Efforts to reverse the decline of the legacy business-banking sector encountered conflicting ideas within leadership, a confused reporting hierarchy, lack of support for employees, broad resistance to results ownership, and eroding morale. Senior management remained confident in the efficacy of outmoded methods. The practices of the specialist responsible for growing small-enterprise revenue conflicted with the ideas of branch partners.

Evaluated branch management’s understanding of immediate business needs and determined the reasonable level of performance improvement possible. Defined a major structural change as the necessary remedy. Designated vulnerable spaces where third-party facilitators interviewed employees about working-condition concerns and gathered ideas for resolving conflicts. Held brainstorming sessions with the team in preparation for creating a paradigm-shifting plan. Recommended a radical senior-level structure. Removed three current executives and blended the duties of two others into responsibilities for the remaining group. Assigned the small-business specialist to the district managers and personally assumed the role of business-market development leader. Spoke candidly and openly about the goals of the process with all, arranged support, and offered displaced individuals alternate internal positions and time to adjust to the transformed infrastructure. Routinely updated the division vice chairs on progress.

The remodeled organization ended up costing $1 million less to run, produced 15% more business referrals, and realized improved customer and employee satisfaction due to direct access to decision-makers.

Online financial services posed a growing threat by moving an increasing number of customers to banking and investing using mobile applications. The company’s large established base gave the firm a feeling of isolation from the challenge and diminished leadership’s interest in addressing the issue. Many employees lacked understanding of and comfort with the technology and motivation to pursue the skills needed. Others feared job loss due to the encroaching change and simply looked away.

Fell back on a working knowledge of the IT tools to prepare a multi-featured plan intended to make the division a respected competitor in the evolving digital environment. Added individuals as accelerators to coach team members in using mobile apps. Remodeled bank interiors installing “demonstration tables” at which employees guided guests in operating the company’s technology or personally processed customer transactions. In a ten-branch test, replaced traditional teller windows with tech stations providing online access that substituted live assistance. Hosted division-wide monthly video meetings open to all employees to discuss the program and answer anonymously submitted questions. Expanded leadership visits to all branches to enthusiastically recognize successes and offer help whenever requested.

As the project progressed, use of the mobile app by existing customers rose to 20% and 85% for new clients.

Low morale resulting from short staffing and COVID fatigue lowered employee participation in community events and volunteering shrinking the bank’s presence and community engagement. Fewer branch visits by customers due to increased digital banking blurred brand identification and aggravated new client acquisition. Employees failed to appreciate the personal benefits derived through civic activity.

Recognized community engagement and volunteerism as a way of increasing the community’s awareness of and positive attitude about the company. Freed up work-day time for civic involvement by retraining managers in use of automated staffing tools and supporting workplace efficiency increases. Hosted classes for new hires to highlight the perks available when stepping forward, such as paid time off, and led by example through visibility at several ‘outside-the-office’ activities each month. Demonstrated expectations for participation by the leadership team through frequent personal attendance at fund-raising events and sitting on institution boards. Promoted engagement by sharing pictures and positive comments through the company’s newsletter and producing an experience-sharing landing page on a partnership website.

By instilling realization of the mutual benefits provided through volunteering, the effort increased employee civic engagement 550% YOY and aiding in contributors gaining new skills and a sense of purpose and fulfillment.

The district sat at the bottom of the division’s performance and customer-experience rankings. The branch had no clear, repeatable processes, employees didn’t communicate or work cohesively, and no one accepted accountability for results.

Joined the leadership team in installing processes and procedures aimed at fostering a positive and productive work environment. Framed goals designed to induce change and a set of aligned KPIs, produced daily recaps of group attainment, and offered directed feedback to accelerate improvement. Interviewed customers to determine the measure of progress, regularly asked colleagues for input, and conducted weekly coaching sessions that empowered associates, increasing individuals’ confidence in meeting objectives. Devised and hosted recognition events at the family home.

The degree of performance progress lifted the division into the top 2% of all operations for five consecutive years.

80% of the district’s branches consistently failed to achieve sales objectives. The team lacked requisite knowledge and skills, responded rather than planned, and felt no responsibility to fulfill expectations.

Created peer-level advisory boards at all district levels charged with providing mentorship and feedback on training effectiveness. Met weekly with individual bankers to review job responsibilities, maintain concentration on accountability, and strengthen commitment to deliver results. Tracked performance against KPIs daily and shared notable successes with branches across the organization. Provided achievers with financial incentives and certificates of recognition and hosted celebratory gatherings in addition to offsite team-building events.

The focused effort raised the sales team’s participation in their incentive plan from a starting point of 8% to 90% and identified a cadre of future leaders.

The distribution of branch offices had remained unchanged for more than 50 years despite substantial demographic shifts in the market and the intervention of digital technology. Inconsistent brand identification across aged and deteriorating facilities, overstaffing due to customer attrition, and high turnover reflective of low morale adversely affected the company’s image and limited possibilities for growth.

Designed and supervised execution of an analytical study comparing branch performance to existing and trending customer statistics and the probable impact on future revenue and market share. Coordinated with the optimization team in creating a reorganization plan that addressed the causes of decline in performance. Presented the concepts to senior management and gained approval for implementation of the plan. Slowed hiring to right-size staffing levels. Orchestrated an efficient transfer of operations from closed to well-functioning offices ensuring exceptional customer service. Replaced multiple small promotional events with one large annual event to better bolster brand awareness. Composed a menu of FAQs that answered anticipated customer concerns. Trained employees on how to serve effectively within a de-escalation environment. Maintained an open-door, “ask-any-question” attitude throughout the campaign.

The eventual closing of 30 branches saved multimillions in operating and overhead expenses and made the company more competitive in an evolving market.