Bank Sales Corner

Don't Lose Your High-Performers

Posted by Ned Miller on Tue, Jul 19, 2016 @ 11:30 PM

Can average performing bank Sales Leaders retain and develop high-performers?

When my client, the head of commercial banking for a regional bank, posed this question I knew he had already formulated an answer. Bill had lost some high- performing Relationship Managers recently to community banks. His real question was whether there was any way to prevent that going forward.

Let’s be clear. There are some offers that are impossible to refuse. Your high-performers (HPs) get calls from recruiters all the time. If somebody puts together an incredible package for one of your superstars, there may not be much you can do other than extend your congratulations and move on. [Note: This should not be a total fire drill. In much the same way that football coaches have to think about who is going to go in if a running back twists an ankle, Sales Leaders have to be thinking about their bench strength. They also have to have a short list of candidates whom they have been courting in the event that an opening occurs.]

My client’s question may have more to do with the fact that he has weak Sales Leaders in several key markets.   Some of them are probably in the wrong slots. They were effective as Relationship Managers—in some cases, they were legitimate “A” players—but have struggled in leading others. Some continue to manage significant commercial relationships, which usually means that they spend more time worrying about their own personal production than coaching their team members. (See Buck Bierly’s post on Why Producing Sales Managers Struggle.)

Commercial Team leaders often devote more time to running interference with credit requests than they do coaching sales. While this is obviously important, it may not help their teams develop the necessary skills and strategies to build relationships with key prospects and COIs.

Many bank Sales Leaders (and not just Producing Sales Leaders) believe that “A” players should be left alone, that they don’t want or need coaching, and that the best thing to do is spend all their time with their “B” and “C” players.

This is where the word “micromanagement” usually crops up. Sometimes the high- performers are even allowed to opt out of a bank’s sales process—“Andy doesn’t need to (fill in the blank—use the CRM system; update relationship plans on key clients and prospects; participate in regular sales meetings or 1 on 1 coaching sessions; etc.)

There are at least three problems with this approach:

  1. What got the “A” players there won’t keep them there forever. Things are changing too fast. If they’re not getting better, they will have problems staying on top.
  2. Your “B” and “C” players will start rebelling: “If Andy is given a pass on using the process, why do I have to follow it?”
  3. Without a consistent process throughout the bank, Sales Leaders can never understand what they did right or wrong. They have no way of making needed adjustments.

If your goal is to retain high-performers, you have to commit to spending time with them. That means that your strategy has to include:

  • Blocking out time to make more calls with them. Not just one call. Spend a full day calling with them at least once a quarter. You’ll learn a lot.
  • Coaching them on a regular basis. 1 on 1 biweekly coaching sessions are still critical for HPs. They think they don’t need you. They will tell you that everything is great. Don’t fall for it. All top performers crave attention. Strategize with them. Help them get the internal support they need. Open your network to them.
  • Having a development plan in place for your HPs. This is something you and your HPs need to develop together and review regularly. Find ways to make them better. (And keep your boss (and your boss’s boss) apprised of what you’re doing.)

Bottom line for bank Sales Leaders: If you want to retain and develop high-performers, don’t leave them alone.

Agree or disagree? Share your comments in the space below or email me at nmiller@mzbierlyconsulting.com.

 

Topics: bank sales, bank relationship managers, coaching, bank sales managers

Don’t Lose Sales Momentum This Summer

Posted by Ned Miller on Fri, Jul 08, 2016 @ 03:47 PM

Geek Man at the beach

 

Are you heading to the beach for your vacation? Trying to get your golf handicap below 10? Finishing your family's genealogy?

 

Whatever you plan to do this summer outside of work, here are some ways to keep your sales momentum:

 

  1. Do something nice for your best customers. I’m not talking about sending them tickets to a baseball game or a concert, although that’s not a bad thing to do. Let them know you’re thinking about their business. If you have something specific in mind—maybe something that would improve the way they manage their cash—visit them. If you don’t, visit them anyway.

 

  1. Bone up on the competition. Mystery shopping is not just for branches. Use your network of customers and prospects and COIs to find out what your top competitors are doing with their business customers. Share your insights with your colleagues.

 

  1. Take a product partner to lunch. Get to know your Cash Management rep better. See if he knows anybody on your prospect list. Pick your Wealth Management contact’s brain about what she’s seeing in the market.

 

  1. Do some industry research. Not the VerticalIQ or RMA kind—everybody does that. Visit some trade association websites to see whether you can learn some things that will make you more knowledgeable about the issues facing your customers and prospects. You might discover a trade association meeting that would be worth attending.

 

  1. Meet some friendly accountants. Review all the financial statements you have received this year and see whether you know all the CPAs who prepared them. If you don’t, ask your customers to set up a lunch so you can meet them.

 

  1. Write an article for a local business publication on a topic that would be of interest to your prospects. Milk it for all it’s worth. Before mailing it to the editor, send it to your customers and prospects for comments. After it’s published, get a PDF of the file and share it with everybody you know who might be interested.

 

  1. Review your relationship plans with your Sales Manager. What, no relationship plans? Send me an email at nmiller@mzbierlyconsulting.com and I’ll get you a template that you can use.

 

  1. Keep improving your skills. Be honest with yourself about what you need to work on. If you’re a credit wiz who struggles with selling, sign up for a webinar or buy a book on prospecting. If your product knowledge is sub-par, get some tutoring from one of your colleagues. Lousy at negotiating? Take a course.

 

  1. Show your prospect list to your satisfied customers. You might be surprised how inclined they are to help you with your business development efforts. According to a Greenwich survey a few years back, over 65% of business customers would be willing to refer their bankers to others. Most are never asked to do that. Be a banker who asks.

 

Summer is a time to recharge your batteries. But it’s also a time to refocus your energies on how to retain your best customers and acquire new ones.

 

Looking for a suggestion on how to jumpstart your prospecting efforts this summer? Check out our archive of recorded webinars on prospecting at http://mzbierlyconsulting.webex.com or call Susan Lersch at 610-296-4771.

Topics: prospecting, bank sales, professional skills

7 Sales Leadership Rituals that Matter

Posted by Ned Miller on Fri, Jun 24, 2016 @ 11:46 AM

Rituals are routines. At one level, a ritual pulls at you, as opposed to things which require discipline or conscious effort. Bank sales leaders have to design positive rituals to drive change.

Without rituals, team members often lose focus and honest attempts to change behavior fizzle.  In the time we have at work, we need to make intelligent decisions about where to spend our energy. The urgent— phone calls, email messages, interruptions of all types—is always going to force bankers into reacting. But particularly when the will is there but the discipline isn’t, new rituals provide a framework in which breakthroughs often take place. Rituals enable us to structure our lives in the face of competing demands.

The best sales rituals have certain common elements:
*They are very specific: “You must turn in your weekly call planner with all the calls you have scheduled for next week by the close of business on Friday.”
*They occur at a scheduled time: “Our weekly sales meetings are on Monday at 8:30 AM.”
*They are widely accepted by all as critical to sales success and become, in essence, non-negotiable: “We review our relationship plans on all of our Key Customers and Key Prospects with our Sales Managers twice a year.”

To change a behavior—eating too many cookies after dinner, something which I can relate to—requires that we substitute another behavior—perhaps drinking a glass of water or eating a piece of fruit when the craving for chocolate chips strikes.

What are some rituals that all Sales Managers should institute? Here are 7 to start with:
1. Holding Monday morning sales meetings
2. Reviewing your team’s pipeline and weekly call planner every Friday to prepare your key message for your weekly sales meeting
3. Establishing quarterly reviews of Key Lists with each banker to review progress on developing relationships with top customers, prospects and COIs
4. Scheduling 1 on 1 time every two weeks to coach each salesperson
5. Riding with team members at least once each quarter to observe their calls
6. Doing pre-call, post-call coaching with one team member each week
7. Holding some form of educational session at least once a quarter for the entire team

Changing habits is hard. Our capacity for self-control is limited. Over time rituals become a source of comfort to individuals, midwifing new behaviors that can become automatic and relatively painless.

Are there any sales leadership rituals that you would add to this list? If so, include them in the comments section below or email them to me at nmiller@mzbierlyconsulting.com

Topics: sales training, coaching, sales leaders, sales culture

How to Build a Business Network

Posted by Ned Miller on Wed, Apr 20, 2016 @ 11:51 PM

Are you looking for ways to expand your network? How are you going about it? This ebook was designed to help you identify and cultivate potential referral sources. There are also tips on what you can do to get the most out of networking events.  

To download this ebook, click on the link below.

How to Build a Business Network (ebook)

BusinessNetworkSlide

Looking for more insights into leveraging your network? Check out these articles:

Q&A on Customer Referrals

Getting Referrals from CPAs: 10 Thought-Provoking Questions

 


Topics: business development, networking

Developing Bank Sales Leaders

Posted by Ned Miller on Tue, Apr 12, 2016 @ 09:18 PM

Leadership Development Dark Colorful Elements

Top-performing Bank Sales Leaders are skilled at:

  1. Building a Bench: Everybody loses people.  But the best sales leaders are able to recover quicker because they are always recruiting. It translates into less time without key slots filled. (The very best also occasionally hire a top performer when they don’t have an opening.) 

  2. Spending more than 50% of their time coaching: They make lots of joint calls. But they also allocate time to 1 on 1 meetings with their team members. And the conversations aren’t just about deals. Top Bank Sales Leaders view every conversation with one of their people as a coaching opportunity.  They have figured out how to balance administrative, internal meetings and (here I editorialize) the really important stuff (See #1, 3, 4, 5, 6 and 7.)

  1. Developing team members: The best are committed to developing their people. That means improving their bankers’ skills and enhancing their chances for success. It invariably begins with creating an annual Development Plan for each RM. 

  2. Finding their successor: The best know who is going to succeed them, in large part because of all the coaching they’re doing.  Needless to say, it makes them highly promotable. And this often helps them attract high-performers to their teams.

  1. Strategizing on the best opportunities: They help their RMs think through opportunities. They also are adept at relationship planning—essentially, what to do when there is no immediate transaction with a top client or prospect.  They are master teachers, who take advantage of strategy sessions to reinforce the bank’s sales process and best practices.

  2. Eliminating obstacles: The best Sales Managers are ruthless in removing obstacles to free up people’s time. They’re also quick to identify anything—tools, training, market movements—that could give their team an edge.  

Important message for Bank Management: Developing your Sales Managers means that you have to:

  1. Commit to their ongoing development. This means investing both time and money. Your time matters—as does the time spent coaching and mentoring by other bank members of your leadership team. But so does footing the bill for professional development, which could include training, experiential learning and outside coaching.

  2. Find ways to coach your Sales Managers. There are lots of opportunities: 1 on 1s, sales meetings, quarterly business plan reviews and joint calls should all be built into your plan.

  3. Create together an Individual Development Plan for each Sales Manager. You will need to agree on two to three areas to focus on for improvement in the next 12 months. The regular 1 on 1s you have will provide ample time to review progress and make any mid-course coaching corrections needed.



 

What do you think? What can bank management do to develop the next generation of top-performing sales leaders? Please share your advice, insights, and experiences in the COMMENTS area below.

In a future blog post we'll publish comments from successful Sales Leaders on this article.

Looking for a coach to coach your Sales Leaders? Contact Ned Miller at 484-433-2378 or email him at nmiller@mzbierlyconsulting.com

 

 

Topics: Sales Manager, business development, coaching

A Checklist for Bank Sales Leaders

Posted by Ned Miller on Wed, Apr 06, 2016 @ 09:38 PM

As a Sales Manager you need to assess the behaviors of your sales team periodically. This checklist will help you determine what specific things you are currently doing to improve the results of your team and highlight areas that you may need to work on to take your coaching to the next level.

To download a copy of the Bank Sales Leader Self-Assessment, click on this link.

Sales_Checklist.jpg

 

Looking for more resources on prospecting?

Go to http://mzbierlyconsulting.webex.com for a complete list of our recorded webinars on prospecting.

Check out these articles:

How to Qualify Prospects Quickly

Keys to an Effective First Call on a Prospect

Questions about any of our onsite consulting services? Call Susan Lersch at 610-296-4771 or email her at susan.lersch@mzbierlyconsulting.com

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Topics: prospecting, coaching, bank sales managers

Are You Making Enough Sales Calls?

Posted by Ned Miller on Tue, Mar 29, 2016 @ 10:11 PM

Are you making enough face-to-face calls? If you are, great. If you're not, here's why you need to get out from behind your desk.

To view the video, click on the link below.

If you would like to download a written transcription of this video, click on the link below.

Download Transcription

 

Resources from MZ Bierly Consulting, Inc.

Webinars: If you’re looking for a cost-effective way to provide quality sales and sales leadership materials to your team, check out our recorded webinars. From refreshers on face-to-face calls to in-depth discussions on prospecting we have topical programs for experienced bankers and new hires alike. Find out how you can use our recorded webinars in sales meetings or training sessions by calling Susan Lersch at 610-296-4771 or emailing her at susan.lersch@mzbierlyconsulting.com. You can also find out more about our webinars at http://mzbierlyconsulting.webex.com

Sales Conferences: Buck Bierly and Ned Miller are frequent speakers at banking conferences and bank sales meetings. They have a reputation for delivering sales and sales management "how-to's" in a dynamic, engaging manner. For more information about how we may be able to assist you at an upcoming sales meeting or conference, call Ned Miller at 484-433-2378 or email him at nmiller@mzbierlyconsulting.com.

Onsite Training and Consulting: That’s what we’ve been doing for more than 25 years. Call 610-296-4771 to discuss your bank’s specific situation.

Topics: prospecting, bank sales

Q&A on Gatekeepers

Posted by Ned Miller on Thu, Mar 24, 2016 @ 08:03 AM

Telephone keypad detail

 

Question: Do you have any suggestions on how to deal with secretaries or assistants who are gatekeepers?

 

Answer: Although in the age of voicemail it’s becoming less frequent, you may find yourself talking to a secretary or an assistant rather than the prospect. Since it may take several calls before you finally get through to the prospect, you may end up talking to this person several times. Here are some guidelines for getting cooperation.

 

  1. Recognize the importance of the assistant to the prospect.

  2. Use the names of references to build credibility: “Jack Smith, your CPA, suggested I call.”

  3. State your objective for talking with the prospect.

  4. Avoid using the term secretary. Instead, you can ask, “Do you work with Brad Caswell?”

  5. Ask for help in making contact with the prospect. You can also see if the assistant can schedule an appointment for you—some can (often after confirming with the prospect.)

  6. Be appreciative of any help given.

  7. Ask for several alternate times for talking with the prospect before asking to be placed in the prospect’s voicemail.

  8. After the first call, address the individual by name.

  9. Be friendly in a professional way.

 

Some bankers consciously contact the Administrative Assistant of the prospect they are trying to reach first. By following the steps outlined above, they believe they have a better chance of getting in the door than if they tried to go directly to the prospect.

Agree or disagree? Add your comments below or email nmiller@mzbierlyconsulting.com

Want more tips on prospecting? Check out these articles:

25 Questions to Assess Your Prospecting Process

6 Secrets of Star Prospectors

How to Build a Business Network (eBook)

 

 

Topics: prospecting, bank sales, getting in the door

5 Keys to Picking a Niche for Prospecting

Posted by Mark Augustyn on Tue, Mar 15, 2016 @ 10:41 PM

Mature Man Working At The Computer

Guest post by Mark Augustyn, Senior Vice President, Mercantile Bank, Grand Rapids, MI

How do you decide which niches to target? This is an area I am passionate about.  Here is what I tell my team::

  1. Make sure it is an area the bank is supportive of.  No sense carving a niche up Mt. Everest.

  2. Ensure it is deep enough to invest in.  Sole proprietor fishing guides is not a niche in our market.

  3. Don't pick something that is being swarmed over already within the bank and the market – we don’t need any more “me too’s.”

  4. You have to have a real passion and interest in the niche.

  5. Look to serve first by providing value at every turn.

If your niche meets these 5 criteria and you put your heart and soul into educating, serving, networking, branding and investing in that space you will do just fine.

If you go through the steps above and a space doesn’t present itself, try to figure out what you like best about your job.  For me it was the creativity of complex opportunities.  So what opportunities offer complexity and benefit from creativity?  In my world that led me to development lending and M&A work.  Those became my niches because they drew out my best.

Want more tips on developing niches? Check out these articles:

Prospecting Tips for Bankers on Developing a Niche

25 Questions to Assess Your Prospecting Process

Q&A for Bankers on Targeting the Health Care Niche

Topics: prospecting, bank sales, business development

Q&A on Getting Testimonial Referrals

Posted by Ned Miller on Wed, Mar 09, 2016 @ 08:27 PM

Client testimonials write on notebook

 

Question: I have asked several customers if they would provide letters of endorsement or testimonials for me. Many have agreed but they want me to draft something for them that they can work from. I do not want to come across as arrogant as I attempt to draft these and was curious if you had samples from your many contacts that you could pass to me as a guide.

 

Answer: It’s great that you’re asking your customers for testimonials. Marketing Departments can flood the mass media with ads trumpeting what great service your bank provides, but a letter endorsing you from a real business customer is much more powerful. Actors who make commercials are easy to dismiss but the owner of a local company who gives his phone number and email address in writing gives you a lot more credibility.

 

If your customers need help getting their thoughts on paper, you can definitely assist them. The best recommendations are really stories that your clients relay about how you have assisted them. If you get them to remember what their situation was before you appeared on the scene, what you did for them and how much better things are now, you should be in fine shape.

 

My suggestion would be to get your clients to talk to you about what they have found valuable. Either take notes or get their permission to tape the conversation. You could ask them questions and then have the comments transcribed.

 

These testimonials don’t have to be great works of literature. If your customers think of this as talking to one of their friends about you and your professionalism, they’ll do fine.

 

Looking for more ideas on prospecting? Check out the following:

Business Acumen: The Key to Differentiating Yourself

 Building Your Brand (Podcast)

 6 Secrets of Star Prospectors

 

 

Topics: prospecting, bank sales, referrals, testimonials