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.

Banks that embrace, promote, and support a principled sales culture discover that it not only fuels growth but also strengthens their brand and deepens customer trust.

Whether they plan on it or not, most managers will at some point find themselves in a bubble that bad news fails to penetrate. The best leaders are the ones actively trying to burst it.

The continued investment in branches is a continued investment in bankers. A well-trained, motivated banker turns a physical location into a relationship hub.