THE ULTIMATE GUIDE TO STRATEGIC PLANNING... · Executives Share These 4 Leadership Traits pg 4 5 MISTAKES to Avoid in This Year’s Strategic Plan pg 6 ACHIEVE Top-Of-Peer Performance

Extraordinary Banking 1

SUCCESSFUL Executives Share

These 4 Leadership Traits pg 4

5 MISTAKES to Avoid in This Year’s Strategic

Plan pg 6

ACHIEVE Top-Of-Peer

Performance With cNote™ pg 23

THE ULTIMATE GUIDE TO STRATEGIC PLANNING

$19.97 | Issue No. 27

2 Extraordinary Banking

LETTER FROM THE EDITORWe’re in the dog days of summer, and your strategic planning session is right around the corner. It’ll be here before you know it. This is one of the most important sessions your executives and board will have all year—or at least, it should be.

I’ve reviewed thousands of bank strategic plans during my career and, sadly, few of them actually included strategies. Imagine that! They were filled with goals and objectives and aspirations, but no strategies to accomplish them.

That’s exactly why strategic planning is so easy for most banks. You just photocopy last year’s plan—because you didn’t get much of it done.

This issue of Extraordinary Banker® magazine is about to change that for you. I suggest that your entire executive team and board read all of it. There are three feature articles that will show you how to transform a strategic plan that collects dust into an action plan that gets real and measurable bottom-line results.

First, however, a word of warning…

We’re really talking about the transformation from average or “doing pretty good” to top-of-peer performance. That transformation starts with you—the executives.

In the first of the three articles, I lay out the unique ways of being that the leaders of the best banks in America live every day.

In the second, I cover the five major mistakes that doom most of the strategic plans I see. Avoid these at all costs.

In the third article in the series, David Duhaime, CEO of cNote®, shares a new software tool his company has developed that connects your strategic objectives with the strategies, projects, and actions needed to achieve those objectives, managing actions all the way from the board room to the teller line. Everyone is aligned and has specific actions each day, week, and month that make hitting your objectives predictable.

The 42 banks that are already using it are achieving massive results in short order.

Stay cool, enjoy the rest of summer, and get ready to rock your strategic plan for 2020.

Roxanne EmmerichFounder & Executive Editor

P.S. If you haven’t yet registered for the Best Banks in America Super Conference, time is running out. Go to BestBanksInAmerica.com or call (952) 737-6700 to register now.


TABLE OF CONTENTSE X T R AO R D I N A R Y

FOUNDER AND EDITORRoxanne Emmerich

CREATIVE DIRECTORSteve Gordon

GRAPHIC DESIGNPam Huber Designs

WRITERSJeffrey B. Bush, Bill Conerly, David Duhaime, Roxanne Emmerich, Andrew Friedman

PRODUCTION TEAMSophie Zollmann and Charles Kozierok

ADDRESSOne Liberty Corporate Center6625 West 78th Street, Suite 200Bloomington, MN 55439

TO ADVERTISE, CONTACTLeadership Avenue PressPhone: 952-737-6730Email: [email protected]

LETTERS TO THE EDITOREmail: [email protected]

Please include your mailing address and telephone number.

Four Leadership Traits of Successful Bank ExecutivesRoxanne Emmerich

What Every Bank Executive Must Know to Create a Strategic Plan That Drives PerformanceRoxanne Emmerich

A Laid-Back Summer In Washington? What to Watch ForAndrew H. Friedman & Jeffrey B. Bush, The Washington Update

Six Truths About Recessions for BankersDr. Bill Conerly

Achieve Top-Of-Peer Performance: How High-Performing Banks Align Every Team Member Every Day to Rocket Past Their Peer GroupDavid Duhaime

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6

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uckminster Fuller said that we are poised on the precipice of either utopia or oblivion. He called on us to make a conscious choice to tip the

balance to the positive. We are called to step up.

It is hard to deny that we are inspired when Luke Skywalker discovers The Force is within him, when Harry Potter learns that he is a sorcerer capable of magic, or when King Arthur discovers that he has all he needs within him to pull the sword from the stone.

Myths and stories evoke great meaning within us because they prompt a calling within us—that we, too, might have far more power to impact the world than we ever thought possible.

It is what Joseph Campbell called “The Hero’s Journey.”

The executives who grow as executives to hold their positions as the bank grows from a $200 million bank to a $500 million bank and continue to hold and advance their positions as the bank grows to a $2 billion, $5 billion, and $20 billion bank have one thing in common. They accept the calling—the transformational journey to hone their skills and ways of being. They tap into a courage to discover what they are capable of creating. They make a conscious choice to suspend disbelief that they couldn’t be infinitely more.

As executives sit around tables this fall to craft their strategic plans for the next year, it will become obvious who is stepping courageously into the future, accepting “the journey,” and who is about to be left behind in a small-minded, excuse-filled acceptance of mediocrity.

As executives sit around tables this fall to craft their strategic plans for the next year, it will become obvious who is stepping courageously into the future, accepting “the journey,” and who is about to be left behind in a small-minded, excuse-filled acceptance of mediocrity.

Those leaders who will grow into their positions as their banks grow share these common traits and will display them during your strategic planning session this year. They will tell you whether they intend to make the journey to the next level.

4LEADERSHIP TRAITS OF SUCCESSFUL BANK EXECUTIVESHow do you stack up?By Roxanne Emmerich

B

CONTINUED on PAGE 28


How two young bankers landed 5 accounts totaling $14 MILLION in core deposits WITHIN 60 DAYS (before they even finished their Accredited Banking Professional™ Certification)

When we enrolled our Senior VP of Electronic Banking and a VP / Branch Manager in the Accredited Banking Professional Program, we knew it would be good, but we had no idea how good.

In just 60 days, they developed an action plan, with Roxanne’s help, to target large, low-cost deposit accounts.

They used a team selling approach with our lenders and landed $14 million in new deposits and five new accounts!To say the program “paid off” is a gross understatement.

—C. Holland, CEO, Farmers State Bank

Get more information about the 2020 class before it sells out!Call The Institute for Extraordinary Banking™ at: (952) 737-6700 or to get more information to

see if this is right for you, go to ExtraordinaryBanking.com/AccreditedBanker.

“

Do they have the skills and confidence to deal with sophisticated, high-net-worth consumers and business owners?

Do they have the skills to land large, low-cost core deposits?

While most banks are trying to solve their deposit issue by getting more treasury management specialists, The Accredited Banking Professional™ Program is the only program that helps bankers learn how to systematically pull in large, low-cost, profitable accounts—way beyond basic treasury management skills.

Research from Kurt Salmon—a global management consulting firm—found that 55% of U.S. consumers do most of their banking online. Business just isn’t walking in the door anymore. Your bank’s survival depends on the ability of your people—who have spent a career waiting for business to come to them—to go out and get it.

Every year, this class sells out within hours. It’s rarely offered to the public and sells out just from the waiting list alone. While getting on the waiting list does not obligate you, it does

assure your chance of consideration.

Does your team have the skills, confidence and system needed to predictably land large, low-cost core deposits?

ACCREDITED BANKING PROFESSIONAL CERTIFICATIONThe ONLY program designed to help bankers ATTRACT LARGE LOW-COST DEPOSITS


Only 53 US Companies have stayed in the Fortune 500 continuously since 1955.

As of 2018, “fewer than 11% of the Fortune 500 companies in 1955 have remained on the list during the 63 years since...more than 89% of the companies from 1955 have either gone bankrupt, merged with (or were acquired by) another firm, or they still exist but have fallen from the top Fortune 500 companies (ranked by total revenues) in one year or more,” says Mark J. Perry, Professor of Economics and Finance at the University of Michigan.

Despite this history, most bank executives will approach their strategic planning this year as if disruption couldn’t happen to them.

That is naïve of them and dangerous for their stakeholders, and it will prove heartbreaking for their team members who were passionate about remaining employees of a community bank.

Sadly, the belief that your previous success will assure future success is flawed—especially in an industry in the throes of VUCA: volatility, uncertainty, complexity, and ambiguity.

Most bank executives will approach strategic planning this year with the best of intentions. However, what impact will blockchain, cryptocurrency, apps, and disruptive competitors have?

Will your plan substantiate that you are a disruptor? Or will you, by default, take the position of the disrupted?

Many banks struggle with the same issues over and over, instead of creating real strategies that fix issues such as NIM compression, attracting low-cost core deposits, and earning the entire relationship. This inability to breakthrough those issues means they can’t begin to make space for the even bigger challenges looming on the horizon.

What is the problem?

Simple: Most banks have zero strategies in their strategic plans.

An authentic strategy creates results despite limited resources. If you have the same problem two years in a row, you likely didn’t have an authentic strategy but instead a list of things to do. And if that’s the case, it’s no accident that the same problems persist year after year.

The antiquated strategic planning process that over 95% of the banks in this country use—the ones that aren’t pulling ahead—is the norm because most well-intentioned bank executives, through no fault of their own, are aware of what the best-performing banks are doing.

Even with the threat of extreme disruption, there will always be a bright future for transformational, enlightened, ambitious banks that “get it” and, as a result, are not competing on the commodity playing field.

Unfortunately, most banks will create a strategic plan this year that ensures they will not exist five years from today, regardless of how strong they have been for decades. Past performance is simply no assurance of future success.

Here are five mistakes most banks will make in their strategic planning process this year:

1) Having a Plan That Does Not Focus on Making the Competition Irrelevant

“Me too” is not just a movement—it is an existential problem that most banks face. Their inability to

WHAT EVERY BANK EXECUTIVE MUST KNOW TO CREATE A STRATEGIC PLAN THAT DRIVES PERFORMANCE

Read This Before Your Next Strategic Planning Session By Roxanne Emmerich

If you have the same

problem two years in a row,

you likely didn’t have

an authentic strategy

Will your plan substantiate that you are a disruptor? Or will you,

by default, take the position of the disrupted?




ummer is a time to kick back and put the year’s bustle on hold. However, summer inactivity doesn’t bode well in Washington when there

are significant matters to address—specifically, ongoing trade negotiations.

In our first white paper after the 2016 election—How Will Trump’s Policies Affect Taxes, Investments, and the Markets?—we said the following:

In contrast to Trump, Speaker Ryan and most others in the House leadership support free trade. They believe that the U.S. benefits from the free flow of goods, services, and capital around the world. For that reason, we expect Congress to push back against Trump’s trade proposals.

But Trump can implement some of his trade policies without Congressional approval. He has latitude to impose tariffs by executive action to counter currency manipulation, correct balance of payments trade deficits, protect domestic industries injured by imports, in cases of national emergency, or to protect national security. Trump has made clear that he views China as a currency manipulator, suggesting that trade sanctions against China could be appropriate.

That prediction came true in March 2018, when Trump imposed the first of what became a series of tariffs on U.S. imports, particularly imports from China.

Tariffs are taxes. They raise the effective cost of imports, making prices charged by domestic manufacturers comparatively lower and thus more attractive. The power to impose tariffs lies with Congress, but Congress long ago delegated that authority to the president in cases of national emergency or to protect national security.

Trump is employing tariffs in large part to force our trading partners, particularly China, to negotiate new trade treaties more favorable to the U.S. This process has confused the markets and caused significant volatility.

SUMMER IN WASHINGTON?WHAT TO WATCH FOR

By Andrew H. Friedman & Jeffrey B. Bush, The Washington Update

S

So far, the impact of the trade brinksmanship has been impacting

only specific sectors of our economy. For example, China’s refusal to

buy U.S.- produced soybeans has caused significant damage

to the farming sector.

A LAID-BACK


Generally speaking, the economy dislikes tariffs, which lead to higher prices and fewer U.S. exports as our trading partners reduce their purchases of U.S. products or impose their own tariffs on U.S.-produced goods. So far, the trade brinksmanship has been impacting only specific sectors of our economy. For example, China’s refusal to buy American soybeans has caused significant damage to the farming sector. These effects can slow down economic growth and market performance. The Chinese reaction to raising tariffs on almost all goods to 25%, as the president indicates is still an option, would inevitably cause a more widespread negative economic impact.

Although economies dislike tariffs, they view trade agreements favorably. Trade agreements, particularly agreements favorable to the U.S., facilitate the efficient

worldwide movement of U.S. goods and services, boosting economic performance. Vacillation between the two potential outcomes causes economic volatility, as the markets react to which result—higher tariffs or new trade agreements—appears ascendant on a given day.

The recent agreement between President Trump and President Xi to reopen trade talks caused a sigh of relief and a market rally, but their handshake only restored the status quo. The risk remains that negotiations fall apart and Trump increases tariffs further. If the lack of progress becomes apparent—or if businesses report lower earnings due to tariff-induced cost increases—an economic and market pullback is more probable. Complicating matters further is that a lack of progress or lower earnings could prompt the Fed to lower interest rates.

While we focused this discussion on China, it is important to also factor in ongoing trade discussions with the EU and India and the uncertain Congressional passage of the USMCA (NAFTA replacement). For now, we recommend that business leaders, depositors, and investors view the China trade negotiations, and the area of trade generally, with a wary eye. Bond and stock markets are likely to remain volatile as pronouncements change and negotiations evolve.

The risk remains that negotiations fall apart and

Trump increases tariffs further. If the lack

of progress becomes apparent

-or if businesses report lower earnings due

to tariff-induced cost increases-

an economic and market pullback is

more probable.

Andrew H. Friedman is Founder and Principal of The Washington Update. He is known for predicting the outcomes of Washington deliberations and providing financial advisors and investors with strategies to consider in light of the changing political landscape.

Jeff Bush is a colleague of Andy Friedman and an integral part of The Washington Update, the industry’s NONPARTISAN experts on all things Washington.

You may reach Jeff and Andy at www.TheWashingtonUpdate.com

About the Authors

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ecessions are bad for banks. That sounds obvious, but it is worth considering in a little more depth. Return on assets averages 19 basis points lower during recession years; ROE averages 156 basis

points lower. The primary cause, of course, is higher provisions for losses, but loan demand is also lower, worsening total interest income. Interest rates fall, and net interest margins fall. The only thing that does not fall is regulatory oversight! All in all, recessions are worrisome things.

Here are six truths about recessions for bankers.

1. Economists Won’t Predict the Next RecessionAs an economist, I must confess that my profession has a lousy track record of forecasting recessions. Most of those who claim to have predicted the last recession were crying wolf for years before the recession arrived, preventing executives who relied on their forecasts from using the good years to lay a foundation for the weak years.

The lesson is that banking leaders should be prepared well before economists start talking about recession.

The lesson is that banking leaders should be prepared well before economists start talking about recession.

2. Recessions Are Not More Likely After Long Periods of Economic Growth

Pundits will sometimes say that a recession is more likely because it has been so long since the last one, but statistical analysis consistently shows that old age does not cause economic expansions to die. Mostly, they have to be killed.

The good news is that the current expansion, now ten years old, is not necessarily doomed. Unfortunately, the statistics also don’t say that we are safe. So be prepared.

3. The Average Recession Is About Half as Bad as the 2008-09 Recession

That offers an easy way to do a simple stress test. Take your loan loss rates and loan volume decline (on a percentage change basis) in the last recession. Cut them in half, then project forward from the latest quarter, and see how the bank looks. Will your shareholders and regulators accept those results?

6 TRUTHS ABOUT RECESSIONS FOR BANKERSBy Dr. Bill Conerly

The good news is that the current

expansion, now ten years old, is not

necessarily doomed. Unfortunately, the

statistics also don’t say that we are safe.

So be prepared.

R


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4. Recessions Can Be Caused by Several Factors, but Monetary Policy Is Always InvolvedOil price hikes, tech stocks falling, and housing bubbles have all played roles in past recessions, but one culprit’s fingerprints are always on the damage: the Federal Reserve. This isn’t a criticism of the people at the Fed, who are smart and dedicated—fine-tuning a huge and continually changing economy is beyond any human’s abilities.

This is one reason for economists’ difficulties in predicting recessions: There isn’t just one pattern that causes every recession. It’s quite possible that the next recession will have a cause unlike any previous one. Stay on your toes.

5. The Effects of a Recession Have a Consistent PatternAlthough recession causes vary, the results are pretty consistent. Construction falls, and business capital spending declines. These cuts impact jobs and wages, so families cut back on discretionary spending. Even people who still have jobs cut back because they are nervous.

Eventually the economy recovers, and the pattern is pretty consistent. Housing starts rebound thanks to low interest rates. Some people feel secure in their jobs and take advantage of low interest rates and low house prices to buy. Similarly, car sales and other big-ticket items recover. Unfortunately for many community banks, business capital spending and inventories tend to be slow to rebound. Companies have adequate productive capacity and adequate inventories, at least in the early stages of the recovery. They can also finance their receivables out of cash flow at first.

Eventually, though, business borrowing bounces back. Banks that are business oriented may lag by as much as a year behind the economic headlines. Consumer-driven banks recover much sooner.

6. Bank Advice to Customers Is ValuableWhen business customers ask their bankers for advice about dealing with a recession, they usually receive wise counsel: “Think ahead about the problems that will come. When conditions change, take early action. Those who respond more quickly are much more likely to survive.”

Advice, though, is easier to give than to take. Bankers dislike cutting expenses as much as any business leaders, and they certainly don’t like to turn down a friendly customer who asks for a larger line. However, it’s at just this time that the winners are separated from the losers.

Conclusion

One business leader told me that he didn’t like the idea of recession contingency planning because it focused too much on the negative. He claimed to be a pro-growth fellow. I told him that once he assured himself that he was well prepared for a downturn, he could go all out growing his company and sleep better at night. Bankers would get the same benefits.

About the Author

CONTINUED from PAGE 12

Dr. Bill Conerly is an economist and consultant to banks and non-financial companies. He writes for Forbes.com and speaks frequently to bank clients and management teams.

He can be reached through his website, www.ConerlyConsulting.com.

TM

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Volume 2


differentiate and remain a commodity will cause them to be crushed in the competition for deposits and the net interest margin compression that is normal for banks who remain commodities.

Your plan must be built in every way so that all the most profitable customers currently served by your competitors are disrupted to come to your bank. If your plan doesn’t have clear strategies to make that happen, it is probably time to sell before the inevitable.

2) Having An Uninspiring BHAG® or a Plan Not Completely Aligned to Make It Happen

Everything in your plan must align to make that 10-to-15-year Big Hairy Audacious Goal (BHAG) happen. If your articulation of the BHAG is weak, such as “$1.5 billion with a 2.0 ROA”—which is simply a listing of objectives—you lose the power of what a real BHAG can do to mobilize the troops to an aspirational vision of what is possible.

3) Repeating Objectives from the Previous Year

If you list the same strategy two years in a row, something is terribly wrong. Period.

Repeating an objective simply means you did not have a strategy last year to reach it. If you had brought the right strategy to the table, the problem would have been fixed.

A typical example of an objective to achieve the goal of more loan growth is a statement such as: “Increase lending team by 15 percent.” This is not a strategy—it is an objective.

In reality, that “solution” plays out the same way almost every time. Only 15% of people on a typical lending team are actually effective at creating ROI from their salary dollars, so expenses go up, revenue stays the same, and the problem compounds itself—only to be met by the same “solution” to the same problem in next year’s plan.

4) Not Aligning the Frequency of Strategic Adjustments to the Standards of High-Performing Organizations

If you want a sure investment, short the stock of any bank where an executive says something like this: “We only do strategic planning once every two years. Besides,

we haven’t finished the objectives we decided to do last year.” Either of those two sentences is a strong indication

of a bank about to begin a downward spiral. Saying both is an assurance of a bank that won’t be around for long.

If a bank isn’t doing strategic planning at least annually, it has no chance of adjusting with the necessary fluidity and an eye on the BHAG for 15 years from now. Rarely do I see a high-performing bank

that doesn’t have a defined quarterly process and the right kind of weekly accountabilities to adjust throughout the year.

A secret that high-performing banks share is how they align their entire plan to the BHAG and the key target most-profitable markets, then follow a rigorous process of quarterly adjustments that actually keeps them on track for what otherwise seems impossible.

5) Lacking A Defined, Company-Wide Alignment of the Plan Every Week

If the meeting rituals and alignments don’t allow for all team members to know how they tie to profit on a daily, weekly, monthly, and quarterly basis, the chance of high performance is remote.

Everything, everything, everything needs to be in alignment to make sure that every KPI, critical driver, key initiative, and key result is attained on schedule. Visibility, authenticity, accountability, motivation, and follow-through are essential for the plan to work.

BHAG® is a registered trademark of Jim Collins


“Me too” is not just a movement—it is an existential problem that most

banks face. Their inability to differentiate and remain a commodity

will cause them to be crushed in the competition for deposits and the net interest margin compression

All my top clients use a one-page strategic plan. Download the same template they use, plus

an audio explanation of how to use it (and what mistakes to avoid) at

EmmerichFinancial.com/one-page.

Roxanne Emmerich is the Founder of The Institute for Extraordinary Banking ™, Editor of Extraordinary Banker ® magazine, and CEO of The Emmerich Group ®. For nearly 30 years she’s shaped the thinking and the results of The Best Banks in America ™. She can be reached at [email protected]

About the Author

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The real progress on the margin is on the deposit side. We have the second lowest cost of funds of any community bank in Utah. And even though rates have moved up, we’ve managed to keep customers.”

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» NIM: 4.77 to 5.11» Efficiency Ratio: 66%

to 56% » ROA: From 1.78 to 2.66

Since 2015 we’ve gone from $6.2 million to $8.18 million in assets per employee. Our profitability has gone up from about $357,000 in the first half of 2015 to $1.1 million in the first half of 2018. Core deposits are up from $182 million to $263 million and assets have increased from $256 million to our current $422 million.”

Lloyd HarrisonPresident and CEO, Virginia Partners Bank

Non-interest bearing deposit growth:

Over the last decade as an Emmerich Group client, we have more than doubled assets while becoming very profitable. We look like we’ll end 2018 with a 5 NIM and a 2 ROA. We had a record year for earnings and for growth.”

Patti SteeleCEO, First Volunteer Bank

One of the key phrases on our strategic plan is: ‘Do more with less.’ And we’ve done just that. That shows up in our culture scores, and it shows up in our productivity, based on the amount of assets under management per employee. And because we’re doing more with less, we have higher-paid people.

Nevin GrigsbyPresident, Farmers State Bank

» Net interest margin: Up 21 basis points

» Demand deposits: up 63%

» NIM 5.35

» ROA increase 1.00 to 2.09

» Total Assets (000) increase $441,561 to $1,004,650

» Net Income (000) increase $2,237 to $10,383

Are you performing dramatically better this year compared to last year... all while taking on less risk?


» Up 34% in 2015

» Up 36.8% in 2016

» Up 26% in 2017

» Up 23% in 2018

We’re competing against larger banks, and to pass them in deposit market share was just amazing.”

Trey EtchesonCEO, Hoosier Heartland State Bank

» Cross-sales: 7.5 per new account

» Core deposit growth: 45%

» Loan growth: 36%

» Asset growth: 40%

In 2016, we made $9.2 million. This year, we’re on target to make over $12 million, most of that driven by loan growth of about $80 million year-over-year. And that was driven by a lot of folks just excited to go out and bring in new business.

Pete WillistonCEO, Citizens Bank

» Cross Sales: more than doubled, 1.81 to 3.87

» Culture score: 5.79 out of 7» Net income: up 27.6% » Loan growth: 17%

We’ve had significant growth in our deposit base—much of that from our core checking, and core savings… and it just keeps coming in. We’ve been averaging about 180 new customers each month, which has been fantastic—especially combining that with our average cross-sales of just under 7.”

Steve LewisCEO, Thomaston Savings Bank

» Adding 180 new accounts per month

» Increased average on new accounts:

2.7 to 6.8

We’ve got 10,000 customers, and they all deserve excellent service, of course. But knowing that those 100-150 best customers are providing over 100% of our net income means we need to focus on them and their health, and getting more people like them, has helped us survive the up and down cycles, which benefits everyone.”

Ben GrimstadPresident and CEO, Decorah Bank & Trust

» Asset growth: 39%» Core deposit growth: 49%» Non-interest income

improvement: 65%

6TH ANNUAL THE BEST BANKS IN AMERICATM SUPER CONFERENCERegister today at BestBanksinAmerica.com or call (952) 737-6700.


SUPER CONFERENCE

RoxanneEmmerichThe Breakthrough Banking Blueprint

Roxanne is the New York Times, Wall Street Journal, Businessweek, #1 Amazon, and international best-selling author of six books: Profit-Growth Banking, Profit-Rich Sales, The Best Banks in America Case Studies, The Breakthrough Banking Blueprint (to be released fall 2019), and Thank God It’s Monday®!

Her Breakthrough Banking™ Franchise System has helped banks predictably increase NIM by 50-100 basis points in two years or less while dramatically improving loan quality.

Even better, bank after bank shares stories of how they solved their deposit shortage, some moving from 40% core deposits to 70% within three years, while making them sticky with a non-salesy approach to increasing cross-sales to over five.

Ivan Misner, Ph.D. How the Best Banks are Pulling Ahead, Cloning Their Best Customers, and Generating Massive New Business by Referral

Dr. Ivan Misner is the Founder & Chief Visionary Officer of BNI, the world’s largest business networking organization.

Called the “Father of Modern Networking” by CNN and one of the “Top Networking Experts” by Forbes, Dr. Misner is considered to be one of the world’s leading experts on business networking throughout the world.

Keynote Speakers

Stephen Shapiro Making the Impossible Possible Stephen started his innovation work over 20 years ago while leading a 20,000 person innovation practice at the consulting firm Accenture. His talk will discuss innovation in banking.

Mark W. Schaefer The Most Human Company Wins Based on his brilliant new book, Marketing Rebellion: The Most Human Company Wins, Mark shows how an entirely new mindset is needed to meaningfully connect with customers in a rebellion against marketing, advertising, and PR.

Register today at BestBanksinAmerica.com or call (952) 737-6700.

xtensive research by Jim Collins, author of Good to Great and Built to Last, finds that “companies that enjoy enduring success

have core values and a core purpose that remain fixed while their business strategies and practices endlessly adapt to a changing world.”

His studies have found that many of the most successful and enduring organizations stay true to foundational purpose.

On the individual level, Napoleon Hill asserts that an individual’s likelihood of substantive success will be greatly enhanced when they demand of themselves “persistent, continuous action toward the attainment” of their definite purpose, and they commit to taking such action.

The biggest disconnect in virtually all but the highest-performing banks is that while you may know where you’re going—your strategic objectives—you and your team don’t know what to do today to get you closer to the finish line.

We know that achieving the highest levels of performance in banks boils down to a predictable set of projects, each with a predictable set of actions to be executed. When you execute the actions in a coordinated way, across the bank, in the right order and with the right timing, the results happen like clockwork.

ACHIEVE TOP-OF-PEER PERFORMANCEHow High-Performing Banks Align Every Team Member Every Day to Rocket Past Their Peer GroupBy David Duhaime

E



THE BEST BANKS IN AMERICATM WILL BE AT THESE EVENTS IN 2019THE 2019 BANKING EVENT OF THE YEAR The Best Banks in AmericaTM Super Conference and The 2019 Extraordinary BankingTM Awards (Minneapolis)

SEPTEMBER 16-18

Fast-Track Strategic Planning Think TankTM (Minneapolis) SEPT 19-20 Walk out of this session with a one-page strategic plan and a system of execution that will make the

impossible, possible.

Hoopla Team® Training (Minneapolis) OCT 22 Walk away with your year of rollouts planned, fine-tuned, and optimized for kick-butt results. Discover the secret

breakthroughs of other Hoopla Teams and how they transformed their cultures to align everyone to profit. Many of the banks that attend are voted Best Place to Work in their states within a year or two of beginning this process.

Lead the Transformation® (Minneapolis) OCT 23-24 What if there was a Predictable Success Franchise System for community banking that consistently helps

banks move to the top of their peers and stay there? You’ll discover how to implement the “missing link“ between strategy and execution, and you’ll be amazed at how much you and your team achieve and how easy it is.

Profit-Rich SalesTM Seminar (Minneapolis) OCT 29 Stop giving away margin and fees to get the sale. Go after and win the big elephants at premium pricing! This program

will give you the tools and templates to turn even the most analytical lender into a top-performing business attractor.

Profit-Rich SalesTM Management Seminar (Minneapolis) OCT 30 Discover the secrets of sales managers who create top-of-peer growth. Finally revealed: the hidden strategies of how to coach high performers and underperformers, measure the RIGHT things, and know the high-impact functions of a top-performing sales manager in the commercial and wealth management areas.

Sales and Marketing Bootcamp (Atlanta) NOV 7-8 What if you could attract the best, most highly sought after commercial and high-net-worth prospects in your market while slashing your marketing budget by 80%? Yes, it’s really possible! At the Sales and Marketing Bootcamp, you’ll discover how, and you’ll walk away with the 7-Step Sales Blueprint that single-handedly doubles cross-sales. EmmerichFinancial.com/bootcamp2019

SOLD OUT


THE BEST BANKS IN AMERICATM SUPER CONFERENCE AND THE EXTRAORDINARY BANKINGTM AWARDS (MINNEAPOLIS) What if you knew what the very top performing banks in this country know? At this session, you’ll get specific strategies to develop a full pipeline of high-potential leads and shift your people from order takers to business developers. On the Fast-Track Exec day, you’ll discover the key actions to achieving elite performance.

On September 16, join the top-performing banks in the country for the 2019 Extraordinary BankingTM awards. BestBanksInAmerica.com

SEPTEMBER 16-18

BestBanksInAmerica.com


Forbes names 17 Emmerich Clients and Alumni to“The Best Banks and Credit Unions in Every State”Congratulations to all our client and alumni banks named to Forbes’ list of The Best Banks and Credit Unions in Every State.

Anderson Brothers Bank, South Carolina

BankNewport, Rhode Island

East West Bancorp, California

First Arkansas Bank & Trust, Arkansas

First Financial Bank, Texas

First State Community Bank, Missouri

FirstBank, Colorado

Great Western Bancorp, South Dakota

Heartland Bank and Trust Company, Illinois

Ready to start your journey to top-performance?

Attend an Emmerich event.

Congratulations

IBERIABANK, Louisiana

Merchants Bank, Minnesota

Nodaway Valley Bank, Missouri

Passumpsic Savings Bank, Vermont

Rockland Trust, Massachusetts

Summit Community Bank, West Virginia

Two Rivers Bank & Trust, Iowa

Thomaston Savings Bank, Connecticut

The only real question to get your bank to top-of-peer performance and beyond is: “Do you know which projects and actions need to happen next to reach your vision of utopia?”

To help answer this question, we created cNote™. This new tool for high-performing banks lets you define your utopia and tie it to the movement of specific needles, such as an increase in cross-sales from 2 to 4. cNote™ and your cNote™ coach “prescribe” the right projects in the right order.

Each project is prebuilt with every action required for success. Each action is assigned to a member of your team and given a due date. You have a simple, transparent, and accountable dashboard for predictably managing your way to achieving your utopia.

Once you’re there, you repeat the process and pick the

next, even greater, utopia you want to achieve, lay out the projects and actions, and manage your way there, step by step.

Increasing your bank’s performance is no longer left to chance. It’s baked in.

cNote™ is the only software designed for banks to achieve their vision, utopia, and strategic plan by aligning the entire organization with the “next right actions,” allowing for complete visibility of leading and lagging indicators and project management accountability for every task, so you stay the course.

You choose which quantitative values you want tracked over time and compared to your peers. Perhaps you’ll want some lagging indicators, such as NIM, total assets, and efficiency ratio. Those can be automatically updated from FDIC/FFIEC data for all banks, then charted to show

The biggest disconnect in virtually all but the highest-performing banks is that while you may

know where you’re going—your strategic objectives—you and your team don’t know what

to do today to get you closer to the finish line.




Forbes names 17 Emmerich Clients and Alumni to“The Best Banks and Credit Unions in Every State”Congratulations to all our client and alumni banks named to Forbes’ list of The Best Banks and Credit Unions in Every State.

Anderson Brothers Bank, South Carolina

BankNewport, Rhode Island

East West Bancorp, California

First Arkansas Bank & Trust, Arkansas

First Financial Bank, Texas

First State Community Bank, Missouri

FirstBank, Colorado

Great Western Bancorp, South Dakota

Heartland Bank and Trust Company, Illinois

Ready to start your journey to top-performance?

Attend an Emmerich event.

Congratulations

IBERIABANK, Louisiana

Merchants Bank, Minnesota

Nodaway Valley Bank, Missouri

Passumpsic Savings Bank, Vermont

Rockland Trust, Massachusetts

Summit Community Bank, West Virginia

Two Rivers Bank & Trust, Iowa

Thomaston Savings Bank, Connecticut

See pages 24-25 for details.


Mastery Obsession Is “good enough” really good enough? If you can get your team to build enough trust with customers

to master five cross-sales, so each customer knows they don’t need to go to other banks to have their financial needs met, is that as good as it gets? Might you move to a level of mastery, such that your team is well over seven?

If your closure rate on your top 100 most profitable next customers is 50%, what would you have to do to close at a rate of over 85%?

When we let go of the egoic need to be applauded for having accomplished what is good and instead become constant seekers—knowing that there is always more that is possible—a whole new world of opportunity presents itself. Besides, someone will make it happen: Commitment to “mastery” is in the veins of those who

continue to demonstrate that they are executive material at an even higher level.

Imagine sitting in a room explaining to Jeff Bezos and Elon Musk that you can’t get a 5.0 NIM and a seven cross-sales ratio on new accounts or raise your non-interest-bearing deposits to 70% of deposits. Right. They would fire you on the spot and achieve those goals in a

matter of months. That is mastery obsession—learning everything necessary to make the impossible possible.

Abundance Consciousness Carol Dweck, author of Mindset: The New Psychology of Success, writes: “In a growth

mindset, people believe that their most basic abilities can be developed through dedication and hard work—brains and talent are just the starting point. This view creates a love of learning and a resilience that is essential for great accomplishment.”

Abundance doesn’t apply only to money, customers, and opportunities—it applies to time. A scarcity thinker will be quick to tell you that they can’t do something because “they don’t have enough time.” Time is the great leveler—we all have 24 hours in a day and 7 days in a week. So, to say you don’t have enough time when you have the same time as everyone else is a clear indication of being a “scarcity thinker.”

Abundance thinkers find ways to achieve more regardless of circumstances.

Our results can never exceed our limiting beliefs—if we think we can’t, we can always arrange the universe so we can be right about that.

Stay clear of “we can’t get premium pricing because our competitors are tough” thinking, as well as those who don’t believe you can’t attract the very best deposits in

your market quickly and systematically regardless of how happy customers are with their current banks.

The only reason you can’t accomplish these and other breakthroughs is that you don’t seek the system and apply it. That is what brave leaders do in strategic planning sessions.



1

Imagine sitting in a room explain-ing to Jeff Bezos and Elon Musk that you can’t get a 5.0 NIM and a seven

cross-sales ratio on new accounts or raise your non-interest-bearing

deposits to 70% of deposits.

Our results can never exceed our limiting beliefs—if we think we can’t,

we can always arrange the universe so we can be right about that.

2


How does your sales team compare on these 92 industry benchmarks?CAN YOU REALLY AFFORD NOT TO KNOW?

A LOW-RISK LOAN OFFICER PROFILE OUTSELLS A MEDIUM-RISK PROFILE BY 400%.Research with thousands of lenders in hundreds of banks proves

that a lender with a “Low-Risk” sales profile on the ZERORISK Emotional Intelligence Assessment outsells a similar lender with a “Medium-Risk” sales profile by 400%.

As Jim Collins says in Good to Great, you’ve got to get the right people in the right seats on the bus. Yet most banks insist on unscientific and unreliable methods for deciding how to structure their sales teams. The truth is that personality testing has an extremely low correlation with job performance. A better predictor of performance is emotional intelligence (sometimes called critical thinking). “But, how do you measure emotional intelligence?” you ask.

ZERORISK is the only emotional intelligence assessment with benchmarks for over 90 key banking roles, developed from in-depth correlation studies.

Sales of lenders with a medium-risk profile

Sales of lenders with a low-risk profile

Lenders sell 400% more with a low-risk profile compared to a medium-risk profile.

“It greatly enhances the accuracy of your hiring decisions.”

—S. Anderson, COO, River Valley State Bank

“ZERORISK is the art and science behind that part of our business strategy that is based in improving our people and their ability to be part of a high-performance team.”

—A. McDonnell Jr., President and CEO, Citizens National Bank

“Since using the ZERORISK Hiring System, our turnover rate has dropped from 40% to below 2% in the last 18 months.”

—S. Pajak,Vice President, St. Charles Bank & Trust

ONE-TIME LIMITED OFFEREvaluate 15 of your salespeople for just $495.In less than 90 minutes, know how to significantly improve your sales team’s overall performance.

Offer expires Sept. 1, 2019.

Call (952) 737-6730 or go to

EmmerichFinancial.com/ZERORISK


Saying something is impossible will make you right—but those who think it is possible will be the ones who create and execute on the strategies that make it happen. They will be the leaders of the future.

Daring Leadership C. R. Snyder says that hope is not a warm and fuzzy feeling: It is a cognitive emotional process that has

three parts: goal, pathway, and agency.

The goal is easy: figuring out where we want to go.

The pathway is how to get there, whether it involves a linear plan or tapping into your scrappiness and ability to adjust plans with a persistence to move ahead regardless of setbacks.

Agency is the belief in our ability to “stay the course.” While it is easy for “followers” to send low blows at leaders and poke fun at those who believe that so much more is possible, agency is what keeps the leader focused, hopeful, and committed despite those without vision.

Agency is the belief in our ability to “stay the course.” While it is easy for “followers” to send low blows at leaders and poke fun at those who believe that so much more is possible, agency is what keeps the leader focused, hopeful, and committed despite those without vision.

Unlike the cynics who can find every reason to give up, a leader capable of the next level keeps focused and committed in spite of those who take shots at visionaries. Imagine Kennedy, Gandhi, or Martin Luther King Jr. saying: “Oh, perhaps you are right. There seem to be so many of you disbelievers. I quit.”

In Relationship with Your Word People make implied contracts all day, every day.

If someone suggests something and it is not negotiated, then there is an implied contract.

For example, coming to work at 8 am is an implied contract. Getting that report done every week by

Thursday at 2 pm is an implied contract. In other words, if someone asked for it and you didn’t negotiate, you then have an implied contract.

Great leaders have a strong relationship with their word—they do what they say they’re going to do. They hit their numbers regardless of circumstances. They hit their deadlines—because they said they would.

They are authentic communicators who not only hold others accountable but hold themselves accountable.

While no person can be 100% in integrity with their word, the ones who are committed and bring extreme consciousness to their commitments stand out as the true leaders.


Roxanne Emmerich is the Founder of The Institute for Extraordinary Banking™, Editor of Extraordinary Banker® magazine, and CEO of The Emmerich Group®. For nearly 30 years she’s shaped the thinking and the results of The Best Banks in America™.

She can be reached at [email protected]

About the Author

Help your leadership team develop faster. Get one of the first 50 autographed copies

of my new book—The Breakthrough Banking Blueprint when it launches in

September. Register at EmmerichFinancial.com/Breakthrough50.

3

4

Great leaders have a strong relationship with their word—they do what they say they’re

going to do. They hit their numbers regardless of

circumstances. They hit their deadlines—because they said

they would.


THESE BANKS BEGAN THEIR JOURNEYS TO SUCCESS AT AN EMMERICH EVENT...

“Transformed Our Bank” “We increased our ROA and boosted net interest margin by over 100 basis points each in less than 18 months. The culture change has transformed our bank. Our CFO now thinks the sky is the limit.”

K. Beckemeyer, President and CEOLegence Bank

“Increased Cross-Sales Across all 29 Branches by 297%”

“When we started with you, cross-sales were in the 2s, and now we’re in excess of 5 on average across the company, with some banks well in excess of 7.”

M. Scheopner, President and CEOLandmark National Bank

For information or to register visit EmmerichFinancial.com/live or call (952) 737-6730

“We’ve Hit a 6.7 Average For Cross-Sales For Our

Whole Team” “For a team that didn’t ever think about sales before a year and a half ago, that’s wonderful. We’ve hit a 6.7 average for cross-sales for our whole team and have had individuals as high as 12!”

S. Jones, President and CEOHome State Bank

2016 EXTRAORDINARY BANK OF THE YEAR AWARD WINNER

“Nearly $8 Million In Assets Per Employee”

“Nearly $8 million in assets per employee while voted Top 50 Best Places to Work in Iowa – 3rd Year in a row.”

J. Burnett, CEOLibertyville Savings Bank

“I Can’t Imagine Any CEO Who Wouldn’t Want This.”

“We not only met EVERY goal in ALL our branches, but we exceeded many of our goals by 100 percent! Our entire organization acts like a team! I can’t imagine any CEO who wouldn’t want this.”

C. Hoffman, President and CEORichwood Bank

2015 EXTRAORDINARY BANK OF THE YEAR AWARD WINNER

“We Have Seen Improvement Each Month!”“Since implementing the Emmerich 7-Step Retail Sales Process, we have been able to improve our new customer average cross-sale results from 2 to an average of 5.43 in just 5 months. We have seen improvement each month due largely to the ongoing coaching and training of the Process!”

S. Lewis, President and CEOThomaston Savings Bank

NAMED #1 IN CUSTOMER EXPERIENCE BY FORBES


how those numbers compare to peer groups and both your starting and goal metrics.

We all know we can’t manage history, so you are best served by also monitoring key leading indicators that drive profit and growth, such as cross-sales on new accounts, number of top 100 prospects closed, and total cross-sales on current top 100 customers.

What is measured gets improved. What is measured and managed with continuous adjustments gets exponentially improved.

In the example below, a bank has established two vision components, depicted as utopias. The first establishes the objective of improving cross-sales from 2 to 6 over a three-year period. The second documents a commitment to improve the efficiency ratio from 75 to 65.

If you’ve had the same goals on your strategic plan for more than a year, you have to ask yourself: “What’s the disconnect? Why aren’t we achieving what we set out to do?”

You’re likely missing the link between strategy and execution. cNote™ bridges that gap.


David Duhaime is the CEO of cNote™, the first tool purpose-built for banks that want a clear picture of the most important next actions that will move needles every day, week, month, and quarter. Forty-two top banks are already using it to drive top-of-peer performance.

About the AuthorFor a video workshop on

cNote™ and how to use it to align everyone on your team to

achieve your strategic objectives, go to BankcNote.com/video.

If you’ve had the same goals on your strategic plan for more than a year,

you have to ask yourself:

“What’s the disconnect? Why aren’t we achieving what we set out to do?”

Above: cNote screenshot from bank user

Extraordinary Banker | ExtraordinaryBanker.com | 31

Are you tired of your mystery shopping company

giving you reports, but no results?

Discover the 13 best practices of bank mystery shopping that drive

bottom-line results: Download the Bank Mystery Shopping Checklist

at EmmerichFinancial.com/bankshop

“For a team that didn’t ever think about sales before a year and a half ago, that’s wonderful. We’ve hit a 6.7 average for cross-sales for our whole team and have had individuals as high as 12!”

~ S. Jones, President & CEO, Home State Bank

20162014

6.5

2.9

K. KnudsenPresidentSecurity Bank

20162010

5.16

1.1

M. SchoepnerCEOLandmark National Bank

20162007

8.0

2.5

C. HoffmanPresident and CEORichwood Bank

Increase in cross-sales Increase in cross-salesIncrease in cross-sales

When our clients were asked how likely they are to refer us, they gave us a 9.7 out of 10 in 2016 and 2017.

If you want results instead of reports, call for a free analysis and discover how to transform your mystery shopping from a cost to a profit driver.

“For a team that didn’t ever think about sales before a year and a half ago, that’s wonderful. We’ve hit a 6.7 average for cross-sales for our whole team and have had individuals as high as 12!”

~ S. Jones, President & CEO, Home State Bank 2016 Extraordinary Bank of the Year Winner

20162014

6.5

2.9

K. Knudsen PresidentSecurity Bank

20162010

5.16

1.1

M. Scheopner CEOLandmark National Bank

20162007

8.0

2.5

C. HoffmanPresident and CEORichwood Bank

Increase in cross-sales Increase in cross-salesIncrease in cross-sales

- - -

Discover the 13 best practices of bank mystery shopping to drive bottom-line results: Download the Bank Mystery Shopping Checklist

at EmmerichFinancial.com/bankshop

For a team that didn’t ever think about sales before a year and a half ago, we’ve hit a 6.7 average for cross-sales for our whole team and had individuals as high as 12!

The Only Mystery Shopping Process That Is Proven To Help

Banks Increase Cross-SalesWhy just get reports when you can get WOW service,

more sales, and premium pricing?

BREAKTHROUGH BANKING™ Sales and Marketing Bootcamp

“We closed a $5.4 million dollar loan with a great company an hour away from our nearest branch. At no time did the issue of price come up. It showed the skeptics that you can get premium pricing even in a cutthroat competetive environment.”

—R. Bastian, President, Blackhawk Bank

“Just because you think you know it all, this event will open your eyes.” —D. Wertzberger, Senior Vice President

Landmark National Bank

“I learned more in the first 2 hours that will have a huge impact on our bank than I’ve learned at most conferences that I’ve been to in the last 5 years.”

—B. Smith, Assistant Vice President, First National Bank of Gilmer

“Before Roxanne we had lost direction. We knew we needed growth and a culture shift. Since joining The Emmerich Group, our deposits are up 22%, our customer satisfaction rating is 9.90 out of 10, and we are experiencing our most profitable year on record. This is the best investment we’ve ever made.”

—J. Burnett, CEO, Libertyville Savings Bank

“I’ve attended Bootcamp THREE times, sent ALL my managers, and in the last year since we’ve been implementing what we learned, we’ve experienced more growth than in the previous five years combined! The growth of deposits and loans can only be described as a miracle and profits are up 44%!

—P. Steele, President and CEO, First Volunteer Bank

“I looked to get 2-3 ‘things’ out of this training—I have 44 things I can take home. This was awesome. I will be back with co-workers!”

—E. Johnson, Business Development Director, First Bank of Baldwin

Where ambitious high-performing bank CEOs, executives and board members go to take their bank to the next level…

Bank after bank that has hit a 2 ROA cites the Breakthrough Banking Sales and Marketing Bootcamp as the beginning of their journey to high performance.

The only bank seminar that banks have cited as the reason they've picked up 100 basis points in net interest margin while decreasing their risk.


It’s Easy with the Right BlueprintAt the Summit, you’ll get the tools, templates and step-by-step formulas to win large low-cost deposits:

EmmerichFinancial.com/Bootcamp2019*Save $500 off each additional executive or board member you register.

The Cross-Sales Breakthrough™ Formula—Banks routinely double cross-sales (ethically, by adding real, bottom-line value) within a few months of discovering the formula.

The One-Question-Stop-Rate- Matching Script—Do not let your people respond to another rate inquiry until they’re armed with this script! They’ll turn rate-shoppers into value buyers— ready and willing to pay you a premium.

The Loan-Growth Maximizer™—Simple actionable system for growing loans (without ever matching rates or lowering lending standards).

BOOK NOW OR RISK LOSING HUNDREDS

IN EARLY-BIRD SAVINGS.

Who Should Attend?

Date Location Super Early-Bird Early Bird Regular Price

Nov 7-8 Atlanta, GABy 8/23/2019

$995*By 9/27/2019

$1795*After 9/27/2019

$2495*

CALL NOW FOR EARLY-BIRD PRICING (952)737-6730

“I’ve been to hundreds ofseminars as CEO of several banks.I LEARNED MORE IN TWO DAYS at theBreakthrough BankingTM Bootcamp than Idid in all the other bank seminars combined.”

The only event in banking where you’ll get the blueprint you need to WIN THE DEPOSIT WAR!

The Million-Dollar Checking Account Blueprint—Land BIG-TIME business accounts repeatedly.

The No-Risk Net Interest Margin Expander—A proven process to increase your net interest margin by 20–30 basis points in a year (while improving loan quality).

The Million-Dollar Marketing Vault—Our proven templates, letters, emails, and scripts for targeting the most profitable customers in your market.

Sales and Marketing

BootcampTHIS EVENT WAS A GAME- CHANGERFOR OUR BANK

The only event in banking where you’ll get the blueprint you need to WIN THE DEPOSIT WAR

It’s Easy with the Right Blueprint At the Summit, you’ll get the tools, templates and step-by-stepformulas to win large low-cost deposits:

Who Should Attend?

Senior Executives

Board Members

BOOK NOW OR RISK LOSING HUNDREDS IN EARLY-BIRD SAVINGS.CALL NOW FOR EARLY-BIRD PRICING

Ambitious, results-oriented CEOs and Presidents

Community bank CEOs across the country are concerned. Acquiring deposits is a new and growing problem. Just last week, one executive confessed that his need to increase loans three months ago is now trumped by the need to add deposits—and fast.

Most bankers believe getting low-cost deposits is hard. Elite bankers know the truth.





The One-Question-Stop-Rate-Matching Script—Do not let your people respond to another rate inquiry until they’re armed with this script! They’ll turn rate-shoppers into value buyers— ready and willing to pay you a premium.


EmmerichFinancial.com/Bootcamp2019

(952) 737-6730

Date Location Super Early-Bird Early-Bird Regular Price

Feb 21-22 Orlando, FL By 12/20/2018 $995*

By 1/18/2019 $1795*

After 1/18/19 $2495*

May 9-10 Minneapolis, MN By 2/22/2019$995*

By 3/29/2019$1795*

After 3/29/2019$2495*

Nov 7-8 Atlanta, GA By 8/23/2019$995*

By 9/27/2019$1795*

After 9/27/2019$2495*


Sales and Marketing




Who Should Attend?

Senior Executives

Board Members












(952) 737-6730


Feb 21-22 Orlando, FL By 12/20/2018 $995*

By 1/18/2019 $1795*

After 1/18/19 $2495*


By 3/29/2019$1795*

After 3/29/2019$2495*

Nov 7-8 Atlanta, GA By 8/23/2019$995*

By 9/27/2019$1795*

After 9/27/2019$2495*


Sales and Marketing




Who Should Attend?

Senior Executives

Board Members












(952) 737-6730


Feb 21-22 Orlando, FL By 12/20/2018 $995*

By 1/18/2019 $1795*

After 1/18/19 $2495*


By 3/29/2019$1795*

After 3/29/2019$2495*

Nov 7-8 Atlanta, GA By 8/23/2019$995*

By 9/27/2019$1795*

After 9/27/2019$2495*


Sales and Marketing




Who Should Attend?

Senior Executives

Board Members












(952) 737-6730


Feb 21-22 Orlando, FL By 12/20/2018 $995*

By 1/18/2019 $1795*

After 1/18/19 $2495*


By 3/29/2019$1795*

After 3/29/2019$2495*

Nov 7-8 Atlanta, GA By 8/23/2019$995*

By 9/27/2019$1795*

After 9/27/2019$2495*


Sales and Marketing




Who Should Attend?

Senior Executives

Board Members












(952) 737-6730


Feb 21-22 Orlando, FL By 12/20/2018 $995*

By 1/18/2019 $1795*

After 1/18/19 $2495*


By 3/29/2019$1795*

After 3/29/2019$2495*

Nov 7-8 Atlanta, GA By 8/23/2019$995*

By 9/27/2019$1795*

After 9/27/2019$2495*


Sales and Marketing




Who Should Attend?

Senior Executives

Board Members












(952) 737-6730


Feb 21-22 Orlando, FL By 12/20/2018 $995*

By 1/18/2019 $1795*

After 1/18/19 $2495*


By 3/29/2019$1795*

After 3/29/2019$2495*

Nov 7-8 Atlanta, GA By 8/23/2019$995*

By 9/27/2019$1795*

After 9/27/2019$2495*


Ambitious, results-oriented CEOs & Presidents

Board MembersSenior Executives

—D. Solsby, Independence Bank


EVENT DATE & VENUE

Nov 7-8, 2019 Atlanta, GA

“I learned more in two days at this Bootcamp than I did in all the other bank seminars combined.”

Who Should Attend?

Send enough people so you can begin to implement fast. See results within weeks.

FOR MORE INFORMATION ON THIS EVENTvisit EmmerichFinancial.com/Bootcamp2019

Book now or risk losing hundreds in early-bird savings.

Ambitious, results-oriented CEOs & Presidents

Board Members Senior Executives

Sales & MarketingBootcamp

6625 West 78th Street, Suite 200Bloomington, MN 55439

The only seminar for banks that want to get to the top 5% of performance and stay there.

Documents

THE ULTIMATE GUIDE TO STRATEGIC PLANNING... · Executives Share These 4 Leadership Traits pg 4 5 MISTAKES to Avoid in This Year’s Strategic Plan pg 6 ACHIEVE Top-Of-Peer Performance