Employees often avoid sharing bad news with their bosses, assuming the problem will resolve itself. It rarely does, so senior leaders need to create a culture of constant communication with direct reports — and even lower layers of management — so that issues don’t fester.

Alternative branches were long criticized for generating fewer deposits than traditional ones. But in an increasingly online world, convenient and conspicuous physical presences at places like grocery stores stand out.

Some banks are removing the term “sales” from training materials out of fear regulators will accuse them of unethical, high-pressure tactics. But that’s an overreaction to federal probes of extreme cases — sales are essential to growth.

It’s easy — but pointless — to lament the havoc that the economy has wreaked on performance metrics lately. Instead, draw up an opportunistic new plan, urge your employees to focus on execution and worry less about what rivals are doing.

Front-line employees yearn to be told they still have a critical role to play, as more customers are seeking in-person help amid the pandemic.

Consumers who have felt betrayed by banks are more likely to turn to mobile apps that give them a greater sense of financial control. Bankers must reconnect with these people and reassure them that their personalized advice is safe and valuable.

In these uncertain times, strengthening relationships with clients is the one thing front-line bankers can control.

The events of this year transformed banking, for better or worse. Smart bankers will build on the ways they learned to do their jobs better.

Managers have been trained on how to resolve conflicts with customers. They can use that training to minimize intraoffice political squabbling.

Whether it was their nimble shift to digital, or willingness to interact in new ways with customers in branches, bank employees have met head-on the business challenges posed by the outbreak.