Pub. 8 2018-2019 Issue 5

O V E R A C E N T U R Y : B U I L D I N G B E T T E R B A N K S - H E L P I N G C O L O R A D A N S R E A L I Z E D R E A M S March • April 2019 7 The key to good relationship develop- ment is to know each client well enough to meet their individual expectations. This personalizes the client’s experience with your institution and differentiates you from connections they might have with other institutions and companies. Remember, the experience you provide to customers will be evaluated in context to interactions your customers have with all other service providers. Not just banks. Some of the highest service expectations might be driven by highly successful organizations outside of the financial services industry. Every organization needs to discover where flexibility and staff empowerment can be applied. Once boundaries are established, your staff should be free to work within those boundaries. This helps insure each client is receiving the service and emotional connections that reinforce their comfort levels. Relationships, ac- count possession, service utilization and profit will increase proportionately with the client’s comfort and trust levels. Create “Relationship Connectors” Service that expands relationships begins with what you do for the client. Asking clients to rate how well a trans- action was completed can help you assess that performance. But feelings influence emotional connections to you and your organization. To increase retention and expand relationships, the more import- ant question is… How did the client feel about the transaction? A ‘relationship connector’ is an emo- tional bond. It goes beyond suggesting a debit card to a checking account client. It is reinforcing the employee’s genuine care for the client by suggesting finan- cial solutions that will help in a way that is significant to the client. The solution begins with a product or service, but it ends with the employee being a “re- lationship connector”. Ultimately, this influences how the client feels about the transaction. It’s not just a debit card, it’s a multi-purpose payment system. It’s not just a payment system, it’s the freedom to buy things. Client’s will connect to the ultimate benefit the financial solution provides to them, in their situation. Creating pictures in the sales process is extremely important. Pictures make the information relevant andmemorable. The idea is to help the client visualize how they will benefit from your institution’s solutions. Furthermore, the benefit has to be something that is meaningful to the client. This says I understand you… I care about you… I want to offer you solutions that will truly enhance your life. Show the Client That You Care There aremany dimensions – beyond products – in a client relationship. Or- ganizations that emphasize the proper dimensions and invest in the appropriate mix of relationship building resources will capture more clients and retain them longer. Institutions that effectively manage relationship information at the point of contact can personalize service and decisions quicker. Organizations committing resources to staff develop- ment, relationship training and effective operations support will be the toughest competitors in the markets they serve. Connec t ions w it h c l ient s and accompanying service utilization will increase as employees learn to ask effective questions and listen carefully to their clients. A caring attitude and genuine interest in the client is where it all starts. If you don’t care, odds are you won’t hear. As you coach your team to connect with clients, encourage them to become inquisitive. A good dose of curiosity can benefit your relationship builders. Ask them to proactively learn something new about each client. Provide datamanagement systems that help them lock the information away and use it when a client needs your assistance. When you come through when they need you most, the customer will never forget you.  Tom Hershberger is president, CEO and founder of Cross Financial, a sales and marketing consulting firm based in Lincoln, Nebraska. He has a comprehensive background in commercial banking and marketing management in the financial services industry. His in-depth understanding of the banking challenges and opportunities comes from 40 years of experience working with financial institutions, having served as president of a community bank and as a marketing director of two large retail banking institutions. Tom is an active speaker at state and national conventions and is a faculty member at several schools of banking, including the Graduate School of Banking at the Uni- versity of Wisconsin Madison, as well as the GSB Sales and Marketing School.