Banking on Digital Growth
Banking on Digital Growth

Episode · 3 months ago

100) #InsideDigitalGrowth - 10 Key Insights from Our First 100 Episodes

ABOUT THIS EPISODE

The last year wasn’t what anyone expected, but plenty of good things came out of the chaos of the pandemic.

Here at Banking on Digital Growth, the silver lining comes in the form of 100 episodes.

And it wouldn’t be possible without you.

To celebrate, I’ve curated the key insights from the top 10 episodes — picked by you, the dear listener.

So, I’d love for you to join this very special episode you made possible as we countdown the most important lessons from some of our phenomenal guests: Chris Skinner, Ron Shevlin, Jay Palter, Matt Monge, Whitney Loe, Jeffery Kendall, Eric Berg, Kim Snyder, Bryan Clagett, and Kara Yaquinta.

You can find this interview and many more by subscribing to Banking on Digital Growth on Apple Podcasts, on Spotify, or here.

Listening on a desktop & can’t see the links? Just search for Banking on Digital Growth in your favorite podcast player.
 

...greetings in. Hello, it's James robertand I have a surprise for you in today's episode because we did it, wedid it together, you, me and all of the amazing guests that have joined me onthe show so far. This episode is a special episode because you you helpedput it together, you helped shape the content, you helped produce it. You're listening to banking on digitalgrowth. With James Robert lay a podcast that empowers financial brand marketing,sales and leadership teams to maximize their digital growth potential bygenerating 10 times more loans and deposits. Today's episode is part ofthe inside digital growth series where James Robert shares, answers to some ofthe biggest digital marketing and sales questions he gets from the digitalgrowth community. Have a question you want to get answers to on a futureepisode, visit www dot go ask jr dot com to submit your question today. Nowlet's go inside digital growth greetings and hello, I am James robert,ley and welcome to the 1/100 episode of the banking on digital growth podcast.Today's episode is part of the insight digital growth series and as Imentioned before, it will be a special episode As we reflect back on the 1st100 episodes that we made it through together when I think about the journeythat we embarked on around a year ago now, I have nothing but gratitude andthanks in my heart. I'm grateful. I'm thankful for you joining me on thisjourney, for inviting me for giving me the opportunity to spend time with youduring your day and and maybe I've joined you on a run. Maybe it's been ona ride, Maybe I've joined you in the...

...evening for a glass of wine or acocktail or maybe I've joined you in the morning for a cup of coffee. Butregardless of when I've joined you or how many times maybe you've listened tomultiple episodes of the podcast or maybe this is your first episode.Whatever your story is, I am grateful for the opportunity to join togetherwith you on our mission here at the Digital Growth Institute to simplifydigital marketing and sell strategies that empower financial brands andfintech to generate 10 times more loans and deposits. Because working together,I truly do believe that we can make the world a billion times better by guidinga billion people beyond their financial stress towards a bigger, better andbrighter future. And the only reason that you're listening to this 1/100episode right now, it's really because of you and truth be told. If it werenot for Covid, there is a strong possibility you might not be listeningto this podcast at all. In fact, in addition to celebrating 100 episodes,we also just recently celebrated another milestone as my book banking ondigital growth just turned one years old in mid May and over the past year,banking on digital growth has been named the number one amazon best sellerin five categories. It was one of the eight books to shift yourentrepreneurial perspective named by entrepreneur dot com, the best newdigital marketing book from book authority and one of the best creditingthe books from management as noted from Kirk drake at C two point oh and if Ithink back to when we were launching the book, COVID shut the world down.The book was supposed to have lush in April of 2020 we hit the pause button.We ended up watching it in May of 2020. And before that I was, I was on theroad, key noting, speaking at a...

...conference on site leading training oror an advisory workshop for financial brand pretty much every week or everyother week. And with a schedule like that launching a podcast would havebeen challenging to say the least if if really not impossible. But witheverything shut down for Covid, I figured what better way to transfereverything that we were learning at the time through the Covid experiencebecause there really wasn't a playbook for Covid, but to transfer all of thatknowledge, everything that we were learning that we were teaching to otherfinancial brands at scale to help educate, to help empower, to helpelevate marketing cells and leadership teams around the world. What better wayto do that than to start a podcast And now One year later and and 100 episodesin with a production and publishing schedule that releases two shows perweek. The banking on digital growth podcast is now being listened to byover 20,000 years In over 120 different countries every 90 days. The podcasthas also been named a top 20 cells leadership podcast by feed spot. Inaddition to being named one of the best banking podcast of 2021 according toWelp magazine, which is based out of London. But this podcast, this podcastwould not be possible without you and that is why once again I want to thankyou for tuning in and listening because it has been both an absolute honor anda pleasure to spend time together with you. I am also very grateful for myteam that has helped to make this podcast a reality big Thanks to laurafor helping coordinate my schedule and all the guests that have joined me forsome really good conversations shout...

...out and thank you to rob for helping tolead the production team, to take the audio and do your magic, do your workto help make me sound good. And then also thank you to Audrey for helping tocoordinate all of the content that comes from the conversation to followup with the guests on the show and really continue to help get theknowledge and the insights that we're sharing out into the world at scale outinto our ever growing digital growth community. I'd also like to thank theguests, all of the guests that we've had on the show so far. It's beenreally good getting to spend time with each and every one of you to ask youquestions to to listen to learn and then being able to take your knowledge,your insight, your expertise and transferred and share it to others atscale through the podcast. I really, I really have learned so much from eachand every one of you, all of the guests because I truly do believe that in lifesometimes you're the teacher, sometimes you're the student. But through eitherexperience there is always always something new to be learned. As Imentioned before. This 100th episode is an episode that you dear listenerhelped to produce, helped to put together because it's based upon whatyou have listened to most. And when we reflect back on the 1st 100 episodes ofthe podcast, we used your listening trends, your patterns in the data thatwe were able to gain To put together and compile the top 10 most listened toepisodes while pulling out the biggest key insights each guest shared duringour conversation together. So think about this episode, episode 100 as abest of collection, a best of collection of knowledge that you helpedto curate. So with that in mind I would...

...like to share with you the key insightsthat we've all gained From the top 10 episodes that you're listening behavior.Help to vote for starting with the number 10 spot. Leaving the cave ofcomplacency with Cara Iaquinta. And in this episode Cara shared the biggestlessons she has learned along her own digital growth journey specificallywhen it comes to using Ai to guide the production and the promotion of contentfor her financial brand. There have been a lot of opportunitiesthat have come into play with just reorganizing the way that I do things.One of the biggest ways that we've grown digitally is we've reallycapitalized and maximized on personalization and our audiences andgetting the right information to the right people. So a lot of that has comethrough the form of retargeting. It's come through the form of um of usingaudiences to the best their capabilities. So like we use a I ofcourse, and that has really helped us be able to create content that is morepurposeful and that means more to people because before, you know, youwere just put out a piece of content, but now we're able to put out a pieceof content that is curated to a certain person. Yeah. And I want to talk aboutthat idea on on two sides, one you talked about getting the right messageto the right people at the right time, and then you also talked about thisidea of being more purposeful with your content. So first let's talk aboutright message right time, because I...

...know that that has been a really bigrecent win for you because it's all about what value are we creatingthrough our content. Can we prove that value? Can we show that value? Can wequantify that value? And one of the very simple winds that you were able todeploy was to your point, retargeting, retargeting people who have started anapplication or who have taken some type of behavior. And it wasn't, it wasn'tmassive change. It was a massive transformation. It was a little windthat led to massive results. Right? Honestly, Yes. And I so back to kind ofthe roadblocks. I was hesitant for whatever reason to do that for a longtime. But when I I took myself out of the box and I took myself out of thecomfort zone and I figured, you know, this is another way to capitalize onopportunities. We did it and it worked and it works so well that now we'removing on and we're doing it in other areas and we're now doing it for morethan just one thing though, it's not just okay. We see people haveinteracted and let's just do this is we see people have interacted, so let's dothis. Oh but we've also seen they've interacted and they don't have this. Solet's go here. So it kind of takes a puzzle and it's putting the piecestogether to really form something that is a whole. You know, it is throughconstantly putting together the different pieces of the digital puzzle,which is why I am so excited for Cara and her team. What you think about thatfor a moment, about putting together a puzzle. Because sometimes you, whenputting together a puzzle, you just need to look at things just a bitdifferently to gain clarity. And that...

...brings us to the number nine spot inour Top 10 countdown with insights from brian Claggett in the episode title,Bank of Tomorrow. Why We Should Look outside the industry time I'm spending now, and the timethat I see a lot of the sales guys that I know that are no longer quote unquoteon the road, you know, they're they're still productive, you know, they'remeeting as many people, maybe even more. I think the harder challenge is how tomake those interactions quality oriented, right? It's not just aquantity issue, but if you're a sales guy, you know, sometimes your successis measured on on on your visibility out in the market and how manyprospects you're actually visiting. That's really not a good metricnecessarily. It's the quality of the engagement that counts and ultimately,you know, it's the impact they have, meaning are you driving sales? I thinkthere's, you know, a lot of truth with that because personally speaking, youknow, I've enjoyed being able to advise, you know, top 15 over in europe, uhthen hop over to the caribbean and then go over to California all in one dayand and go home and sleep in my bed at night. So, and and actually get qualitysleep and see my wife, see my kids. But then I also think, you know, from thelens of I'm A C. L. O. You know, I'm a lending, uh M. L. O. I I have my ownbook of business, commercial lending at a bank. What, what, what bu I can't goplay golf anymore, but I can get on linkedin and, you know, make all ofthese connections and have B. J. Palmer and I were talking about this on aprevious episode and be a lot more efficient. But it takes a differentmindset, it takes a different operational model and and it reallyforces us to look for the opportunities that we might not have ever consideredbefore. When we were on the golf course, spending four or five hours with, youknow, three other people when we look...

...at those opportunities, particularlyfrom the work that you're doing, the collaboration between financial brandand Fin Tech, What are those opportunities that you see in 2021 andbeyond? Well, I think I I think it goes back to the theme that I've alwaysbelieved in and that's just this uh concept of engagement, banking, how tobankers and credit, you know, I always say bankers, right, Credit union yearsbankers the same thing. How does financial, the financial, the financialservices industry as a whole? How does it say highly contextual and highlyrelevant. And I think whether you have a physical or a digital experience aslong as you're contextual and relevant it will be a meaningful engagement. AndI think that is what will drive the success of financial services. It's notwhether or not you've got a new bank sign out in front of your branch. It'snot whether you've got a you know a large market presence which is oftendefined by not just your your market itself but the number of locations inthe market. If you're actually out there leveraging data and buildingexperiences that are meaningful you're going to succeed. And I think that 2020is a set up for success in 2021. I'm seeing an increase in dedication todigital channels. The P. P. P. Lending thing is a great example carrying these insights for brian whathe notes as engagement banking. I want to reinforce there will continue to bea need for financial brands to humanize their digital experiences as people dobusiness with people. People buy from other people and people bank with otherpeople. But that does not mean the human interaction has to be a face toface experience anymore. Think about...

...all the opportunities that digital hasopened up for every single one of us over the last 15 to 18 months movingthrough this post Covid world. And one of the biggest things that I can thinkof that brian and I talked about was the opportunity to use digital to useautomation to use Ai to automate the predictable, to free up people's time.Specifically the front line the cells, the service leaders the lenders so thatthey can do more to humanize the exceptional. Let's move on to thenumber eight spot in our top 10 countdown featuring insights from theepisode data demystified what your financial brand needs to know with KimSnyder. As we discussed in this episode. Data is the oil of the new economy andit's important that I. T. Needs to let go of the keys to the kingdom toempower financial brands to continue to maximize their future digital growthpotential with oil helping to make their digital growth engine runsmoothly. There's so much talk at the macro levelabout data being the oil of the new economy and I'm curious to learn fromyour perspective because I see this too. Why has data historically been siloedfrom the lens of I. T. Information technology? You know because I seethere's opportunity from a marketing perspective and there's an opportunityfrom the cells in a lending perspective. But can we just unwind some of this ofy. I. T. For lack of a better word traditionally holding the keys to thekingdom. And how might we allow I. T. To let go of some of that power andcontrol and and and reduce some of the the traditional silos that might beholding back progress here. Yeah I...

...think it goes back to I. T. Manages thecore systems of a bank right there. They're typically the owners of thecore system and the report writing right functionality lives within thecore for for a lot of the key data points. Right? And so oftentimes a bankwill will will have a core system they'll have a report writing licensebut those report writing licenses might be expensive. They're cumbersome. It'snot an easy thing to do, right? So so it's it's a certain group of peopleinside of your organization that has the skill set right to write reportsand and deliver information. And so I think it's a system problem, to behonest with you. It's the way data is delivered to the banks today. Theirdata but they have a difficulty accessing it. That's that's the problemwe're trying to solve. That's the problem. We are solving it clear of us,right? And you mentioned marketing James robert and sometimes you'll go inand data will be owned entirely by the marketing department. That's not theright answer either. It truly needs to be an enterprise wide asset needs artfrom the top down. The strategic plan needs to be talking about theimportance of data and data analytics that needs to have bored by in, right?And this it needs to be baked into the DNA of the bank, I mean and and thatdoesn't happen overnight. That's a culture change for sure. But it'scritical in this new post covid industry, the world that we're livingin. It's absolutely critical. It's going to be paramount for them to beable to continue to compete in my opinion Onward and upward to the # seven spotin our top 10 countdown with he insights from the episode title, yourcustomers are human, serve their emotional needs with Erik Berg. I really think that as we look atbanking as we look at providing financial products and services tothose that were serving in the industry. The thing that we really have to keepin mind and one of the things that we...

...really have the opportunity to talkabout now is this idea that people are emotional beings, right? And asemotional beings, every decision we make is an emotional decision. As humanbeings, we justify them with logic. So we spend a lot of time justifyingthings and so we may want to go buy a new car, but then we go home and we puta spreadsheet together and we do the pros and cons. We run the numbers, Wefigure out what we can really afford, right? But we really want the new car.And the emotional side of that is what's really important because that'swhy cars come out with the new colors and new shapes and new designs. Becausethey want to entice you. They want to drive that emotional experience anemotional connection. And so as financial brands, when we take a lookat the fact that we are serving customers who are human beings, we needto need to be considerate of the fact that, okay, what are their emotionalneeds? What are their emotional decisions that they're making every dayand how can we best support them? And the way we can do that is bypurposefully approaching their financial needs in a way that meetsthem where they live. I really do appreciate this thinking about theemotional side of banking and one that I'm hoping more financial brandmarketing cells and leadership teams lean into further because for the mostpart, financial brands are led by very smart left brain driven leaders andthat's good because we want them to make logical decisions about money. Butthe challenge comes in when those leaders fail to consider the emotionaldecisions that people make when shopping for and purchasing financialproducts. You see people by with their hearts. And this is why empathy in thisdigital post. Covid world will be a key competitive advantage for financialbrands. And the good news is that digital empathy can be taught. Digitalempathy can be learned but this is...

...going to require support and buy infrom those left brain driven leaders who might feel just a little bit ofdisconnect, maybe even a little bit of discomfort because they're operatingoutside of their natural tendencies. And that's why one of the big formulasthat I teach is E. Q. Plus AQ will be greater than I. Q. Put another way.Emotional intelligence plus adaptability will be far greater thanintelligence alone. Moving on to the # six Spot in Our Top 10 Countdown is anepisode titled Target Fixation transformation is looking where you'regoing with Jeffrey Kindle. In this episode, Jeffrey actually builds on theinsight from our number seven spot with Erik Berg as he recommends. We mustforget about banking. Pretty much forget everything that we know if weare going to seek to maximize our future digital growth potential. As we did a lot more thinking aboutwhat is it that really makes a product successful? Forget about banking, right?You've got to think like a product company which is you have to provideenough compelling value and a reason for people to come over to your product.And one of the things that we see is a huge mistake and digital banking, it'sjust standing up a new digital bank with the same features and functionsand capabilities and value proposition as your traditional bank. If you're anexisting traditional bank trying to start up one or it's so generic thatyour value proposition proposition, it's just that you're a digital bank.There's no real compelling reason for me to move all my financialrelationships over from my traditional bank to the digital bank. And I pointto Fin I mean when when Finn kinda Chase customer, when Finn came out, Iwas really curious about what's going on. I locked in and I was like this isexactly what I have it in my current relationship with Chase. What's new?Why would I, why would I use this? It's...

...not even, there's nothing differentabout it. And I see that a lot of these digital banks that have started up,it's just, It's almost like their value proposition boils down to hey we'redigital. Well, that's not interesting anymore. When simple started 10 yearsago, that was a revolutionary thought. No branches though, you know, we don'tneed any of that. Our collective thinking has evolved massively sincethen. It's not about being digital, it's about what are you doing toactually improve my life or make my financial life easier or better orhealthier or on so forth. And so the reason that that's hard to do to getthat value proposition right is that people think too broadly about theirmarket segment. So if I was trying to design a car that served the needs of300 million people, I'd end up with a pretty lackluster, un interesting carbecause I have to sort of address everybody's needs. But if I focus on,uh, you know, people who want to go off roading, I can start making morefocused products. I can start thinking about designing a jeep, somethingthat's going to look very specific and have a value proposition. Banks are theexact same way. If you think about your customers in this very broad 300million population in the us, you're not going to have a hook, you're notgonna have anything that's going to be compelling for those people to comeover. But if I start focusing on a niche of or a segment of the population,it actually allows me to get to a solution much faster than can bemeaningful to them. I really appreciate Jeffrey encouraging financial brands tothink about and really even question the value propositions they bring tobear in the marketplace, the positioning of their products in acommoditized market place, and the opportunity when it comes topositioning when it comes to the product is to not think so broadly, butto really focus in really niche down because the riches and a commoditizeddigital world are truly in the niches...

...and niche market segments. Thanks todigital are in fact, the new local technology has transformed our worldand digital has changed the way consumers shop for and buy financialservices forever. Now, consumers make purchase decisions long before theywalk into a branch, if they walk into a branch at all, but your financial brandstill wants to grow loans and deposits, we get it. Digital growth can feelconfusing, frustrating and overwhelming for any financial brand, marketing andsales leader, but it doesn't have to because James robert wrote the bookthat guides you every step of the way along your digital growth journey,visit www dot digital growth dot com to get a preview of his best selling bookbanking on digital growth Or order a copy right now for you and your teamfrom Amazon inside you'll find a strategic marketing manifesto that waswritten to transform financial brands and it is packed full of practical andproven insights you can start using today to confidently generate 10 timesmore loans and deposits. Now back to the show, we're halfway through now,our top 10 countdown coming in at the number five spot is an episode titledSteps to improve your customers financial wellness with Whitney Low when we were talking about, you know,writing this, this white paper and talking about financial wellness.Financial wellness is the key to success for financial institutions tocontinue to exist. You can't be complacent, You no longer sit back andwait to see what everybody else is doing. You have to be out there takingcare of your customers and that's how they're going to continue to thrive andevolve. But part of it is adapting and it's adapting at a much quicker pacethan what we have seen in the past. The pandemic showed us anything. It's wehave to move faster. Absolutely. And...

...it's that idea that AQ adaptabilityquotation plus, E. Q. Emotional intelligence is going to they're goingto be too competitive advantages. And you talk about this idea of speed, JanBelen is quoted in the white paper, quote, banks have a window ofopportunity to lead in the financial wellness, but they need to move fasterif they want to stay at the forefront of this amazing opportunity and and forsome clarity sake financial wellness. How is that different than what thisindustry has spoken about for years? I think with some half truths or notreally big commitments behind which is that idea of financial education,financial literacy, How is financial wellness different than financialeducation or financial literacy? So it's incredibly different. And if youhad asked me that question five years ago, I would have told you, you'recrazy because I would have been like, oh no, it's all about financialeducation. And credit unions are big on financial education and they should be.I just don't know if it was absolutely executed in the right manner atdifferent times. Um You know, we have in credit unions, you have a lot ofcertified financial counselors and things like that, but you've got humansasking other humans questions. So what does that mean? That means? Everybodyasked something differently and everybody does something their own wayand there's nothing wrong with that. But if you're not asking the samequestions consistently and you're not engaging in a consistent manner, it'sreally hard to have financial education take hold. And so financial wellness,that is, that's just the customer journey to be able to have peace atnight when they go to sleep. So not worried about, you know, where they'regoing to get the money for their next mortgage payment or have their watercut off for their electric cut off or you know, am I going to be homeless?Especially since the pandemic, especially with, you know, peoplelosing their jobs and getting furloughed. So this goes way beyondfinancial education. You can sit there and talk to them and try to teach themthings and, and not that you shouldn't and they want to learn, people want tobe good with their finances, but it...

...goes so much deeper than the education.It's how you make my life better. How can you improve my situation? Andthey're looking for that from their financial institutions. I have beensaying this for the past few years and I wrote about it in my book, Banking onDigital growth that I truly do believe financial wellness and really, evenmore than that financial coaching, financial guidance, Financial Advisoryis going to be the next level up for financial brands that want to maximizetheir digital growth potential. As Whitney noted, you cannot be complacent.It's no longer feasible to just simply rely on providing reactive service,waiting for people to raise their hand. Instead the opportunity for futuregrowth is to take a proactive stance, to take a proactive approach to guidepeople to coach people beyond their questions and concerns towards a bigger,better and brighter future. Leveling up to the number four spot in our top 10countdown is the episode titled creating a competitive sustainableadvantage with Matt Mongie. In this episode, map shares insights into oneof the biggest opportunities coming out of the covid pandemic, which isoptimizing the E X. Are put another way, optimizing the employee experience. We can't even think about an employeeexperience journey without understanding how connected it isstrategically to everything else that the organization is doing. Soorganizations, leadership has to be thinking through, Okay, I'm so worriedright now about what our members are going to say, create means what amember is going to be doing or community bank, for example what ourwhat our customers are going to be doing right now. Because the pandemic,we need to make sure we keep making making that dollar. So that has to beon point. We're gonna be taking a look at it, make sure digital is this andthis and this and whatever. And it's...

...not wrong. It's it's critical just ascritical though, is making sure that that employee experience is nailed downwith just as much specificity. Right? What are all those touch points? Whatare all those portions of those journeys? What are all those stopgaps?What are all the things that are that are happening? They're mapping that outin the exact same way. So when that happens, those folks, you can expect,you can expect one or two things right? Because if they are ignored, you wouldexpect to fall off on the customer or the member side. Members were ignoredlike that. Well, imagine what is happening right now on employee side,Especially given what 2020 is, it's going to be magnifying that thing. Sothen it becomes you will see that folks who have been doing the hard work onthe culture employee experience side prior to 2020 have employees who arelocked in adapting their autonomous and they're pushing forward. Whereas othersnow they're having to figure it out on the fly and you have folks who are justinternally wired that way, then they're able to push through others. Now we'rehaving to figure out, oh my gosh, how do we help these folks along? And it'sbeen you know, a significantly more difficult struggle so much time, somuch effort, so much energy has been focused on C. X. Or customer experienceover the past few years for the vast majority of financial brands. And Iwould say that this has been done almost at the expense of the E. X. Orthe employee experience. But as we continue moving forward through a postCovid digital first world, I'm willing to bet financial brands that investheavily in their E. X. Will be the ones that in fact see an exponential returnon their C. X. That's because the changes we have experienced throughCovid are, I believe are just a preview...

Of all of the exponential changes thathave yet to unfold over the next 3-5 years. Yet alone 10 years for thatmatter. And change is hard. I get it changes, scary change is painful and agreat way to mitigate the risk of change is through a formulaic approachthat we teach here at the Digital Growth Institute which is E. X. Plus Hxplus Dx. And that's because a positive employee experience will yield apositive human experience that can be delivered through a positive digitalexperience. So we are now down to the top three, the top three spot of ourtop 10 countdown with an episode titled Humanizing the Digital Experience withJ. Paultre. And it's funny that this one came up at the top three as Jbuilds upon the formulaic approach that I just noted around E. X. Plus H. X.Plus D. X. Equals growth. Business leaders have not yet figuredout how to how to conduct themselves day to day and have relationships ofvalue online, having productive relationships with high valueindividuals how to do that in a way that grows the relationship because weall know businesses driven by relationships. So we have to learn howto have meaningful rich relationships through our social networks and all thetechnology that we have, including this kind of this kind of a conversationwe're having. Yeah, let's let's dive a little bit further into that becauseI'm seeing the same things and having some conversations. Even with Ceos forexample, of financial brands, they are the leader of the organization. Andtraditionally speaking particularly the incumbents, not necessarily Fintech,but more so with the incumbents, the leadership looks at social as either ait's a waste of time, be it's a security threat. And so we just shut itdown for everyone. Even in this this 2020 year 2021 right ahead and rightaround the corner. And why is that...

Because you and I know the value. We'veseen it in our own businesses, but where are some of these leaders stillgetting stuck And then what can be done to help really educate and inspire themto say, you know what? This isn't so scary. Here are some opportunities, notonly for my organization, but I really think for myself, the individual, theleader of the organization. Well, I mean, I think part of it is how peoplesee those platforms, right? I mean, social network platforms can be usedfor all kinds of things and people have a tendency to have a narrow view ofthem. My view is a social network is just a digital. Social network is justanother way of having relationships with people, right? And it's, you know,you can have relationships lots of ways. You can need somebody face to face overcoffee, you can pick up the phone and call them and have a conversation. Youcan send an email message to them. Or you can you can log into linkedin on adaily basis and you can go look at their profile and you can see whatthey're sharing today and you could comment on that and that, you know thatintentional activity is actually a very personal way of having a relationshipwith somebody. And a lot of people don't understand that we're not, weshouldn't be just looking at social networks as places to pipes to shoveour marketing messages, including business leaders. That's what theyoften do. You know, they're promoting their own company stuff. They should beusing it to have relationships with people and they don't know how to do it.But it's as simple as that. As simple as paying attention to people andengaging social media is about connecting people with people. And I amtruly grateful for all of the relationships, all the connections thatI have made over just the past year alone because of social. But to behonest, I'm really confused as to why so many financial brand marketing cellsand leadership teams have failed to realize the potential to buildrelationships digitally. Even digital...

...relationships with people in theirlocal community. There are a few people out there who are doing it, doing itreally well and we've had some of them on the podcast. But there is atremendous amount of opportunity for financial brands to invest in, to trainto up skill their marketing cells and leadership teams to really begin tohumanize their digital experiences even from building of just their ownpersonal brands. In fact, I believe all transformation that leads to futuregrowth begins with two things. Number one telling the truth about whereyou've been, where you are and where you could go next on your own digitalgrowth journey and the number two getting the training education thatprovides clarity so that you can move forward with courage and confidencetowards the future growth that you want to create or capture Coming in at thenumber two spot in our top 10 countdown is prioritizing the digital mindsetwith Ron Shevlin and Ron notes that the strategic conversations financialbrands are having should move beyond the physical versus digital perspective.But really they need to begin focusing on enabling positive interactions withpeople throughout the marketing cells and service experience. What I've been arguing for years isthat it's not about the branch as a channel, it is about how to best enableinteraction between the prospect, the customer or the member and theinstitution, whether it's in a sales or service type of setting or interactionor transaction. Give me a good example of this sort of shift and and theimportance of this back in the early two thousands american banker had aninterview with the ceo of commerce bank...

...boy, I'm blanking on his name. But hewas real famous guy who started the Commerce bank in the seventies in NewJersey and in pennsylvania. Claggett would remember his name right off thebat. It's just you know, I'm getting to that point where I can't rememberanybody's name or anything like that. But they had an interview and CommerceBank wasn't making big investments in the online channel. Back in the earlytwo thousands of american banker asked him why and he said, and I rememberthis quote. At least he said nobody wants a relationship with a computer.Yeah. And okay. He had a point there, but I wish I could have, you know,countered that because my responses, nobody wants a relationship with abrick. It's not about the brick and mortar and it's not about the computer,it is about access to people. And We're going into 2021. Look at, look at howwe are interacting today. We didn't pick up the phone to do this. We're,you know, your your audience isn't looking at us, but we're looking ateach other. This is a great way to interact. In fact, I could share myscreen, I can show the documents, I could show the statement, I could holdup the receipt. I can do all these things. It's 2021. The better way tointeract and access people when the institution is not by me getting up,driving down to the branch, it's by me getting on the computer and building,getting this interaction. So the mindset that's changing is the reality.The realization that computers don't replace the branch in terms ofinteraction, they supplement the ability to have access to people andfacilitate that conversation and that the face to face the human to humaninteraction is absolutely important, but it doesn't have to be in a physicalplace with the two parties in the same...

...room. This is really all about accessto people. And as you have heard throughout many of these top 10episodes, access to people no longer has to happen through a face to faceinteraction at a physical branch location. When you think aboutconnecting people with people Think about this as a choose your ownadventure experience. If you recall the book series from the 1980s people whatchoice? And really people have a choice and those financial brands that providechoice, they provide a path of least resistance based upon where a person isin the buying journey based upon their own preferences, their own like theirown feelings, their own emotions. Those financial brands will be the ones thatmaximize their digital growth potential going forward. Now. We must rememberthis is important, We must remember this this idea of digital growth,digital transformation. This is not about us, it's not about you, it's notabout me, it's not about your financial brand, it's about other people. And wemust commit to putting people both account holders as well as prospectiveaccount holders at the center of all of our thinking, at the center of all ofour doing because that is what human centered growth is all about. So we'vemade it now. We have made it to the number one spot in our top 10 countdownwith a very fitting episode to wrap things up as we celebrate the 1st 100episodes for the banking on digital growth podcasts. The number one episodethat you the dear listener downloaded and streamed the most is doing digital.Why traditional banks must transform with chris skinner and chris touches onone of the most important thoughts here about Ai because there's a lot of fearthat I'm seeing and hearing around AI around automation through the coachingand advising I do with financial brand...

...marketing cells and leadership teams.But Ai is that something that we should fear? The Ai machine learning is actuallythere to augment human interaction, it's not meant to replace it. And Ithink that this is one of the things that we get fundamentally wrong. A lotof digitalization, particularly in financial services is being costproduction and getting rid of staff instead of being augmenting service andgiving better customer relationships and customer advice. And when you turnit around to the customer focus, which is actually where we should alwaysstart, we shouldn't focus start with the cost focus, we should start withwhat does the customer need and how are they behaving and how can we be morepredictive and servicing them and better at servicing them, Then we canaugment our people with much better tools to deal with customers ratherthan trying to get rid of our people. It's a great point. We should start tobe customer focus as opposed to I I guess traditionally would be cost focus.What can we redo to do to reduce cost? Is that a fair statement? I use theline regularly. Again, going back to traditional banks versus digital banks,which is traditional banks tend to push products through channels to getgreater share of wallet and cross sell. Whereas digital banks start with thecustomer journey and need and then build the user experience to be part ofa relationship interaction digitally rather than trying to actually sellthem anything. The opportunity here once again is for financial brands toput people at the center of all of their thinking, all of their doing withhuman centered growth. That puts the transformation of people above thecommoditized transaction of dollars and cents as you continue to move forwardalong your own journey of digital growth. Don't think about technology asa way to cut costs because, well that's...

...just the way it's always been done.It's just the way we think about technology but instead begin to viewtechnology as a path forward to argument, to upgrade the employeeexperience through technology through automation through Ai. And then as aresult, you will optimize and upgrade the human experience That will then bedelivered through an optimized and upgraded digital experience that guidespeople beyond their financial stress towards a bigger, better and brighterfuture. Because at the end of the day, this is why we are on a mission here atthe Digital Growth Institute to simplify digital marketing and selfstrategies that empower financial brands to generate 10 times more loansand deposits. And once again we can work together to make the world onebillion times better by guiding one billion people beyond their financialstress once and for all the stress that takes a toll on their health, theirrelationship, their overall sense of well being towards a bigger, better andbrighter future. Where people do feel healthier, they do feel wealthier andmost importantly, they do feel happier. Thank you again for tuning into the1/100 episode of the Banking on digital growth podcasts and thanks for helpingmake this episode together with me to highlight the top 10 episodes so far.Thanks in part to you, the dear listener, I'd also like to once againthank all the guests that have joined me along this journey so far as well asto my production team for helping to continue to transfer all of thisknowledge, all of these insights at scale to the digital growth community.And I'm looking forward to spending even more time with you over the next100 episodes because we have some very exciting things planned that will besharing very very soon as always and until next time be well, do good andmake your bed. Thank you for listening...

...to another episode of Banking ondigital Growth with James, robert, ley. Like what you hear, tell a friend aboutthe podcast and leave us a review on apple podcasts, google podcasts orSpotify and subscribe while you're there. To get even more practicalimprovement insights, visit www dot digital growth dot com to grab apreview of James, roberts, best selling book banking on digital growth Or ordera copy right now for you and your team from Amazon inside you'll find astrategic marketing and sales blueprint framed around 12 key areas of focusthat empower you to confidently generate 10 times more loans anddeposits until next time, be well and do good.

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