At best, artificial intelligence will be a tool that helps good bankers be better at their jobs. It won't replace them.

The more employees who can confidently tell their bank's story, the better positioned a bank will be to build relationships and earn business.

Nothing demoralizes a good employee like seeing managers tolerate a bad one.

Technology that was seen as best-in-class 10 years ago is practically table stakes for banks today and does not differentiate one bank from another. Branches do.

Your best future employees aren't looking for banking jobs. Successful hiring requires actively seeking out talent.

Feeling that your bank is truly there for you is the difference between a bank account and a banking relationship.

Refining internal processes and reassessing daily workflows is more important than ever at a time when bankers are frequently asked to do more with less.

Leaders who set clear expectations do not create hostile settings. If anything, good people are motivated knowing what they do is noticed and matters.

Merely telling employees what to do may get the job done, but telling them why they're doing it fuels engagement.

It's a mistake to assume that potential customers recall long-ago sales interactions. You must refresh their memories.