Jim Bywater
Sep 19, 2022

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

Somewhere between the concerns of bank marketers and discerning consumers, one essential truth sometimes gets lost: Great customer experience starts with engaged, productive employees.

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Like never before, technology and customer demands are changing the retail banking experience and options.

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Editor’s note: In the first of a two-part series, BAI Banking Strategies Online retraces the steps taken by three female InfoSec executives that led to industry success.

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How will retail banking’s changing service model define the branch of the future? With adoption of online and mobile banking on the rise, customers are visiting branches less frequently.

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When channel switching on TV, I always tend to linger on three programs: Kitchen Nightmares with the always-profane Gordon Ramsey, Restaurant: Impossible with Robert Irvine, and Bar Rescue with Jon Taffer.

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In recent years, banks have been focused on driving costs out of the branch network with self-service technology, branch closures and staff reductions.

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The “open office” is a growing trend in corporate America.

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Recently, I ran into a former colleague who was bemoaning that he had been fired.

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By now, most banks have set their 2015 targets into motion, including return on assets, return on equity, efficiency and asset quality goals.

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How much should community banks and credit unions pay their employees in the current tough banking market? That’s a question that we probed in the 2014 edition of our Retail Salary and Benefits Study for Community Banks and Credit Unions.

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Are retail banks building strong foundations for cross-sell or forfeiting major opportunities? A lot depends on the approach to onboarding, a set of activities aimed at cementing and expanding new customer relationships.

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Throughout the year, readers of this publication have been advised by various authors that revenue growth is easy if banks reorganize their sales processes; that improved innovation is possible if banks leverage internal talent; and that customers will be retained if banks can deliver services more focused on specific customer needs.

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When you come across the words “bank efficiency,” more than likely “technology” and “consolidation” are in the vicinity.

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Wikipedia defines the term “the elephant in the room” as referring “to a question, problem, solution, or controversial issue which is obvious to everyone who knows about the situation, but which is deliberately ignored because to do otherwise would cause great embarrassment, or trigger arguments or is simply taboo.

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Recent research findings reveal a big gap between financial organizations and high-performing companies when it comes to customer focus.

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As the traditional bank branch shrinks or even disappears in coming years, what becomes of branch staffing models? “The short answer is that everybody is making things work more efficiently and to improve engagement with the customer,” says David Hawkins, senior vice president and director of customer experience for Huntington Bancshares Inc.

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Leadership is without question one of the most important traits that any manager can exhibit, one of the hardest to quantify and measure and a skill that takes years to develop and refine.

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When the Patient Protection and Affordable Care Act (ACA; also known as Obamacare) is fully implemented at the start of 2014, it will likely impact how most banks staff their branches.

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