Almost 40 years ago, a rock music legend asked a question that too many banks are failing to address today.

The smallness of in-store branches used to be a liability, but with the industry's changing landscape, strategically placed "alternative branches" make more sense today.

The intense focus on sales cultures can be frustrating, but it also presents an opportunity for everyone within a bank to get on the same page about what the institution stands for and is trying to accomplish.

As the Wells Fargo story has played out, pundits have been quick to blame "sales culture" for improper behavior, but that's like blaming automobiles for reckless drivers.

The challenges of running a business become exponentially greater when managers seem to be spending more and more of their time finding and training new team members than in actually executing strategy.

Consistent marketing doesn't mean your offer gets better with each try, but it increases the odds of making a pitch when your customers are actually listening.

Fewer transactions are taking places in branches but banks’ brick-and-mortar locations are more important than ever.

Branch managers are essential, but it is the manager's manager that can set the tone for the performance of a bank's branch program.

As banks nationwide trim their branch personnel, they must also make sure the remaining staff in their brick-and-mortar stores know what they are doing.

In a more competitive-than-ever industry, sales activity is an important part of bankers' jobs, but it is not the only part.