Western Banker - November/December 2016 - 23

'' The workforce has changed a great deal since the financial crisis. There is no such thing as indifference now; everyone wants to understand their company, and they want to know exactly how their job fits into the big picture. '' money place bank managers under unusual pressures. That's a double-edged sword when it comes to engagement. On the positive side, a Dale Carnegie study found that 79 percent of an employee's attitude toward your bank is determined by their immediate supervisor. That means your managers have enormous influence. Unfortunately, the study also found that 35 percent of banking employees have a negative feeling - usually irritation - after interactions with their manager. The reason is obvious. Managers who are legally responsible for compliance need to monitor what's happening, and they mostly focus on mistakes. Because of that, it's easy for employees to feel like their manager reprimands them more than anything else. This impression has a negative ripple effect on employee engagement. Only 39 percent of bank employees trust their manager. Only 38 percent feel that management treats them with respect. Following that, it should come as no surprise that only 35 percent have confidence that leadership is moving their bank in the right direction. So what do you do? First, it's best to acknowledge that the workforce has changed a great deal since the financial crisis. There is no such thing as indifference now; everyone wants to understand their company, and they want to know exactly how their job fits into the big picture. Social media has also changed the workforce. Everyone tracks the world continuously and lives in an instant gratification society. And so, to improve employee engagement, here are two methods that we've found to be highly effective first steps: * Make sure everyone feels like part of the team by keeping them informed. Backwards-facing quarterly meetings may not be enough; brief, wellorganized weekly meetings revealing what's coming up will make employees feel respected and will empower them to maximize the impact of whatever you've planned. * Your managers can improve engagement with positive feedback. For every few "irritating" corrections they make, they should catch the employee doing something particularly well - and point it out. This creates trust and puts the employee in a positive frame of mind. They'll make fewer mistakes, starting a positive feedback loop. 359575_Nationwide.indd 1 The impact on your bank's reputation can be enormous. We've learned that customers have an almost supernatural ability to sense employee engagement. The moment they walk in, they can tell. Your team is confident, each employee understands why they're doing what they're doing, and they have the presence of true professionals. Your customers' trust and confidence goes through the roof. So does the likelihood that they'll bring you the new business you need to get to the next level. ● References: http://www.gallup.com/services/178514/stateamerican-workplace.aspx https://www.dalecarnegie.com/assets/1/7/ engagement_banking_062513_wp1.PDF About the author: Many WIB Members will know and remember Marc Daniels as one of the founders of Diligent Boardbooks. After 10 years with Diligent revolutionizing how boards view their board material, Marc is again trail blazing - this time, as the Executive Vice President of Licensing at Results.com, which is dominating the emerging SaaS market for Business Management Software. 1/16/08 8:40:45 PM Western Banker November/December 2016 23 http://www.gallup.com/ https://www.dalecarnegie.com/assets/1/7/ http://www.Results.com http://www.nationwidecompliance.com

Table of Contents for the Digital Edition of Western Banker - November/December 2016

A Message from the President & CEO
Back to the Future to Manage Portfolio Performance
The WIB App Store
Managing Your Bank’s Reputation by Taking an “Inside-Out” Approach to Communicating News
Interest Rate Risk and ALM: Most Institutions Are Doing it Wrong
Everything Old is New Again — Updating FCRA Compliance in a CFPB World
Professional Development
Secrets to Employee Engagement for Bank Managers
March of the Millennials: Cultivating Relationships Within the Digital Generation
Welcome New Members
Index of Advertisers
Western Banker - November/December 2016 - cover1
Western Banker - November/December 2016 - cover2
Western Banker - November/December 2016 - 3
Western Banker - November/December 2016 - 4
Western Banker - November/December 2016 - A Message from the President & CEO
Western Banker - November/December 2016 - Back to the Future to Manage Portfolio Performance
Western Banker - November/December 2016 - 7
Western Banker - November/December 2016 - 8
Western Banker - November/December 2016 - 9
Western Banker - November/December 2016 - The WIB App Store
Western Banker - November/December 2016 - 11
Western Banker - November/December 2016 - 12
Western Banker - November/December 2016 - Managing Your Bank’s Reputation by Taking an “Inside-Out” Approach to Communicating News
Western Banker - November/December 2016 - 14
Western Banker - November/December 2016 - Interest Rate Risk and ALM: Most Institutions Are Doing it Wrong
Western Banker - November/December 2016 - 16
Western Banker - November/December 2016 - 17
Western Banker - November/December 2016 - Everything Old is New Again — Updating FCRA Compliance in a CFPB World
Western Banker - November/December 2016 - 19
Western Banker - November/December 2016 - 20
Western Banker - November/December 2016 - Professional Development
Western Banker - November/December 2016 - Secrets to Employee Engagement for Bank Managers
Western Banker - November/December 2016 - 23
Western Banker - November/December 2016 - March of the Millennials: Cultivating Relationships Within the Digital Generation
Western Banker - November/December 2016 - 25
Western Banker - November/December 2016 - Index of Advertisers
Western Banker - November/December 2016 - cover3
Western Banker - November/December 2016 - cover4
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