If a bank's new account production is falling off, the institution might feel fine at the moment. Yet experienced bankers know that, without action, serious problems are imminent.

Your level of preparedness can be the difference between an unforeseen event being a setback or an opportunity.

I like to ask folks to think of their least-positive customer interaction or sales call during the previous month. I suggest to them that even the most cringe-worthy of recent impressions can likely be (at least somewhat) salvaged the next time you interact with that person.

Strive to make sure that you and your team's time and energy are focused on the things you can affect today.

Probably the most important lesson that I learned while working for a "low-key 'country banker'" was the value of a work ethic and optimistic outlook.

How individual banks decide to evolve will vary. Some will redefine the functions of their branches. Some will reduce branches. Some will choose to add branches. Whatever the strategy, the increased role of technology will be undeniable.

Call me nuts, but in an increasingly competitive and commoditized industry, "friend" seems like a strategically good place to be. What will you and your team do to make friends (and future customers) this week?

When was the last time you were greeted promptly with a smile, actively listened to, and thanked by name? A pretty short list and not very complicated. Yet most companies would fail that test.

Banks that are not cognizant of how many customers begin "shopping" their organizations on their Web sites are not paying enough attention.

Companies choosing to begin customer interactions with sales pitches are establishing whose priorities matter most — theirs.