Focus on ensuring your teams know why you make changes, and they will be far more likely to make those changes work for you.

One of the missteps in banks’ attempts to build productive sales and service cultures is overemphasizing sales processes and tactics while underappreciating product knowledge.

Natural disasters like Hurricane Harvey reveal banks’ ability to lend a hand to communities in need, and to keep employees engaged and motivated for the initiatives that matter most.

Bankers who shake more hands, ask more questions and, yes, hand out more business cards than the competition will win more clients.

Whether it is a bank branch or an automated fast-food kiosk, talented and engaged employees will remain integral to future success.

The acquirer of the failed Milwaukee bank passed on assuming control of 107 in-store locations, but drawing a sweeping conclusion about the state of in-store banking from one story is difficult.

Bankers are well aware of the industry transformation taking place. However, they need to convince employees that change is worthwhile before turning reimagined business models into realities.

Success stories offer relevant lessons for those charting and executing a strategy, but with the proper perspective, stories of setbacks show bankers where they can and must improve.

Scheduling time for senior executives to visit branches and work alongside staff is a productive and motivating step for all parties involved.

So-called branch experts may recommend aggressive sales techniques, but the most successful sales teams talk the least about the bank’s products and services.