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Jeff Rendel’s programs and systems for financial institutions deliver entrepreneurial results in sales, service, and strategy. Designed as keynote addresses, breakout sessions, and half-day workshops; these programs easily expand, combine, and fit into full-day events, executive retreats, and planning sessions. When in-person facilitation just isn’t feasible, digital delivery of all programs is a great option. Learn more at Virtual Programs.


Would You Hire This CSR? The most customer-centric companies in the world recognize that service is the principal driver of customer growth, retention, and lifetime value. Their business models are built around customers’ success; and, their customer performance indices validate their standing. To create the most loyal sets of customers, utilize these most up-to-date concepts to refine your financial institution’s service model and create a service team that any customer-focused enterprise would aspire for itself.

An CSR at Every Desk – The Customer-Centric, Service-Focused Culture. Customers are your most valuable assets; they provide for your ability to grow. Every role at your financial institution leads to the same results – customers’ success, experience, and contribution to profit. If you want a culture that supports top-line growth and stellar performance; align your sales, service, and support systems with your strategic choices. A “Customer First” approach and a results-based culture helps your financial institution increase sales, service levels, and profits. All hold the title of “CSR” and individually help your financial institution earn the right to grow for and with its customers.

For Growth’s Sake – Strategies that Increase Sales, Deepen Relationships and Grow Lifetime Value.  Successful onboarding, cross-selling, and business development require professional systems and sales leaders dedicated to building trust, relationships, and business. To create PFI customers who use multiple products and services, an entrepreneurial approach to growth builds value for customers and yield for your financial institution. Through proven strategies to create success for your customers, loyalty and enduring business are the results. When your customers succeed first, your financial institution succeeds always.

The Significance of Soft Skills in Hard Data Times. Artificial Intelligence, Big Data, and machine learning have an important place in your financial institution’s future: they help you serve an increasingly mobile customer base with a Do-It-Yourself business model. While transactions can be automated, relationships make the difference and are the modern focal points for branches and contact centers. Customer-facing professionals educate, guide, and encourage customers along the path of financial wellness. When customers pause technology – and need to start conversations – relationship-focused skills serve your customers’ values, a determining factor in loyalty and new business.

Quantum Marketing: The Evolution of Marketing and the Marketing Mindset. Competition, consumers, and technology have changed the marketing function at your financial institution: it must be responsive, inter-reliant, analytical, automated, and accountable for growth. Marketing must create value for customers through engagement, journeys, and transactions. It must also create value for your financial institution through data-driven decisions, growth opportunities, and operating success. Learn the six factors that bring focus to your marketing model and activities, creating more benefit for customers and steering growth for your financial institution.


Trendspotting – What to Deliver Today for Success Tomorrow. Significant trends in financial services, technology, and consumer behaviors influence the products, services, and experiences you provide to your customers. Within these trends, strategies surface that deliver advantages to your revenue base, help scale your operations, and provide value to your customers. Combine these insights and contemporary financial institution cases into your existing business model to provide your customers the relevance they require while increasing the enterprise value of your financial institution.

Sales is Not a Strategy; Service is the Key to Growth. Hundreds of the most customer-centric companies and  financial institutions, with exceptionally reliable rates of growth, have learned the secret to sales – service. These industry leaders live for their customers, provide outstanding experiences, market sharply, experience elevated levels of retention, and have become a permanent place in their customer’s lives. Understand the strategic advantage of service and its predictable role in growth, revenue, and lifetime value.

Leading at the Speed of Customers. A clear-cut connection exists between experiences, expectations, and engagement with your financial institution. Understanding every point of a customer’s relationship helps you benchmark, measure, and improve the experience. Designing an experience strategy involves recognizing expectations, addressing all stages of an experience, and delivering an effortless result. By focusing on the customer’s wide-ranging journey, and how easy your financial institution is to do business with, your financial institution can stand out and dependably deliver exceptional experiential, financial, and engagement-worthy value.

Next is Now – Driving Disruption, Accelerating Innovation, and Outthinking the Competition.  Innovation is more than a corporate value. Your customers are counting on you to deliver resourceful products and services to better their lives and businesses. Innovation is a standard action practiced by financial institutions creative and ambitious enough to shape the future of their business, one idea at a time. Practical disruption steadily tinkers with your business model; welcomes new insights and ideas; and, recognizes that rigor, discipline, and execution make up the differences between businesses that flourish, flounder, or fold.


The 10 Dimensions and Disciplines of High-Performance Cultures. When leading experienced and emerging teams and professionals, executives must cultivate and support a high-performance group and culture able to achieve business objectives and produce at elite levels. High-performance cultures consistently deliver results that drive growth in customer relationships, staff engagement levels, and financial institution’s bottom-line success. Discover the model, framework, and tool kit that enhances your team’s ability to focus, lead, execute, and accomplish functional and strategic results.

A CEO at Every Desk. Leadership does not only reside at the top of an organization. Leadership comes from the middle and front line – right where customers and colleagues expect it most. Leadership is no longer top-down: leadership is up, down, and across organization charts and job descriptions. With a requirement for exceptional leadership in the all-important positions responsible for delivering your vision and mission, leaders must apply their influence upward upon superiors, across to their fellow managers, down to the colleagues they supervise, and directly to the customers they serve.

This Isn’t the Financial Institution I Came to Work For – Leading Breakthrough Change. Change is here – new ventures, restructuring, mergers, culture shifts, and more. Whether it’s creative destruction or disruptive innovation, leadership practices require an unprecedented degree of inventiveness and agility. Most relevant is realizing that leading change happens when one is comfortable, not waiting for the uncomfortable. Discover how to build an army of idea agents and re-inventors who toss same-old-same-old out the door and use pragmatic ingenuity to produce tangible results – ready for any change that can, may, and will come your way.

Strategy is Everyone’s Business – Especially the Rising Executive’s. Strategic planning – and its execution – is not set aside exclusively for the CEO’s office and the Board Room. For your financial institution to prosper, its strategy must be defined and put into action at every level – your branch, your department, and your desk. As a promising C-level leader, your ingenuity in establishing objectives, clarifying the most likely paths of success, and rolling up your sleeves for hands-on implementation sets you apart, revealing your commitment to the mission and vision of your financial institution.  


Keep Your Eye on the Future: Strategic Focus at the Board Level. As your financial institution grows, governance and long-term strategic focus become more important. While Board meetings need updates of financial status and noteworthy operational matters; of greater significance, your Board can help the CEO work “on” the business, rather than be “in” the business. By investing more time on “white board” items of direction, legacy, and value, your Board helps your CEO lead a financial institution that delivers the kind of results that keep your financial institution relevant for decades to come. The result is a balance between governance and execution, a strength that ensures great value and success from a board and CEO.

A Dashboard for Strategic Governance. As your financial institution grows, governance and long-term strategic focus become more important. Building a governance dashboard of success – focused on customer value, market presence, leadership, and board excellence – allows your board to concentrate on strategic matters of opportunity, investment, direction, legacy, and perpetual relevance. Study a dozen board-focused metrics that elevate the board’s value to customers, the CEO, and coming generations of board leadership.

CEO Success Planning. Planning for CEO success “today” is just as important as CEO succession planning for “tomorrow.” For your CEO to be effective, successful, and fulfilled, future-focused boards work with their CEOs to ensure the correct mix of: compensation; incentive; retention; professional development; and personal accomplishment. Move beyond the annual evaluation and embrace a CEO success plan that evolves in real time with your financial institution, developing a CEO who delivers results that matter most for customers, employees, and your financial institution.

After the Handshake: Getting CEO Transition Right. Succession planning doesn’t end when a new CEO is hired or appointed. The CEO transition process is equally, if not more, important to maximize your new CEO’s chances for success. Designing a plan for CEO transition involves: your Board; incoming CEO; and, at times, outgoing CEO. A comprehensive checklist for a successful CEO transition is significant to address culture, expectations, feedback, relationships, and roles. Transitioning to a new CEO is an exceptional opportunity for a Board to continue ensuring the finest leadership for the financial institution’s customers and professionals.