bankers Accept.Cash and Cash Equivalents

CDs, money market, and other

tools where thevalue does not

fluctuate

Emergencyfund—3-6

monthsincome


NAME: DATE:






NOTE: Trainer or manager should sign completion form for Converting Inquiries IntoSales (Trainer has completion forms for each participant).

SessionS E V E N

11



8

WORKING TOGETHER:Moving from Group Chaos to Team Synergy

EXERCISE 1: Assess Your Team’s Strengths & Weaknesses

EXERCISE 2: Identify Your Preferences

Feedback Form

Session EIGHT



WORKINGTogether

E X E R C I S E O N EAssess your team’s strengths and weaknesses

TEAM SURVEY To help us grow better as a team, it is important that we know both our strengths andweaknesses. Please fill out this questionnaire as candidly as possible. Circle the responsebased on the scale below.

SCALE 1 – Be serious. It never happens2 – Occasionally3 – Sometimes we do, sometimes we don't 4 – Usually happens5 – Of course, doesn’t everyone?

GOALS AND OBJECTIVESPlans and goals are clear, understood, and shared by all. 1 2 3 4 5

Our team is committed to goals and objectives. 1 2 3 4 5

Priorities are established, realistic, and communicated. 1 2 3 4 5

Our team regularly sets goals and steps to achieve them. 1 2 3 4 5

Subtotal _____

ROLESOur team is highly interdependent; our tasks are linked. 1 2 3 4 5

Team members are clear about what is expected of them; 1 2 3 4 5they know their responsibilities and authority.

Our team organizes tasks effectively with few gaps or overlaps. 1 2 3 4 5

Team members coordinate and cooperate. 1 2 3 4 5

Our team has appropriate direction. 1 2 3 4 5

Leaders are allowed to develop and leadership is shared. 1 2 3 4 5

We do a good job of self-monitoring our performance within the team. 1 2 3 4 5

Subtotal _____

2

OPERATING METHODSTeam leader communicates essential information. 1 2 3 4 5

We operate with little “red tape.” 1 2 3 4 5

Decisions are made through joint participation, 1 2 3 4 5with all persons affected asked for their opinions.

Decisions are made at the appropriate levels of the system– 1 2 3 4 5where the most accurate information is available.

Our team makes creative decisions. 1 2 3 4 5

Individual performance is evaluated periodically 1 2 3 4 5using criteria that supports our mission.

Team members are regularly and adequately rewarded. 1 2 3 4 5

Our team is able to shift attention quickly when 1 2 3 4 5unusual demands require it.

Our team accepts conflict as part of progress. 1 2 3 4 5

We work through conflict constructively. 1 2 3 4 5

We have regular team meetings that are 1 2 3 4 5stimulating and productive.

Team members follow through to implement plans. 1 2 3 4 5

Subtotal _____

INTERPERSONAL RELATIONSHIPSOur team is open and honest when communicating 1 2 3 4 5between members.

Members share their perceptions of each other’s performance. 1 2 3 4 5

Interpersonal style is discussed and differences are appreciated. 1 2 3 4 5

We have genuine concern for each other in order to 1 2 3 4 5enrich each other and improve our work.

We have trust and confidence in our other team members. 1 2 3 4 5

Our team members are friendly and close to each other. 1 2 3 4 5

Non-team members from our staff trust our team. 1 2 3 4 5

Our team members are approachable and friendly. 1 2 3 4 5


3



We express feelings freely within the team. 1 2 3 4 5

Members are cohesive, and there is little friction 1 2 3 4 5due to differences.

We have a cooperative spirit among team members. 1 2 3 4 5

Subtotal _____

INDIVIDUALISMIndividual strengths are recognized and accepted. 1 2 3 4 5

Team members understand each others’ 1 2 3 4 5contributions, skills and values.

Subtotal _____

GROUP EFFECTIVENESSThe team utilizes individual members’ abilities, knowledge, 1 2 3 4 5and experiences.

Spirit and excitement run high on our team. 1 2 3 4 5

There is personal enjoyment among team members. 1 2 3 4 5Morale is high.

Our team is productive and efficient. 1 2 3 4 5

Our team is effective in accomplishing goals 1 2 3 4 5and would rate well compared to other similar teams.

Subtotal _____

TOTAL _____

Our team’s strengths include:

We need improvement on:

SessionE I G H T

4



E X E R C I S E T W OIdentify your preferences

Choose the most appropriate statement in each pair, then put an X on the scale belowthe box to indicate where you fall on the preference scale.

[ X ]

Where we get our energy

E I

How we take in information

S N


5



EXTRAVERT❏ Energized by being around people and

things❏ Focused on changing the world❏ Relaxed, confident, and accessible atti-

tude❏ Afterthinker: reflects after saying or doing❏ Work environment: prefers variety,

action, and working with others

INTROVERT❏ Energized by being alone❏ Focused on understanding the world❏ Reserved, questioning, and subtle

attitude❏ Forethinker: reflects before saying and

doing❏ Work environment: quiet, alone, with

depth of interests

SENSING❏ Remembers details❏ Practical❏ Focused on present enjoyment❏ Lives life as it is❏ Makes few factual errors❏ Patient with details ❏ Uses information and skills learned in

the past

INTUITION❏ Easily sees patterns❏ Innovative❏ Focused on future achievement❏ Rearranges life❏ Sees “big picture”❏ Patient with complexity❏ Always looking for new information

and skills

How we make decisions

T F

How we order our world

J P

SessionE I G H T

6



THINKING❏ Focuses on logic when making decisions❏ Truthful❏ Objective❏ Will offer intellectual criticism to get

things fixed❏ Treats others fairly❏ Brief and businesslike—sometimes

impersonal ❏ Contributes to society through finding

solutions to problems

FEELING❏ Focuses on human needs when making

decisions❏ Tactful❏ Subjective❏ Will hold back from giving intellectual

criticism in pursuit of harmony❏ Treats others as they need❏ Naturally friendly and personal❏ Contributes to society through loyal

support, care, and concern for others

JUDGMENT❏ Decisive❏ Plans the day❏ Self-regimented❏ Exacting❏ Likes to bring projects to completion❏ Decides quickly

PERCEPTION❏ Indecisive❏ Prefers to be spontaneous❏ Flexible❏ Tolerant❏ Better at starting projects than bringing

them to completion❏ Postpones decisions

Understanding the preferences of others in the group will help you create a more completeteam. Intuitives will want to ask Sensors for help monitoring details. Sensors benefit by ask-ing Intuitives for their help to solve problems by seeing the big picture. Judgers make surepeople get things done on time, while the Perceivers make sure they slow down the Judgerswhen the team is on schedule but going down the wrong path.

Your first inclination may be to judge people who have the opposite preferences as “wrong.”That would be like saying people who prefer to use their left hand are wrong. Neither pref-erence is right or wrong, but simply a preference, and we need every type represented onour teams. By understanding that people have different approaches, each having strengthsand weaknesses, it becomes easier to accept their different approaches and see their value.Without this understanding, people often criticize others for these differences.

For further information on the preferences, consult books on the Myers-Briggs Type Indicator.Type Talk by Otto Kroger and Please Understand Me by David Keirsey are two of the beston the subject.

Elements of a successful team

• Clarify vision and goals for team• Identify role for each team member• Agree on ground rules for operating as a team• Follow-up on team progress• Have fun and celebrate team successes


7




NAME: DATE:






NOTE: Trainer or manager should sign completion form for Working Together (Trainerhas completion forms for each participant).

SessionE I G H T

8



9

CREATING HARMONY:Dealing With Conflict on the Job

EXERCISE 1: Conflict Style Survey

EXERCISE 2: Five-Step Conflict Resolution System

Feedback Form

Session NINE



CREATING HARMONYDealing with Conflict on the Job

E X E R C I S E O N E

Answer these questions as they pertain to workplace conflicts. Choose only one answerfor each.

When someone smokes in a nonsmoking area or does something else that irritates me, I tend to deal with the offending person by:

a. Asserting that the person look me in the eye.b. Making direct eye contact with the person.c. Making periodic eye contact.d. Avoiding direct eye contact with the person.

When I get feedback on how I orient myself during conflict, that feedback would most likely be:

a. I try to get my way.b. I try to talk through differences and cooperate.c. I am easygoing and often give in.d. I avoid conflict as much as possible.

When I see a serious conflict between two people I am not closely connected with, I tend to:

a. Tell them I’m disappointed this is happening.b. Attempt to persuade them to work through their differences.c. Watch to see what happens.d. Leave the area.

When I am involved in an uncomfortable conflict, I tend to:

a. Use humor with the other person.b. Occasionally joke about a situation or our relationship.c. Use humor that relates only to myself.d. Do not use humor.

When having a serious conflict with another person, I tend to:

a. Overpower the other person with my speech.b. Talk more than I listen.c. Actively listen by repeating back what I hear the other person say.d. Passively listen by agreeing and apologizing.

2

When someone who is not really important to me threatens me, yells, or is abusive towardme, I tend to:

a. Respond by being hostile.b. Attempt to persuade that person to stop being hostile.c. Listen as long as possible.d. Walk away.

When someone I care about threatens me, yells, or is abusive toward me, I tend to:

a. Respond by being hostile.b. Attempt to persuade that person to stop being hostile.c. Listen as long as possible.d. Walk away.

My typical pattern when involved in a dispute is to:

a. Try to get the other person to see my side of the argument.b. Evaluate each point of view as logically as possible.c. Work toward a compromise.d. Ignore it and hope it will work itself out.

When I see people in conflict who are experiencing hostility and anger, I tend to:

a. Jump in and take a position.b. Make an attempt to mediate.c. Take the role of observer.d. Get “out of the area.”

When I feel that someone is trying to get his or her way at my expense, I tend to:

a. Attempt to change that person. b. Enroll my persuasive skills and use facts to attempt to change that person.c. Attempt to change how I relate to that person.d. Accept the situation.

After a serious dispute with someone I care about, I:

a. Want to go back and get my way.b. Want to go back and work through the problem through compromise.c. Worry about it but don’t attempt to make further contact.d. Let it go and don’t make any further contact.


3



What I value in working through conflict is:

a. Emotional strength.b. Intellect.c. Open and loving communication.d. Patience.

CONFLICT STYLE SURVEYAND INTERPRETATION

When you have completed all twelve questions, add the total scores for each letter.

a. ______ b. ______ c. ______ d. ______

If you’re most inclined to score A’s, your conflict style tends to be Aggressive. You tend tohave a strong need to control people and situations. People perceive you as being judgmen-tal and direct.

If you’re most inclined to score B’s, your conflict style tends to be Assertive. You stand upfor yourself in a proactive way without needing to be manipulative or pushy. People mayperceive you as collaborative.

If you’re most inclined to score C’s, your conflict style tends to be Analytical. You tend tobe an observer—of both yourself and others. You turn on the counseling role when neededand are often perceived as being cooperative—sometimes to the point of being accommo-dating.

If you’re most inclined to score D’s, your conflict style tends to be Avoidance. You mostoften choose to avoid addressing a conflict and find this makes matters worse.

Causes of conflict• Power struggles• Perception• Needs not being met• Value differences• Individual internal conflict

SessionN I N E

4



[ Matching Style to Circumstances ]

AGGRESSIVEWorks when: • Important issues that are not popular need to be implemented.• Decisive and quick action is needed.

Negative consequences:• Damaging to relationship.• Lack of commitment from the other person.• Creates “yes” people.

ASSERTIVEWorks when:• You need to help people see each other’s point of view to get different perspectives.• Both people have concerns that are too important to compromise.• You want to gain consensus to improve the commitment of both parties.

Negative consequences:• Wastes time.• People give input without proper insights and knowledge.

ANALYTICAL/ACCOMMODATINGWorks when:• You want maximum understanding and buy-in. • You want people to talk through things so they can learn more about the process.• Avoiding disruption and creating harmony outweigh the outcome of the decision.

Negative consequences:• A buildup of frustration that your own needs aren’t met.• Potential for a “best decision” is decreased by compromise.

AVOIDANCEWorks when:• The issue is not worth the effort of working through the conflict.• The parties need to cool down.• You can’t get what you want anyway.• Your problem is a symptom of another problem.

Negative consequences:• Sitting on issues drains energy through worry.• Issues stack up.• Decisions can be made by default.• No opportunity to creatively develop a solution.


5



E X E R C I S E T W O

Assume that the budget for adding an additional person to your department has beencut. Currently you are extremely overworked in your department. Work is left undoneand customers are complaining that deadlines are missed. You have requested a meet-ing with the person who made the decision to cut the budget. Plan your meeting usingthe five-step conflict resolution system.

Step one: Set the atmosphereWhen and where would be a good time to discuss this?

Step two: Specify perceptionsIf you were an outside observer, what would you say are the perspectives of the two parties

involved?How do they differ?Why do they differ?If you were to take the other person’s side, what would be your argument?

Step three: Understand the needsWhat are your needs?What are their needs?What are the needs of the relationship?Where are the shared needs?

Step four: Explore optionsBrainstorm different solutions without any judgment. Look for an option that hasn’t been thought of yet.Decide on the best option.

Step five: Create a step-by-step planWhat steps will be followed?Who is responsible for each step?What are the deadlines for each step?

SessionN I N E

6




NAME: DATE:






NOTE: Trainer or manager should sign completion form for Creating Harmony (Trainerhas completion forms for each participant).


7



10

HOOPLA:Enthusiasm Is Inherent to Success

EXERCISE 1: Work Environment and Behavior

EXERCISE 2: Why Choose Optimism?

EXERCISE 3: Self Reflection

Feedback Form

Session TEN



HOOPLAEnthusiasm Is Inherent to Success

E X E R C I S E O N EWhat are five ways YOU can add fun to your workplace every day?

1.

2.

3.

4.

5.

E X E R C I S E T W OOptimists up-sell 57% more than pessimists. Explain why you think this could be the case:

2

E X E R C I S E T H R E EWhen do you tend to explain your bad results?

How will you make sure you never explain again?

STEPS TO CONTAGIOUS ENTHUSIASM

APPRECIATION: Demonstrate your appreciation for the work getting done.

GREETING: Personally meet team to set the tone and tenor of the environment.

POSITIVE FOCUS: Spotlight with your team what is presently working.

CELEBRATE: Show your team how to have fun, laugh and enjoy life.

SessionT E N

3




NAME: DATE:






NOTE: Trainer or manager should sign completion form for Hoopla (Trainer has com-pletion forms for each participant).


4



11

FOCUS:Align Goals to Your Vision

EXERCISE 1: Visualization

EXERCISE 2: Creating Goals That Align with Your Vision

EXERCISE 3: Priority Planning Process

Feedback Form

Session ELEVEN

2



ALIGN GOALSTo Your Vision

[ Law of Focus ]

When we establish our objectives, our probability of achievement doubles.

[ Law of Deadlines ]

When you establish short-term goals, the probability of achievement quadruples.

[ Law of Allocation ]

When you allocate a block of time, the probability of achievement is increased by 25times.

[ Law of Attraction ]

Results are attracted by our clearest thoughts.

SessionE L E V E N

3



E X E R C I S E O N E

Jay Conrad Levinson, author of Guerrilla Marketing, says, “The first thing to know isthat guerrillas plan backwards, beginning with the attainment of their loftiest goals inthe future, then working back to the present. If you can allow yourself to visualize suc-cess, the path to it will be easier to find. Most companies see the beginning of the pathin front of them, but don't see where it leads in the distance. Their shortsightednessgets them in trouble when change or unforeseen circumstances occur. It even impairstheir ability to function when confronted with success.”

Start visualizing success by understanding your values and building your ladder of successaround those values.

List your most important values

Now go back and rank the top three.

1.

2.

3.

Now, without giving it a lot of thought, put your pen to this paper and write your dream ofsuccess. Again, don’t spend a lot of time thinking about it. Simply write and see what comes.Describe it as vividly as possible. Don’t worry about structure, spelling, or whether you’rerambling.

E X E R C I S E T W OPractice using your weekly planner. What five specific action steps would you take this week?

Weekly Planning MeetingNAME: WEEK OF:

My Positive Thing to Share:

√ Priority Project Action Steps

Sunday Monday Tuesday Wednesday Thursday Friday SaturdayHabitFocus/Clean-up

Declare this week’s Habit:

Declare this week’s Focus Days:

HABIT: Declare your growth habit (private or professional). Continue this habit for a minimum of threeweeks until it is firmly established.

FOCUS/CLEAN-UP: Focus Days are blocked days for you to work on what you do exceedingly well.Clean-up Days are scheduled for all your miscellaneous projects and calls so you have uninterrupted timeduring your Focus Days

4





NAME: DATE:






NOTE: Trainer or manager should sign completion form for Focus (Trainer has com-pletion forms for each participant).

SessionE L E V E N

5



12

POWERFUL LEADERSHIP:Leading People to Greater Performance

EXERCISE 1: Leadership Survey

EXERCISE 2: Commit Yourself

Feedback Form

Session TWELVE

2



POWERFUL LEADERSHIPLeading People to Greater Performance

E X E R C I S E O N ECircle the response based on the scale below.

SCALE: 1 - Strongly disagree, 5 - Strongly agree

I tend to use personal influence more than position 1 2 3 4 5authority as my power base.

I am more interested in employee commitment 1 2 3 4 5than employee compliance.

Ambiguity is something I deal with well. 1 2 3 4 5

I encourage decisionmaking that is more intuitive than analytical. 1 2 3 4 5

My communication style is transformational and persuasive, 1 2 3 4 5and it commits people to action.

My style is more about encouraging self-management than about 1 2 3 4 5monitoring and standard operating procedures.

My people are aware of what our vision of success looks like, 1 2 3 4 5and they would all use the same words to describe it.

My orientation is more toward people and concepts than programs 1 2 3 4 5and procedures.

Performance evaluations tend to be more supportive 1 2 3 4 5and developmental than focused on rewards and discipline.

I encourage learning and personal growth in the workplace. 1 2 3 4 5

TOTAL _______

DIVIDE BY 10 ________

High scores near 5 are indicative of strong leadership traits. Lower scoresreflect a tendency toward management instead of leadership.

[ THE DIFFERENCE BETWEEN MANAGERS AND LEADERS ]

A manager does things right, while a leader does the right things.

A manager copies, while a leader creates originals.

A manager focuses on controlling people, while a leader inspires trust.

A manager maintains, while a leader grows and develops.

A manager focuses on the short term, while the leader looks to the future and seesopportunities.

A manager focuses on systems, while a leader focuses on people.

A manager accepts things as they are, while a leader challenges the reality as seen.

A manager is an administrator, while a leader is an innovator.

Organizations need both managers and leaders to survive. However, the future will needmore leadership than management. The old command-and-control methods worked well ina world of predictability and order. Bureaucracy had its place in the industrial age. In theKnowledge Economy, a new kind of leader has had to develop. Leadership is no longerabout telling people what to do, but about inspiring them to do their best to achieve anoutcome. Blind loyalty is not nearly as appreciated as creativity and employee contributions.

Managing is about accomplishing, while leading is about guiding in a general direction andletting people find the best course based on their creativity and skills.


3



E X E R C I S E T W O

I commit to developing the following leadership traits:

4



SessionT W E LV E


5




NAME: DATE:




The goal this month for company improvement is


NOTE: Trainer or manager should sign completion form for Powerful Leadership(Trainer has completion forms for each participant).

About Your Breakthrough Banking™ CoachRoxanne Emmerich

ROXANNE EMMERICH is the most in-demand transformation agent in financial servicestoday due to her astonishing ability to create profound change.

Roxanne is the CEO of The Emmerich Group, whose client list includes the top-perform-ing financial services firms in the country—and those that are wildly committed to beingon that list. One of her previous books, Profit-Growth Banking, has been repeatedlyreferred to as the “bible of successful banking.”

As a result of her record-breaking careers in both banking and brokerage, she was regu-larly asked to share her strategies with colleagues at industry conferences. Years later, Salesand Marketing Management magazine named her as one of the twelve most requested speakersin the nation for her ability to create immediate and profound transformation.

Her unique approach blends kick-butt marketing; enlightened, no-excuses leadershipdevelopment; profit-rich sales strategies; and ironclad templates and systems. She presentsthis mixture to leaders, and then teaches them how to create “employees on fire.” The result?CEOs say, “It’s a miracle.”

Roxanne is an owner and founder of two financial services holding companies, as well asseveral businesses. She has been recognized as Entrepreneur of the Year several times, and wassingled out by the University of Wisconsin as the Distinguished Alumna of 2003.

For more informationon other training tools as well as FREE articles, FREE assessment tools

and a plethora of other tools to help you grow your bank and its profits, visitwww.EmmerichFinancial.com

The Emmerich Group, Inc.8500 Normandale Lake Blvd., Suite 180

Minneapolis, MN 55437Phone: 800-236-5885

Fax: 952-820-0360e-mail: [email protected]

www.EmmerichFinancial.com



Documents

Welcome to · 2009-11-17 · Welcome to The training program that goes beyond “business as usual.” Dear participant, Thank you for your commitment to enhancing your education