Banking on Digital Growth
Banking on Digital Growth

Episode · 2 months ago

129) #DigitalGrowthJourneys: A Shared Language: Digital Growth Is a Team Sport


COVID-19 was a wake-up call for financial brands — but not how you might expect.

Sure, it showed us how quickly things can change.

But things were already changing without us, leaving us behind.

Fintechs, online-only banks — these should have been our wake-up call.

We can no longer afford to do things the way we’ve always done them. 

Because if you’re not growing, you’re dying.

That’s the philosophy of my latest guest, Tiffani Davis , Vice President, Manager of Client Experience at Centier Bank , who reached out to me last year about the growth-centered community she was building to help prevent her financial brand from being left in the dust.

In this episode, we discuss:

- Why financial brands have historically been slow to innovate — and why that has to change

- The value of education, community and a shared language around digital growth 

- How automation frees you from the mundane and allows you to deliver a more human experience 

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.

...there's so many things that you want todo. So many people you want to reach out to that you're like I want to seehow things are going with them. You don't have the time to do that becauseall of the other things, the things that could be pushed over to automationare taking up at that time, that space. Mhm Yeah, Yeah. 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 digital growth journeys series where James robert uncovers andexplores some of the industry's biggest digital marketing and sales stories ofsuccess. Let's get into the show greetings and hello, I am James robert,ley and welcome to the 129th episode of the Banking on Digital growth podcast.Today's episode is part of the digital growth journey series and I'm excitedto welcome Tiffanie Davis to the show. Tiffany is a vice president and managerof client experience at Centier Bank, a community bank founded in 1895, thathas grown to become Indiana's largest private family owned and operated bank.Now, full disclosure, I am proud, I am proud of all the work, all of theprogress that Tiffany and her team have made along their own digital growthjourney over the past 12 months since Tiffany and I first connected, sheactually reached out to me on linkedin. She sent me a direct message literallyalmost one year ago to the exact date that we are recording this episode,which was in fact not planned by the way, but I do look forward to sharingTiffany's story with you today. The dear listener to continue to elevate,to continue to empower, to continue to inspire you as you continue to moveforward and make progress along your own digital growth journey. Welcome tothe show, Tiffany, It is so good to have you on today, pleasure to be here. Thank you Jamesrobert. Before we get into our conversation and really just thejourney that you've been on. I want to get some perspective from a positivepoint of view and by now you probably know this question was coming. Whatwhat's one good thing that's that's been happening for you personally orprofessionally? Where are you feeling positive right now? Your pick? I'm sureI'll go I'll go personally. So I just had a birthday less than a month agoAnd just really enjoying being in my 40's. I'll say that right, becausethere's everyone talks about the decades and things that happened andthere's something about just the confidence in knowing who you are inyour 40s and where you and so I'm just embracing that at this season. 100%because I just turned 40 as we were talking before we hit record and it wasone of those things, I think in my twenties, I'm like 40, like And now Itold my wife, I said I am more excited now about the next 83 years Because 123 is my number. Like you know what? And it's beyond my control, but Ididn't exercise. And you know what? This is. This is a fantastic exercisethat I don't think we've ever talked about on, on this, on this podcast. Sohere's the exercise I learned this from Dan Sullivan. When do you think you'regonna die? I mean, I can't even get past the factthat you said 123. Is that the age that you want to live to? Absolutely, it is.Oh my gosh. No, I don't. I have not. Maybe 80s, 90s if I'm in really goodhealth Correent? And so that's the thing. So let's just say your initialnumber is 80. Okay. Which is about I think what mine was I when when I didthis exercise. So you get asked the...

...question, When do you think you'regonna die when you write a number down 75, 85, whatever. Okay with all of theadvances in health care, what if you could get extra time? Oh,what would that number be? And to live in full health and mentally, physicallyspiritually with all the advances, what would that number be? I mean I would say the sky is the limitbecause if you have all of those pieces, you wouldn't put it end on it for me at80's because I don't want to be someone else's burden? I don't want to be aproblem with home. But if I can still do all the things that I wouldn't, Iwould put no cap on the, on that at all. Absolutely. And I think that's the,that's the, that's the secret of this exercise right here is whatever thatsecond number is because then the question is, okay, so 80 and let's justtake my 1 23. And the reason I picked 1 23 is it's a number that I always seeon clock. So it was like when I ask the question, it was the first thing thatpopped in my head and that's what you have to write that down. So it's like 123 1 23 minus 80 that's an extra 43 years. Then the follow up to that is ifyou got extra 43 healthy happy productive years, what would you dowith your time and then you write all that down? So, because then the follow up to thatis why are you waiting? And that really spurred so much actionfor me. I did this actually like four or five years ago, it spurred so muchaction for me because I'm like If I get an extra 43 years, that's, that'salmost how old I was at the time When I did this exercise a little bit. I wasin my late 30s. So probably 36 at the time and I'm like, why am I waiting?What's holding me back? I am holding me back when when doing that. So it'sreally, it was a very powerful transformative and I've done this withother people before and you start to open up new, just new perspectives andnew ways of thinking. So I want to I want to stay on this theme with timehere because the year And we were talking about this before hit record,it was 1998, I'm gonna take you back to 1998. Remember what the number onemovie was in 1998? Are you kidding? Um 19 so I have we always have to go intoperspective. Right, so 1998, I would have been 18, I would have just startedin banking in 1998. That's right, yeah. One as a part time teller. So I'mtaking you back there because in 19 98 I would I would say it had to beprobably something like with Will smith. Were thinking like summer summer bashor something like that. So your clothes. So the number one movie in 1998 wasTitanic. My heart will go on and your reference to Will smith, It wasactually getting jiggy with it. That was the # one Top 100 Billboardhits in 1998. So You hated that song in 98, but I actually love it now. Whichis really No, no, no, no, no, no, no. Yeah. So I mean you're you're so closeand and that's why I wanted to take you back. How, Because that was your firstyear in banking. How did you get into baking? And what's been the personalpurpose that has been driving you now for over 20 years? Because that's Imean you've kept a really focused dedicated path, but I want to take youback to 98. First time in banking, getting the banking, what what was theimpetus for that and what's been the driving purpose over the past 20 years,interestingly enough, and I feel like a lot of people that are in banking saythis is that it was never so I was at home, I had just gotten home for thesummer and I had gone through my first year in college and my major wasnursing. My grandmother claimed nurses will always have jobs, this is thething that's guaranteed. So I was like, okay, sounds great. And then I hated it.I hated biology, I hated human anatomy...

...and physiology, I hated all of it. Andso I had come home and I needed a job for the summer and my mom's circled andad in the paper and the kids are like paper was and it was for a part timeteller at a branch that was near my house and that I went and went to theinterview and and got it and I was petrified. I'll be honest, that amountof money nowadays, we don't touch as much money as we touched back then. Umand it was a lot of money. I was nervous every day going to work and butthere was a greater purpose. I got to help people, you know, and and that Ithink has always been what drives me is that we we grew up, you know, um poorand not having things and so being able to see how money worked and how youcould budget and do things and grow your money. I think that was what Iwanted to share with other people and that's kind of what I think has kept mekept me in it all this time. It's so funny you talk about your nervoushandling all of that money. So it was around the same time period and it'sinteresting when we start having these conversations and we go back and welook at the past, you start making all these different connections and dots.So it was probably around the same time. It was, it was 98 my mom circledsomething, the newspaper for me. I was 1617 at the time and it was a job fairat the jsC space center. So it was the tourist arm of the, of of Nasa and so Iwent to this job fair and I got two interviews and two offers on the spot.One was for the gift store and one was for actually going to work in spacecenter and they wanted me to go in and take pictures of people on a greenscreen and put them on the moon. I'm like, this is fantastic, it's gonna beamazing. So I went through two weeks of training, was so excited. I even got mylittle Nasa jumpsuit and first day I go out on the floor, they said Jamesrobert, you're working the register today and no, I'm not, you didn't train mefor this. And it's so funny like this idea of fear and subconscious mindbecause all I could think about was number one, I've never really handledany money. You didn't train me for this. Number two. All I remembered in fromthe training about the register was if you're 10 cents off in your tillbalancing three times you're fired and that 10 cents and that puts so muchfear in me that I'm like, no, I'm not doing this. And then, so I literallyquit two weeks in first day on the job, I quit because it was so much feararound money, right? And I think a lot of that was just personally how I wasraised, but then I went and got a job that same summer almost like the nextday I called it, my friend, his mom worked at SAN Jack College and I gothired to join the maintenance team and that was one of the best summers I everhad, I learned so much and we jammed a lot of will smith on the radio. So youliterally quit after two weeks because of the fact that you were like I'm notready for what you're trying to give me to do. Absolutement and I want to stayin 1998 with you because I'm feeling nostalgic here and and and take me backto the good old days of we'll call it branch banking before digital beforeeven really mobile was a thing. I mean if you think about like online bankingwas just starting to come online and that was only at some of the bignationals yet alone, the regionals or even the community banks, what was lifelike for you back then as an assistant branch manager. So in 98 I was going to school fulltime and and working part time. And so... your point I worked at a communitybank, First National Bank of Juliet actually 40 41 branches, 43 branchesand there was no technology, everything was still still paper in manual, therewas no no online, none of that. I think I feel like we were really starting toramp up our A. T. M. S. You know, it's like more a GMS right now in the areaand so I actually worked at a kind of a busy branch and then I shifted to instore like I actually started working on an in store branch probably a yearor so later maybe a year and a half, but that is what really catapultedthings because in an in store you don't have one lane, you have all of thelanes. And so that is really what helped to shape kind of the nextprogression for me because you have to learn all things, there's no, oh that'snot my job, it's all all of our job. Right? Yeah, so you've been in bankingbefore digital pre digital. And and I got into this it was 2000 to 3 timeperiod and so it was right at the cusp that digital was coming online and AndI want to with with your horizon line and your perspective what have beensome of the biggest transformations that you have personally seen thatyou've experienced over the last 20 plus years just on your journey, youknow, starting pre digital and then seeing this transformation happenedliterally before your eyes and even even being a part of it to a degree,particularly through the lens of marketing and sells, what does thatlook like for you I'm thinking and that made this meanthat found the way that it should but I don't feel like we have moved as fastas we could have right and thinking that's just the way that it is. And sowhen we think about the major shifts, the biggest one has probably beenonline banking and then the shift to mobile, but that's been the biggestthing? Right? So now as we transition especially post called it, it's the howdo we ramp up where we should have been? Because there's so many things when youthink about amazon and some of these other companies that do personalizationreally well, I feel like we as banks have, I don't want to say rested on ourlaurels, but we've kind of just sat back and we just knew it's like we wegot this and then you've got syntax and like different companies like tryingthings that are that are moving and we're now running to try to catch upthat way. And so that I I don't, when we talk about advancements, I don'tknow that there's been huge leaps and bounds and banking. Yeah. And it'sinteresting because you bring in like the fin texts and some of the otherplayers amazon and Apple that have the potential to really do some massivetransformation at scale and speed when you let's look at the industry as awhole, where do you feel the the lag is rooted in? Like, like what's why whywhy have we not progressed? Say comparative to these other verticals? Ithink there are a couple other verticals that have lagged to education,higher ed being one of them. I think higher ed and banking have a lot ofparallels that I see specifically post covid looking back But but what is theperspective for you into the wind? I feel like it's the routes that we havein the historical space, don't mess with it. If it's not broken and wenever saw it as broken, why would we see it as broken? Um it's, you can'tsee the forest for the trees. I don't know if I say that right? I always saythat incorrectly, but you can't see that big picture because you're in itand it's like it's working, it's fine. And then when something comes along,like for instance, the apple card, oh my, like I'm like this thing is amazingand everything is built right in its simplistic. And I feel like oftentimesbanking is not simplistic. We want to put hoops and like, oh did you jumpthrough these five? Oh, awesome. Now jump through these next seven and thenwe can start your application process. It's like, wait what? I'm not eventhere yet, I'm still not there. And so those types of things, I feel like weneed to let go of what we used to do...

...and who we were and this is how it'salways been. You know, when you bring up the apple card, I think it'sinteresting to note that who's behind that? We always forget because Applecard gets the, it's the front end, but who's backing it is, it's Goldman Sachs,I mean that's, you know, it's a bank founded in 18 69 a lot of history andthen you think about what Goldman has done with their spin off with, withMarcus Marcus by Goldman Sachs. I I think it's very, it's a great learninglesson of, of how you can take history and legacy and you don't forsake it.You, you build on that foundation to go even bigger to, to impact even morelives. And one of my big philosophies is I believe that on, on all thejourneys that we're taking, it's a journey of never ending learning.Sometimes you're the student, other times you're the teacher. Either way,there's always uh an experience to learn something new and, and thinkingabout your own journey of growth here over the last 20 plus years, what'sbeen the most important skill for you that you've developed along the way,that has really probably been the most, the most valuable, I would say, it's probably being opento and the people don't like to say the word, but change transformation growth.I am a person that I feel like if you're not growing, you're dying, youhave to be moving forward. You have to be pushing, put learning, growing,developing yourself people around you. It's something that I've always, it'slike if I learned something, I'm like, hey, everybody look at this, look atthis, look at this cool thing, you know, you have to be doing that andI think that is when people get caught in the Cave of complacency, right?Don't they feel like they're good. They don't need to develop or grow or oreven want to, that's where you start to see some of the trips and the pitfallsthat we find ourselves in. Right. And I think to that point it's a goodtransition in just the narrative here because you've always been one thatyou're looking, you're looking for opportunity and you're wanting to bringwhat you're finding out on the horizon, bringing it almost like a scout. You're,you're going out, you're exploring. I got to go back to the, to the ninetiesand maybe even the eighties Oregon trail. You played Oregon trail. Wetalked about this, remember? Yes, that's that's exactly right. Yes, yes.And so you're scouting and then you're bringing that back in. And it's funnyhow time works because you sent me a direct message almost one year ago.Today. It was actually, yes, it was September 16. So today, what was thedate today recording today is the 14th. Yesterday was the 13th of september andwe had Hurricane Nicholas coming to Houston. So I'm just grateful to beeven doing this podcast to begin with because we don't have power at home. Wehave power here at the office seven years ago was at seven, no, 13 yearsago we had I come in and then on the 15th 16 September of 2020, you wrote me,our senior leadership team is really enjoying your book and seeking ways tolet go of the four fears, hopefully we can connect as I'm sure you offerinsightful post relevant to our journey. And so looking back now flashingforward, just 12 month horizon line, looking back over the last 12 monthsand really thinking about the four fears and when you reached out and Iknow a lot of financial brands, they struggle, they struggle with these fourfears, particularly within marketing, with themselves within leadership teams.What were some of the conversations as a scout going out that you were havingat the time about digital growth perhaps with others, maybeconversations that you're even having with yourself considering you're you'rebanking journey has been rooted in the physical world of branches for the mostpart. So right before that we had had oursummer interns have done a presentation and we had given them your book to useas a foundation for how we could...

...possibly advance in our digital faithand how we could be better in that. And so at that point, I believe ourregional managers across our retail division were reading the book and Iwas like, I need, we need more, we this isn't going to be enough, you know,just to read it and then you know what happens when you read, you read it, youget a couple nuggets and then you put it away and so I was like I need weneed something and so I was like, he might not like people do, could youwrite books, you have other other ideas in mind. And so we were really lookingat that because I mean, you know what was happening this time last year, wewere we were still unsure of all the things right, There were so many thingsthat were unknown to us and it was like if we can get a jump start on some ofthis stuff that we may have fallen behind in technology wise, even justclient experience, which is where my team and I focuses, how do we, how dowe make things better for them in this time in this space in the future? Howdo we do that? And you make a really interesting observation and it's onethat I see and I'm very empathetic to the fact I'm just as guilty, you read abook, you get those few nuggets, you put it away, but it doesn't really movethe needle, it doesn't become the new thinking, It doesn't inform new actions,habits, behaviors. And so when you think about experience in your area offocus, training has been a big part of that, Thinking about the training thatyou've done, What has been transformative for you and really justthe training as a whole, you're going through the university, you've been apart of the book club as well and have had some really good conversationswould have been some of the biggest insights that you've gained now overthe last 12 months, not just those nuggets, but really because you readthe book going through the university, you're meeting once a month as a largergroup, which will come back to that point. Training has always been a keyto you and just the work that you do. But what would have been some of thebig lessons that you've learned and are starting to make a reality, not just anugget, but it's transformative. So I think it's one, it's not, it's not a one and done.You know, even with our classes, we have people attend. Maybe we have aservant sales class where we talk about our servant heart and how that shouldbe leading the what what we're selling and how we're selling. But that classends and then what and so what I really enjoy about this journey that we'vebeen on with you and Audrey and Bianca is that we get the opportunity to keepbringing the things to the forefront because whether it's a book and article,whatever that is, it's great in that moment and everyone's fired up. Butthen what happens, what happens when the lights go out in the morning comesand we're like, OK, we're back to the same thing that we've done every dayand we do what we do right, especially when you're getting bogged by down byother things that thinking time that thought processing time, you don't getit. And so unless you make the concerted effort to do that and theneveryone has to be doing it because if I'm the only one which often times itfeels like that, right? You're the only one that's, that's put in the work andyou're the only one that's really trying to make things work. But thenyou realize that there's others and when you come together as a collectivegroup that are all trying to do that, then that's when things happen andthat's when the needle actually moves. Yes. And, and, and I kind of joke aboutit, but I hear you, it's almost like the church camp experience. You go, youget fired up and then you come back in the, the real world just smacks you inthe face and you just, okay, well that was great. And now onward and upwardand we're just back to the grind when you think about the group that you'vebeen involved in. It's, it's a, it's a wide array of personalities of roles,like you said, you're coming on the experience side of things. You gotmarketing cells operations, compliance, uh, mike ceo, I mean fourth generationfamily banker, just a great heart in and of himself and then you've got yoursenior partners, how has it been to, to... with, I would say a much widerview and said because sometimes, you know, well it'll just be a marketingteam, sometimes it'll be marketing and maybe cells but you're you're you'reyou're taking the approach that I always recommend is we bring a lot moreminds to the table because what happens if it's just marketing or if it's justmarketing and cells than everyone else's, they're all going in adirection. Everyone else is still kind of stuck in the past. So what has itbeen like to work with a much larger group here? two words come to mindrefreshing and necessary, right? Because refreshing because everyone isthinking the same now, we have a similar language. We can referenceremember in less than eight. Remember in less than seven these are this iswhy we're doing what we're doing because we don't want to still be here.We don't. And we and you can throw Kodak like you can start to say thingsand people are like, oh yeah, yeah, yeah, we don't wanna be like, like it'slike you start to speak that common common language and necessary becauseto your point, if it was just marketing and then like us the retail sales andexperience in some of these other areas, then we're still just alone embarkingon a journey, we need everyone, we need the whole community working the moviein the same direction. Otherwise we're still looking back and there's stillpeople hanging out in the cave and it's like you gotta come with technology hastransformed our world and digital has changed the way consumers shop for andbuy financial services forever now consumers make purchase decisions longbefore they walk into a branch. If they walk into a branch at all, but yourfinancial brand still wants to grow loans and deposits, we get it. Digitalgrowth can feel confusing, frustrating and overwhelming for any financialbrand marketing and sales leader, but it doesn't have to because James robertwrote the book that guides you every step of the way along your digitalgrowth journey, visit www dot digital growth dot com to get a preview of hisbest selling book, banking on digital growth or order a copy right now foryou and your team from amazon inside you'll find a strategic marketingmanifesto that was written to transform financial brands And it is packed fullof practical and proven insights you can start using today to confidentlygenerate 10 times more loans and deposits. Now back to the show you hiton something that's really important. You mentioned, we've got to have thewhole community a lot of times I think we think about community, particularlythe community financial brand, we think about the communities that we serve,but now community is also going digital so but then there's also the internalcommunity and if you look at the word community, what is it made up of itscommunication but then it's also unity. So you're truly unifying aroundcommunication or a common language, be that C. O. M. M. I mean community,common communication, it all has the same type of a route right there, soyou're all unifying around a common language and common purpose and I thinkone of the areas that I'm most excited about four financial brands, evenFintech is the opportunity and it's it's almost taking this full circleback into just your own personal purpose to transform people's lives, toguide them beyond their biggest questions, their biggest concernstowards a bigger, better, brighter future. And and that opportunities toput the transformation of of people over the commoditized transaction ofdollars and cents and my prediction here is and and this is why I thinkwhat you're doing on the experience that is so critically important iscoaching, money is confusing, money is stressful, money is complex andcoaching is there's a tremendous opportunity to bridge the digital humandivide because coaching is an empathetic exercise that can be furtherelevated through the use of data. And so when you think about financialcoaching and and and really elevating...

...cells and service through the lens ofexperience to a whole new level in your mind, what are the opportunities here? I have always, when I was in the branch,I was of the mind that every client that I interacted with, mygoal was to make sure that they were better from having interacted with mewhether financially spiritually emotionally sometimes because asanybody who's in banking knows we end up being our clients counselors and allof the things and so it's the coaching aspect speaks to my soul when you, whenyou speak of that because there's so many people who don't know what theydon't know, but they come into banking expecting that and we give them aproduct that they don't know anything about, they don't know how to manage itand then we slap their hand when they don't do it right? Um and that's justbanking as a whole, right? And so where is that space where we can actuallycoach, develop, help with a budget, help with a plan and not just afinancial plan, but a life plan. How do we get you from where you are to whereyou want to be? And I think that is that that's the essence, that's the keybecause as the coach, as the helpful guide, you don't necessarily have tohave the, you should probably shouldn't have the answers. The answers must comefrom within your job is to help pull out and encourage them to articulate.I'm so excited. We are actually going to have someone come on the podcast inthe coming months. We're getting working to get her schedule. She worksin the mortgage space. She, she is going to share her story because she,she's in the book club and I think we had this conversation, the book club.So she agreed to come on because I'm like, I want to dive deeper, you workin banking, you work in mortgages and you actually have a financial coach.Let's talk about that and how that alone has transformed the work you'redoing in the world of mortgages. And she's like, yeah, I'm able to passeverything that I'm learning through my financial coach to my clients. So it'salmost like if we can bring financial coaching internally to begin with, to,to empower and to really increase the confidence of our team members, then wecan then take that externally and do that for our account holders, for theirfriends, their families, the communities that we serve. The probablythe greatest example that I've seen of this is is truest when they weresuntrust and launching the on up program. They started this approachinternally first and then also launched in conjunction going public with justtheir public position in the marketplace. And, and so I know I knowone of the big things that we hear you touched on this before, it's thesefears, fear of the unknown, fear of change, fear of failure, maybe evenfear of success, especially for those that have taken a journey like youthrough the world of physical branches. They feel like they're going to bereplaced with a i with robots. What's a recommendation for you from you to helpothers who fear that this idea that you're going to be replaced. I don'tthink that's the case, but I'm curious to get your take on that. I completelyagree. I don't think it's the case. I I would challenge anyone who has thatconcern to think about their day and let's just assume that you work ineight hour day in the branch, there's so many things that you want todo. So many people you want to reach out to that you're like I want to seehow things are going with them. You don't have the time to do that becauseall of the other things, the things that could be pushed over to automationare taking up at that time that space and so if you think about even if youcould get rid of two hours a day of the things that you're manually doing thatyou could just say have like your automated assistant do for you thenyou've got two hours now but you can get back and you can give to coaching,you can give to reaching out to clients and saying hey you know what I knowthat your husband was the one that handles all the finances. How are howare things been since since you know since he's passed. And do you stillneed help? Do you want me to go through...

...the budgeting with you again? Likethose are the things we want to do that never happened. That were like oh thatwould have been nice that we've reached out to little Margaret. We didn't andso what I'm hearing from you, it really is that mindset transformation oftransforming from Los thinking that we're going to lose because we identifyour self identity is tied up into the work that we quote unquote do, but ifwe can let that part go and really focus on not on what we're losing, butmore importantly on what we're gaining, number one, but number two by whatwe're gaining, which is time. We can give even more, we can coach even more.We can guide even more. And to me it's that's where I think we're going to seea rise in human connection because of some of the capabilities that we'regoing to gain. And is it going to be easy? No changes, hard changes, painfulchange is scary. And you touched on this before, you, you naturally leaninto some of this, How do you as a leader just personally deal with changebecause we've all had to change and grow and transform a lot through thecovid experience, but how have you managed that yourself personally? Yeah, I think a lot of it is reallyunderstanding the big picture. We know that there's safety in the mundaneknowing I know what I have to do. I know what my day looks like becauseit's the same day I've had for 20 years now, mind you, I can't live like that.I literally changed jobs like every three years. I'm like I got to bemoving forward doing something new and something challenging. But for thosepeople who like that, that kind of safety net, it's saying okay, but Idon't have to do all the things. Let me start with one thing and that's how Ieven tell my team. I'm like we don't Yeah, these are the seven things that Ireally want us to accomplish this year. But let's start with one and let's evendo the easiest thing, let's take, for example onboarding, we have a thingthat we could, it's called, we call the zip code because it's 22261, right? Sowe have a two day call, two week call, two months, six months, one year card.There's probably branches that don't always have time to do that. So oops, Imissed that two week follow up with the client. Imagine if you could no longerhave to worry about that two week, push it through the automation now you cansee it or not. Yes, I'm 100% connect with you. Like you're energizing mebecause that's where and and that handwritten note. Yes, I know it'sgonna creep people out. That handwritten note can be written withautomation with ai with a real pin that in dense the card so that it looks likeit's coming from a real person. There's some ethical questions around that. Iget it. But if it allows me to connect more and have more deeper, betterconversations. Yes, here's another idea, you know, with your branch managersright playing the game of tag. I've talked about this on the podcast before,But you make a connection, maybe it's just email, maybe it's linked in youthank them, you just thank them for being an account holder. You then askthem what's the question that you have and then you give them some guidance,you give them some coaching, 62nd loom video and you once again. But this isall cultural like you gotta build these new habits together as an organization,as a team and and Tiffany has been a fantastic conversation, a fantasticdiscussion. I've got two more thoughts to more questions for you as we wrap uphere. Number one, what are you most excited about? Most hopeful for whenyou look ahead over the next 12, 18, 24 months, just banking at a macro lens,particularly through the work that you're doing on the experience side. I am most excited about shifting theordinary, the mundane to automation so that we can focus on creatingextraordinary experiences for our clients and that's the education.That's that's sometimes just the touch points. I don't, I don't need anything.I just wanted to see how everything was...

...going for you but we can't do that ifwe're doing all of the standard things. Even For us, there's there's thereneeds to be a shift operationally. The branches have a lot of burdenoperationally and how do we shift that back to the behind the scenes so thatthe branches can really focus on client experience. Those are some of thethings that I'm really excited about kind of embracing and and knockingdoors down and saying like what that looks like for us in the next 12 to 18months, I always want to get real practical here at the very end for thedear listener reflecting on your experience, what is one thing that youwould recommend they do to continue to move forward along their own digitalgrowth journey with courage, with confidence, something small a step thatthey could take, very practical, what would be that one step that you wouldrecommend they move forward with? We're speaking of the digital journey, justjust the digital journey, where can they continue to level up that you seeat a macro level here, then this and James robert did not pay me to say this,but if you have not read the book legitimately that trend, that's whatstarted it when you went back, that's what started it. It was reading thatbook and saying like, wow, there are so many things in here and we don't evenif you just took a piece of it and you know, transforms and so that but alsojust being open to the possibilities, not not shutting down every ideabecause it doesn't line up with exactly what you have a vision for, but reallythink about the full client experience and where we're going as a, as asociety. We're moving into that space where we have to be all things for allpeople in the sense of I can help you with that and if I don't know theanswer, I have to resources that I can get you there. Yeah. So it's that, it'sthat type of thing. Absolutely. And I think that's the idea that we'reviewing ourselves more than just bankers, but we have really in all ofthe industries and all the verticals who has the opportunity to trulytransform someone's financial well being, which will then impact and makea positive transformation on their physical well being because thatconnection between the financial health and physical health and then also themental aspect of this as well. I'm right there with you and, and I'm just,I'm proud of you all proud of you. All the progress that you've made bothyourself as an individual than looking at the larger team and the organizationand that's the most important thing of this, all its progress is greater thanperfection. To reference James clear with atomic habits, just get 1% betterevery single day and you will continue to move forward and, and and for thosethat are looking to move forward and they've listened to our conversation,they want to continue the conversation with you. They just want to connect sayhello, what's the best way for them to reach out and do that. Tiffany linkedinfor sure, I think Tiffanie Davis on linkedin connect with Tiffany learnedfrom. Tiffany, collaborate with Tiffany. We're moving into just an exciting time,I'm excited about the future and Tiffany once again, thank you so muchfor joining me on another episode of Banking on digital growth. This hasbeen fantastic, thank you as always. And until next time be well, do goodand make your bed. Thank you for listening to another episode of bankingon digital growth with James robert. Ley. Like what you hear, tell a friendabout the 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...

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