Banking on Digital Growth
Banking on Digital Growth

Episode · 11 months ago

23) #ExponentialInsights: Why Chaotic Times Call for Human-Centered Design w/ Anne Legg

ABOUT THIS EPISODE

It’s hard to ignore the fact that we’re sliding into a recession.

And your financial brand’s members will be impacted. 

How can you help in the midst of unprecedented times? 

In today’s episode, Anne Legg, Founder at THRIVE Strategic Services, shares the top actions financial brands can take to navigate these turbulent times. 

We discuss:

-Innovation in a crisis

-The 4 problems you need to solve for customers

-Human-Centered Design

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

The human comes to a credit unit to getfour very simple problems solved. No problems. Are I have a shelter problemright? I I either need to buy home or get Indone. I have a transportationproblem. I need a vehicle to get around and do things. I have a travel and playproblem ight, because those are the things I wanted to O. I also have arainy, Dat and retirement problem. You were listening to banking, ondigital growth, with James Robert Lay, a podcassa in powers, financial brandmarketing sales and leadership teams to maximize their digital growth potentialby generating ten times more loans and deposits. Today's episode is part ofthe exponential inside series, where James Robert Interviews, the industry'stop marketing sales and FINTECH leaders sharing practical wisdom toexponentially elevate you and your team. Let's get into the show greeting's in hello, I am James RobertLay and welcome to another episode of the banking on digital growth podcast.Today's episode is part of the expinential insight series, and I am soexcited to welcome and leg to the show, because she has some really goodinsights to share based on the data work that she's been doing as thefounder of thrive, strategic services. So to begin the conversation Ann. Whatis one thing that you are working on right now in the midst of all of thiscorona virus chaos? Oh Gosh! Well, for so hey. How are yousow just a crick? You know I got to say this is awesome. I think that the onething that I'm working right now is how to get crit unions to number one remindthemselves of their awesome, because, while this is unprecedent at times werenot wholly unfamiliar, so I'm working on some digital learnings around. Howdo we remind ourselves of what we can do to make t e members life better andalso more partly one of the thing...

...that's interesting right now is: We'vegot to be really innovative. How do we bring innovation to solve some of theseproblems and that's part of what thrive does so working O'm building on some?Basically, onmine educational series and tools that will help t unions thinkabout how they can do what they do differently and help improve the livesof the number. You know. I really like your focus around education, becausewhat we're seeing in the media and nd just in general is is the most basichuman fear and that's fear of the unknown, less and wh you take aapproach rootin around education. You can begin to provide some claridaninsight into the opportunities that people might not even be thinking aboutright now. So I know that you know you wrote a really good article about threeactions that financial brands can take to help their accountholders navigatethese you know challenging chaotic times, and could you just maybe diveinto some of those actions? The very first one you mentioned was identify,potentially impacted accountholders rightright. So let let's just talkabout. I mean an actally I's kind, O funny in the last tie. Fo Hours, youngthings have of course changed. You know we are, however, you'd like to phrazeit in ciding into recession. So that means that there's going to be layostswe're going to see financial impacts that meayore members will be impacted.So there will be members who members and consumers who will have theirfinancial condition change, and we know that specifically in the United States,there's a lot of people who don't even have four hundred dollars in theirstavements account. So is a credit union. What are your tools to do thatand the first thing is to think about identifying who are those impactedaudiences and again, let me Kindo start back a little bit by saying you know.As I said at the beginning, these are onpresenated times but they're notwholly unfamiliar and let me just put Ome Datat in there, so you think aboutthe last ten years and think about all...

...the national disasters that arehappening in this world right. We've got hurricanes floods, fires,earthquakes, Cretunients have always been there to determine how I going tocome in and steff up, and how am I going to make the members if betterright so you're understanding? You already have a framework o? What to dodon'te know you need to segment those who are going to be most impacted ofthose most impacted. What can you do and really what's so neat about?Crettyand specifically, is that they've got a couple of really cool tools rightoff the bat and the number one is that gorgeous SGIP, apay and skipa paymentsare an interesting little nugget. There's something that's carons havethey've got tons of they've been using it and specifically around the autoloneand around the credit card, but what I think its fascinating about, skip apayand let's just talk some nurterific economics, if I may, that is thatyou've got if you think, of the ability of not having to make a payment for amonth. If you think about that as a Um, you know of a as a being like amicrolone rigt like, let's just say your auto lone is toe hundred and fiftydollars or three hundred dollars that were, like my girl, Autolon Cay, know.We think about mycroplinance. What does the benefit of having deferred payments,help and organization? Well, there's. Actually, a lot of work around thatthere's a Harvard Professor Ahindi Honde and a Duke University professorairica field, who are working on microfinance and theyv, figured outthat if you can allow our Ouers a greace period of two months, it willdouble the rate of their newbusinesses wil. You know, I think, here's such apractical opportunity for financial brands to put into play and even likeit's all about framing, maybe like a pandimic payment plan like framing itlike that base upon their their particular in Someis rightor. Maybe itis, you know: Hey, let's get back to Yo recovery, more, let's, you know bereally positive in the prasing too, and remind everybody around again. You knowthe poweres give a payment. You've also got mortgage refies, that's anothertool. You've got the waving of late peas and then one of the things I loveis you also have the huge financial...

...counseling opportunities right. You know. Sometimes your budgetisn't as crazy as it has to be, and Youre Creeans have incredible storiesaround continually helping the members so it'. It's it's a really goodopportunity. Tomind, the UNUSER hate go back to your Curi and ask them they'rehere to help that's what their mission is and that's what they love to do, andthey can do it yeah, and I think, that's you know you and I were talkingbefore we we had record. There was an article on CNBC this morning that theheadline is: Banks nearly took down the economy in two thousand and eight nowthe industry hepes to redeem itself, and I I think, for community financialbrands. This is the shining moment there was an article that I read of. I think it was either from a nurse or adoctor saying that this this pandimic this is their superboll moment thiscorona virus health crisis well over the next four to six, eight weeks andbeyond for community financial institutions. That will be oursuperbowl moment. This is why we do what we do. This is why we train foreverything, and so when you're, looking at like these practical actionablesteps and endsits, I love it. 'cause. It's about creating solutions to findthe problems to solve, and every institution might be a little bitdifferent depending upon who their ideal market is, who they're currentlyserving, and it might even crease some new opportunities for things that wehaven't even really thought about right now, Atan Dowt, a space I think we needto hold on to. We are forced to do innovation right now more than we haveever done, innovation right now and what I love about innovation. Is Youdon't Dei ave to hire it per se? You can build it as a capability.Absolutely can build it. So if you're thinking about how do I make thememberslie etter, like you said, how do I use my tools, an my toolboksdifferently? That's innovation and one of the coolest tools. I think that censhave and community banks H, is to look at human center design. How do I startdesigning for the end user, which is...

...going to e the member? How do I putthat forward and what do I have to use in different ways? And there are manymany different tools that creens have. I mean to t think about all of thevirtual relationships that can be build and the conversations that they have,you think of it alone, processing think about how you can automate how you canlook at the loaned income value and you can- and you can find ways in there but,like I said, could be as simple as finding a hundred x dollars. It'sinteresting that you bring up human center design. That's a big thing thatwe think about that. We teach here I'm glad to hear that Y re you're, bringingus to the forefront of the conversation, because it's about putting people atthe centere of all of your thinking and doing versus putting say the product orthe goal of the financial brand. Can you just briefly unpack like how Yourethinking is revolved around human center design, a hundred percent? So atthe end of the day and in the day the human comes to a credit unit to yetfour very simple problems solved no problems. Are I have a shelter problemright? I I either need to buy home or get Indome. I have a transportationproblem. I need a vehicle to get around and do things. I have a travel and playproblem right because those o the things I want to do. I also have arainy day and retirement problem, so that is why I'm going to my my CretitUnion 'cause. I want them to solve that. So the CRADNIENS, to remember thatthose are the four areas bat the member is coming in, so hardly solving those.How are they delivering on those is? There can identify friction in thatdelivery method and then more partntly? How are they providing those solutionswith the member centered, absolutely nil, and I think, like one of theelements that puts the member puts, the account holder puts the consumer at thecenter of all that thinking is the modern day or the digital firstconsumer journey, because it's not. I have a problem. I you know I'm going to Cick the applyBun there's a lot of emotion, there's a lot of reasoning and maybe more or lesslogic sat logic really comes after the...

...emotion. What can financial brands doto be more a motive with their strategic planning and less logical?'cause, if you think about a financial brand and their leadership team,they're, very smart people, they're very logical, their left brain driven,that's great ecause we're dealing with people's money, but on the consumerside it's very a motive. Money, stressful unpercent and money isexceptionally relationship. Drivan right, it's exceptionally relationieverybody got an emotional relationship to their funds. I think the big thingto be thinking about is looking, I think, at a simple, verysimple level is thinking about what is that journey experience unless Jo sayin those four areas? What what is the Jurney? How are remembers getting intothat and where you looking at and specifically, if you can look at whatis the friction? That's in that journey right now and then figure out how theheck are you going to remove or lessen that friction? I think that is the veryfirst step I mean heman center design is substantial and let's also go backto sometimes you know in the work that I do. We do a lot of Um, memborcentricDavis stratdy, so we're looking at what Altho? What is that frictionpoint andhow can use data to leverage that and and make the members life better an howthewoay we we like to define it is how do you build revolutionary data? YouKnow Cause Ma, Mervellusioer number of relationships and when you're thinkingabout that and you're thinking well well, how am I going to be making surethat I'm aligning to stragegical and how my alligting to being obviously youknow the solving the the STRATAGEC problems of of the current UNOPERATIONSright? How are these allight? Well, if you are going to solve the member'sproblem, you are sure, as hack along the way re going to solve the cradnproblem. So, if you're continually staying out there and seeing focus,there's a couple of vanages that happen. Number one when you are human centeredsign, think about the beautiful communication that you have toeverybody and all of the enusers in the credit union right you're. Talking ofthe Stranger Glovel B, girls are Nov n e able to talk to those who arememborcentric and they are able to communicate hey. I understand thebenefit of what I'm doing and I can...

...know figure ou how I can solve that. Soit's really very um U'm holistic yeah, like a three hundred and sixty dgreeperspective, and you mention those four problems. I like to wait. You frame em,it's a housing problem, it's a transportation problem, it's alifestyle problem and what was the last one is Rainin anretirement rened inretirement, I'd actually probably would id, maybe a fifth element to that whichis really. I see it the the root of almost all of those problems and it's aspending problem. It's a behavioral problem for lot of a lot of peopleright. Well, it's it is Um. You know it's like anything else and I alwayskind of lean into the ethetic world, because it's so beautifully data drivenand w you don't just get up one day and go I'm going to go run. Fifteen gay, Imean you can't you abso. Can you get off the couch can go run. It's Goingtohurt everything's going to hurt it's not! You may be successful, you maycrossnsine, but it's not the best way. What you do get to do is you get tostand up and go Kay? Let me do my assessament, you know. Where am I do? Ihave shoes to have a place? I can walk I'm going to have to start walkingfirst, and this is my plan to slet start walking to running and thenisaccumative right. So over twenty weeks you can start building yourselfup and you are building capabilities andstrength and what you're, hoping toyour point is that you're building something that is refrecable right,that I'm going to be able to repeat it and that's something that I's going tobe part of my DNA and I think that's the same with innovation. I thinkthat's the same with problem solving, I think, that's also the same wit, how thmember consumes and and how they can bring themselves into. If UNUS TBI yeah,it's Breken, it's it's! It's taken t the big problem, breaking it down intosmaller actuable steps, making progress every step of the way and using thatprogress as fuel to build up the confidence in momentum of of whether it be an internal team, memberor whether it be consumer facing you, know someone that a're trying to tohelp get to a bigger, better, a Britter...

Future, get them out of their funt, getthem out of their the financial stress, that's taking a toll in their healthand there will, being you use the analogy of sports. The the Fifteen Kand I've done a lot of running. I K O you've done a lot of running, butyou've done something very unique really within the past w was it threethree to four or five months: five months, yeah and and you climb th the world's tallestlargest free standing mountain, and you learned a lot along the way that it'sgood to see you sarting to transfer some of those those lessons, thoseinsights into financial brands. First, informos blitback up tells a little bitabout that experience and why would you want to do that in the first place?Those are great questions, so Um a really interesting story. Yes, I lovingoutside. I think it's wonderful. I love hiking, but it's it's kind of been oneof those bucketlest things where I said you know what we're talking about, ofcourse, is climbing aout Kelmadaro, an tens, Nea Africa, it's nineteenthousand three hundred and forty one feet. So that's very high Um Yo whenyou think about it in terms of what the heck it's something that you can. Youcan hike, because there's only one area, thet super technical, and so it is veryduable. You do not have to have ice picks and you don't have to be it's not ever suppose to sleave it atthat. Okay, it is toller than ever spacecamp, but it's not ever so it isin the realm of feasibility Ogessso. Why does somebody who decides to sayhey, I'm going to go this well? It just so happened that in my life I had a fewthings that happened. That just just screamed that I needto to a climeoutColmadarle and the first one was I fotd myself in a fabulous new gift of time.I was working for commual groups banaanylytics and they decided to focusthere. They made a busiess decision to focus there, financial energies,inpravelment and I was with them to...

...develop obviousy CLPI PRAUANS for Dinaconsumption and so hey removed, t the consulting entity, and I was Giveng thegift of time and at the time it didn't Eso, feel like to get to time. But Iwas giving Tyou Ech o time. I had time now to figure out what I want to donext and where I wanted to go. I also was given the gift of transition in thesense that I have a fabulous child who is graduaing from hig school at thetime and she was transitiing into college and that man I was going tobecome an empty Mester and have this incredible freedom that I had an ad in eighteen years. So I was giving allthese really quool opportunities, and it it just hit me that this was thetime and that I had a hundred and twenty days, and I thought that wasreasonable to go train to go climb out Homadaro, and it was one of the world'scoolest Rusily, brutally brutally amazing things I have ever done.Absolutely fabulous technology has transformed our world, and digital haschanged the way consumers shot for and buy financial services forever. Nowconsumers make purchase decisions long before they walk into a branch if theywalk into a branch at all, but your financial brand still wants to growloans and deposits we get it. Digital grows can feel confusing, frustratingand overwhelming for any financial brand marketing and sales leader, butit doesn't have to because James Robert wrote the book that guides you everystep of the way along your digital growth journey visit www do digitalgrowth docom to get a preview of his best selling book banking on digitalgrowth, or order a copy right now for you, and your team from Amazon insideyou'll find a strategic marketing manifesto that was written to transformfinancial brands and it is packed full of practical amprovent insights. Youcan start using today to confidently generate ten times more loans anddeposits. Now back to the show, I'm n a Pausy, because I think thit'sreally important th number one CAS YEU...

...had time yyou created, you were given Tepinon orspective, butyou were given space and time you had space and time to train for this endeavor right and ifI'm gong, to like start thinking of how I view the world of digital growth forfinancial brands. So many financial brands are stuck on the hamster will ofdoing digital. They have not stopped to create space and time to learn newinsight to think about how those insights apply to their uniquesituation, then apply them practically and thenreview. So you you're taking a very unique journey that theother thing. Atthe same time, I was also you know, starting a trive which W so was'm as ifI would just stop and take a segatical. What I did give myself a gift. Was Istopped and ask myself why so stock bowhat's like Li e? What's th like whatwas the purpose? What were you? What were you seeking? Oh my gosh, okay, so I was seekingtransformation. I was it is Um. It is a big deal when an nmust be honest, I'm asingle parent when that little babybird leaves and all of a sudden your wholeworld is upside down. 'cause you've been in this parenting mode foreighteen years and if you're doing it so low or, however you're doing it whenyou're not doing it any more wo, you need a transpormation project, so it is.It is the advice that it races. You need to have something to do while mostpeople go and like take my dancing, and I decided I was Gig I plemendaral andthe reason why was I put myself through kind of a criteriaI said well, first, let's go get Middia age checked up like am I physicaly ableto do this and I was I'm super lucky. I went in and I've I reentered the worldof crafline about five years ago, and so that has helped it home. Anse Nand,my doctor said you are amazing, shapes...

...so keep doing. Keep coing on. I foundthat I needed to do logistics and I was able to find it to or n company that Iliked I fopered out when I could get there. I figured ou how I was going toget there and man. I found a great training plant and I realized that,even though I live Cain' member life, I still Liut of obstacles. It's whatyou're going to do to get over those obstacles. The realize that hey thebest thing for me to do is actually probably go. Clim go to Colorado andclimb, or you know ninety days straight. I didn't have that opportunity, but Itook what I had and I got onl those alsome face masks and I'm one with thestair sepper at my wine. I've been all sort of new friends, looking a lot likethe character from bane from Ro Tatman, but I ended up climbing. I think Ifigured out it was I climbed Tbetwen Towers, twenty six times te Tas I did.I was able very amazingly to be able to go climb out M Whitney, which is herelocal, which is a fourteen thousand and five peak, andhere's a cool thing about that. Twenty years ago, before I knew I wasGinsternen family, I im ot WI. It took me two days and that was my twentyyears ago. Sel this time I did it and I did it from sea level to the aslute topand I did it in one day in seventeen hours, so actully in better shape thanI was twent years ago. So it's actually a couple of thoughts. Number One! Youtalk about the obstacles that stand in the way, and I see this with financialbrands. You know if digital growth was easy. Everyone would be doing it andsucceeding with it number one number two, and this is Kindof like what I'mpicking up with your own personal story and your own personal journey, thebiggest breakthroughs that we experience in life, whether that be anindividual, whether it be a team, whether that be an organization, thebreak throughs always always follow a break down. A hundred percent. I like to framedthat a little bit intervering bat to Whan we talked about, and that is yourfear right. We'll have fear. We all...

...have fear. We fear we can't do thisbecause of this is because of that right and when you think about fear N,the way I like to think about fear is fear is really finding the evidenceabout my reality and when you break it down into those smaller pieces and youbreak it Unte the ovnence you had and like I just said, that's exactly what Idid so if I'm going to climb colmendarl well, okay, first of all, can I getthere Yes d morning? Yes, do I have the time? Yes, okay? Well, big thing,that's probably take me down is: Do I not have the physical attribute? Well,let's go find out the evidence. The evidences here's a doctor says, gohere's a Trai plan to go and at any point in the time you know you know youmay have to Wai off. That's fine, that's fine, the whole worlds till withpivots, but the coolest part, and you know and and Kilmadart was prettyarduous. I not kidding you. I thought there was a Minamomo three times thatwasn't going to finish and I had never done an eight day. Endurance eventbefore so, you know t the thing you have to think about it. What is goingto be my mind said in this, which is very what we need today. What is mymind said of I wan we are going to be OK and we're going to figure out wherethe you know, sere linings are and we're going to figure out how this hecan be and become the best. You mentioned something else. When you'reunpacking your story number one. You talked about climbing them out Whitneytwenty years ago, and it took you two days y. You climbed it recently and ittook you a day and was it seven nineteen hours sevene seventeen hours, you were able to measure the progressthat you've made along your own personal journey by looking behind youand seeing the distance that literally you you've you've made and that's oneof th, my big lessons for financial brainds when you think about digitalgrowth, when you think about data when you think about this idea oftransformation measure the progress you're making bylooking behind you where you've come, never look ahead at what is still aheadfor you to do, because that is doom. That is death. That is overwhelmed. I'dlike to Kcounter that and what I'd like...

...to say in the middle ground of that iswhat you should do. Is You should build confidence on your history? Oh Youre,home as son. Your history gives you the fuel for your future right, but what Ithink is really important. What I see is a huge opportunity for cret unionsis building your Yourroadmat in understanding that the Rodmap isn'tgoing to be a project plan that is going to have an Endgo and what you'reshooting for and- and it should be high level, and you should be communicatingyour successes on that road, an apersode as you're saying you know, forexample, you know transormation well, maybe the first partis we're going todo an asestment on our curnt condition. Well, then, great talk about that andtalk about your findings make sure that one of the biggest things you do isyou're moving forward. Is You are communicating and celebrating thesuccesses? That is where you're continually to build a confidence youhad before, and it also allows you to see the litness of what you're doingright. I had a training plan and I'm checking things off the box and as I'mdoing that, I'm realizing Oh okay, look how far I've gotten and look how much khow much I have done. I mean I dn't realized. I was going to climb. Youknow te twenty hours try to six time, but itwas facnating to keep looking that. Every time I got on you know- and I wasspending- must be st hour two hours on a treadmill, Yona client, stubber a'dbeen great. I read a lot of books. I got a lot of information done. I evenGad a qui meetings, Thoi weren't, necessarily es oll about Yo. To yourpoint. Confidence like that is the fuel for future growth, and that's the mostimportant thing a leader can protect is their confidence when that confidencestarts to, like you, don't lose confidence overtime, but it's likechipped away. You know, slowly bet confidence can be built n and one ofthe exercises that I recommend- and this is practical knowledge every day or every quarter- what'sworked well what's working well and what am I excited about over thenext ninety days? 'cause. I know that you look at the world through a ninety.Ninety Day view too correct...

Y, a so, and I and I think, there's younow there's a lot of the way I like to look at. It is Um. You know what do wewant to stop and what do we want to start? What do we want to continue? That's howI like to work. Would we want to stop what do we want to start? What do wewant to continue, because what I see a lot of times when it comes to digial,and it's that it's it's that that diagnotic of H, we see financial brands, doing digitalthey're, adding more to their plate without stopping and that's creatingthe sense of overwhelm. So what do we want to stop? What do you want to start,and what do we want to continue correct a D, and I think you know that's reallythe guys, Ta Gete a lot of unions as they're thinking about this, becausethe other point is what's their wy right, because if you, if you have avery clear, precise lands on your Wi and and when I'm working with data, Ialways go back to what is the member story right? How are we going to buildout that member N use case 'cause? We talk lite about the TCHNOLOGY processer.You are putting your data together to solve he member problem. What is it?What does that? Member look like what is that use CAS? What's that memberstory that you're shooting for, and that's your guiding true north, becauseas you're going through this you're, going to find a whole bunch of flashy,beautiful Chiny henny objects along the way and don't get Distracke by those.You know thersthere's many different ways you coan be doing ist, but if youknow hey, we are wanting to do this, and this is how we're going to bemeasuring this metric, and maybe we have to modify that as we go along,because it isn't exactly as we thought hundred per cent, but we want to makesure just like you know, climb ig mountain. I know I'm want to go atsummit and the other thing about climbing the mountain is crazy, as it'snot necessarily Tho summit, it Thaid, I'm going to go to Omei, have to comedown yes right and at at the end of that. I might do this whole processagain and how do I understand from the journey? What a m I take ways right so thaorganization as thinking about data transoration, they really need to bethinking about a couple of things. What is it that, what's those problems I'mtrying to solve and from that, how a I...

...turn this into workflow adoption,really N, I', building up capabilities and continuous capabilities? Don't we talk a lot about? I talk a Lou aboutthe data, but we also have to talk about. You know the culture. It isreally important and I mean you can take somebody who says yes, I want todo you know a five k all they want, but if they're not actually wanting tochange it doesn't matter if you put the shoes on them and take them off, theyhave got to do this. You've got to get a culture change and a monification,and that is very, not easy, and that does not have an overnight one of thebig things I mean you're so spot on with the thinking of Co, culture, H, I've been talking and thinking and speaking and writing a lot aroundbuilding a culture of coaching. Yes yesand that and that creates value two ways it creates value internally 'cause. I can help coach and guide my team members across the organization'cause. When you look at like digital growth, it's it's not one department,it's it's across the entire organization,topp the bottom bottom, the top, but that point of coaching can then betransferred externally and that to me, that's the secret weapon of financialbrands, particularly now more than ever before, with all of this confusion andchaos and crisis and conflict that we're going to see in in the comingmonths, because coaching is very different thanjust servicing Rightyes ad, and if I can add to that what I'd like to I hada Megwand I'd, love to say, would I'd like to infuse? Is the InnovationComponent Noyou're building that culture? You've got to have the you'vegot to have the parameters and a framework to be able to say you knowwhat we need do things differand when...

...we do that, we're going to fail andit's okay rit go got t have that 've gotta have that Rewe've also got to beAbleto, do it in ways that you're comfortable with, and that is what I'mminr allh way back. That is why I love human center design, because I'mbuilding out a capability of how to puit the members Li first and when youadd on a sprint, an agile component to it, and then I can actually solit'sjustwalk through. So I I figure, there's a meveous problem. I figure out what Ineed to do about it. I brg a store, my prototype. I bring all this stuff ord.You know, then it's time for me to bring it to market, and I do it fast and I fail fast and then I just keep itjusting. That is a beautiful capability and that is going to serve the industry.So well, because at your point you know, if I'm coached on that- and thisbecomes part of my culture, then it is okay for me to constantly be thinkingreally innovatively at how I'm going to solve the member's problem and that'swhere the matric souce is happening. A Se. You've got data, you've gottechnology, let's bring it all together and let's have a format that talksabout in in a process and that's exactly what you know thrive. Does wehave this whole offering I omean to pitch, but I just got it define it'scalled. How do you create a data, consumpsive culture and we don't teachso much about it's the data? It's? How are you solving the member's problemwith you? ASENTERE sign are B ABL EXC execute on it withat Gile, and how areyou going to bring Deta to make sure that you understand that that is thesource of how you're into Salv these problems? Yeah, I'm aframe this up here,'cause. I think it's such a you've, you've, you've shared so much today.You've got such a great story personally that is soapplicable to any financial brand marketing team cells. Team leadership,team data team start with the end in mind. Yes, what what's keeping people up atnight empathy plan quickly three year road maps, God forbid fiveyeard row maps I mean like, like we...

...have to s, bring the horizon line in myrecommendation when work wit, the financial bran let'sus use a twelve,maybe eighteen month horizon, but eighteen months is getting a littlefoggy plan quickly apply MHM, don't doesn't have to be perfect, but we jusneed to get this out whatever this might be progress, tnot perfection andthen review, what's worked MHM and to go back to to the previous pointsyou've made we'll continue doing that. What did it work? Well? Stop doing that and through this review, anoptimization process. We can then determine what we can do even betterand start doing that Okayso, you kind of find exactly what we do here attrime, that's ths, Aur, Bisus fraimmorks. I thinks we're PUTT intotonice concist. Well, no, it's imean seriously, it's soit's so logical and and seriously it has been such a wonderful conversationwith you today. I I appreciate everything that you shared as we wrapup we're. Looking ahead over the course ofthe year. The environment is in a state of flux. What is one practical action orecommendation that you can make four financial brand marketing cellsand leadership teams? So- and this is the key and we've talked about this, sothat they can move forward with confidence to continue to make progressalong their digital growth journey. Okay, I've, agot five, but I'm tryingto consolidate to mie one. Please focus on your Wi because that's your end point that'sYormission mster driver, and, if your, why isn't crystal clear? You need tomake that crystal for that's Goin, to be your lightning ride, to be able toexecute,...

...put purpose before profits, becauseprofits will ultimately follow your purpose awesome e. If anyone's listening, theywant to connect with you. They have additional questions. They want to sayhello. What's the best way for them to do that? Please reach out just send mean email im you'll find me at Anne at Ann leg, thrive, and that is an ne leg.G trive TCOM, but please, if you're, looking for a lot of knowledge andknowledge, is absolute power. Right now, please visit an lake thrive. Dotcomwo've got an incredible blong series going on. We've got all sorts of dateducation pieces going on and really just look through that and if there'ssomething that you say, Hey I'd, love to know, you can definitely reach methere from the website we'll give that lenked up in the shownotes and you'redoing important and very meaningful work. I appreciate that first andformus.As I know, others listening O do as well. Thank you so much for joining meon another episode of banking, on Digital Growth, O wish for havingmeaats been in APS, O pleasure until next time be well and do good. Thank you for listening to anotherepisode of banking on digital growth with James Robert Lay like what youhear tell a friend about the podcast and leave us a review on apple podcast,Google, podcast or spotify, and subscribe, while you're there to geteven more practical, improvent insights, vis. It www don digital growth, dtcomto grab a preview of James Robert's, best selling book banking on digitalgrowth, or order a copy right now for you and your team from Amazon insideyou'll find a strategic marketing and sales blueprint framed around twelvekey areas of focus that empower you to confidently generate ten times moreloans and deposits. Until next time be well and do good.

In-Stream Audio Search

NEW

Search across all episodes within this podcast

Episodes (127)