Jim Bywater
Sep 19, 2022

Observational coaching embeds knowledge and skill to drive successful behaviors and positive culture for maximizing business performance impact.

Every day, banks compete for customers’ business and trust.

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Three weeks before his retirement in February, John S.

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Michael Alicea, executive vice president of global human resources for The Nielsen Company, wishes he had a dollar for every time he’s asked if the giant research organization’s Emerging Leaders Program is worth the expense.

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Now a leader at one of the nation’s Top 25 commercial banks, Julieta Falcón—who graduated from a distinguished business school—admits she had “zero knowledge of what a bank does.

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Fact: We have fewer associates in each branch.

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Times have changed—and mightily so—since bank staffers had to check out a coffee-smeared wall calendar in the back office to find out their schedules, block out requested days off or leave a sticky note asking for takers on a shift swap.

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For financial services organizations, compliance education is a necessary and regulatory requirement.

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Heading into November, the United States’ unemployment rate stood at 3.

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The topic of the universal banker is hot and the need for them is clear: Branch traffic is declining, banks have shrunk staffing to the minimum and as a result, 50-60 percent of all branches are staffed at the minimum level just to keep the doors open.

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Financial institutions—and rightly so—put much emphasis on making consumers happy.

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Banks—so much built around numerical precision—often hew to a business equation that looks like this:  X transactions = Y branch staff.

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Community and mutual banks that have survived consolidation and attrition have found that meaningful local involvement extends beyond setting up a table at a summer festival.

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The term talent management is used often and in many different contexts, but what is it really? And why is it important to the success of organizations? We most often think of it as an organization’s efforts to recruit, retain, and train high quality staff members.

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Patty McCord has no time to wait for your slow, methodical—she might add “plodding”—approach to change.

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Financial institutions continue on their quest to discover efficient, productive new methods that meet—and hopefully exceed—the high expectations of banking customers.

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Branch locations are closing and footprints shrinking, but branches continue to play an important part of customer experience.

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What happens when employees at a financial institution admit to committing illegal activities directly related to a company culture? As anyone who follows industry news will tell you, it’s far from a theoretical question.

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Ford recently fired its CEO Mark Fields, seemingly out of the blue.

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Financial institutions have long used float (or flex) staff for scheduling issues such as handling teller line absences.

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When savvy financial marketers ponder “What’s next?” transformation very likely comes top of mind as a path to the answer.

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