Bank Sales Corner

Finding and Mentoring Sales Leaders

Posted by Ned Miller on Thu, Dec 08, 2016 @ 02:57 PM

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In this week's blog Steve Ward, President of Centennial Bank and Trust in Denver, Colorado, talks about what's involved in identifying bank sales leaders, the challenges facing producing sales managers, and what Senior Management can do to help new sales leaders succeed.  

Ned Miller: I would be interested in is your perspective on identifying good sales leaders for different banking roles. 

Steve Ward: The first step is finding a person who wants to lead.  I know that’s easier said than done.  But it’s got to be somebody who wants to help people achieve their results, and knowing that it’s about the other person, and not themselves.  When it comes to a sales leader, it’s got to be someone who has had past successes in sales.  I would dive deeper into that to find out if how they approach sales is similar to your bank’s approach.  You can have success in sales by lowering price on a regular basis, but that ultimately doesn’t achieve the profitability that you want so you’ve got to make sure the person shares your philosophy and can accomplish what you and your organization want to have happen. 

Ned: There are some people who are really good sales people, who have a hard time making a transition to a sales management role.  What have you seen in your banking career?

Steve: Many people who are successful in sales automatically think they should be promoted to management and be the sales leader.  Using a sports analogy, it’s the same as saying “Well, he was a great wide receiver, he’ll be a great coach.”  And they’re poor coaches for various reasons: they’re not good communicators; they’re worried about their individual record, as opposed to helping develop their team.  When you’re contemplating making a successful banker the sales leader, recognize that there’s work involved and a lot of mentoring and coaching required.  You have to ask:  Why do you want this position? 

Are you willing to let other people have the success?  It’s easy for you as the successful sales person to just do it yourself.  That is usually the wrong thing to do—you have to help your team members do it and let them get the glory and all the accolades.  That will help build their confidence and position them for success in the future. You also have to see how they interact with their teammates currently.  A lot of successful sales people are independent and that’s okay.  But, will they be able to make the switch to developing and supporting the team, taking a second seat if you will and putting the current sales person in the first seat? 

Ned: What have you seen with people on the commercial side, who are promoted into a sales management position and are still asked to manage their own accounts--what we call producing sales managers?

Steve: That’s a difficult position to be in because your priorities are going to be in conflict.  Are you going to take care of your clients? They're saying to themselves, "I’ve got to get this done, I’ve got these sales goals.  Oh!  I’ve got Julie over here who needs help with this deal, I’ve got to mentor her, I’ve got to do this, this, and this."  Most people gravitate to their clients and their own book of business.  People development takes a back seat. 

Now, producing sales managers can be very beneficial in one regard.  You can use it as a developmental practice for your sales team.  If a junior RM helps me with my book, in addition to his own book, and takes care of my clients, I can develop and mentor him and over time they can become the junior RM’s relationships.  But a producing sales leader’s book of business cannot be that big.  They can’t have a $100 million loan portfolio and be an effective sales leader. 

Ned: A number of my clients are trying to diversify their revenue streams by moving away from commercial real estate toward more C&I business.  Is there a difference in leading a real estate team versus a C&I team? 

Steve: I don’t know if there’s a big difference.  There is certainly a difference in focus, and a difference in sales cycle.  In both segments you’re going to identify those companies in the market place that you want to do business with.  Then, you’re going to develop your calling strategies and you’re going to work those prospects until they become customers.

Ned: I was talking to a pretty talented banker who I’ve known for awhile who’s being asked to grow his C&I portfolio, who said, “I know what I’m doing, but the CEO of the bank wants it now.”  It’s almost as if the CEO thinks he could turn a spigot on. 

Steve: It’s just a longer sales process, because if you’re in the C&I world, you’re focusing on the holistic approach of loans, deposits, treasury management, etc. Commercial real estate is more credit-centric than C&I.

Ned: Once you’ve got somebody in place, what kinds of things do you think a bank CEO ought to be doing to try to develop the skills of a first-line sales leader?

Steve: It’s the same things that you should be doing to help develop commercial bankers.  It’s having the standard one-on-one meetings with them about what the expectations are and where you can help them. It’s about knocking down any barriers to their success.  It would be periodically attending their sales meetings, not to run them, but to just observe and then set time aside to provide coaching, as to what can be improved. It’s important to go on joint calls with the sales leader and the RM, watch the whole interaction and then afterwards debrief with the sales leader, coaching him on how he interacted with the banker. 

Ned:   The other thing that we encourage is to have people occasionally sit in on coaching sessions that sales leaders are having with their bankers.

Steve: I would agree. When we do our relationship reviews, I sit in on those with the team leaders and the bankers.  It’s a great way to watch them interact with the bankers as they develop strategies.  I am usually an active participant in it, but a lot of times it is just reinforcing exactly what the team leader is saying.

Here are some of the popular blog posts on sales leadership in 2016 that you might have missed: 

Identifying and Developing Bank Sales Leaders

Sales Leaders: Are You Doing All You Can to Boost Prospecting Results?

7 Sales Leadership Rituals That Matter

If you’re looking for a speaker for a sales conference in 2017, call Susan Lersch at 610-296-4773 or email her at Susan.lersch@mzbierlyconsulting.com. Buck Bierly and Ned Miller can also work with you to provide day or half-day workshops for your teams on a variety of topics.

 

Topics: bank sales, sales leaders, bank sales managers

10 Tips on Finishing Strong

Posted by Ned Miller on Thu, Nov 17, 2016 @ 01:04 AM

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With 6 weeks to go in the year, here are 10 things bankers can do to lay the groundwork for a fast start in 2017:
1. Don’t stop scheduling appointments. If you have clients and prospects who are too busy to meet before year end, get them on the calendar in January. It will be harder to fill your calendar if you wait until after New Year’s.

2. Be nice to your customers, particularly the 10% who probably represent 80% of your profit. Tell them how much you value their business. Schedule time to meet with them (see #1).

3. Show your (short) prospect lists to the VIPs in your network to get introductions and testimonial referrals, starting with some of the satisfied clients referenced in #2.

4. If you haven’t done it recently, review your customers’ accounts receivable and accounts payable lists. They could be great additions to your prospect list (and remember to ask for nice introductions from your customers too!)

5. Ask customers about their capital expenditure plans for the coming year. You might actually find a loan opportunity you didn’t know about.

6. Update relationship plans for your Key and High Potential clients—those could be your best opportunities in 2017. (Cross-selling starts with a plan, not a prayer.)

7. Know what your objectives are at each holiday networking event you attend—and it better include some combination of checking the pulse of current customers, planting seeds with COIs, and meeting new people (prospects, potential COIs, etc.)

8. Think about revising your personal marketing plan. Does your LinkedIn profile need a facelift?  Do you need to get more testimonials from happy customers? How about joining a trade association or two to penetrate a niche that you’re targeting?

9. Figure out how to better leverage Senior Managers and product partners in the coming year. It could start with enlisting their support in crafting strategies for some of your key prospects.

10. Discuss with your boss what specific areas you need to focus on in 2017 to improve your selling skills and business acumen.  Options could include: signing up for a course; reading business publications like INC. Magazine, Fortune and any others that help you better understand the day-to-day challenges of your customers and prospects; spending more time with product specialists in your bank (e.g. Wealth Management, Treasury Management, Capital Markets); and delving into one or more industries that hold particular promise.

Bonus tip: Remember the important personal stuff. Spend quality time with loved ones of all ages. Go to the gym, don’t talk about it. Reflect. Count your blessings.

Special Complimentary Webinar: The climate for banking has changed dramatically over the last decade. How do you differentiate yourself from other bankers when everyone is selling the same products? For insights into what the best Relationship Managers are doing to stand out from the competition check out Ned Miller’s recent webinar sponsored by VerticalIQ on the 7 Habits of Highly Successful Relationship Managers

Topics: prospecting, bank relationship managers, referrals, networking

Cross-Selling Post Wells Fargo: A Road Map for Bank Management Webinar

Posted by Ned Miller on Thu, Nov 10, 2016 @ 11:48 AM

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Live Webinar with Charles Wendel and Ned Miller

When:  1 PM Eastern, Wednesday, November 16, 2016
Length:  60 minutes
Audience:  Bank Senior Management and Commercial and Retail Sales Team Leaders

 

With the recent Wells Fargo headlines exposing cross selling deception, special guest Charles Wendel, President of Financial Institutions Consulting Inc., will examine what has changed and highlight what banks must do to address the concerns of regulators, board members, and customers while building cross-sell income. Among the topics he will discuss are:

     •Guiding principles in the new environment
     •Meeting increased regulatory oversight
     •Building a successful cross-sell effort
     •The role of first-line sales leaders

To register for the live webinar on Wednesday, November 16, 2016 at 1 pm Eastern, go to the live webinar section of  http://mzbierlyconsulting.webex.com.  Space is limited to the first 100 participants. If you cannot make the live session, register anyway and we will send you a link to the recording.

If you have any questions, please contact susan.lersch@mzbierlyconsulting.com or call 610-296-4773.

Topics: Board Members, Bank Directors, sales culture, bank sales managers

A Cautionary Tale: CEOs Want Substance not Sports Talk

Posted by Ned Miller on Tue, Nov 01, 2016 @ 04:21 PM

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Andy is the CEO of a fast-growing service business in the Southeast. A serial entrepreneur, he is active in the business community, teaches in a major university’s business school program, and has published a book on building successful businesses.

I asked him about his current banking relationship. He paused before answering and said that his current bank, which had been recommended to him by his private equity investor, had done OK when it came to credit.

But he went on to say that the last meeting that he had had with bank representatives had left him, well, underwhelmed. His bankers had spent almost the entire 90 minute meeting bantering about the local sports scene. In Andy’s opinion, it was "pathetic."

I was puzzled and thought perhaps he was being called on by junior bankers or others who were not familiar with the relationship with his $20 million in sales company. No, he told me. The group included the head of the commercial banking team for this regional bank, a senior credit officer, and his bank relationship manager. Andy said that he would never meet with this group again and would direct them to his CFO for all future conversations.

What would Andy have wanted to hear from his bankers? His list was not surprising:
* Perhaps an idea about what's going on in his industry based on research they had done;
* An introduction to one of the bank’s many commercial clients who would fit his niche in business services; * Questions about his growth strategy, which includes a number of acquisitions over the next five years.

Sadly, he got none of these.

So what's the moral for bankers calling on CEOs? Do your homework. Bring something of value. Ask intelligent questions. Remember that sports is usually not something that will hold a C-level executive’s attention for very long.

Looking for more insights and sales tips into effective business development calls? Check out Would your prospects pay for your next sales call?

If you found this post valuable, feel free to share it with others via LinkedIn or Twitter. If you have questions about how I can help you improve your sales teams' business acumen and grow your bank’s revenues, email me at nmiller@mzbierlyconsulting.com or call me on 484-433-2378.

Topics: bank sales, bank relationship managers, sales calls

Is Wells Fargo a Gift for Community Banks?

Posted by Ned Miller on Tue, Oct 18, 2016 @ 01:25 PM

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Wells Fargo Just Gave Small Banks a Big Gift (American Banker, September 15, 2016)

After reading the American Banker article the week after the Wells Fargo news hit I polled about 20 community bankers on the subject. Here are a number of the replies, some from banks that complete with Wells, some that don’t. These were initial reactions, before (now retired Wells CEO) John Stumpf made his visits to Washington to appear before Congressional committees and editorial writers and news anchors across the country opined on the bank's high-pressure sales practices.

 

The Wells Fargo news is so disturbing. We have and will continue with our message and have a big business campaign getting ready to launch soon.  It was already in the planning before the Wells news broke…We are more subtle in our approach. As an example, our COO did a beautiful job at a networking event sharing the bank’s culture, emphasizing family ownership and that “We are different.” I felt it really hit home. 
--EVP, Head of Retail, $3BN bank

I think it is bad for everyone, so not much of an opportunity. By the facts, it is overdone. So less than one percent of your people annually were doing something against your values and YOU FIRED THEM? This is presented as evil banks, slimy, and worse? Called before Congress for something that harmed consumers at most (as I expect this number was inflated) by $500,000 annually? Hatred of the bankers is truly unbelievable, which again, helps no one in the industry. And continuing the story that the big banks ruined the economy, with no recognition that the lack of regulation of the CDS market was the single largest contributor to the crash.
 –President & CEO, $10BN Bank


I agree it is an opportunity but have not had a chance to discuss with the team how to capitalize. We don’t do a lot of advertising and any message would need to be positive. It could be challenging to create a good buzz that is any louder or more effective than the media itself.

I sure wish we could turn this into a VW moment but am just not sure the public impression of big banks was high enough for the disappointment to be noticed.
 –President & CEO, $1BN bank

Definitely good for community banks, but gives more power and authority to CFPB.
 –President & CEO, $700MM bank

Unfortunately I am afraid this is bad for all of us, whether small or large. The after affect is going to be interesting--yet another hurdle for those of us in the banking industry.
—EVP, Head of Retail, $3BN bank

In my opinion, yes, it is an opportunity that we are currently trying to capitalize on. If you are familiar with “big” bank cultures, this comes as no surprise. Any of the larger, high pressure banks could be hit with similar suits. Quality of accounts does not matter at all. It is hit your targets any way possible. Many times incentive systems are not aligned with the best interests of the customer, and incentives drive behavior in that environment. 

I am not sure what overall impact this will have, but I am sure many Wells Fargo customers are checking their accounts more frequently. Overall, it does not look good for the industry, but it puts community banks in a more positive position than larger institutions.
–SVP, Head of Retail $1.8BN bank

We’ll stick to touting our model, instead of assessing others. We have always been a needs-based selling organization and non-commissioned shop on the retail sales platform. That never made a difference to customers in the past, but maybe it will now. We expect increased regulatory inspection and cost as a result of Wells’ actions. 
–EVP, Head of Retail $18BN bank

Wells Fargo is not in our market so we see no clear opportunity. On the other hand, we see additional regulatory scrutiny as another "Big Bank" exercises poor judgment. We fear we all will feel the impact.
 –EVP/ COO, $800MM bank

While the issue will not represent an opportunity for us because Wells Fargo has very little overlap with our market, Community Banks with overlap will harvest new customers. The marketing approach should focus on small businesses first, then consumer mass market. The real differentiation between large banks and community banks occurs with excellent service, access to key decision makers and our ability to be nimble when tailoring loan/deposit solutions.
–Director of Sales, $1BN Community Bank

We will continue to build relationships just like you all helped us with. I would rather talk about our bank with clients than discuss Wells Fargo. They know the reputation that we have built and they also read the news. I may be old school, but that's more my style. Wells Fargo can dig their own grave without us helping them.
–President, $1.5BN bank

Have I dropped everything and embarked on a strategy to seize this moment? No. There are plenty of rolled eyes when the subject comes up though.
–Market President and Commercial Banking Head, $9BN regional bank

This is an interesting situation and once again underscores why I have never been in favor of widget sales goals, but rather, for net deposit and/or loan growth of a given group, portfolio, office etc.
—Head of Retail, $3BN bank


This has potential to brush all banks with the same broad brush and can’t we all see Congressional finger pointing in the direction of Dodd-Frank hasn’t gone far enough. Good grief. We all knew this was happening – employees coming to us and others from Wells have spoken of that culture. As Wells was held up as a “model” retail bank, others have tried to emulate that model and actually have sought talent from Wells to assist so the model/thinking permeates the industry. I remember one our senior managers holding up the Wells annual report some years back barking the mantra “8 is GREAT” and pushing that we needed to be like that. We all have examples of unmonitored/managed bad behavior with some who behaved badly being held up as positive examples because of their “numbers”.

I agree with the notion of not throwing spears but promoting our strengths and let the market decide. Since the news, we have taken the opportunity to talk with our commercial and retail teams to:

--Reinforce that we are not Wells;
--Assure everyone we are focused on customer needs….not ours;
--Make sure we are all developing deep relationships and know our customers well.

It’s been a good opportunity to be uplifting about who we are.

--SVP/ COO at $800MM bank

It is an embarrassment to the industry. If done right, I think you could gently use it to advantage. As a local community bank, our goal is to support the communities where we work and live. We have the luxury of looking our customers in the eye, not only at work but at the grocery store, church and on the ball field. Doing the right thing is a cultural standard we live by.
—SVP, Head of Retail $1BN bank

Not really. My personal feeling is that the big banks can survive a lot of things. As long as customers can bank easily (through technology) they don’t seem to be too sensitive to this bad press. I could be wrong; this could be the issue that drives people to make a change. Thus far it just hasn’t happened.
-–Director of Sales Performance Management at $6BN bank

It would be a good opportunity it we competed against Wells--we don't. We can try to link Wells to other similar-sized banks we compete with, but this news probably isn't enough to move their clients. I'm glad the ICBA will continue to distinguish Community Banks from banks, so we don't get punished due to Wells egregious actions!
–President & CEO, President of $300MM bank

We had a similar much smaller scale issue like this at my former employer. It’s the widget mentality that puts a lot of pressure on front-line sales folks. Community banks are less apt to do this. So on the margin it’s a plus for us.
—Senior Lending Officer, $700MM bank

I don’t think we’ve seen any opportunities from this fallout, but as a whole folks are getting tired of the “big bank” mentality and looking at community banks as a way to get away from the nickel and diming, and the forced sales mentality.
 –COO, $700MM bank

What do you think? Feel free to share your comments in the space below or email nmiller@mzbierlyconsulting.com

Webinar Alert: We will be hosting a complimentary webinar on "Cross-Selling Post Wells Fargo: A Roadmap for Bank Management" on November 16 at 1 PM Eastern. Joining us will be Charles Wendel, the President of Financial Institutions Consulting. Go to https://mzbierlyconsulting.webex.com/mzbierlyconsulting/k2/j.php?MTID=t7181dfc329d07f98fc0c353250143f7d and register. For more information call Susan Lersch at 610-296-4773 or email her at susan.lersch@mzbierlyconsulting.com


 

Topics: bank sales, Brand, sales culture

Identifying and Developing Bank Sales Leaders

Posted by Ned Miller on Tue, Oct 11, 2016 @ 11:39 AM

Rob Shuford

 

In the second in a series of interviews on identifying and developing bank sales leaders, Ned Miller interviews Rob Shuford, Jr., the President and CEO of Old Point National Bank in Hampton Roads, Virginia. What follows is an edited version of the interview.

 

Ned Miller: What are you looking for in a sales leader?

Rob Shuford: After understanding sales, the most important quality is being able to teach it to others.  And that is the huge differentiator between a great sales person and a great sales leader.  The best sales leaders aren’t necessarily your best sales people, but they are are people who have a solid understanding of selling techniques and methodology and know how to explain that to others. 

Ned: So how do you identify those people?

Rob: In the job interview I ask people to explain how they sell.  Some people say, “I’m not really sure how I do it, I’m just really good at it. “  Others can jump right into an explanation.

Ned: When you were looking at filling the retail sales leadership position at Old Point a few years back, you settled on a very strong candidate.  How did you find her and how did you finally decide that she was the one?

Rob: Well, she’d been in retail sales leadership already and had worked extensively in retail operations.  I knew she had management and operations experience as well as sales experience.  And because of some of the changes that were occurring at the large bank she was working for I knew she would be available. When we sat down and talked it was obvious she had a good, solid personality, that she had  experience in sales, and that she could break it down and explain the sales process.  It was  obvious from the first time I talked to her that she was going to be a great fit.

Ned: We see banks that use producing sales managers, who have responsibilities for not only managing a team, but also responsibilities for managing a portfolio themselves. Do you have that at Old Point?

Rob: We have sales leaders who are expected to generate new business, but they’re not measured on their own individual sales goals.  Their goals get added into the goals of their group.  In other words, if they’ve got a goal of $2MM in new production, that number gets added into the other $10MM for the group. Then their goal is $12MM and they get judged on that number. At the end of the day, I want them to be a sales manager, not a sales person. 

Ned: What kinds of things do you do to develop the skills of sales leaders?

Rob: The biggest area for development is usually data analytics and metrics, because that’s what they’re typically not going to have when they come to you.  Now, there are notable exceptions, chiefly people who’ve been in retail management for a long period of time, particularly in larger banks.

That’s usually the area that they need the most coaching in.  Understanding the numbers is not only useful to them but also useful to me as CEO, and at some level can roll up to a report for the Board of Directors.  

Ned: Are there other things you’ve tried to do to make them more effective in their sales leadership role?

Rob: No, just personal coaching and mentoring.  I try to keep it simple.  Let’s figure out what we want to measure, which is usually fairly obvious.  It can get a bit complicated, particularly if you have multiple lines of business and you’re measuring referral goals.  Loans and deposits are the basics.  Where it gets a little challenging is exactly which loan and deposit numbers you’re going to use.  Are you going to use actual numbers, monthly averages, or year to date averages? Sometimes that can get a bit confusing for the sales leaders. 

You have the version of the truth that’s in all the operational reports, you have the version of the truth that finance uses, and you have the version of the truth that’s most useful for sales metrics.  And they’re not always the same number or the same version of the same number.  There are a lot of different ways to represent the size of our loan portfolio. Seems simple, but it’s actually not. 

Our deposit numbers are the ones that jump all over the place, depending on how many days are in the month, and when pay day is, for example. When we dramatically increased our relationship deposits, one of the interesting side effects was our deposit numbers became a lot spikier, or lumpier, because they were moving around more. 

When a larger percentage of our deposits were time deposits they were pretty stable.  So, as part of our success, we’ve added some challenges with the data analytics, quite frankly. 

Ned:  Is there anything else you’d like to comment on?

Rob: In general, you’re looking for people who have a good blended personality.  If you’re using the Myers Briggs scale, they probably need to have a little more J than P and a little more T than F in them.  And even though a lot of sales people are extroverts, many of the best sales managers are not, they’re introverts. 

They go home at night and do a lot of thinking about how they can improve what’s going on.  They need to be empathetic, but they also need to have the ability to think through problems and not be scared of data analytics.  It’s a different type of job than just being a sales person.  They need to be pretty versatile.

Ned: When I work with sales leaders, one of the things I’m trying to gauge is whether they can reflect on what needs to be done. The intuitive sales leader who says, “Watch me, it’s not hard” doesn’t help most analytical sales people.

Rob: No, you’re exactly right.  There’s a place in the sales training process for role play.  There’s a place in the sales management process for joint calling.  But in the sales training process, nothing replaces being able to write it down, step by step, and say, this is one way, and maybe one of the best ways to be successful.  That’s invaluable because that’s the way most people are going to learn it.

Ned: The same thing applies to sales leaders.  There’s a certain percentage of people who have the patience and the ability to coach people effectively.

Rob: One of the things that we try to get across to some of those more intuitive or innate sales people is that it’s great that they’re really successful.  But if they are able to understand it in a way that could cause them to replicate their success more frequently, they could be so much better than they could even imagine.  And so, we don’t just cut people loose just because they’re really good at it, and say, okay, you get to go do what you want.  They still need to participate in the training and in the methods that we use because everybody can get better.

Here are some blog posts on sales leadership that you might have missed:

What CEOs Look for in a Bank Sales Leader

Don't Lose Your High-Performers

Will This Experienced Banker Be on a Performance Plan Next Year?

Consultant Bares All: 20 Secrets for Bank Sales Leaders

If you’re looking for a speaker for a sales conference in 2017, call Susan Lersch at 610-296-4773 or email her at Susan.lersch@mzbierlyconsulting.com. Buck Bierly and Ned Miller can also work with you to provide day or half-day workshops for your teams on a variety of topics.

Webinar Alert: Ned Miller will be speaking in a webinar  sponsored by VerticalIQ on October 25 at 12 Noon Eastern on “The 7 Habits of Highly Successful Relationship Managers”. For more information go to http://bit.ly/2dSozLU

Topics: coaching, sales leaders, bank sales managers

More Sales Training? Think Again

Posted by Ned Miller on Mon, Oct 03, 2016 @ 02:56 PM

Businessman offering a pen to sign a contract

So what if you allocated more of your sales training budget to your bank’s sales managers, taking some of what you currently spend on programs for your front-line sales team and investing more in their coaches?
It's not what most banks have done historically. When the Executive Team at a community or regional bank spots a revenue problem, their knee-jerk reaction is often to schedule more sales refreshers for salespeople. Sales management training is an afterthought, usually included  after the Training Director or outside consultants insist on a (very abbreviated) Executive Overview so that sales managers “know what’s being discussed” in the sales training sessions. 

Recent research from The Sales Management Association suggests that a better move would be to start with your sales managers. In a blog post entitled New Research Points to a Crazy Strategy: Stop Training Sales People ,  Jason Jordan, a partner at Vantage Point Performance and the lead consultant in the study, makes a strong case for investing in sales management training before embarking on additional sales workshops for the troops. The results of their study of 161 businesses were clear: the more money that companies spent on sales management training, the greater the likelihood that they met their sales goals.

Jordan acknowledges that salespeople still need to be trained on an organization’s sales process and products. But what the research reveals is that “that the sales manager is where organizations get the greatest return on investment. When managers are more skilled at coaching and developing their people, they can leverage that knowledge across their entire team.”

The economics of focusing on sales leaders are compelling. In most banks we work with the ratio of salespeople to sales managers ranges from 5 to 1 in commercial banking to 10 to 1 in small business banking and 15 to 1 in branch banking. The all in costs of creating a strong cadre of sales managers would be significantly lower than what it would take to develop all the sales team.

Again, nobody is suggesting that you jettison all sales training. Your bankers need to continue to develop their skills to remain competitive. But rather than an add-on module to a new sales program, sales management training deserves a bigger place in your talent development strategy. When coupled with ongoing coaching for sales leaders, the results can be impressive.

Bank sales leaders: Have you tried this somewhat counterintuitive approach? If yes, what has been the result? Make your comments in the space below or email me at nmiller@mzbierlyconsulting.com.

Interested in discussing how this strategy might fit in to your budget for 2017? Call Susan Lersch at 610-296-4773 or email her at Susan.lersch@mzbierlyconsulting.com.

Here are other articles on developing sales leaders that might be of interest to you:
The First 60 Days for a New Bank Sales Manager
What CEOs Look for in a Bank Sales Leader
7 Sales Leadership Rituals that Matter

Topics: sales training, bank sales managers

Special Assignment

Posted by Ned Miller on Mon, Sep 26, 2016 @ 06:12 PM

 

Imagine that you have been assigned to a special project that will take you away from your office for six weeks. You're not going to be able to make any face-to- face calls on current customers or prospects or COIs during that time. What can you do to stay top of mind with your best clients? How can you keep momentum with your prospects?

Assume that you do have time to alert all your key contacts that you’ll be gone for six weeks.  You will also be able to craft an out-of-office message that is both informative and worded in such a way that your customers and prospects know how to reach you in the event of a real emergency. (That’s why we have cell phones, right?)

Here are some things to consider:

1.) Encourage your colleagues to stay in contact with your best customers and prospects. Provide them with a scripted message that they can deliver by phone or email within 2 weeks of your departure. Where appropriate, ask them to make face to face calls on selected clients.

2.) Arrange to send something yourself--it could be a personalized note or an article that you thought might be of general interest. Email works, but be sure it includes a personal salutation. The important thing is that they know that you're thinking about them.

3.) If you can't find the time during your project to call them on the phone, you still might
be able to leave a voicemail message for some of your key contacts. This could be a personal
message or a generic voicemail blast message that again reiterates your interest in staying in touch. (If you go the latter route, make sure your call goes through far enough after normal business hours that there’s no likelihood of anyone picking it up. I have made that mistake before!)

4.) When you are within about two weeks of your return to the office, figure out a way through a phone call from one of your associates or through a specific email to set up appointments with your top clients to catch up on what you've missed during your absence. Once you’ve accomplished that, do the same thing with your key prospects. This is one of the most important things you can do as you plan your strategy.

5.) Plan on getting out to as many high-impact networking events as you can when you return to the office. If a lot of your clients are going to be there, don’t pass up the chance to connect. A quick conversation can go a long way.

Planning how to stay top of mind during a prolonged absence is critical. If you map out a process of touches and then schedule appointments on your return, you shouldn’t lose too much ground with your key relationship contacts.

What do you think? Anything else you’d do? Share your comments in the box below or send them to nmiller@mzbierlyconsulting.com

Budgeting for 2017? Here are three things you might consider: 

* 1 on 1 coaching for your sales leaders

* Sales refreshers on prospecting

* Subscribing to our recorded webinar series on business development

For more details contact Susan Lersch at 610-296-4773 or by email at Susan.Lersch@mzbierlyconsulting.com

 

Topics: bank relationship managers, building relationships

Sales Leaders: Are You Doing All You Can to Boost Prospecting Results?

Posted by Ned Miller on Wed, Sep 21, 2016 @ 11:30 AM

Checklist paper and pen.

If you’re trying to develop your team’s prospecting skills, you may need to assess your own activities. Here’s a quick list of questions to get you started:

1. Have you met recently to review the prospect lists of all your team members? If you haven’t done it within the last 3 months, schedule a time to do so.

2. Have you clarified your expectations regarding the amount of prospecting that’s appropriate for each banker on your team? If Amanda has recently inherited a big portfolio, the priority in the near term is probably to focus on that.  James may be in a totally different situation; with a small book of business, his calling should center on prospects and COIs. 

3. Are you using your weekly sales meetings to highlight the importance of new client acquisition? There are lots of messages competing for the attention of your bankers; if prospecting is near the top of your list of priorities, make sure you weave it into your meetings every chance you get.

4. Are you strategizing with your team about how they’re doing with the prospects you’ve identified? Strategy starts with how a banker is going to get in the door but includes what value proposition makes the most sense, who to involve, what competitive advantages you have, etc. The best coaches get involved early in the prospecting process.

5. How much pre-call, post-call coaching are you doing? If you’re not building this into your one on one coaching sessions, you’re missing a chance to have a big impact on the quality of the prospect calls being made. 

6. Are you making joint calls with all of your team members? Some sales managers have a tendency to take over joint calls (surprise!).  In some situations that may be appropriate, but if it always happens, you need to reassess your approach. Joint calls are a great way to observe the skills of your team and provide immediate feedback and coaching.

7. Are there things that could improve your team’s chances of success in prospecting? Access to better industry data? More competitive intelligence? Sales refreshers on key elements of the prospecting process? If you’re not sure what’s out there, arrange to sit down and chat with one of your recent hires.

8. Are you celebrating progress? Remember that in prospecting, small advances can be considered victories, so don’t just highlight closed business. Recognize team members who are doing the right things to generate and develop leads as well.

If you found this post valuable, share it with others in your network via email or social media.
Bank Sales Managers: If you’d like to arrange a 30 minute conversation to discuss how we can help you improve your team’s prospecting results, call Susan Lersch at 610-296-4773 or email her at susan.lersch@mzbierlyconsulting.com

Topics: prospecting, sales results, bank sales managers

Are Your Small Business Efforts Succeeding?

Posted by Ned Miller on Thu, Sep 15, 2016 @ 06:26 PM

Confused embarrassed young businessman holding copyspace on both palms

Ready for a quick assessment of your small business sales effort? Here’s a chance to reflect on where you are.

  1. Are your branches actively involved in the small business effort? Good branch managers are knowledgeable about what’s happening in the market, have a wealth of contacts in the local community, and know the value of small business relationships.

  1. Are your branch managers comfortable talking about your core small business products? If they’re not at least “conversationally competent” in your deposit, cash management, business credit and investment products, they probably won’t bring them up in conversation.

  1. How successful are you selling to both the small business owner and the business? One important measure is the percentage of your business customers who have their personal accounts with you. (And if you don’t know where you stand, you need to find out; many banks are surprised at how low their wallet share is.)

  1. Can your branch salespeople explain why a business prospect should switch to your bank? If all they talk about is “service” you might have a problem.

  1. Do your branch managers make outside sales calls? Not the “I’d like to stop by and drop off donuts” marketing calls that often masquerade as sales calls. We’re talking about substantive conversations that focus on ways to help the business owners grow their business. These typically are scheduled calls with a defined business agenda—a plan in other words.

  1. If the answer to question 5 is no, why not? Is it a sales training issue? Or does it have more to do with infrastructure—not the right people, not enough people, etc.?

  1. If the answer is yes, how would you rate the quantity and quality of the calls? In our experience if a manager is making fewer than 4 or 5 calls a week, the chances are that he’ll never get very good at outside calling. There are many ways to gauge call quality but the only way to know for sure is by going on a joint call.

  1. Are any silos standing in the way of success? How well do your branch managers team with their product partners from Cash Management, Commercial Lending, Business Banking, Trust and Investments, etc.?

  1. How effective are your sales managers as coaches? Be honest now. Are they administering a process or leading one? Putting out administrative fires or training their teams?

  1. Are you satisfied with your results? If you’re not, what do you plan to do about it?

If you’d like to discuss ways other banks have addressed these and other sales and sales leadership issues, call Ned Miller at 484-433-2378.

Here are some blog posts on sales leadership that you might have missed:  

Don't Lose Your High-Performers

Will This Experienced Banker Be on a Performance Plan Next Year?

Consultant Bares All: 20 Secrets for Bank Sales Leaders

If you’re looking for a speaker for a sales conference in 2017, call Susan Lersch at 610-296-4773 or email her at Susan.lersch@mzbierlyconsulting.com. Buck Bierly and Ned Miller can also work with you to provide day or half-day workshops for your teams on a variety of topics.

Topics: bank sales, Branch Manager, small business