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.
ONE PERCENT SALES™. ONE PERCENT SERVICE™.
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.
ONE PERCENT FINANCIAL INSTITUTIONS™
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.
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.
Extraordinary Habits of the “Most Customer-Centric Companies.” What makes 100 companies exceptionally respected, influential, and profitable in their industries? They live for their customers, provide outstanding experiences, and create engaged cultures that deliberately steer clear of commoditization. In applying these well-defined attributes, your bank can do much more than complement your competition. Instead, it can create its own “category of one,” delivering significant value to customers while creating permanent – a level well-beyond primary – financial relationships.
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.
ONE PERCENT LEADERSHIP™
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.
Individuals Win Trophies, High Performance Teams Win Championships. When leading experienced, established, and emerging professionals, executives can meet various tests. One challenge is nurturing and sustaining a well-coordinated, high performance group able to achieve clear business objectives and produce at elite levels. This comprehensive and practical model improves your capability to: get people to achieve strategic results; efficiently manage competing priorities; provide focus and purpose for your financial institution; and, construct a purposeful, unified, and action-oriented team.
Building Human Capital: The Future Workplace Experience. Recruiting, retaining, and engaging top employees is a strategic initiative that will drive your institution to long-term success. It requires that institutions rethink, reimagine, and reinvent all about work that we’ve taken for granted. Discover how to build an employee experience that incorporates: Delivering strategic results; A consumer mindset toward the workplace; Agile and responsive leadership at all levels; A commitment to becoming a “learning organization;” and, Creating an internal culture that delivers and defends your institution’s brand, enabling it to meet the future now, and compete for years to come.
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.
ONE PERCENT GOVERNANCE™
Keep Your Eye on the White Board: 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.
The Art of Execution – Strategic Success Delivered. Boards task CEOs with delivering results toward sets of long-term objectives. While building detailed and comprehensive plans that articulate strategies, activities, and timelines is important; creating financial institution-wide commitment to strategic success is essential. A principal role of the CEO is to maintain focus on the customers, markets, and domains where the Board anticipates success. Delineating elements of strategic success through the financial institution is key to execution. As colleagues understand and engage with their roles in strategic success, execution ensues at every level, where customers benefit most.
Governance 2.0 – A New Model for a New Era. Governance models have grown through the years. Which is best for your financial institution, given your Board’s intent of representing customers, supporting your CEO, and committing to long-term safety and soundness? A fused model that integrates back-to-the-basics governance; ongoing relevance for the changing nature of financial services; and, a focus on service to customers. From these principles, your Board can: design metrics for successful governance; establish the precise combination for Board attention and activity; and, produce a suitable balance of guidance, oversight, and representation.
How the Best Boards Get Better: Next Practices to Enrich Your Board. As financial institutions continuously evolve to remain relevant for their customers, the best boards realize that they must change, too. These boards: focus on strategic thinking first and foremost; regularly recruit, renew, and refresh their board membership; and, constantly look to innovative governance practices from the for- and not-for-profit sectors. Learn some of the most effective board dynamics, from contemporary financial institution models, as you seek to ensure your customers have the best and most pertinent representation and leadership for their 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.