Rather than replacing bankers, artificial intelligence is likely to amplify their impact: strengths as well as weaknesses. This makes investing in employee development more important than ever.

There is a tendency among many sales managers to tightly script sales interactions. But if you attempt to take all reasoning and thinking out of a job, you'll get employees who stop reasoning or thinking.

People are becoming increasingly wary that things they see, read and hear may be AI-generated rather than authentic. To maintain customer trust, banks need to leave no doubt that they are people-driven organizations.

Just as the invention of pneumatic nail guns didn't eliminate the need for expert carpenters, the appearance of new AI tools for banks won't obviate the need for experienced and well-trained bank employees.

It may seem tempting to make use of advertising that plays up the negative aspects of your competition, or tries to set your organization apart from a less-than-appealing stereotype, but such messaging rarely lands well with consumers.

A negative work environment with unhappy employees is going to adversely impact the customer experience, even when employees don't voice their dissatisfaction out loud. Bank managers need to create a positive culture.

There are qualities in people and organizations that experts, trying to predict future performance, routinely miss. That includes internal alignment of team members around a strong corporate culture.

National ad campaigns are impressive. But few things create more goodwill or lasting impact than visible, hands-on support of a community's youth, no matter the size of the bank.

While many may roll their eyes at the idea, the practice of decorating a bank branch for the holidays, or otherwise changing up its outward presentation, has a real impact on customers' attention.

Replacing employees is expensive in terms of both time and money. The real management challenge is identifying the drivers of employee churn and eliminating them.