The reality of most improvement initiatives is they fall short of our initial optimism, but not because the processes do not work. They do work; but to make them work, you must first understand what has to change in your culture.

Many banks attempt to simply overlay new concepts over existing organizational structure with staff training approaches. The flaw in this is that it leaves existing thinking in place. You are merely attempting to change what you do with new methods and tools alone.

Different results come from changing how we think, behave, communicate, reinforce and learn. This is the culture change process.

A new Culture

Changing to a sales culture is essential for bringing in more customers and realizing improvement and prosperity.
Changing to a sales culture is essential for bringing in more customers and realizing improvement and prosperity.

But why a sales culture? Consider what your underlying measurements for success tend to be: add customers and services and give existing customers access to more services.

Most banks’ missions are to attract and retain quality customers. Most employees guess about increasing outstanding loan balances, fee revenues and market share. That requires a specific marketing and sales focus. So it seems logical to develop a culture specifically directed toward making everyone a part of the sales process.

The obstacle to developing such a culture is that selling is often thought of as a dirty word. We can all share stories about dealing with pushy, annoying sales types. That is where the negative image comes from.
       

You have to change the entire culture of doing business to create a sales culture. To change a culture we must change how we think, how we behave, how we communicate, how we reinforce change, and how we learn new skills.

How we Think

Imagine if you were a potential new customer standing in the lobby of your bank when an employee walks by. You say, I have a question about your services. Why should I join your bank?

What would the response be if the employee being asked worked in accounting, information systems, collections or another back-office department? Can you imagine he or she might say: I do not work down here, or See that person over there, or I cannot help you, wait for the manager.

Hopefully, this would not happen at your bank, but what would you have to change for everyone to know how to answer that question?

Imagine a scenario where the employee actually answers the question like this: Hi, my name is John and I work in accounting. We offer a range of products and services, from checking to credit cards to consumer loans and home mortgages. What specifically can we assist you with today? Please let me introduce you to Sally. She is one of our best at helping new customers understand the benefits of joining us and can sign you up if you wish. I am sure you will be satisfied with our service.

This is a sale in the making.

What thinking has to change in your culture to get everyone to establish that level of rapport and credibility with someone in the lobby or on the telephone? What has to change to get all employees to know they are in the middle of a sales situation and the sale is up to them?

How we Behave

Our behavior is a reflection of our values, confidence, capabilities and mindset.

In a sales culture, the focus is on discovering what it takes to create a sense of satisfaction and loyalty to earn a customer’s business. The essential challenge to this long-term outlook is in how we treat people—both the people over the counter and the people behind it.

Good products will not overcome poor service or a poor public image. Have you overheard employees complain about work while they are out to eat? Negative stories in the marketplace turn into free, negative ads.

Employees model behavior they see and experience from the top. Employees with poor attitudes do not make sales—and you lose customers.

A sales culture bank is focused on its image in the marketplace and understands the vital importance of linking integrity with its name.

How we Communicate

Communication is still the number one problem experienced in both organizations and personal relationships.

In sales culture environments, what we say and how we say it are likely to determine the sale. Often sales are lost because we do not follow through with the customer. In business and personal relationships, there is never a second chance to make a first impression.

Have you ever gotten a negative impression of a person or company by how the telephone was answered?

The challenge for most non selling professionals is to understand the importance of communications in building relationships. Selling is about relationship building to earn trust and business.

Sales professionals know the power of communicating with effective questioning techniques. How can we understand what it is that our customers want and need, if we do not ask them questions?

Every customer conversation should advance the relationship. How the customer feels about her relationship with your organization is key to repeat business and upgraded services.

Customers do not care what you know until they know you care.

How effective is your communication with staff? Do you communicate the vision and values you want your staff to pass on to each other and to your customers? How would your customers rate their relationship with you?

In sales, we are looking to reinforce a prospective customer’s buying signal. People buy to avoid a loss, gain a benefit, obtain a pleasure or minimize a consequence. So, it makes sense to reinforce signals that indicate you are connecting and they are interested.

Reinforcing change is also a major internal issue. Realize, that for staff to reinforce customers, they must be reinforced themselves.

What holds most companies back from meaningful progress is a lack of effective reinforcement. The reinforcement we often see is blame, disappointment and criticism. The impact of such negative reinforcement is measured in employee surveys, evaluations, turnover, excuses and failure to meet expectations. Whatever behavior you reinforce, you are likely to get more of.

Making meaningful internal change requires constant reinforcement and encouragement. Once you stop reinforcing, you stop improving.

How we Learn

Have you ever asked an employee how a recent workshop went? The answer is usually fine, and nothing more.

There is no proof of learning. Research indicates we may forget as much as 90 percent of what we hear in just a few days. To prosper, you may need to change training approaches.

Effective sales people must know what they are selling. They must acquire the attitudes, behaviors and product knowledge to be prepared to create the sale. Learning is more than an intellectual conversation—it’s an experiential process.

Traditional cultures separate most employees from the sales process. For your bank to prosper, convince staff their initiatives are absolutely necessary to the sale. Know how employees think, behave and communicate, and understand how to reinforce them. Then, help them practice and grow.