|Change is inevitable. Oddly enough, it is one of the fundamental constancies in our life. Just like waves of change keep water from becoming stagnant, the same holds true for us. Change is the power behind every ripple effect.||Very few leaders start at the top–they start somewhere down the ladder and work their way up. The difference between them and the next person is that they exhibit strong leadership characteristics not only when it’s easy, but especially when it’s not.||Merely hearing hearing the word “change” can conjure feelings of fear and uncertainty, or even excitement at the prospect of unforeseen possibilities. It is often uncomfortable to face the unknown and it might affect us personally and professionally.|
|Recruiting the right people for the right job and utilizing their talents to enhance products or services and, ultimately, profits doesn’t happen by accident. A company or bank’s talent management strategy should sync with its mission statement and core values.||‘Character’ comes from a Greek word meaning ‘chisel.’ Perhaps a leader who has character is one who has chiseled away the pretenses to reveal those inner traits that are worthy of respect and admiration. In a sense, we recognize a person of true character because they are often leaders in their own right.||No day is an ordinary day for banker Brian Townley, On any given day, he could be visiting branches to sort out human resources issues, speaking at leadership conferences, setting up shop at another bank for a week as an in-house leadership consultant or developing creative incentive plans involving a “Mission: Possible” theme.|
|On a recent trip to Southeast Asia via an invitation to speak in Kuala Lumpur, Malaysia, on developing a sales culture in the banking industry. Although I was visiting the country as a teacher, I soon found myself in the role of student.||With staff members ranging in age from 20 to 80 years old, employees have widely varying experiences, ideas and skill sets. Their take on situations can reveal attitudes and frustrations. Employers are facing an opportunity to capitalize on the assets of our greatest resource – our people.||After 25 years in banking, I believe it always comes back to our people. Not a single advancement in technology or shiny new banking product has ever replaced the results we get from highly-motivated employees who want the bank to reach its goals.|
|The simplest and most effective tool a bank can use to build staff loyalty is an “I” principle: incentives used to interest and inspire, improve and ultimately influence individuals to stay at the institution.||If you have ever been involved in drafting a marketing plan, you know that tone of the key challenges is getting management, as well as employee buy-in.||An organization’s most valuable asset is its strong team of dedicated staff. Find solutions to help clients live the lives they want to live and know that help is just a phone call or mouse click away.|
|Recruiting the right people for the right job and utilizing their talents to enhance products and, ultimately, profits doesn’t happen by accident. In fact, companies that do this well tend to reap the benefits of happy employees who know how to make clients feel appreciated.||Onboarding is an important part of the strategy to train and retain the best employees. Making the first impression as an employer from the first day can be the beginning of long-term success.||Sales. It’s perhaps the most dreaded word in banking today. However, a typical day in a bank is often a day full of missed sales opportunities. So is a sales culture really any different than a polished service culture? Townley says, “No.”|
Bank executive and author Brian Townley, and Emmy Award-winning journalist Brandon Lee have joined forces to create Chiseling a Leader, a powerful new message that integrates character and leadership to inspire personal and professional excellence.
|It’s simple customer-service etiquette to offer a cheerful greeting when a prospective client walks in your door. When that prospect is converted to a customer, the dynamics of the relationship changes and a critical time period call “onboarding” begins.|